<![CDATA[Counterpart CFO - Blog]]>Sat, 26 Aug 2017 17:47:48 -0400Weebly<![CDATA[Should Nonprofit Employees Contribute Cash to the Cause?]]>Tue, 01 Aug 2017 17:41:32 GMThttp://counterpartcfo.com/blog/should-nonprofit-employees-contribute-cash-to-the-causePicture
Eventually, this issue comes up at every nonprofit. Should employees be expected to support the mission of the organization through their own cash giving? My conclusion is an unequivocal “no.”

The idea to solicit employees is borne out of the belief that employees will want to financially support the organization’s cause. While the desire is almost always there, the reality is more complicated.

The Employment Relationship
Employment is a complex relationship, and it shouldn’t be distorted by other relationships, including family, friendship, love, borrowing, or cash giving. While the value of teamwork can’t be overstated, the most effective supervisors maintain an “arm’s length” connection to subordinates.  This means avoiding other entanglements.

Legally, employment is a “master-servant” relationship. Without getting into the philosophical debate about what fuels philanthropy, it’s easy to argue that there is an inherent conflict between a servant’s obligation and altruism.

Employees, by definition, commit their “work lives” to the mission of the organization. Yes, they are paid, and that is the “bargain” entered into by both employers and employees.  Any expectation that part of that payment should be funneled back to the employer -- in most cases, after-tax -- is counterintuitive.

Practical Ability to Give
For numerous reasons, nonprofit employees are often paid below market wages of the local private sector.  Asking employees to contribute part of their wages back to the organization is inequitable.  Even if employees consistently give (either because they are asked or because of peer pressure), this will be a breeding ground for resentment.

The Counterarguments
“We can’t ask donors to give if our own staff isn’t supporting us.”
This is a false equivalency. Your staff supports your organization every day with its blood, sweat, and tears. You need committed donors to fund the work. You need committed staff to get the job done. These are two very different roles.

“Our board members give. Our staff gives. It’s just part of our culture.”
The board relationship is different than the employment relationship. Board members are volunteers who make a commitment to the oversight and direction of a nonprofit. Not all board members have the same ability to provide financial support; however, the expectation to do so is typically a prerequisite commitment to board service. Conversely, I haven’t seen an organization ask for employee giving as part of the hiring process. I have seen it as part of the onboarding process, which has the potential to be an unwelcome surprise to a new employee.

“We have employees who can afford it and want to give.”
Provided it’s not solicited, it’s fine if a highly-compensated employee (e.g., an Executive Director) voluntarily donates to the organization. Still, it shouldn’t be publicized in a way that will make other employees feel an expectation to give.

When it comes to employee giving, my advice is simple -- don’t ask.  If you’ve been asking, stop.  If anyone wants an explanation for why you’ve stopped, tell them you’ve rethought the issue, and you appreciate your staff’s work too much to ask them to do more than they already do. Do you see this issue in a different light?  Please share your thoughts.

Dan Weiss, founder and President of Counterpart CFO, leads a team of flexible, part-time CFO’s serving nonprofits and for-profit businesses. To read more from Dan, follow him on LinkedIn or subscribe to his blog at www.counterpartCFO.com.

<![CDATA[4 Keys to Financial Sustainability]]>Fri, 21 Oct 2016 04:00:00 GMThttp://counterpartcfo.com/blog/4-keys-to-financial-sustainabilityPicture
On Wednesday, October 19th, I was privileged to lead a nonprofit workshop, “4 Keys to Financial Sustainability,” sponsored by the Gulf Coast Community Foundation.  Our varied mix of participants included board members, executive directors, finance directors, and development directors. This mix was both enlightening and challenging based on the different perspectives represented by each of these roles.  Because, let’s face it, board and staff are not always transparent with each other.  It worked because each participant had a commitment to sustain their own organization and a willingness to share valuable insights with the entire team.

