Not For Profit Financial Statement

References to Handbook — Accounting Part III apply to NPOs that have adopted accounting standards for not-for-profit organizations (ASNPO).

According to our text, “Not-for-profit organizations lack a residual ownership claim and the organization’s purpose is something other than to provide goods and services at a profit.” “Because significant resources are provided to governments and not-for-profit organizations, financial reporting by these organizations is important.” (Page 2).

For the final project in ACC380 Accounting for Not-For-Profit, we were asked to prepare a Statement of Activities, a Statement of Unrestricted Revenues, Expenses, and Other Changes in Unrestricted Net Assets along with a Statement of Changes in Net Assets for Lee College which is a private not-for-profit college. In addition to the financial statements, we were also asked to explain the process that was used to prepare the financial statements and to offer an in-depth analysis of the financial health of Lee College.

Successful management of a not-for-profit organization requires providing high-quality service, but at the same time, careful administration - to reduce expenses and automate processes are ongoing requirements. Each type of not-for-profit organization has unique management needs. For example:

Guidance for financial statements for nonprofit organizations is provided by FASB Statement of Financial Accounting Standard 117 (FASB117). The goal of FASB117 was to “enhance the relevance, understandability, and comparability of financial statements” and “requires that those financial statements provide certain basic information that focuses on the entity as a whole and meets the common needs of external users of those statements” (FASB, 1993). FASB117 is considered important because it mandates functional reporting of expenses by nonprofit organizations. FASB117 requires a nonprofit organization to prepare 3 financial statements: a Statement of Financial Position, a Statements of Activities, and a Statement of Cash Flows. In the Statement of Financial Position, the nonprofit must categorize net assets as unrestricted, temporarily restricted

Not-for-profit organizations are required to produce financial statements that provide information about their financial position and performance. Lee College is a private, not-for-profit college that prepares its financial statements in accordance to the accounting standards of the National Association of College and University Business Officers (NACUBO). I will prepare a Statement of Activities, a Statement of Unrestricted Revenues, Expenses, and Other Changes in Unrestricted Net Assets, as well as a Statement of Changes in Net Assets for use in determining the financial health of Lee College.

There are millions of not-for-profit (NFP) organizations. Each organization has their own definitive set of rules on handling donor gifts. Every time a donor gift is made to a NFP; determination is needed on whether or not the gift needs to be restricted or unrestricted. There are times that gift donations are made at the end of the year so that the donor is able to file on their taxes. The NFP organization needs to have a certified public accountant (CPA) that can get involved in how the donation is given. The direct pupose of this paper is set up to explain the different acconting processes of NFP organizations.

The documents that comprise GAAP vary in format, completeness, and structure. As a result, financial statement preparers sometimes are not sure whether they have the right GAAP; determining what is authoritative and what is not becomes difficult. In response to these concerns, the FASB developed the Financial Accounting Standards Board Accounting Standards Codification. The FASB’s primary goal in developing the Codification is to provide in one place all the authoritative literature related to a particular topic. Professional accountants pay for access to the FASB. The OU Accounting Department has paid for academic access to the FASB Codification. Our Login information is:

Not-for-Profit entities differ from for profit entities in many ways. These differences are often in direct relation to core organizational differences (such as purpose and profit distribution). This is evident in the Statement of Financial Position that is issued by not-for-profit organizations. Not-for-profit entities are perfectly capable of purchasing assets and these assets are accounted for very similarly to assets purchased by a for-profit firm. However, the ability to accept contributed assets creates additional intricacies in the Property, Plant, and Equipment line item on the Statement of Financial Position. Not-for-profits are also affected by the choice to

Stakeholders play a critical role in the management and decision-making process of an organization. An example of a stakeholder includes employees, managers, patients, vendors, suppliers, the community, creditors, customers and the government (Daft, 2013). Also, Daft (2013) says, “Stakeholders are groups “within or outside of the organization that has a stake in the organization’s performance” (p. 23). There are a few differences surrounding stakeholder expectations between non-profit and for-profit organizations. The differences in nonprofit organizations and for-profit business organizations are the direction of activities for the end goal (Daft, 2013). Although it is very difficult to measure the impact that a nonprofit has on society, community, or a particular group as opposed to evaluating an income statement from a for-pro-profit organization. The same level of attention should be paid to stakeholder for nonprofit organizations as stakeholders of for-profit organizations.

This paper will examine budgeting procedures for profit and non-profit businesses and compare similarities, and if they exist, differences in accounting practices. This paper will also attempt to review what is Generally Accepted Accounting Procedures (GAAP) for budgeting for any organization to be successful.

Reporting financials and meeting consistence regulations are different parts of good administration. I need to stress here that it is so imperative to be straightforward and open with data as not-for-profits go under normal investigation on money related matters. So board preparing is

Bastian, Bettina. Inaash: Bridging the Chasm between Non-profit Objectives and Long-term Financial Profitability. Ivey ID: 9B14M004. London, Canada: Ivey Publishing.

Financially healthy nonprofits use income-based, rather than budget-based spending which allows them to have income projections that are realistic and helps to determine realistic costs (Zietlow, Seidner, 2014). The most successful nonprofit should have an operating reserve to finance shortfalls and hopefully allows them to have a positive cash flow at the end of the year (Zietlow, Seidner, 2014). However, most nonprofit organizations fight to manage cash flow due to how income and the expenses often may occur at different times, so that there may not be enough cash to pay for the expenses as they become due and payable (Zietlow, Seidner, 2014).

Based on the financial ratios given, this section will compare and contrast the financial strengths of Company X and Company Y in order to suggest Tringale Ltd to take decision regarding which of the above companies to chose for investment. This section provides comments on financial performance areas based on the data given, and presents report to the Board of Directors of Tringale Ltd by recommending which of the two investment opportunities is better.