Illustrative sample: fictional organization and data
See what leadership and the board should receive every month.
This sample demonstrates how EveryPenny can organize a nonprofit’s accounting information into a concise management and board package.
Fifteen sections in the order a finance committee reads them: financial position and operating results, programs and grants, restricted funds, cash and reserves, then the risks, decisions, and next actions that need an owner. Every total is derived from the same figures, so the statements agree with each other.
This is a nonprofit-specific example. The statements, restricted-fund schedule, and grant reporting follow nonprofit accounting, and it is not the sole reporting format EveryPenny provides for every organization: the reporting in your engagement is built around how your organization operates.
All names and financial data are fictional. This is not an EveryPenny client and does not contain client information.
This is a nonprofit reporting example. Explore an industry-specific sample experience to see how the financial picture changes for other organizations, or open the demo.
- Organization
- Illustrative Community Services Organization
- Fictional multi-program nonprofit
- Reporting period
- Month ended March 31
- Nine months ended March 31 (fiscal year ends June 30)
- Package
- Monthly leadership and board finance pack
- Illustrative nonprofit format prepared by a managed finance team
Illustrative sample: fictional organization and data. All names and financial data are fictional. This is not an EveryPenny client and does not contain client information.
Executive financial summary
Total cash
$1,486,200
Statement of financial position
Cash available for operations
$597,200
After restricted balances and refundable advances
Board-designated operating reserve
$640,000
1.0 months of budgeted expense; policy target 3.0 months
Change in net assets, year to date
($64,500)
Budget $3,000; variance ($67,500)
Grants and contracts receivable
$612,400
$100,500 over 90 days
13-week cash low point
$815,100
Week 13; operating cash at low point ($73,900)
Statement of financial position
| Assets | Amount |
|---|---|
| Cash and cash equivalents | $1,486,200 |
| Grants and contracts receivable | $612,400 |
| Pledges receivable | $85,000 |
| Prepaid expenses | $48,300 |
| Property and equipment, net | $318,900 |
| Investments: board-designated operating reserve | $640,000 |
| Total assets | $3,190,800 |
| Liabilities and net assets | Amount |
|---|---|
| Accounts payable and accrued expenses | $214,600 |
| Accrued payroll and benefits | $187,300 |
| Refundable grant advances | $142,500 |
| Deferred revenue: fee-for-service | $36,000 |
| Total liabilities | $580,400 |
| Net assets without donor restrictions | $1,778,900 |
| Net assets with donor restrictions | $831,500 |
| Total net assets | $2,610,400 |
| Total liabilities and net assets | $3,190,800 |
Statement of activities
| Revenue and support | Without restrictions | With restrictions | Total |
|---|---|---|---|
| Government grants and contracts | $3,420,000 | $0 | $3,420,000 |
| Program service fees | $486,000 | $0 | $486,000 |
| Contributions and foundation grants | $612,000 | $920,000 | $1,532,000 |
| Special events, net of direct costs | $148,000 | $0 | $148,000 |
| Investment return | $21,500 | $0 | $21,500 |
| Net assets released from restrictions | $883,500 | ($883,500) | $0 |
| Total revenue and support | $5,571,000 | $36,500 | $5,607,500 |
| Expenses | Without restrictions | With restrictions | Total |
|---|---|---|---|
| Housing Stability | $1,842,000 | $0 | $1,842,000 |
| Workforce Development | $1,296,000 | $0 | $1,296,000 |
| Youth Services | $734,000 | $0 | $734,000 |
| Community Health Navigation | $1,118,000 | $0 | $1,118,000 |
| Total program services | $4,990,000 | $0 | $4,990,000 |
| Management and general | $468,000 | $0 | $468,000 |
| Fundraising | $214,000 | $0 | $214,000 |
| Total supporting services | $682,000 | $0 | $682,000 |
| Total expenses | $5,672,000 | $0 | $5,672,000 |
| Change in net assets | ($101,000) | $36,500 | ($64,500) |
| Net assets, beginning of year | $1,879,900 | $795,000 | $2,674,900 |
| Net assets, end of period | $1,778,900 | $831,500 | $2,610,400 |
Budget versus actual
Sign convention. Variance is always actual minus budget. For revenue, a positive variance is favorable (more than planned). For expenses, a positive variance is unfavorable (spending above budget). The F/U column states this for every line.