So what are the 4 Keys?  They are --
  1. Partnerships
  2. Budgeting
  3. Mission
  4. Expectations

1. Partnerships

We’ve all heard the persistent whispers -- the negative things “business people” say about “nonprofit people” and the negative things “nonprofit people” say about “business people.”  It’s a self-gratifying downward spiral with no possible positive outcome.  This “mutual superiority complex” only solidifies the misunderstanding and distrust keeping nonprofits and businesses from partnering together to do great things. Breaking this cycle requires, first, the recognition that nonprofit success is dependent on these partnerships and, second, the leadership to change the pattern of negativity.

2. Budgeting

A budget is a powerful tool as a roadmap for organizational success. And the proper use of a budget requires these two important components.

  1. Nonprofits need to structure themselves to provide for a reasonable, supportive level of overhead.  So often, organizations find themselves in “starvation” mode, failing to invest in people, technology, compliance, and other necessary forms of infrastructure to support their missions.  Changing the world requires an investment in the tools to make it happen.
  2. Nonprofits need to build operating reserves that will carry them through the difficult times ahead (yes, they’re coming -- again).  “Saving for a rainy day” is sage wisdom, yet most nonprofits don’t even try.  A surplus is necessary to create a reserve, and that won’t happen without a plan for it.  That’s why failing to budget for a surplus is the number one thing holding back nonprofits.

3. Mission

Nonprofits have a propensity for mission and program “creep” -- a tendency to naturally expand in order to do more good.  It’s laudable, but it can stretch the funding model beyond capacity.  One of the surest warning signs of “creep” is when the board members find it difficult to understand and explain the full extent of the organization’s activities.

4. Expectations

Nonprofits are at the front-lines of the world’s most important issues, so they need high aspirations and high expectations.  Strained funding will make it harder to attract and retain the best staff, and management will rationalize reduced expectations because the staff is “underpaid.”  This vicious cycle leads to mediocre performance, which won’t go very far toward solving the world’s problems.


Even with these 4 Keys, you might be frustrated.  “Yes, but how do we make it happen?”

There is no magic bullet for financial sustainability.  It’s not about finding one more big donor.  Sustainability comes from a culture shift.  

A culture shift requires thinking differently about things that are deeply ingrained.  It requires all of the stakeholders to embrace it.  It requires education, reinforcement, thoughtful strategy, and commitment.  It’s difficult and it takes time.

Are you convinced of the value and importance of these 4 Keys?  Do you think there’s something missing?  Are you up to the challenge, and how will you proceed?  Please share your thoughts.

Dan Weiss, founder and President of Counterpart CFO, leads a team of flexible, part-time CFO’s serving nonprofits and for-profit businesses. To read more from Dan, follow him on LinkedIn or subscribe to his blog at www.counterpartCFO.com.

<![CDATA[W-9 and 1099-MISC Compliance Check-Up]]>Wed, 07 Sep 2016 17:58:30 GMThttp://counterpartcfo.com/blog/w-9-and-1099-misc-compliance-check-upPicture
If your organization doesn’t have a strict W-9 and 1099-MISC policy, it’s time to put one in place, and it’s simpler than you think.

Let’s start at the beginning. You are required to issue a Form 1099-MISC to any non-employee to whom you’ve paid $600 or more, annually, for goods or services. This requirement is generally thought to apply to “independent contractors,” but that’s an overly restrictive definition. Many of your vendors should be included, as well.

A W-9 is the form a vendor (or independent contractor) uses to provide you with its tax identification number, which is what you need to issue a 1099-MISC. In simple terms, these two IRS forms work hand in hand.

You are not required to issue a 1099-MISC to a corporation or an LLC taxed as a corporation. This complexity is often the trap that leads to non-compliance.

How do I know whether my vendor is taxed as a corporation?

Simply, you don’t. You could assume the vendor’s legal status based on its business name. This is tricky, because companies often operate with fictitious names. "Acme Anvils" could be a sole proprietorship owned by Wile E. Coyote.

You could check your state’s online business records, typically maintained by the Secretary of State. But while this may indicate corporate status, it won't tell you whether an LLC is taxed as a disregarded entity, a partnership, or a corporation.

Before you throw up your hands and decide W-9 compliance is completely unmanageable, remember, it’s simpler than you think.

