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A nonprofit’s monthly financial reports reveal critical data to the organization’s management and board. But these users can sometimes want to see the reports so soon that they ask accountants to hurry up the process and cut short procedures that are necessary to avoid distributing wrong or misleading results. Below are some problems accountants experience, along with some suggestions for speeding up completion of the reports while preserving their integrity.

Waiting for bank statments to arrive: Sometimes, your checking account statement doesn’t arrive in the mail for a week after month-end, and you have to hold up other procedures because you haven’t reconciled your accounting records to the bank. But you don’t have to wait anymore! Thanks to internet banking, you can have access to the checking account on-line. Internal controls over cash are not compromised if you have read-only access.

Waiting for invoices to come in the mail: First, estimate the amount due on each invoice you’re waiting for and decide whether that amount will have a material effect on the results of operations. If an invoice is small, ignore it and don’t post anything. If the amount is too big to ignore, contact the vendor and request an estimate or an electronic version of the invoice. Post estimates to Accrued Expenses rather than Accounts Payable, and reverse the entries on the first of the following month. When you get the bills, post them to AP as you normally would.

Difficulty with a reconciliation: Some accounts need to be reconciled before you issue financial statements - these are the ones where missing or incorrect data would cause managers to make different decisions than they would if that data were included or correct. But if only small amounts are involved - $50 here or $5 there - the financial reports will be just as useful before the reconciliations are done as they will afterwards. Weigh the benefits of timely reporting against the benefits of absolute accuracy, the disadvantages of missing information against those of tardiness.

Gathering receipts and other back-up for credit card purchases or travel expenses: Sometimes, receipts and coding guidance for charges to cards entrusted to employees is missing when it’s time to close the month or pay the bill. In order not to hold up financial statements, post debits for missing charges on employee cards to Employee Receivables so they appear on the balance sheet as an asset. Think about them as rough equivalents to cash advances for travel. Once you have the receipts in hand, you can journal-entry them to the appropriate expense account.

Lack of appropriate expense coding to programs or funding sources: Help managers and other employees responsible for coding to accomplish this timely! You can stamp each invoice that arrives with a custom-made stamp (they cost about $20) with a blank space for each bit of coding information they need to supply. You can use purchase orders so the coding is required before the purchase is made.

Requests for reports or projects at the last minute: It’s hard to say no to your boss, so urgent requests can be difficult to manage and often lead to overtime. It helps to know what’s coming up, so be proactive. Make sure you have a calendar showing when grant or project reports are due. At month-end before the closing process starts in earnest, ask your executive director about other requests that may hit your desk in the next week or two.

It may be a few months before you manage to clear all of these obstacles out of the way and even then, some of them will require monthly attention to make sure they don’t come back. The results will be worth whatever energy it takes, so stick with it until you experience the rewards!