| Line | YTD budget | YTD actual | Variance | F/U |
|---|---|---|---|---|
| Government grants and contracts | $3,510,000 | $3,420,000 | ($90,000) | Unfavorable |
| Program service fees | $465,000 | $486,000 | +$21,000 | Favorable |
| Contributions and foundation grants | $1,590,000 | $1,532,000 | ($58,000) | Unfavorable |
| Special events, net | $135,000 | $148,000 | +$13,000 | Favorable |
| Investment return | $18,000 | $21,500 | +$3,500 | Favorable |
| Total revenue and support | $5,718,000 | $5,607,500 | ($110,500) | Unfavorable |
| Housing Stability | $1,815,000 | $1,842,000 | +$27,000 | Unfavorable |
| Workforce Development | $1,335,000 | $1,296,000 | ($39,000) | Favorable |
| Youth Services | $720,000 | $734,000 | +$14,000 | Unfavorable |
| Community Health Navigation | $1,140,000 | $1,118,000 | ($22,000) | Favorable |
| Management and general | $480,000 | $468,000 | ($12,000) | Favorable |
| Fundraising | $225,000 | $214,000 | ($11,000) | Favorable |
| Total expenses | $5,715,000 | $5,672,000 | ($43,000) | Favorable |
| Change in net assets | $3,000 | ($64,500) | ($67,500) | Unfavorable |
Program-level results
| Program | Direct funding | Direct expenses | Allocated shared costs | Total expenses | Net before unrestricted support | Funding coverage |
|---|---|---|---|---|---|---|
| Housing Stability | $1,812,000 | $1,598,000 | $244,000 | $1,842,000 | ($30,000) | 98% |
| Workforce Development | $1,214,000 | $1,131,000 | $165,000 | $1,296,000 | ($82,000) | 94% |
| Youth Services | $668,000 | $632,000 | $102,000 | $734,000 | ($66,000) | 91% |
| Community Health Navigation | $1,095,500 | $975,000 | $143,000 | $1,118,000 | ($22,500) | 98% |
| All programs | $4,789,500 | $4,336,000 | $654,000 | $4,990,000 | ($200,500) | 96% |
| Reconciliation | Amount |
|---|---|
| Net program results before unrestricted support | ($200,500) |
| Unrestricted contributions, events, and investment return | $781,500 |
| Management and general | ($468,000) |
| Fundraising | ($214,000) |
| Restricted contributions received but not yet released | $36,500 |
| Change in net assets | ($64,500) |
Grant budget versus actual
| Award | Period | Award amount | Budget to date | Spent to date | Variance (spent − budget) | Remaining award |
|---|---|---|---|---|---|---|
| County Emergency Housing GrantHousing Stability · Spending ahead of pace; request budget modification. | Calendar year, cost reimbursement | $1,200,000 | $300,000 | $318,500 | +$18,500 | $881,500 |
| Regional Foundation: Workforce DevelopmentWorkforce Development · Final installment invoiced; awaiting funder budget approval. | Two-year award, year two | $600,000 | $450,000 | $442,000 | ($8,000) | $158,000 |
| State Youth Services ContractYouth Services · On pace. Quarter-three billing submitted. | Fiscal year, cost reimbursement | $540,000 | $405,000 | $396,200 | ($8,800) | $143,800 |
| Health System Partnership GrantCommunity Health Navigation · Slightly ahead of pace; positions filled early. | Fiscal year, fixed award | $520,000 | $390,000 | $402,600 | +$12,600 | $117,400 |
| Municipal Facility Improvement GrantCapital · Phase two contractor scheduled for June. | Project period, reimbursement | $150,000 | $112,500 | $108,500 | ($4,000) | $41,500 |
| All awards | $3,010,000 | $1,657,500 | $1,667,800 | +$10,300 | $1,342,200 |
Net assets with and without donor restrictions
| Net assets | Beginning of year | Change year to date | End of period |
|---|---|---|---|
| Without donor restrictions | $1,879,900 | ($101,000) | $1,778,900 |
| of which: Undesignated | $1,138,900 | ||
| of which: Board-designated operating reserve | $640,000 | ||
| With donor restrictions | $795,000 | $36,500 | $831,500 |
| Total net assets | $2,674,900 | ($64,500) | $2,610,400 |
Restricted-fund schedule
| Fund | Beginning | Additions | Released | Ending |
|---|---|---|---|---|
| County Emergency Housing GrantHousing Stability: rental and utility assistance | $210,000 | $450,000 | $385,000 | $275,000 |
| Regional Foundation: Workforce DevelopmentWorkforce Development: multi-year program support | $300,000 | $0 | $150,000 | $150,000 |
| Youth Services restricted giftsYouth Services: summer programming | $45,000 | $120,000 | $60,000 | $105,000 |
