Information on how companies and tax exempt organizations can leverage technology and other tools to enhance the level and effectiveness of internal communications - Tate Tryon CPA s- Nonprofit CPA Firm.

1. Strategies for Improving Internal
Communications
Tuesday, December 11, 2012
Speakers:
Christian Spencer, CPA, Senior Manager Christopher McCarthy, Principal
Tate & Tryon T3 Information Systems
Emily van Loon, CPA, CFO/Treasurer Jeff Budde, CPA, Business Process &
Association of Public and Land Grant Universities Technology Consultant
Tate & Tryon

2. Agenda
Developing an Effective Internal Communication Strategy
Christian Spencer, CPA, Audit Senior Manager
Tate & Tryon
Emily van Loon, CPA, CFO/ Treasurer
Association of Public and Land Grant Universities
Information as a Tool
Christopher McCarthy, MCP, Principal
T3 Information Systems
10 Amazing Tips Used Every Day by Accountants
Jeff Budde, CPA, Business Process and Technology Consultant
Tate & Tryon

3. Developing an Effective
Internal Communication
Strategy
Christian Spencer, CPA, Audit Senior Manager
Tate & Tryon
Emily van Loon, CPA, CFO/ Treasurer
Association of Public and Land Grant Universities

4. Agenda
 Open discussion throughout the presentation!
 Common Issues with Internal Communication
 Case Study of Sample Nonprofit organization
 Tips for More Effective Communication
 Practical examples from a CFO’s perspective

5. How do your Internal Communications
Compare to This?

6. How do your internal communications
compare to this?

7. Most Common Mistake Made?
What one mistake do companies make most with their employees?
- Accountemps April 2012 survey of Chief Financial Officers
Lack of Communication
6% 6%
8% Lack of Recognition
41%
11% Lack of Training
Lack of Flexibility
28%
Lack of empowerment
Other

8. Common Issues Noted
 Organizations spend a lot more time and resources on external
communications and often times neglect internal communications.
 Communication within an organization (horizontally between
departments and vertically from senior management) is one of the
cornerstones to an effectively run organization.
 Without an effective internal communications strategy, departments
can operate in isolation which can lead to duplication of efforts.
 A culture lacking collaboration between departments, and absent a
forum for vetting ideas and creating solutions can create an
environment of isolation and result in high employee turnover.
 Employees want to know what is going on with the organization
and want feedback on their performance.

9. Relative Importance of Communication
Tools to Nonprofits in 2012
80%
70%
60%
50%
40%
30%
20%
10%
0%
Very Important
Somewhat Important
Source: Nonprofit Marketing Guide- 2012 trends Least Important

10. Example Organization
 501(c)(3) professional membership society with $18 million
in assets, $9 million in annual revenues.
 Several related for-profit subsidiaries that hold title to the
headquarters building and manage the rental operations of
the building.
 Consolidated assets of nearly $60 million and revenues of
$17 million.
 Approximately 45 employees.
 Board of Directors consists of over 200 voting members.
 Revenue streams consist of membership, meetings,
publications, rental income, and investment income.

11. Example Organization
 Strategic plan developed solely by the board of directors
and executive director without any input from departmental
senior directors.
 The senior directors in each department have never seen
the strategic plan.
 “Stovepipe” culture as information flows vertically from
executive director down, but no sharing between finance,
membership, and development departments.
 Senior management/department director meetings not held
on a consistent basis.
 No formal process for annual reviews of staff.

12. And as a result….
 Departmental vs. Organizational focus has developed - no
overall goals for the organization to strive towards have been
communicated.
 “I’m doing what is good for my department and my budget only.”
 Development department entered into a sponsorship agreement
containing an advertising element that conflicts with an
agreement entered into by the publications department.
 Finance department doesn’t partner with departments in
developing budgets.
 Annual reviews have not occurred - one employee had not had
a review for 10+ years.
 High level of employee turnover in the organization.

13. Suggested Solutions
 Foster an environment of teamwork - standing monthly senior
departmental director meetings - platform to discuss initiatives,
roadblocks, and solutions that benefit the overall organization
and not just one department.
 Effectively involve the finance department in all major contracts
and discussions. Finance is in a role to identify UBI, help
resolve conflicting contracts, and prevent unintended
consequences.
 Strategic plan should involve input from department directors.
Every employee should have a copy that outlines mission,
vision, value statements, goals and how they will be reached.
 Budget should be discussed and coordinated between finance
and department directors.

