Barrington Wright Associates Inc

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Barrington Wright Associates Inc
Barrington Wright Associates Inc is listed in the Automobile Dealers New & Used category in Rockport, Massachusetts. Displayed below is the only current social network for Barrington Wright Associates Inc which at this time includes a Facebook page. The activity and popularity of Barrington Wright Associates Inc on this social network gives it a ZapScore of 34.

Contact information for Barrington Wright Associates Inc is:
5 Briny Way
Rockport, MA 01966
(978) 546-3500

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Barrington Wright Associates Inc has an overall ZapScore of 34. This means that Barrington Wright Associates Inc has a higher ZapScore than 34% of all businesses on Zappenin. For reference, the median ZapScore for a business in Rockport, Massachusetts is 36 and in the category is 45. Learn more about ZapScore.

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Barrington Wright Associates Inc Contact Information:

  • 5 Briny Way
    Rockport, MA 01966
  • Map
  • Phone: (978) 546-3500
Social Posts for Barrington Wright Associates Inc

Following the Nonprofit Accounting and Financial Management Year - November/December 2013 Planning for the Year-End - Part II - An Operational Review Our first newsletter started our discussion about preparing for the year-end and the new year. We continue that theme with some of the steps you can take and potential benefits of performing a year-end operational review. It's a good time to review how the year has gone, identify areas for improvement to address next year, and even include in the 2014 budget. You can find our first newsletter on Facebook at www.facebook.com/BarringtonWrightAssociates. In it, we discuss Planning for the Year-End, Ending 2013 on a Good Note, and Budgeting for 2014. You probably already have a list of ideas for areas to improve next year. To get additional ideas, help validate and fine-tune your list, a good place to start is with your audit/financial review. Sometimes prioritizing your ideas can be the difficult part. And, how to approach implementing them. We'll review each of these next. Start with Your Latest Audit or Financial Review How did your audit or review go? If it didn't go well, did it start late, and take too long to complete? Where the results what you expected? Will it have any impact on your funding? Some of these problems may be smaller and easily corrected, others, larger and more urgent. As a first step, you can separate the problems into those that may immediately impact funding and finances, from those that indicate where operational improvements are needed. Fixing the problems that impact funding and finances, are areas you should address immediately. You may find that you have problems within your finance and accounting department - insufficient staff levels or expertise, or outdated processes and systems. Likely they are coupled with bigger issues, like a mismatch between revenue and expenses, and specific program funding. If your audit went well or identified areas for improvement that are important to implement, but not urgent in nature, discuss them with your auditor, and other ideas your auditor may have to make improvements. Identify Additional Areas for Improvement During the year you're on the lookout for ways that can impact funding in a positive way, improve the effectiveness of your programs and new initiatives, leverage spending on these areas, and make administration more efficient or less costly. It naturally follows to use the same approach looking for operational improvements. A good starting point is to review the basics. Are you doing all the things well that you should be doing well? Is your accounting, invoicing, bill payment, and reporting timely each month? Is everyone happy with the service levels you provide, and how their transactions are processed? Are you providing the information, analysis, higher value insight, and innovative solutions that people need? Internal and external to the organization? Look at the balance between time spent processing transactions, services provided, month-end work, review and analysis, and supporting the information needs of the organization. Is the balance of time spent on each category of transactions and reporting appropriate for the revenue and expense amounts involved? You'll need to take into account regulatory and contract requirements, review those as well. Do you have transaction intensive processes that could be redesigned and/or automated to a greater level then they currently are? How integrated and automated is the flow of transactions and information between your program and fundraising systems, general ledger, and reporting and visualization tools? Are you using web-based sites to help manage fundraising campaigns and process donations, and credit card transactions? Are you doing the same for program services, contract and grant payments and reporting, with funders and program service providers, where possible? Set Your Priorities The first priorities will be those required by your audit or that impact your funding. Then you may want to look at them as we discussed above. How will they will help your program and development staff impact funding in a positive way, improve the effectiveness of your programs and new initiatives, leverage spending on these areas, and make administration more efficient, or less costly? Develop a plan of attack. Review the processes you're currently using and the environment you'll be operating in, check the resources you can leverage, see where you can make better use of existing and new technologies. Also, check out what other organizations and the business world are doing with similar problems Make a reality check. Review the time and expertise your staff has available to make improvements - ongoing incremental improvements and periodic larger ones. Which ones can be done incrementally, and which will need to be larger projects? Look at the cost benefit trade-offs for each. Where automation and integration doesn't seem cost effective or appears too daunting, start with incremental steps. Frequently, incremental steps can bring a good part of the benefit at far lower cost. Sometimes, those initial steps will lead to solutions to tackle the whole problem down the road. Wrapping Up Your Planning Talk with your peers in other organizations, and join organizations of your peers. These are good ways to learn and identify possible solutions and approaches to implement your projects. Involving your staff in the review and planning will help set the stage for the upcoming year. As will steps to build a culture of making ongoing incremental improvements. We'll provide more discussion and detailed check lists for the topics above during the upcoming year. Best of luck with your projects. In our next issue we'll wrap up our Planning for the Year-End discussion. Look for our year-end issue in a few weeks. Thank you for taking the time to read our newsletter. We welcome your feedback. Please contact Nicole nwright@bwa.com or Tom tomball@bwa.com to give us your thoughts. Sincerely, Nicole Wright and Tom Ball