| Health System Partnership GrantCommunity Health Navigation: navigator staffing | $180,000 | $260,000 | $240,000 | $200,000 |
| Facility improvement giftsCapital: accessibility and safety improvements | $60,000 | $90,000 | $48,500 | $101,500 |
| Total with donor restrictions | $795,000 | $920,000 | $883,500 | $831,500 |
Grant and reimbursement receivables aging
| Funder | 0–30 days | 31–60 days | 61–90 days | Over 90 days | Total |
|---|---|---|---|---|---|
| County Emergency Housing GrantMonthly reimbursement cycle; February request in review. | $118,400 | $96,000 | $0 | $0 | $214,400 |
| State Youth Services ContractState processing typically 60–75 days. | $45,000 | $45,000 | $44,000 | $0 | $134,000 |
| Health System Partnership GrantQuarterly installment billed on schedule. | $43,500 | $0 | $0 | $0 | $43,500 |
| City Workforce Services ContractTwo invoices open; contract manager confirmed receipt. | $62,000 | $58,000 | $0 | $0 | $120,000 |
| Regional Foundation, final installmentHeld pending funder approval of revised budget. Escalated to program officer. | $0 | $0 | $0 | $100,500 | $100,500 |
| Total receivable | $268,900 | $199,000 | $44,000 | $100,500 | $612,400 |
13-week cash forecast
Beginning cash
$1,486,200
Total inflows, 13 weeks
$1,778,900
Total outflows, 13 weeks
$2,450,000
Ending cash, week 13
$815,100
| Operating liquidity | Amount |
|---|---|
| Total cash | $1,486,200 |
| Less: cash held for donor-restricted purposes | ($746,500) |
| Less: refundable grant advances | ($142,500) |
| Cash available for operations | $597,200 |
| Board-designated reserve (board action required) | $640,000 |
| Operating cash plus reserve | $1,237,200 |
| Week | Beginning | Grant receipts | Other receipts | Payroll | Vendors and program | Occupancy and other | Ending |
|---|---|---|---|---|---|---|---|
| Week 1 | $1,486,200 | $0 | $28,000 | $188,000 | $74,000 | $62,000 | $1,190,200 |
| Week 2 | $1,190,200 | $214,400 | $22,000 | $0 | $58,000 | $0 | $1,368,600 |
| Week 3 | $1,368,600 | $43,500 | $31,000 | $188,000 | $66,000 | $0 | $1,189,100 |
| Week 4 | $1,189,100 | $134,000 | $19,000 | $0 | $71,000 | $0 | $1,271,100 |
| Week 5 | $1,271,100 | $0 | $34,000 | $188,000 | $61,000 | $62,000 | $994,100 |
| Week 6 | $994,100 | $120,000 | $26,000 | $0 | $83,000 | $0 | $1,057,100 |
| Week 7 | $1,057,100 | $146,500 | $30,000 | $188,000 | $57,000 | $0 | $988,600 |
| Week 8 | $988,600 | $0 | $24,000 | $0 | $69,000 | $0 | $943,600 |
| Week 9 | $943,600 | $100,500 | $165,000 | $188,000 | $92,000 | $62,000 | $867,100 |
| Week 10 | $867,100 | $205,000 | $27,000 | $0 | $60,000 | $0 | $1,039,100 |
| Week 11 | $1,039,100 | $0 | $33,000 | $188,000 | $64,000 | $0 | $820,100 |
| Week 12 | $820,100 | $178,000 | $21,000 | $0 | $72,000 | $0 | $947,100 |
| Week 13 | $947,100 | $148,000 | $29,000 | $188,000 | $59,000 | $62,000 | $815,100 |
| 13-week total | $1,486,200 | $1,289,900 | $489,000 | $1,316,000 | $886,000 | $248,000 | $815,100 |
Operating-reserve outlook
| Measure | Amount | Months of budgeted operating expense |
|---|---|---|
| Board-designated operating reserve | $640,000 | 1.0 months |
| Liquid unrestricted net assets (including the reserve) | $1,411,700 | 2.2 months |
| Policy target | $1,905,000 | 3.0 months |
| Gap between liquid unrestricted net assets and policy target | $493,300 | 0.8 months |
Audit and compliance calendar
| Item | Due | Owner | Status |
|---|---|---|---|
| Quarter-three grant reports (County, State) | April 30 | Grants accountant | In preparation |
| Spring event revenue and in-kind reconciliation | May 31 | Staff accountant | Scheduled |
| Draft annual budget to finance committee | May 15 | Controller / ED | In progress |
| Board budget approval | June board meeting | Executive director | Scheduled |
| Fiscal year-end close and audit schedules | July 31 | Controller | Scheduled |
| Independent audit fieldwork | September | Controller with auditor | Scheduled |
| Audited financial statements to board | October board meeting | Auditor / finance committee | Scheduled |
| Form 990 filing | November 15 (extended: May 15) | Licensed CPA | Scheduled |