14. Suggested Solutions
 Disseminate a simple internal newsletter.
 Newsletter highlights new initiatives and celebrates accomplishments -
personal and professional.
 Platform to get to know others better and helps to create a common
goal to see the organization succeed.
 Employee reviews should occur annually, at a minimum.
 Get out of the office for meetings from time to time.
 Update employee manual.
 Goals should be established that are SMART.
 Specific, Measurable, Attainable, Relevant, and Timely.
 Progress towards these goals reviewed and communicated annually.

15. Tips for Internal Communication
 A Purpose Driven Communication - it should be tied to business
objectives and your business plan, while humanizing it.
 A Whisper can be Louder than a Shout - all kinds of communication
methods are available. Assess which ones work best at your
organization. Don’t just stick with “What we have done before.” Try
out and be open to new ideas.
 You may like the sound of your own voice, but today’s communications
are an on-going conversation where listening is just as important as
talking.
 It’s something everyone participates in - everyone in the organization
is responsible for communication - not just one specific department.
 Openness, honesty, and transparency are important - however
recognize that there will be times you can’t talk about everything.

16. Tips for Internal Communication
 Ensure consistency in your communication - particularly
when talking with different audiences. You tell two
audiences two different messages - this will create
problems.
 Give me the worst doctor – people know that there are
times when things are bad. Be honest and don’t default to
“All will be good.”
 Time is of the essence - avoid “I heard it through the
grapevine that…..”

17. Tips for Internal Communication
 Ensure your communication is clear, concise, and
meaningful.
 Avoid too many emails, consider use of an internal intranet.
 Don’t forget the importance of face-to-face interaction.

18. Why are CFOs Often the Last to Know?
 The deer in the headlight syndrome - why do
we instill such fear?
a. Unless we have too much of it - who loves to
discuss money?
b. Management often uses the lack of money as a
reason to say no-no honey you can’t have that
toy - we are out of money.
c. How many CFOs have a sense of humor?

19. A Case Study…Timing is Everything
 Grant Management Scenario-Development
a. Development Director has coffee with the head of a local
foundation who wants to fund a project.
b. Goal is to fund the cost of lab screenings and medications
for low income elderly.
c. Development director says we would love to have your
50K - we will get a proposal to you.
d. Proposal gets done, submitted, agreement signed, and
money received. Development officer shows up in the
CFO’s office with a smile and a check.

20. A Case Study…Timing is Everything
 Is the CFO Happy? No….why
a. Lab work is free because of a city-wide program through
Office on Aging - just approved.
b. Medications are covered through a change in Medicare.
c. The designation is too specific and need is no longer
there.

21. A Case Study…Timing is Everything
 Solutions
a. Have someone from finance present at all development
meetings when grant proposals are in their infancy. Three
players must be present - development, program staff,
and finance.
b. Stay a part of the planning. Entire team should be copied
on emails.
c. Review the final project - not just the budget but the
narrative. CFOs can read. Connect the dots.

22. Family Meetings…They Usually Work
Usually when all else fails at home…the best
approach is to sit around the dinning room table
with a plate of cookies.
 So what is the work version of this?
 Gather development director, program directors, CFO
monthly.
 Open agenda - all items on the table.
 Take minutes - responsibility shared and send out
immediately with action items and decisions - do not
wait.

23. Family Meetings…They Usually Work
 Create a friendly environment - celebrate birthdays.
 Create trust and an open opportunity to have robust
conversations. Detailed discussions need to remain in
the room - vital to success.

24. Conclusion - What Solves Most Issues?
1. An Open Dialogue during the budget process sets the
tone for the next year in terms of communication.
2. Meet with all departments before, during, and after the
process.
3. Meet monthly with development. Clear fundraising
goals need to be set and monitored.

25. Conclusion - What Solves Most Issues?
4. Use funding matrix - helps with constant contact.
5. Great customer service - The CFO can not expect
effective communication if AP staff does not answer
emails or respond in a timely fashion.
6. A willingness to teach – Share knowledge. Having
finance hold all the answers is not communicating.
Sponsor brown bags.

26. Conclusion - What Solves Most Issues?
7. Reports - be timely and create what they need, not
what you think they need.
Resist the urge to bark orders and use a foghorn.