Following the Nonprofit Accounting and Financial Management Year - October 2013 Planning for the Year-End October has gone by fast hasn't it? Before the year gets too much further along, now's a good time to review the year, prepare for the year-end, and plan for the new year, if you haven't started already. Most years, there's a fairly predictable cycle to the year that we can plan for. We've found it helpful to review what's ahead at certain times of the year. While you may be reviewing familiar territory, doing so usually sparks fresh ideas for positive actions that can be taken. This time of the year can be one of the most important, especially if you have a December year-end. This newsletter is the first of several on the theme of planning around a December year-end. It is an overview of our thoughts of what's most important related to accounting and financial management for nonprofit organizations, as we enter this critical time of year. Ending 2013 on a Good Note Like many organizations, you probably are thinking and planning for how your year is going to end. Hopefully, well. If not as well as you'd like, your thoughts are on taking steps to reduce or manage your expenses closely. While doing everything you can to run your programs successfully, and meet the needs of those you serve. You're doing what you can to make your events and year-end fundraising as successful as possible. And, to help manage and monitor your success, you have developed a solid forecast that you can rely on, and update as needed. These actions will help prepare you for 2014 and provide valuable input to your budget process. Budgeting for 2014 You've already been thinking how the results for 2013 will impact your budget for 2014. If you're just starting your budget process here are some additional items to think about. Do you have your budget assumptions yet, and do they connect appropriately to your strategic plan and your financial goals? Are you taking into account how 2013 is going, and changes in the environment you will operate in next year? Does your budget process have the flexibility to take into account changes that might be needed, if your 2013 results differ from your forecast either way? And, do you have contingency plans to adjust the 2014 budget during the year in case major budget assumptions do not go as planned? How about your staff involved in budgeting? They can contribute a lot to the budgeting process with their knowledge of programs and departments. Involvement will also give them an ownership in the budget that will bring benefits next year when you all live it day-to-day. Are they properly trained, and are their department budget expectations appropriately aligned with the organization? Is there enough time in the process for your programs and departments to budget, present their budgets, and get feedback to revise their budgets if necessary? And, you'll need time to consolidate the budget, and for finance committee and board review and approval. Best of Luck With Your Year-End The year-end requires thorough planning, good management and a lot of work. Ending the year on a positive note and having a solid budget for the new year should be top priorities. Hopefully, this brief overview has been of help. Our next newsletter will discuss performing a year-end operational review to identify areas for improvement, to address next year and include in the 2014 budget. Best of luck with your efforts to have your organization's year end on a successful note. In future issues, we'll continue our theme of following the yearly accounting and financial management cycle for nonprofit organizations. We'll also discuss specific ideas for ways to increase the productivity and value of the work in finance and accounting. To make a material difference to the organization and better assist your peers in programs, and fundraising and development. Thank you for taking the time to read our newsletter. We welcome your feedback. Please contact Nicole nwright@bwa.com or Tom tomball@bwa.com to give us your thoughts. Sincerely, Nicole Wright and Tom Ball