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Mergers and acquisitions (M&A), driven by globalization, long-term markets, and various barriers to growth, often result in new organizations whose financial and strategic options are much improved. Thus, M&A can be a valuable tool by which companies can quickly attempt to increase revenue. This mergers and acquisitions online course discusses all facets of M&A and divestitures, such as types, structures, the process, valuation methods, tax implications, essential compliance requirements (e.g. SEC filing, accounting rules), and financial analysis of combinations.

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Annual budgets quickly lose their accuracy and relevance as the fiscal year progresses. A rolling forecast is a tool many companies have implemented to maintain an accurate financial picture of the future and to continuously promote strategic thinking. Some companies replace traditional budgets with rolling forecasts and other processes.

Rolling forecasts provide:

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  • Improved cash flow planning
  • More meaningful variance reporting

The best practice use of rolling forecasts begins by clarifying the roles of budgets and forecasts. Specifically, forecast accuracy is increased by separating it from performance management and compensation processes. This improves forecast accuracy.

The efficiency needed to perform forecasts throughout the year is achieved through driver-based forecasting. You'll learn how to build these forecasts. Eliminating traditional budgeting also frees up resources for rolling forecasts.

The course then explains how to implement rolling forecasts. You'll learn the key implementation decisions and steps. I'll show sample reports and how to build them. Rolling forecasts can be built via spreadsheets can be built with spreadsheets, business intelligence (BI) software, or forecasting software. We'll look at the pros and cons of each.

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Behavioral finance has shown that all people, even financial experts, are prone to making irrational and suboptimal financial decisions. It also explores how people have wants that extend far beyond traditional finances' assumption of wanting the highest return at the lowest risk. We are not perfectly rational economic robots; we are easily driven by many wants and emotions while working with limited time, knowledge, and energy.

This course explores many of the thinking errors and biases exhibited by all people, even the experts. You'll be able to identify the nonfinancial wants that drive the financial decisions of your clients. We'll then identify ways to improve financial decision-making in the contexts of personal financial planning and business financial management.

You'll learn from an author that teaches these concepts to MBA students at a university as well as to business advisors and staff. He is a CPA that's been a CFO of multiple companies. Rob also has a master's degree in personal financial planning and a graduate certificate in financial therapy. He served as program manager for a group of investment advisors.

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Cash is the lifeblood of a business. Sound cash management is the key to the survival of any business. You can go broke even while making a profit. Profit is generally measured on an accrual basis in accounting. This course alerts you to the difference between profit and cash flow and teaches you the tools and techniques that allow you to effectively increase and manage your cash flow.

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Learn to create and use data vortices for analysis and summarization, and decision matrices to simplify complex formulas. Learn how Microsoft Excel array functions work and how to create and use them to enhance your calculations. Learn how to create and use user-defined functions and arrays in code script to gain additional functionality and perform complex operations.

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Suggested Courses

Mergers and acquisitions (M&A), driven by globalization, long-term markets, and various barriers to growth, often result in new organizations whose financial and strategic options are much improved. Thus, M&A can be a valuable tool by which companies can quickly attempt to increase revenue. This mergers and acquisitions online course discusses all facets of M&A and divestitures, such as types, structures, the process, valuation methods, tax implications, essential compliance requirements (e.g. SEC filing, accounting rules), and financial analysis of combinations.

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Annual budgets quickly lose their accuracy and relevance as the fiscal year progresses. A rolling forecast is a tool many companies have implemented to maintain an accurate financial picture of the future and to continuously promote strategic thinking. Some companies replace traditional budgets with rolling forecasts and other processes.

Rolling forecasts provide:

  • Better readiness for a changing business environment
  • Improved cash flow planning
  • More meaningful variance reporting

The best practice use of rolling forecasts begins by clarifying the roles of budgets and forecasts. Specifically, forecast accuracy is increased by separating it from performance management and compensation processes. This improves forecast accuracy.

The efficiency needed to perform forecasts throughout the year is achieved through driver-based forecasting. You'll learn how to build these forecasts. Eliminating traditional budgeting also frees up resources for rolling forecasts.

The course then explains how to implement rolling forecasts. You'll learn the key implementation decisions and steps. I'll show sample reports and how to build them. Rolling forecasts can be built via spreadsheets can be built with spreadsheets, business intelligence (BI) software, or forecasting software. We'll look at the pros and cons of each.

Rolling forecasts have many benefits, but they won't solve all your problems. They may create some new challenges for you. I'll list some challenges you may face and ideas to mitigate them.

