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TRANSCRIPT
FAITH-BASED FINANCIAL
COLLABORATIVE RECAP
Type questions into the Questions box to submit it to our panelist.
We’ll try to get to all the questions during the course of the webinar. If we do not get to your question, we’ll make sure to follow up afterwards.
We’ll send a recording of the webinar in follow up emails after the event
HOUSEKEEPING
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AcctTwo is focused
on delivering the
future of finance
and accounting to
our customers.
Our dedicated team of over 100 people
has helped more than 800 organizations
optimize finance and accounting through
software implementations, accounting
outsourcing, and consulting.
AcctTwo has been recognized by Sage
Intacct as its Partner of the Year from
2014 – 2018 and by our customers as a
leader in overall satisfaction and
popularity through their reviews on
G2Crowd. Learn More: www.accttwo.com
©AcctTwo 2019 | 3
MANAGED ACCOUNTING
SERVICESBy outsourcing your
accounting, you gain the
freedom to focus on your
mission.
CLOUD-BASED
ACCOUNTING SOFTWAREGrow your organization with
the Cloud ERP that's #1 in
customer satisfaction.
SOFTWARE
DEVELOPMENTGo the last mile of your
financial journey with Sage
Intacct+ to create a
customized application to fit
your organization.
TAMMY BUNTING
NFP Director, AcctTwo
Tammy has more than 25 years of
experience in accounting, business
administration, operations, and
management. This includes work in
both the secular and non-profit
Christian environments. She’s been
responsible for providing the
controllership functions of all
business environments at a
multi-ministry church enterprise and
been a partner in a thriving Intacct
value-added reseller business.
Tammy was raised and educated in
the Christian church and has a
unique perspective into the world of
non-profit and faith-based business
administration and accounting.
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At the end of this webinar you will cover:
• Why the Faith-Based Financial Collaborative was created
• What sessions had the most impact
• Review of key elements of each session
• How to join Mission: Support to continue the conversation
WEBINAR OBJECTIVES
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FBFCWhy the Faith-Based Financial Collaborative was created
• Bring together leaders in church
and faith-based nonprofit
finance to learn about the latest
in trends, regulations, and
technology.
• Helping you find out what the
future of finance and accounting
looks like to you and your
organization.
• Celebrating the importance of
community! Connecting with
peers and other leaders in the
church and faith-based finance
and accounting space is
important to growing a
fellowship.
WHY WE CREATED THE FBFC
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• 177 Attendees
• 83 Organizations
• 8 Vendors
• 4 Keynotes
• 32 Breakout Sessions
• 84 One on One Sessions
• 30 Gallons of Coffee
• 1,048 Snacks
• 4 Raffle Prize Winners
FBFC BY THE NUMBERS
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Tammy Bunting: NFP Director, AcctTwo
• In a truly collaborative environment, everyone has a voice. The FBFC is a great
opportunity to share ideas back and forth expanding our knowledge and
challenging our comfort levels.
• There is nothing better than feeling equipped to carry out our daily responsibilities
with confidence. The FBFC brings us together in one place at the same time,
connections are made, and lasting friendships are established, ensuring we are
not alone in our world of ministry-driven finance.
• Finance can be fun! Those of us in the back office sometimes get a bad rap. It’s
awesome to spend two days with peers sharing stories and challenges…. laughing
at jokes that only we would get!
Chris Grady: Faith-Based Business Development, AcctTwo
• Learn from your fellowship. If you are about to approach a big project that you’re
unfamiliar with, reach out to others within the community who can teach you their
lessons learned.
MAIN TAKEAWAYS
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Glen Strack: Senior Manager of Professional Services, AcctTwo
• Community Matters – We should never feel like we are on an island. Through the
sharing of ideas and knowledge, we are all better. We have seen a common set of
NFP pain points over the years and the conference helps to alleviate some of that.
Community helps to keep a long term relationship. Through events like the
conference we get a better insight into our clients.
• Sage Intacct is a critical component of our client’s job, but there is so much more
to the NFP business office. Our clients need to know and understand tax, FASB,
audit, legal, HR, etc.
MAIN TAKEAWAYS
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SESSIONSWhat sessions had the most impact
Knowledge Gaps:
• Knowledge Gap is the what and the
how.
• Importance Gap is the why and the
when.
• Action Gap is the choice.