What should the process look like?

  • Collect a Form W-9 anytime you prepare to pay a new vendor. Download the form here.
  • In your accounting software, record the vendor’s tax identification number and designate the vendor as one that should receive a 1099-MISC (note: for proper internal control, vendor setup should be done by someone other than the person who prepares checks).

Don’t make the mistake of issuing a payment to a vendor and then asking for a W-9. The incentive to provide you with a W-9 ends as soon as your check is cashed, and you’ll likely give up after a few attempts to chase it down.

Simple, right? Here are some follow-up thoughts --

If I ask for a W-9, will my vendor’s representative even know what I’m talking about?

Unless it’s someone who is just starting out in business, yes, they’ll know. Even though non-compliance is fairly common, it’s likely another customer has asked your vendor for a W-9 in the past. Since the W-9 is not individually tailored to each customer, your vendor probably has an already-completed form.

I pay utilities every month. Do I really need a W-9 from each utility company?

You may be assured that your local utility provider is taxed as a corporation; therefore, you don’t need a W-9. On the other hand, if you ask for one, you’ll get it.

What if I don’t pay a vendor more than $600 annually? Isn’t the W-9 a waste of time in that case?

Theoretically, yes. If you prefer, you may decide to only request a W-9 when you know a vendor will be paid more than $600 annually. That will require you to keep track of cumulative payments and request a W-9 at the right time. Arguably, it’s easier to request a W-9, in advance, from every vendor.

What if I don’t issue 1099-MISC’s? After all, I haven’t been, and the IRS hasn’t questioned it.

Through the power of technology, the IRS is getting better all the time at tracking unreported income. An IRS examination of any of your vendors can easily lead back to your organization. The fine of $100 for each unissued 1099-MISC will add up quickly.

What if we don’t have W-9’s for our current vendors?

Then you have some work to do. First, you will want to identify “dead” vendors -- ones in your accounting software that you are no longer using. Deactivate them, which has the added benefit of cleaning up your records.

Second, send a letter to each of your active vendors, requesting a W-9 by mail or fax within thirty days. If you don’t have a vendor’s W-9 by the deadline, withhold further payments to that vendor until you get one.

Are there security concerns?

Since a W-9 contains a vendor’s tax identification number, you have a legal responsibility to maintain the confidentiality of that information. Your accounting software and your digital records must be secure from intrusion by anyone without a need to access them, both inside and outside the organization. The same goes for your paper files.


Do you see the value of this simple and dependable W-9 and 1099-MISC process? Will you implement it as a new process? Will you modify it to meet the needs of your organization? Can you remedy what you may have overlooked in the past? Please share your thoughts.

Dan Weiss, founder and President of Counterpart CFO, leads a team of flexible, part-time CFO’s serving nonprofits and businesses. To read more from Dan, follow him on LinkedIn or subscribe to his blog at www.counterpartCFO.com.

<![CDATA[Checking on Internal Controls]]>Thu, 14 Jul 2016 23:06:14 GMThttp://counterpartcfo.com/blog/checking-on-internal-controlsPicture
A recent article, What a Lost $75K Check Tells Us About How We Treat Donors, highlighted an interesting philosophical issue for fundraisers.  It has also given me the opportunity to jump up on my internal control soapbox.

​Broadly defined, internal controls are the processes designed to safeguard assets, detect errors and fraud, and ensure accuracy of financial reporting.  A lock on a door is one form of internal control; a bank reconciliation is another.  It’s how we check on things or keep bad things from happening.

Internal controls are a weak spot for most nonprofits and small businesses.  There are multiple underlying reasons, including ignorance, naivety, and turf wars.

Let’s discuss each of these, beginning with ignorance.  Rules of internal control are not innate.  They have to be learned.  External auditors have a responsibility to examine controls, point out deficiencies, and recommend improvements.  However, in practice, deficiencies are often overlooked, and when they’re noted, management often opts to ignore them.

