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Financial Roles for Non-Financial Staff

Paul Konigstein

October 10, 2012

Sponsored by: A Service

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Advising nonprofits in:

• Strategy

• Planning

• Organizational Development

www.synthesispartnership.com

(617) 969-1881

info@synthesispartnership.com

INTEGRATED PLANNING

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www.mission.do

KEY ROLES FOR NON-FINANCIAL STAFF

Nonprofit Webinars

October 10, 2012

THE BUCK STOPS AT THE ED

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Trustees

Executive Director

Program Director

Program Manager

Fundraising Director

Admin Managerial

Non-Managerial

Responsibilities

EXECUTIVE DIRECTOR

Five Leadership Lessons from Jean-Luc Picard by Alex Knapp, Forbes Magazine blog

EXECUTIVE DIRECTOR

• Understand the organization’s financial impact on the community

• Know and monitor financial drivers

• Insure the organization’s financial sustainability

• Communicate expectation that all direct reports engage with finance and empower them to manage their budgets

EXECUTIVE DIRECTOR

• Engage the Board in the organization’s finances

• Represent the organization’s finances to donors

• Make sure finance staff communicates information clearly, consistently, accurately, and promptly

• Know and follow finance policies and procedures

EXECUTIVE DIRECTOR

• Be aware of conflicts of interest

• Create a culture of collaboration

• Assign responsibility for grant and legal compliance and proactively monitor compliance outcomes

TRUSTEES

TRUSTEES

• Understand the organization’s financial impact on the community

• Know and monitor financial drivers

• Set (approve budget) and monitor (review financial statements) financial goals

• Know financial goals and expect demonstrated progress toward these goals

TRUSTEES

• Understand how financial goals relate to the strategic plan

• Insure the organization’s financial sustainability

• Understand finance related Board legal requirements (ex NYPMIFA)

PROGRAM DIRECTOR

PROGRAM DIRECTOR

• Know financial drivers and monitor associated program outcomes

• Communicate expectation that all direct reports engage with finance and empower them to manage their budgets

• Know and understand variances from budget and their programmatic and financial implications

• Know and follow finance policies and procedures

• Represent program finances to donors

PROGRAM MANAGER

PROGRAM MANAGER

• Know and understand variances from budget and their programmatic and financial implications

• Know and follow finance policies and procedures

• Make program operations transparent

FUNDRAISING DIRECTOR

FUNDRAISING DIRECTOR

• Understand program profit and loss and overhead recovery

• Understand unrestricted, temporarily restricted and permanently restricted net assets

• Understand when a gift can be “counted”

• Know and understand variances from the fundraising budget and their programmatic and financial implications

FUNDRAISING DIRECTOR

• Know and follow finance policies and procedures

• Develop and maintain a system for synchronizing development data with finance data

• Make development operations transparent

• Understand development compliance requirements

ADMINISTRATIVE MANAGERIAL STAFF

ADMINISTRATIVE MANAGERIAL STAFF

• Know and understand variances from department budget and their financial implications

• Know and follow finance policies and procedures

• Make department operations transparent

NON-MANAGERIAL STAFF

NON-MANAGERIAL STAFF

• Know and follow finance policies and procedures

• Report anything suspicious

• Protect the organization’s assets

Paul Konigstein paul@missionfirstfinance.com

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