2019 GAAP Reporting:
• Liquidity v. Availability: Ask yourself,
what funds are available to meet
operating needs in the next year.
• Terminology is very important! Have the
transparency conversation, break it
down to make good decisions in the
future.
• Don’t be afraid to talk to your auditors.
They are here to help.
SESSION HIGHLIGHTS
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Key Performance Indicators:
• You can compare month-to-month or year-to-year performance cards in dashboards.
• Build your KPI around the needs of your audience.
• Building a graph in KPI can show trends over weeks, months, and years!
Audit Preparation Best Practices:
• Audit, Review or Compilation? Not every organization needs and audit. Tools like ECFA can help you decide.
• Create a monthly close process to ensure accurate accounting and reduce audit preparation time.
• Dashboards can make things easier for you and your auditors by providing all the information available digital and ready for download and print.
SESSION HIGHLIGHTS
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Importance Gaps:
• As leaders we are more responsible for what is heard than what is said. Make sure your team understands you, not just listens to you.
• Find a rhythm of importance to help you organize your time.
• Know the difference between progress and success. Data and metrics are important for measurement but it doesn’t show the full picture. We need to prepare our KPIs.
Key Performance Indicators:
• Determining success requires you to look at two things: where you are now and where you should be now.
• Sometimes we need to look at what we did the least in order to show what we need to work on in order to become successful.
SESSION HIGHLIGHTS
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TRUE SUCCESS Is measured by OUTCOMES
• INPUTS
• Describe how much, in the way of resources (both financial and non-financial , such as volunteer time, or restricted funds was used to conduct an activity
• OUTPUTS
• Measure the activities conducted by the organization, such as worship services, mission trips, and attendance
• The problem is that a count , by itself, does not indicate whether real benefits resulted…how well were our members served…did they learn anything…were lives changed?
• OUTCOMES
• Measure how much better off our “members” are as a result of the organization’s activities
• Marriages healed, addictions overcome, life transformation with salvation
• True success is measured by the “outcomes”
MEASURES DESCRIBED
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MEASUREMENT EXAMPLE – DIVORCE CARE
Type Metrics Expectations Results
OUTCOMES - Relationship Skills Improved
- Based on Survey results of relationship
before and after.
- Question if relationship Improved Greatly,
Improved Somewhat, or Did Not Improve
- 90% improved - 95%
IMPACTS - % of Attendees with saved Marriages
- % of Attendees that became Group Leaders
- 50%
- 40%
- 55%
- 38%
Type Metrics Expectations Results
INPUTS - Dollars Spent
- Employee Hours
- Volunteer Hours
- Volunteer Count
- $50K per year
- 10 Hours per Week
- 3 Hours per Week
- 25 at any time
- $45K
- 8.5 Hours per Week
- 3 Hours per Week
- 28
OUTPUTS - Attendees per Year
- Groups Formed
- 150 Attendees
- 7 Groups
- 173
- 8 Groups
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MEASUREMENT EXAMPLE – DIVORCE CARE
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DASHBOARDSEnvision. Engage. Equip.
• Key metrics in one place for
executives
• A distribution method for
financial and statistical
information
• A blank slate to organize
information for review and
analysis
• A hub for things that need
attention
WHAT IS A DASHBOARD?
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KPIs
Alerts
Analysis
• Look at current key performance measures
and reports you currently do
• Look for ways to add value
o Move toward more real-time views
o Expand analysis capabilities
• “Industry champions”
• Comparative organizations
• Internal conversation
STARTING POINT
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2018
ANNUAL
REPORT
WHAT TO DASHBOARD?
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Role Based
Outcome
Analysis
1) Standard content
2) Custom content
• Consider audience
• Make it collaborative
3) Work to procure &
build
Help Documentation
RESOURCES
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Learning Center Options
Community Resources
DISPLAYING KPI’S
DASHBOARDS – ADDING PERFORMANCE CARDS
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Specify the timeframe. This also determines the comparison timeframe.
Compare to the last month, or 12 months ago for a year-over-year comparison.
Determine the performance card formatting when the value is greater than the comparison period.