This is the perfect segue to the most dangerous reason for internal control weaknesses -- naivety.  Woe unto the organization that doesn’t prioritize internal controls because it “trusts” its staff members.  There was a time when I collected newspaper articles about “trusted” bookkeepers and pastors who were “like family” until management learned about their long-standing embezzlement schemes.  At some point, my collection seemed both futile and a fire hazard.

Study after study has confirmed that “honest” people will do dishonest things if it’s made too easy for them. It’s not cynical to believe in the psychology of human nature.  In fact, it’s naive not to.  Trust is not an internal control.

Turf wars” are what happens when one person or department tries to maintain control of a process they shouldn’t control.  One of the most basic principles of internal control is that duties should be segregated; for example, the custody of an asset should be separate from the recordkeeping of that asset. Even when auditors point out the need for segregation, managers have a tendency to resist and rationalize not doing so.  After all, it’s easier to just let everyone do what they’ve always done.

One of the most important processes in most organizations is handling incoming receipts. A best practice might consist of having a receptionist open the mail, endorsing the checks “For Deposit Only” and listing them on an Incoming Checks Log.  The receptionist passes on the checks to an administrative assistant who makes the deposits -- the same day -- using a “remote deposit capture” device.  Finally, the Incoming Checks Log and the deposit record are passed on to a bookkeeper who confirms the matching records and enters the transactions in the accounting system.

In smaller organizations, it can be challenging to segregate duties because of the practical issue of having so few employees.  Fortunately, there are ways to meet this challenge without succumbing to having no controls.

Do you agree with the importance of internal controls, or do you see them as an academic exercise?

Are your internal controls up to snuff?  How will you fix them?  Please share your thoughts.

Dan Weiss, founder and President of Counterpart CFO, leads a team of flexible, part-time CFO’s serving nonprofits and businesses.  To read more from Dan, follow him on LinkedIn or subscribe to his blog at www.counterpartCFO.com.

<![CDATA[It Takes Two...Generations]]>Tue, 19 Apr 2016 02:49:47 GMThttp://counterpartcfo.com/blog/it-takes-twogenerationsPicture
The national thought leadership of the “Two Generation” model came to Sarasota two weeks ago for the Two Gen Summit.  Hosted by the Boys & Girls Clubs of Sarasota County, sponsored by the the Community Foundation of Sarasota County, and the brainchild of Foundation VP, John Annis, the Summit highlighted the important work being done in our community by a myriad of nonprofit organizations.

The Two Generation model (aka “2Gen”) brings a dual focus to the value of education as an antidote to the cycle of poverty.  It places equal emphasis on the needs of both the child and the parent.

Research has established that it's not enough to teach young children to read at their grade level.  Without the support and participation of a parent, inspiring and lifting the child to new heights, success stories are often short-lived.  And when we remove economic barriers for the parents (including critical needs like housing, job training, transportation, and child care), we allow families to move beyond generational poverty.

More and more nonprofits are jumping on the Two Gen bandwagon, employing this two-pronged approach that delivers powerful results by prioritizing both parents and children.

It's gratifying that this focus on Two Gen work is a true community effort.  Jon Thaxton of the Gulf Coast Community Foundation (GCCF) and William Russell of the Sarasota Housing Authority played key roles in the Summit as members of a panel on affordable housing.  In addtion to the Community Foundation of Sarastota County, the GCCF, the Patterson Foundation, and the Charles & Margery Barancik Foundation are all funding Two Gen work in a coordinated effort to conquer the cycle of poverty in our community.

Each of us has a responsibility to help others who are less fortunate, and we can all make a difference.  Get involved, and give back.  Volunteer at the Alta Vista Eagle Academy, the Boys & Girls Clubs, the Salvation Army, the Visible Men Academy, or one of the many other organizations helping to reduce poverty where we live by using a two-generation approach.

Dan Weiss, founder and President of Counterpart CFO, leads a team of flexible, part-time CFO’s serving businesses and nonprofits.  To read more from Dan, follow him on LinkedIn or subscribe to his blog at www.counterpartCFO.com.  To learn more about the Two Gen approach, visit http://ascend.aspeninstitute.org.