| State charitable registration renewal | November 30 | Executive director | Scheduled |
| Contractor 1099 filings | January 31 | Staff accountant | Complete |
Material risks and exceptions
Foundation receivable over 90 days
High priorityThe final installment of the Regional Foundation award is held pending approval of a revised budget. The 13-week forecast assumes collection in week 9; without it, the projected low point falls by the same amount.
Response: Program officer call scheduled this week; revised budget resubmitted.
Operating cash below policy at the forecast low point
High priorityTotal cash stays positive throughout the forecast, but cash available for operations (after restricted balances and advances) is exhausted in weeks 11 through 13 before the County reimbursement cycle catches up.
Response: Board authorization of a temporary reserve draw recommended (see decisions).
Workforce Development funding gap
Medium priorityDirect funding covers 94 percent of program cost year to date. The shortfall is being absorbed by unrestricted contributions that are seasonally concentrated in the fourth quarter.
Response: Supplemental funding proposal and instructor-cost review in progress.
County grant spending ahead of budget pace
Medium priorityRental-assistance spending is running above the approved line-item budget. Reimbursement above the approved budget is not guaranteed without a modification.
Response: Budget-modification request drafted for submission before quarter end.
Single point of failure in grants billing
Watch priorityReimbursement requests for all cost-reimbursement awards are prepared by one person, and the procedures are not yet fully documented.
Response: Billing procedures being documented; backup preparer cross-training scheduled.
Decisions requiring executive or board action
Authorize a temporary operating-reserve draw
Approve access to up to $250,000 of the board-designated reserve as a contingency if County reimbursements or the foundation installment slip beyond the forecast timing. Any draw is to be repaid from the June and July reimbursement cycles.
- Decision owner
- Board (finance committee recommendation)
- Needed by
- April board meeting
Approve the County grant budget modification
Authorize submission of a line-item budget modification moving $60,000 from case-management staffing to direct assistance so that winter spending remains reimbursable.
- Decision owner
- Executive director
- Needed by
- Before quarter end
Decide the Workforce Development funding plan
Choose between pursuing the supplemental award now in discussion, reducing fourth-quarter cohort size, or accepting a larger draw on unrestricted support this year.
- Decision owner
- Executive director with program director
- Needed by
- May finance committee
Confirm capital project timing
Approve deferring phase two of the facility improvements to July so the project draws on next year's cash rather than the current low point.
- Decision owner
- Finance committee
- Needed by
- May finance committee
Recommended next actions
| Action | Owner | Timing |
|---|---|---|
| Move County reimbursement requests from monthly to semi-monthly submission | Grants accountant | Next cycle |
| Resubmit the Regional Foundation revised budget and confirm the release date for the final installment | Executive director | This week |
| Document grant-billing procedures and complete backup cross-training | Controller | Within 30 days |
| Prepare the reserve-draw resolution and repayment schedule for the board packet | Controller | Before April board meeting |
| Update the shared-cost allocation memo with current FTE and square-footage bases | Controller | Before audit planning |
| Build the draft annual budget with program-level funding targets and reserve contribution | Controller with ED | By May 15 |
Illustrative sample: fictional organization and data. All names and financial data are fictional. This is not an EveryPenny client and does not contain client information.
Printed from https://everypennyllc.com/sample-nonprofit-finance-pack · EveryPenny · Illustrative sample: fictional organization and data
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