DASHBOARDS – DISPLAYING PERFORMANCE CARDS
PROS
• Provides the KPI in a
straightforward, accessible format
• Comparison provided against
another period
• Drilldown capability available
CONS
• Limited detail without drilldown
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Drilldown
Drilldown
GROUPS / STRUCTURESBuild Dimension Groups/Structures for Reporting
29
DIMENSION GROUPS VS. DIMENSION STRUCTURES
Dimension Group
Flat subset of a dimension
▪ No hierarchy
Filters financial reports or account
groups
Dimension Structure
Created from dimension groups
Hierarchical subset of a dimension
▪ Parent / Child relationship
Filters columns or rows of a financial
report
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30
CREATING DIMENSION-BASED REPORTS
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REPORTING – 37 PAGES
At the end of this session you will be able to:
• Create new Sage Intacct reports
• Create new Sage Intacct dashboards
• Configure new dashboards to meet your needs
• Configure new reports to match your organization setup
• Configure existing account groups to account for system changes
• Identify where to find assistance
SESSION OBJECTIVES
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REPORT TIE OUT
Verify your reports are correct
▪ Example of how you may tie out these reports once installed
▪ These are examples of some of the possible tie outs
TIE OUT REPORTS
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ALLOCATIONSWhen and why they apply?
WHY ALLOCATIONS AND FUNCTIONAL EXPENSE
CLASSIFICATIONS?
• Many nonprofit organizations have reason to report by functional expense classification. • Presentation in GAAP financial statements
• Statement of functional expense• Footnote analysis of expenses by nature and function• Statement of activities
• Expenses reported for tax purposes• If 501(c)(3) or 501(c)(4), functional expense classification is necessary
for IRS Form 990 purposes.
Note – Functional expense classification may not be the same for each
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WHAT ARE FUNCTIONAL EXPENSE CLASSIFICATIONS?
• A method of grouping expenses according to the purpose for which costs are incurred.
• Program Services
• Supporting Activities• Fundraising expenses• Membership development expenses• Management and general expenses
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ALLOCATION TYPES?
• Direct allocation is preferred when it is reasonably efficient.• This is assigning each expense to a functional category based
on direct usage.
• Indirect allocation is used when the direct method is too burdensome. • This is using a rational and objective basis to allocate based
on financial or nonfinancial data.• Examples:
• Time spent in functional area based on time sheets or sample• Building square footage occupied by functional area• Ratio to functional area expenses or revenue (if correlation)
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39
ACCTTWO PERIOD-END ALLOCATIONS
Flexible• Allocate to multiple dimensions at once
• Single Accounts or Account Groups
• Unlimited Dimension Filters
• Period-end balances
• For the period activity
• Allocate directly in/to Accrual books
• or User-defined books
Easy to Use• Create allocations quickly
• Simple single page interface
• Run allocations individually
• Run in sequence
• Allows for tiered layers and dependent allocations
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AUDIT NEED
Identify if your organization needs an audit,
review or compilation and select the right
firm for your organization.
BEFORE THE AUDIT
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➢ Ensure key policies and procedures are established and available in
writing
• Good financial internal controls in place for:
• Segregation of duties
• Cash collections
• Disbursements
• Contributions
• Fixed assets
• Credit cards
• Accountable reimbursement plan
• Others
BEFORE THE AUDIT (CONTINUED)
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• Policies (example of some usually requested)
• Gift Acceptance Policy
• Record Retention
• Fixed Assets
• Intellectual (Property) Ownership
• Conflicts of Interest
• Others
➢ Create monthly close process to ensure accurate accounting and
reduce audit preparation time
• Reconcile giving between donor system and general ledger
• Prepare Balance Sheet account reconciliations
• Prepare and regularly update Fixed Asset rollforward
• Be able to explain balances in accounts such as Prepaids, Receivables,
Payables and Payroll
• Review variances in monthly actual to budget reports
➢ Create year-end processes to prepare for audit
• Identify accrual entries needed at year-end that might not be done
throughout the year (accrued vacation, accrued payroll, in-kind gifts etc)
• Ensure Accounts Payable/Contribution staff are familiar with year-end
cutoff policy
• Prepare Net Asset Rollforward
• Compile information for Statement of Functional Expenses
• Prepare fixed asset and roll forward schedules
➢ Schedule the audit during a good time for your organization and
when key staff and leadership will be available
BEFORE THE AUDIT (CONTINUED)
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➢ Be involved in major decisions of the organization or church in order
to determine what, if any, financial impact they will have:
• New building project or campus additions
• Decision to incur debt
• Decision to solicit restricted donations
• Decision to support new missionaries and method of support
• New programs and how they are funded
➢ Develop a good relationship with your auditor
• Sign up for newsletters from audit firm
• Keep up with non-profit legal and governmental changes
• Keep up with new accounting standards
➢ Verify audit fieldwork dates and reserve a room for the auditors
➢ If you had a previous audit, review the previous year’s audit requests
and recommendations
BEFORE THE AUDIT (CONTINUED)
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➢ Leverage technology
➢ Provide your auditor with an audit login to Intacct and an audit
dashboard with reports requested
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TECHNOLOGY
➢ Use Vendor Types in Accounts Payable to quickly find invoices related
to requested information such as ‘Attorney’ or ‘Lease’ payments.
