Our team of professionals delivers an unequaled combination of significant not-for-profit experience, exceptional “hands on” capabilities, and commitment to your organization that will provide value-added service including: financial statement audit, single audit, IRS Form 990 and consulting related to governance matters. We are committed to a smooth transition, proactive management and continuous communication with an integrated service team that provides technical accounting, auditing, tax and risk management.
We know not-for-profits:
We provide value beyond the audit:
Our passion for client service is evidenced by our deep involvement in these client and community organizations. We currently serve all industries within the not-for-profit spectrum:
The firm, its partners, and its professional staff hold various types of memberships in the sector's leading organizations including the National Association of College and University Business Officers, ASAE, and the Society for Nonprofit Organizations.
While we possess all of the expected technical abilities, clients tell us our value in the not-for-profit area extends far beyond the numbers. The following three industry topics, in which we have specific skills, have been instrumental in the process and operational improvements of several NFP organizations:
Effective Management & Board Conduct
NFP Management Leading Practices
The Role of Trustees
Wednesday February 27 2019 | 4:30PM—6:30PM | Durfee Innovation Society |
2470 Collingwood St. | Detroit, MI 48206
The new lease accounting standard, ASU 2016-02 (Topic 842), is set to take effect for not-for-profit organizations that have issued, or is a conduit bond obligor for, securities that are traded, listed, or quoted on an exchange or an over-the-counter market, with fiscal years beginning after Dec. 15, 2018 and for all other not-for-profits for fiscal years beginning after Dec. 15, 2019. Issued by the FASB in February 2016, the new standard significantly affects the way leases are recorded on the balance sheet. While there has been considerable emphasis placed on understanding what will change under this new standard, it is just as important to understand what will remain the same.
When it comes to maintaining a proper accounting environment and having effective internal controls, not-for-profits (NFP) have essentially the same requirement as commercial organizations do. Having both are critical to capturing accounting data to provide for proper financial reporting, decision making, third party requirements, etc. However, in the increasingly competitive landscape of charitable organizations, smaller NFPs face some unique constraints that can significantly impact the internal control environment.
On December 20, 2018 the FASB issued a draft proposal that extends the private company accounting alternative for goodwill (ASU 2014-02) and business combinations (ASU 2014-18) to nonprofit entities and is intended to simplify the subsequent accounting for goodwill and for certain identifiable intangible assets in a business combination.
At a recent board meeting for Urban Harvest STL, one board member raised an interesting question, “What is the ideal percentage of the budget we should spend on salaries?” As with most questions like this, the answer is - It depends. In particular, it depends on the operating requirements and strategy of the organization. Some organizations are more labor intensive, while others may be more volunteer driven.