Rolling Forecasts (Video) (3 Hrs)

Behavioral finance has shown that all people, even financial experts, are prone to making irrational and suboptimal financial decisions. It also explores how people have wants that extend far beyond traditional finances' assumption of wanting the highest return at the lowest risk. We are not perfectly rational economic robots; we are easily driven by many wants and emotions while working with limited time, knowledge, and energy.

This course explores many of the thinking errors and biases exhibited by all people, even the experts. You'll be able to identify the nonfinancial wants that drive the financial decisions of your clients. We'll then identify ways to improve financial decision-making in the contexts of personal financial planning and business financial management.

You'll learn from an author that teaches these concepts to MBA students at a university as well as to business advisors and staff. He is a CPA that's been a CFO of multiple companies. Rob also has a master's degree in personal financial planning and a graduate certificate in financial therapy. He served as program manager for a group of investment advisors.

This course will lead you from foundational finance concepts to practical applications in both personal finance and business finance.

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Recent Searches
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Similar Courses

Mergers and acquisitions (M&A), driven by globalization, long-term markets, and various barriers to growth, often result in new organizations whose financial and strategic options are much improved. Thus, M&A can be a valuable tool by which companies can quickly attempt to increase revenue. This mergers and acquisitions online course discusses all facets of M&A and divestitures, such as types, structures, the process, valuation methods, tax implications, essential compliance requirements (e.g. SEC filing, accounting rules), and financial analysis of combinations.

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Annual budgets quickly lose their accuracy and relevance as the fiscal year progresses. A rolling forecast is a tool many companies have implemented to maintain an accurate financial picture of the future and to continuously promote strategic thinking. Some companies replace traditional budgets with rolling forecasts and other processes.

Rolling forecasts provide:

  • Better readiness for a changing business environment
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  • More meaningful variance reporting

The best practice use of rolling forecasts begins by clarifying the roles of budgets and forecasts. Specifically, forecast accuracy is increased by separating it from performance management and compensation processes. This improves forecast accuracy.

The efficiency needed to perform forecasts throughout the year is achieved through driver-based forecasting. You'll learn how to build these forecasts. Eliminating traditional budgeting also frees up resources for rolling forecasts.

The course then explains how to implement rolling forecasts. You'll learn the key implementation decisions and steps. I'll show sample reports and how to build them. Rolling forecasts can be built via spreadsheets can be built with spreadsheets, business intelligence (BI) software, or forecasting software. We'll look at the pros and cons of each.

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This course explores many of the thinking errors and biases exhibited by all people, even the experts. You'll be able to identify the nonfinancial wants that drive the financial decisions of your clients. We'll then identify ways to improve financial decision-making in the contexts of personal financial planning and business financial management.

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This course will lead you from foundational finance concepts to practical applications in both personal finance and business finance.

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Learn to create and use data vortices for analysis and summarization, and decision matrices to simplify complex formulas. Learn how Microsoft Excel array functions work and how to create and use them to enhance your calculations. Learn how to create and use user-defined functions and arrays in code script to gain additional functionality and perform complex operations.

In this course we will use the desktop version of Microsoft Excel for our discussion and demonstrations. The code script language used will be Visual Basic for Applications (VBA).

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Suggested Courses

Mergers and acquisitions (M&A), driven by globalization, long-term markets, and various barriers to growth, often result in new organizations whose financial and strategic options are much improved. Thus, M&A can be a valuable tool by which companies can quickly attempt to increase revenue. This mergers and acquisitions online course discusses all facets of M&A and divestitures, such as types, structures, the process, valuation methods, tax implications, essential compliance requirements (e.g. SEC filing, accounting rules), and financial analysis of combinations.

A Practical Guide to Mergers, Acquisitions, and Divestitures - v13 (6 Hrs)

Annual budgets quickly lose their accuracy and relevance as the fiscal year progresses. A rolling forecast is a tool many companies have implemented to maintain an accurate financial picture of the future and to continuously promote strategic thinking. Some companies replace traditional budgets with rolling forecasts and other processes.

Rolling forecasts provide:

  • Better readiness for a changing business environment
  • Improved cash flow planning
  • More meaningful variance reporting

The best practice use of rolling forecasts begins by clarifying the roles of budgets and forecasts. Specifically, forecast accuracy is increased by separating it from performance management and compensation processes. This improves forecast accuracy.

The efficiency needed to perform forecasts throughout the year is achieved through driver-based forecasting. You'll learn how to build these forecasts. Eliminating traditional budgeting also frees up resources for rolling forecasts.

The course then explains how to implement rolling forecasts. You'll learn the key implementation decisions and steps. I'll show sample reports and how to build them. Rolling forecasts can be built via spreadsheets can be built with spreadsheets, business intelligence (BI) software, or forecasting software. We'll look at the pros and cons of each.