➢ Use Collaborate to ask questions, attach discussion of an entry or
expense and allow managers to explain purchases that were not
budgeted throughout the year.
➢ Close periods in the accounting system once month end close
process is complete to ensure no accidental posting.
➢ Attach copies of bills in accounting system for ease of retrieval if
requested by auditor.
➢ Determine and assign proper permissions in your system for proper
internal controls
• Create roles to assign to staff or assign by individual
• Require approval on journal entries, bills, payments
• Create smart rules or triggers that notify an individual if certain
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TECHNOLOGY (CONTINUED)
FASB - ADOPTION DATES
AND PRIMARY
OBJECTIVES
At the end of this session you will be able to:
• Describe when the adoption is required
• Timing
• Bank or Audit
• Compare Old and New Net Asset Classifications
• Identify Terminology to allow for Liquidity
• Explain an Example of a Multi-Year Campaign
FASB REPORTING - SESSION OBJECTIVES
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PRIMARY OBJECTIVES OF ASU 2016-14
• Address issues with three classes of net assets
• Develop a comparable measure of operations for all NFPs
• Enrich how NFPs “tell their story”
• Tackle inconsistencies in reporting expenses
• Improve relationship between the Statement of Activities and
Statement of Cash Flows
• Enhance the understandability and utility of the Statement of
Cash Flows
• Explain “liquidity”—or is it “availability”?
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• Can Encompass:
• Undesignated
• Board Designated
• Ministry Expansion
• Operating Reserves
• Quasi Endowments
• Included as Property, Plant and Equipment, net of
related debt
WITHOUT DONOR RESTRICTIONS
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• Can Encompass:
• Perpetual in Nature (Endowments/Perpetual Trusts)
• Time-restricted for future periods
• Purpose restrictions (Donor specified)
• Building Fund
• Mission Trips
• CIP restricted as Property, Plant and Equipment, net
WITH DONOR RESTRICTIONS
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STATEMENT OF FINANCIAL POSITION
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QUANTITATIVE LIQUIDITY DISCLOSURES
• Total amount of financial assets
• Less amounts that are not available to meet cash needs within one
year
o External limits (example: contractual requirement)
o Donor-imposed restrictions
o Internal designations, appropriations, and transfers made by the
NFP’s governing board
• Equals net financial assets available to meet cash needs within one
year
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LIQUIDITY DISCLOSURE FOOTNOTE EXAMPLE
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SPEND MANAGEMENTWhat is it? How Can It Benefit the Organization?
56
WHAT IS SPEND MANAGEMENT
Spend Management is a tool within Sage Intacct Purchasing
that can validate expenditures against the budget and
either warns or disallows you to post a transaction that
exceeds the budget.
WHAT’S NEW!!
Spend Management can now validate against
Accounts Payable and General Ledger
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57
WHY SPEND MANAGEMENT
• Provides insight from Purchasing transaction definitions, Accounts
Payable bills and General Ledger Transactions as to current spend
on a budgeted line
• Gives insight as to balance remaining in the budget
• Option to include Committed Expenses with actual and compare to
budget
• Ability to stop transaction from being created or warn a submitter or
approver before transaction is created
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Actual includes all expenses - $89 - AP bills and General Ledger transactions
Committed Expenditures - $4,500 Approved Purchase Order (PO)
This purchase – $2,000 Current PO
Without Committed Books
With Committed Books
58
SPEND MANAGEMENT IN ACTION
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PURCHASING
APPROVAL POLICIES
When using these approvals, only one department, location or project can be
selected per transaction.
APPROVAL RULE TYPES
• Transaction Department Approval – Approval requests are
sent to the Manager of the department selected in the
transaction.
• Transaction Location Approval – Approval requests are sent
to the Manager of the location selected in the transaction.
