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Ending Your Nonprofit Board Service on a High Note
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

Ending Your Nonprofit Board Service on a High Note

Whether your Board service is ending because of term limit rules or because you have determined that “enough is enough,” planning for a successful exit as a Board member of a nonprofit organization can be as important, if not more important, than all your active service time added together. Exiting the right way with thought and purpose will ensure that organizational momentum will be sustained, and continuity will be enhanced.

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How Inflation Affects Planning, Budgets, and Operating Reserves
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

How Inflation Affects Planning, Budgets, and Operating Reserves

Inflation has always been present at some level. When inflation is low, it lurks quietly in the corner of our minds. But when inflation is revving, the ringing in our ears will not go away. During periods of uncertainty and economic volatility, inflation tends to draw attention, often triggering regressive non-thinking reactions. Inflation needs to be treated as an economic reality to be confronted and a challenging obstacle to be solved, not as a call to action by itself.

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Choosing to Serve an Additional Term as a Nonprofit Board Member
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

Choosing to Serve an Additional Term as a Nonprofit Board Member

Nonprofit organizations generally have a set length for each Board service term, typically 2 or 3 years. The number of consecutive terms a Board member may serve can be constrained by term limits or be open-ended. In either case, at the end of your first Board term, a decision to continue or exit must be made.

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Choosing to Serve as an Officer for a Nonprofit Organization
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

Choosing to Serve as an Officer for a Nonprofit Organization

There is no perfect time to decide to serve as an officer for a nonprofit organization. However, the best time to consider this option is often just after you complete your first year of Board service and have relinquished your unofficial title as a “new Board member.” Insights gained from your first-year experiences interacting with Board members, management, and staff will provide a unique view that you would not have had prior to the start of your Board service term.

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Learning to Lead as an Experienced Board Member
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

Learning to Lead as an Experienced Board Member

With the first year of nonprofit organization Board service completed, it is time to reassess and consider how to best position yourself to leverage your new status as an experienced Board member. There will be no better time during your Board service term to raise the bar on your efforts, take on new and expanded leadership roles, and inspire change and innovation through increased participation at Board meetings and thoughtful engagement with the mission of the organization.

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Finding the Right Fit as a Nonprofit Volunteer
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

Finding the Right Fit as a Nonprofit Volunteer

As a volunteer for a nonprofit organization, you can gain the strength to “move mountains.” We each have the power to give but also receive. This life-changing experience is often overlooked because it quietly hides in the background, out of our sight and consciousness. You can receive more than you give if you approach volunteering with an open mind as well as an open heart.

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Use Key Assumptions to Focus and Frame Planning and Messaging [SUBSCRIBERS-ONLY]
Subscribers-Only, Articles A. Michael Gellman (CPA, CGMA) Subscribers-Only, Articles A. Michael Gellman (CPA, CGMA)

Use Key Assumptions to Focus and Frame Planning and Messaging [SUBSCRIBERS-ONLY]

My favorite “go-to” tactic for working though complex planning challenges is to develop a short list of “key assumptions” that focuses on strategic objectives and desired results. This approach helps to simplify messaging and fast-track consensus and approval by diminishing feelings of negativity and confusion.

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The Overlooked Effects of Changing a Fiscal Year-End
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

The Overlooked Effects of Changing a Fiscal Year-End

“Should we change our fiscal year-end?” This an interesting question that will naturally pop up over time for many nonprofit organizations. As with most complicated, multi-layered questions, the highly visible positive aspects need to be balanced against potential negative outcomes that are often hidden or ignored. One often-overlooked downside of a change in fiscal year-end (FYE) is the impact on an organization’s operating reserves.

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Applying Segregation of Duties Beyond Standard Checks and Balances [SUBSCRIBERS-ONLY]
Subscribers-Only, Articles A. Michael Gellman (CPA, CGMA) Subscribers-Only, Articles A. Michael Gellman (CPA, CGMA)

Applying Segregation of Duties Beyond Standard Checks and Balances [SUBSCRIBERS-ONLY]

Segregation of duties is a bedrock principal of internal accounting control systems and is visible in many elements of nonprofit organization accounting policies and procedures. Without segregation of duties, internal accounting control systems would not be safe or effective. Less often recognized is the powerful impact segregation of duties can have when applied to operational planning and resource management.

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To Be Sustainable, Nonprofits Need to Have Profits
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

To Be Sustainable, Nonprofits Need to Have Profits

It is difficult to search for a single aspirational goal that works for all nonprofit organizations because nonprofits are a lot like people, with no two organizations exactly alike. However, I believe there is one aspirational goal that most nonprofits have in common: to have a long, stable, and sustainable existence. To achieve this goal, nonprofits need to commit to making a profit.

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Building Trust and Connection with Financial Reports
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

Building Trust and Connection with Financial Reports

Financial reports for nonprofit organizations are important. Most people agree on this point. The challenge lies in getting people to connect with and trust financial reports. When trust and connection are absent, financial reports go unused. Getting users to trust financial reports requires mostly routine tactics while getting them to connect with financial reports requires more personalized creative approaches.

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Determining When to Involve the Board in HR Matters [SUBSCRIBERS-ONLY]
Subscribers-Only, Articles A. Michael Gellman (CPA, CGMA) Subscribers-Only, Articles A. Michael Gellman (CPA, CGMA)

Determining When to Involve the Board in HR Matters [SUBSCRIBERS-ONLY]

Nonprofit organizations must be extra vigilant when it comes to managing unexpected and often rapidly changing human resources (HR) issues. Hesitation to react can lead to dire consequences. However, reacting without meaningful contemplation can be equally dangerous. One critical consideration is how to develop guidance for discussions and messaging with Board members on changing HR issues.

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Capital Campaigns and the Impact of Donor Fatigue [SUBSCRIBERS-ONLY]
Subscribers-Only, Articles A. Michael Gellman (CPA, CGMA) Subscribers-Only, Articles A. Michael Gellman (CPA, CGMA)

Capital Campaigns and the Impact of Donor Fatigue [SUBSCRIBERS-ONLY]

Capital campaigns generate a lot of excitement and buzz for nonprofit organizations. Leveraging and harnessing this energy feeds hope for a brighter future. However, nonprofits must maintain a focus on protecting long-term financial health. At the conclusion of the capital campaign, the organization must be in a stronger position. One critical consideration is gauging the negative impact on current and future cash in-flows resulting from donor fatigue.

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Three Steps to Simplify Monitoring the Balance Sheet
Articles A. Michael Gellman (CPA, CGMA) Articles A. Michael Gellman (CPA, CGMA)

Three Steps to Simplify Monitoring the Balance Sheet

Balance sheets are part of standard nonprofit organization financial reporting. However, balance sheets are intimidating to most individuals and often misunderstood. Simplifying the monitoring process is key to improving engagement, enhancing understanding of the balance sheet, and helping individuals to fulfill their financial oversight roles and responsibilities.

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