Rolling forecasts have many benefits, but they won't solve all your problems. They may create some new challenges for you. I'll list some challenges you may face and ideas to mitigate them.

Rolling Forecasts (Video) (3 Hrs)

Behavioral finance has shown that all people, even financial experts, are prone to making irrational and suboptimal financial decisions. It also explores how people have wants that extend far beyond traditional finances' assumption of wanting the highest return at the lowest risk. We are not perfectly rational economic robots; we are easily driven by many wants and emotions while working with limited time, knowledge, and energy.

This course explores many of the thinking errors and biases exhibited by all people, even the experts. You'll be able to identify the nonfinancial wants that drive the financial decisions of your clients. We'll then identify ways to improve financial decision-making in the contexts of personal financial planning and business financial management.

You'll learn from an author that teaches these concepts to MBA students at a university as well as to business advisors and staff. He is a CPA that's been a CFO of multiple companies. Rob also has a master's degree in personal financial planning and a graduate certificate in financial therapy. He served as program manager for a group of investment advisors.

This course will lead you from foundational finance concepts to practical applications in both personal finance and business finance.

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Cash is the lifeblood of a business. Sound cash management is the key to the survival of any business. You can go broke even while making a profit. Profit is generally measured on an accrual basis in accounting. This course alerts you to the difference between profit and cash flow and teaches you the tools and techniques that allow you to effectively increase and manage your cash flow.

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Advanced Spreadsheet Techniques in Microsoft Excel (Video) (3 Hrs)
Course Details

Financial Essentials for Nonprofit Managers - v13 (Course Id 1781)

Updated / QAS / Registry
  Add to Cart 
Author : Jae K. Shim, Ph.D., CPA
Course Length : Pages: 184 ||| Review Questions: 59 ||| Final Exam Questions: 60
CPE Credits : 12.0
IRS Credits : 0
Price : $103.95
Passing Score : 70%
Course Type: NASBA QAS - Text - NASBA Registry
Technical Designation: Technical
Primary Subject-Field Of Study:

Finance - Finance for Course Id 1781
Description :

Managers of nonprofit organizations (NPOs) generally are not skilled in financial matters.  Or, managers may be preoccupied with its welfare objectives and fund raising and ignore the operations efficiency and operating cost controls.  A series of appropriate questions that nonprofit financial managers must address in connection with an organization’s financial condition and activity include: 1. Do we have a profit or a loss?  2.  Do we have sufficient reserves?  3.  Are we liquid?  4.  Do we have strong internal controls?  5.  Are we operating efficiently?  6.  Are we meeting our budget?  7.  Are our programs valid?  8.  Are we competing successfully? 9. Is our prioritizing of programs and activities reasonable? The course is an attempt to help answer these questions. 
Usage Rank : 25000
Release : 2023
Version : 1.0
Prerequisites : None.
Experience Level : Overview
Additional Contents : Complete, no additional material needed.
Additional Links :
Do Nonprofit Organizations Have Working Capital?
Advance Preparation : None.
Delivery Method : QAS Self Study
Intended Participants : Anyone needing Continuing Professional Education (CPE).
Revision Date : 12-Jan-2024
NASBA Course Declaration : Participants must complete the final examination within one year of purchase and with a minimum passing grade of 70% or better to receive CPE credit unless otherwise noted on the Course History page (i.e. California Ethics must score 90% or better). After logging in click on the Course History links on your My Courses page for the Begin date and Expire date for the Final Exam.
Approved Audience :

NASBA QAS - Text - NASBA Registry - 1781
Keywords : Finance, Financial, Essentials, Nonprofit, Managers, v13, cpe, cpa, online course
Learning Objectives :

Chapter 1
Fundamentals for Nonprofits

After studying this chapter, you will be able to:
    1. Recognize financing options available to NPOs
    2. Identify different cost types and classification for NPOs
    3. Recognize costs that are relevant to nonprofit decision making

Chapter 2
Accounting Concepts and Principles

After studying this chapter, you will be able to:
    1. Recognize the accounting method used by NPOs
    2. Identify the processes of budget recording and accountability
    3. Distinguish between a contribution and an exchange transaction
    4. Distinguishing between conditional and unconditional contributions

Chapter 3
Cost-Volume-Revenue Analysis

After studying this chapter, you will be able to:
    1. Identify the concepts answered by Cost-Volume-Revenue (CVR) analysis
    2. Differentiate among the methods to analyze financial statements
    3. Recognize components of the break even analysis

Chapter 4
Financial Statement Analysis and Performance Measurement

After studying this chapter, you will be able to:
    1. Recognize different examples of trend analysis
    2. Identify objectives in analyzing the statement of activities and different performance measures