• Transaction Project Manager Approval – Approval requests
are sent to the Manager of the project selected in the
transaction.
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APPROVAL RULE TYPES
• Department Approval – Approval requests are sent to
the Manager of the department to which the
employee submitting the transaction is assigned.
• Employee Manager Approval – Approval requests are
sent to the Manager of the employee submitting the
transaction.
• Specific User – A named user. Only users with
appropriate purchasing approval permissions who are
not restricted to an entity, department, or territory
appear in the list.
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APPROVAL RULE TYPES
• Value Approval – Approvals based on purchase amount. Approval
requests are sent directly to the level where the purchase amount
falls
• Value Approval – Progressive – Approvals based on purchase amount.
Approval routing starts at Level 1 and progresses to each successive
level until the purchase amount falls below the next level.
• Value Approval – Department – Approval requests are sent based on
the department of the employee submitting the transaction and the
purchase amount. Approval routing starts with the first approver and
progresses to each successive approver until the purchase amount
falls below the next approver's limits.
• Value Approval - Transaction Department – Approval requests are sent
based on the department selected in the transaction and the
purchase amount. Approval routing starts with the first approver and
progresses to each successive approver until the purchase amount
falls below the next approver's limits.
Permission-
level value
approvals
Department-
level value
approvals
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COMMITTED PURCHASE DEFINITION
• A committed purchase is an approved purchase request that has
not yet been entered into AP. The vendor bill is still in transit.
• The purpose of creating a transaction definition specifically for
committed purchases is to track expenditures that have been
committed but have not yet been expensed.
• The committed purchases are tracked in a user- defined book
outside of the financial books.
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THE PROCESS
3 step process:
• Enter the PO or Req – using the user defined book (PO Commit)
• Release (convert) the Committed PO
• Post Vendor Invoice – this is recorded in operating book
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PO COMMIT WORKFLOW
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SPEND REPORT
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CC RECONCILIATION
CREDIT CARD RECONCILIATION
- Credit card transactions reconciled per charge card
- Similar process to the bank reconciliation process
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CREDIT CARD RECONCILIATION
- Credit card transactions flow through as charges, charge payoffs flow through
as payments.
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CREDIT CARD PAYMENT
To payoff the credit card bill, there are two options:
– Option 1: Keep all charges within Cash Management. Create a
Funds Transfer via CM and select the funds transfer amount
and associated charges via the Payoff Charges screen and net
these to zero and save.
– Option 2: Push charges to Accounts Payable. Go to CM> Payoff
Charges, select the charges you want to push to AP and select
save. This will create a bill for that amount in AP. Payoff the bill
as normal in AP.
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AP BILL CC ENTRY
To input credit card transactions via AP, you have two key options:
– Option 1: Input via AP and payoff in AP. Create AP bills and payoff within the AP
module with a payment method such as record transfer or check. This workflow can
also start in purchasing to include an approval process.
– Option 2: Input via AP, send to cash management, payoff via funds transfer CC
method or charge payoff back to AP option. Create AP Bills, payoff via charge card
payment method. After bills are selected for payment, charge card transactions are
automatically created. These transactions can then be reconciled and paid off. This
workflow can also start in purchasing to include an approval process.
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EFFECTIVE POLICIES
AND PROCEDURESHow do we develop and enforce effective policies and procedures?
• Personnel
• Leadership/Management
• Financial
• Facility
• General Administration
• Ministry
EXAMPLES OF POLICIES AND PROCEDURES
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Policies and procedures are often needed for
separate categories. Examples include:
Payroll and HR
(Employee Handbook)
Reimbursement
Credit Card
Gift Acceptance
1099 Reporting
Fraud Prevention
Cash Reserves
FINANCIAL POLICIES
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CONSTRUCTION PROJECTSSteps and Process
• Soft Costs
• Architect Fees & Reimbursables, Inspection & Testing Labs, Civil Engineer, Professional Fees, Owner Consultants, Legal Costs, Banking Costs, Capital Campaign Costs, Promotional Material, Events (held by church)
• Owner Provided Items
• Audio/Video/Lighting, Security, Access Control, Network, Server, Wireless, Low Voltage Wiring, Signage, FF&E, Theming, Playgrounds, Piano/Organ, Stain Glass, Owner Contingency
• Hard Costs
• Construction Costs Billed by General Contractor
CONSTRUCTION BUDGET VS PROJECT BUDGET
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TIPS AND TRICKSTricks to Accelerate Data Entry
KEYBOARD SHORTCUTS
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Shortcut Key Description
Alt+S Save
Alt+Q Cancel
Alt+W Save this record and start a new one
Alt+P Display the pick list
Alt+K Go back from an error message
TabMove your cursor from the current field
to the next field
Spacebar Select a checkbox
Ctrl+Up/DownOpen and close the detail area for a line
item in data entry screens
Alt+D+EnterOpen a separate browser tab in Sage
Intacct
Shortcut Key Description
Alt+Down Arrow View the drop-down list
Up and Down Arrows Move up and down the list
Tab Select an item and move to the next field
Letter KeyJump to the first item starting with that
letter
Sequence of Letter Keys
Autofill the input box. For example, if you
type Tex in a location box, the system
displays Texas. If you type Ne, the system
displays a list that could include Nevada,
New Jersey, New Mexico, and New York
KEYBOARD SHORTCUTS
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Shortcut Key Description
t Current Date (today’s date)
+Increments current date by one
day
-Decrements current date by one
day
w First day of the current week
k Last day of the current week
m
First day of the current month
(type m again to go to the first
day of the prior month)
h
Last day of the current month
(type h again to go to the last
day of the prior month)
y First day of the current year
r Last day of the current year
Shortcut Key Description
PgUp/PgDn Previous/next month
Ctrl+PgUp/PgDn Previous/next year
Ctrl+Home Current month or open when closed
Ctrl+left arrow/right
arrowPrevious/next day
Ctrl+up arrow/down
arrowPrevious/next week
Enter Accept the selected date
Payroll, CC Transactions, Expense Reimbursements,
Contributions
Easier to have a staff member or volunteer fill an excel
template than to have access to the Financial system
You were hosting a conference that canceled. You need to
import your conference attendees as Vendors and create AP
Bills to pay. Export the vendor data from your online payment
system and fill the vendor template. Import AP bills for each
of the vendors on one AP Bill import
Vendor Template, AP Bill Template, Update Vendors for ACH
template
IMPORT TEMPLATES –WHEN IS IT EASIER THAN
MANUALLY KEYING?
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Example
Scenario
Templates
Used
Exportable
Data
Ease of
Use
• Do not change the headers
• The header titles in the header
row correlate to fields in the
UI. Incorrect header titles will
cause an import error
• Read the header descriptions
• The header description is the
cell under the header row that
explains what type of
information is accepted for
each column. If you enter the
wrong format, or with a value
not accepted by the column, it
will cause an error for your
import
HOW TO IMPORT
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•Enter required information
• Some data is required, while
others are not. Read the description
field to determine which
information is required. If you do
not enter required information, your
import will fail
• Make sure the parent record is on the import lines before the
child to avoid error, ex. Importing new records
• Use Number Formatting – No Commas or Dollar Signs
• Make sure to have formatting to two decimal spaces so that
amounts balance (rounding to the whole dollar can cause
problems)
• Watch out for the limit on the length of the field (ex. Employee
Title)
• Ensure any Journal Entries balance to zero. You can put debits
and credits in the debit column. Negative values will
automatically create credits
• Ensure numbers match on transactional data. Always verify what
you imported is what you expected
IMPORT TEMPLATES – AVOIDING ERRORS
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UNDERSTANDING ERRORS
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QUESTIONS?
MISSION: SUPPORTHow to join our nonprofit community, Mission: Support
We created the Mission: Support collaborative to build an environment where those in
need of information or solutions can find these innovators and exchange information
and ideas. No one wants to re-invent the wheel. And no one wants to miss out on
some new technology or best practice that other nonprofits are benefiting from.
WHAT IS MISSION: SUPPORT
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1. Collaborate on solutions and best
practices.
2. Participate and share your
experiences.
3. Stay Informed on the latest trends and
industry news.
4. Network with like-minded people who
have the same sense of purpose in
achieving their missions.
SO, WHY PARTICIPATE IN OUR COMMUNITY?
MISSION SUPPORT IS A PLACE FOR YOU TO:
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1. Visit:
www.accttwo.com/mission-
support
2. Click on Join Now!
3. Fill out the form to sign up.
4. Start talking to other
nonprofits across the U.S.
HOW TO JOIN MISSION: SUPPORT
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