Chapter 5
Forecasting Methods

After studying this chapter, you will be able to:
    1. Identify different examples of qualitative and quantitative forecasting methodology

Chapter 6
Budgeting Process

After studying this chapter, you will be able to:
    1. Identify the various types of budgets
    2. Recognize the characteristics of different budgets and how to measure their effectiveness

Chapter 7
Efficiency and Cost Control

After studying this chapter, you will be able to:
    1. Recognize the elements and characteristics of Zero Base Budgeting (ZBB)
    2. Identify the characteristics and the time considerations of program budgeting process

Chapter 8
Cost Predication and Performance Evaluation

After studying this chapter, you will be able to:
    1. Identify how cost behavior and variance analysis can assist with the budgeting process
    2. Calculate different costs and variances for the budgeting process

Chapter 9
Management Control of Revenue and Expense

After studying this chapter, you will be able to:
    1. Recognize use of mission centers and service centers for NPOs
    2. Identify the role of the contribution approach to cost allocation for measuring performance of responsibility centers
    3. Recognize how cost allocations can affect performance metrics for managerial control

Chapter 10
Financing Techniques

After studying this chapter, you will be able to:
    1. Calculate costs associated with different sources financing
    2. Estimate future NPO budgets based on past donations
    3. Differentiate between fixed, variable and semi-variable costs
    4. Calculate the cost of long-term debt financing

Chapter 11
Working Capital Technique

After studying this chapter, you will be able to:
    1. Identify examples of the various cash models available
    2. Recognize costs that impact working capital
    3. Differentiate between investment objectives
    4. Identify different financial instruments available for investing surplus funds

Chapter 12
Cost Allocation

After studying this chapter, you will be able to:
    1. Recognize the purpose for allocating service center costs to mission centers
    2. Differentiate among cost allocation techniques using the direct method, step-down (two-stage) method, and reciprocal method
    3. Identify the benefits of activity-based costing (ABC) and some factors that can be used in ABC

Chapter 13
Decision-Making Models

After studying this chapter, you will be able to:
    1. Compute the present values and pay-back periods in a make or buy decision.
    2. Identify different types of investment instruments and financial models.
Course Contents :

Chapter 1:    Fundamentals for Nonprofits

Learning Objectives

Overview

Characteristics of Nonprofits

Cost Management

Chapter 1 Review Questions

Chapter 2:    Accounting Concepts and Principles

Learning Objectives

Overview

Contributions Received

Financial Statement Presentation

Fund Accounting

Accounting by Specific Nonprofits

Budget Recording and Accountability

Chapter 2 Review Questions

Chapter 3:    Cost-Volume-Revenue Analysis

Learning Objectives

The Mechanics of CVR

Break-Even Analysis

What-If Analysis

Other Matters

Chapter 3 Review Questions

Chapter 4:    Financial Statement Analysis and Performance  Measurement

Learning Objectives

Financial Analysis

Performance Analysis

Warning Signs of Potential Failure

Case Study: Financial Statement Analysis

Chapter 4 Review Questions

Chapter 5:    Forecasting Methods

Learning Objectives

Overview

The Qualitative Approach

The Quantitative Approach

Chapter 5 Review Questions

Chapter 6:    Budgeting Process

Learning Objectives

Overview

Types of Budgets

Budget Appraisal

Budget Variance

Budgetary Control

Budgeting for Specific NPOs

Chapter 6 Review Questions

Chapter 7:    Efficiency and Cost Control

Learning Objectives

Zero Base Budgeting

Program Budgeting

Chapter 7 Review Questions

Chapter 8:    Cost Predication and Performance Evaluation

Learning Objectives

Cost Behavior Analysis

Flexible Budgeting

Variance Analysis

Chapter 8 Review Questions

Chapter 9:    Management Control of  Revenue and Expense

Learning Objectives

Responsibility Accounting

Segmental Reporting

Chapter 9 Review Questions

Chapter 10:    Financing Techniques

Learning Objectives

Funding Sources

Fund Raising Policies and Procedures

Grants and Contracts

Bank Loans

Chapter 10 Review Questions

Chapter 11:    Working Capital Technique

Learning Objectives

Cash Management

Receivables

Inventory Management

Investment Strategies

Chapter 11 Review Questions

Chapter 12:    Cost Allocation

Learning Objectives

Cost Finding

Service Center Costs Allocation

Activity-Based Costing

Number of claims filed

Chapter 12 Review Questions

Chapter 13:    Decision-Making Models

Learning Objectives

Make-or-Buy

Add-or-Drop a Program

Capital Budgeting

Lease vs. Purchase

Financial Modeling

Time Value Tables

Chapter 13 Review Questions

Glossary
Click to go to: Non Profit Accounting CPE Courses Online | CPE Think
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