27. Conclusion
 Other challenges you are seeing at your
organization?
 Discussion/ Questions?
 Please call or email throughout the year
Christian Spencer
Senior Audit Manager
cspencer@tatetryon.com
202-419-5124

28. Information as a Tool
Christopher McCarthy, MCP, Principal
T3 Information Systems
(202) 419-5151
cmccarthy@t3infosystems.com

29. 10 Amazing Tips Used Every
Day by Accountants
Jeff Budde, CPA, MCP, Business Process &
Technology Consultant
Tate & Tryon
202-293-2200 x444
jbudde@tatetryon.com

30. Tip Number 1: Creating Distribution Lists in Outlook
Distribution Lists allow you to easily send an email message to a group of people. They allow you to mail
to the list instead of having to enter each individual email address.
1. On the Home Page, click Contacts to open your Contacts pane
2. On the Home tab, in the New group, click New Contact Group
3. In the Name box, type the name of your distribution list. (For example, ‘Daily Report’)
4. Add Contacts to your Distribution List. On the Contact Group tab, in the Members group, click
Add Members From Outlook Contacts. (Use can also Add Members From Address Book)
5. Double‐click the contacts to add them your distribution list
6. Once you have added all the desired contacts to the list. Click OK
7. Save the new Distribution List. On the Contact Group tab, in the Actions group, click Save &
Close
8. Your new distribution list is now saved in the Contacts folder
You can now use your new distribution list to send messages, task requests, and meeting requests.
Note: Distribution lists are stored by default only in your Contacts folder. You can send and receive
distribution lists from other people.

31. Tip Number 2: Drag and Drop Email Attachments in Outlook
A quick way to add/save attachments in Outlook is to use the Drag and Drop Method.
Add Attachments to Emails
1. Open the folder containing the file you want to attach in Windows Explorer (you can also drag
from the desktop
2. Create a new Email Message
3. Enter the email address, subject, and content
4. Go to the location where you have saved the file you wish to attach
5. Drag and Drop the file into the Body of the email
Save Attachments to Emails
1. Open the folder where you want to save the attachment in Windows Explorer
2. Open the Email with the attachments to save
3. Select the attachments to save
4. Drag and Drop the file(s) into the destination folder
Note: Gmail also allows you to drag and drop email attachments.

32. Tip Number 3: Auto‐close Outlook Message Window after You Reply
By changing a configuration in Outlook, you can make Outlook automatically close the original email
message after you have forwarded or replied to it.
1. On the File Menu, select Options to open the Outlook Options window
2. Click the Mail tab to change the settings for messages you create and receive
3. Scroll down to the Replies and forwards group and check ‘Close original message window when
replying or forwarding
4. Click OK to save the new setting

33. Tip Number 4: Add a Reminder to an Email
If you have important emails that need to be followed up on, you can add an email reminder. The
reminder will pop up at the specified time, notifying you about the email.
Add Reminders to Emails
1. Select the Email on which you want to add the reminder
2. Right‐click on the Email and select Follow‐up
3. Under the Follow‐up group, choose Add Reminder…
4. Select the date and time that you want the reminder to appear
5. Click OK to save the reminder.
Clear Reminders to Emails
1. Select the Email on which you want to remove the reminder
2. Right‐click on the Email and select Follow‐up
3. Under the Follow‐up group, choose Clear Flag
Note: You can also send messages with a reminder for yourself or for other people

34. Tip Number 5: Prevent Meeting Request Replies in Outlook
You can send a meeting request and not track the attendees' responses. This can be useful when you
send a meeting request to a large number of people, but do not want to know who can and cannot
attend.
1. On the Home Page, click Calendar to open your Calendar pane
2. On the Home tab, in the New group, click New Meeting
3. On the Meeting tab, in the Attendees group, click Response Options
4. Click Request Responses to clear the Request Responses and Allow New Time Proposal check
boxes
Note: If you turn off the Request Responses option, you will not be able to track whether attendees
have accepted, tentatively accepted, or declined. For instance, when you open the meeting in your
calendar, click the Meeting tab, and then click Tracking in the Show group, the Response column will
display None for all of the attendees.

35. Tip Number 6: Insert Screenshot with Office
You can add a screenshot to your Office file to enhance the readability or capture information without
leaving the program that you are working in. This feature is available in Microsoft Excel, Outlook,
PowerPoint, and Word.
Screen Shots are particularly useful when reporting errors to the IT staff or capturing information that
might change or expire.
Outlook
1. Click the body of the e‐mail message that you want to add the screenshot
2. On the Insert tab, in the Illustrations group, click Screenshot
Word
1. Click the document that you want to add the screenshot to
2. On the Insert tab, in the Illustrations group, click Screenshot
Excel
1. Click the worksheet that you want to add the screenshot to
2. On the Insert tab, in the Illustrations group, click Screenshot
PowerPoint
1. Click the slide that you want to add the screenshot to
2. On the Insert tab, in the Images group, click Screenshot
Note: To add the whole window, click the thumbnail in the Available Windows gallery. To add part of
the window, click Screen Clipping, and when the pointer becomes a cross, press and hold the left mouse
button to select the area of your screen that you want to capture.
If you have multiple windows open, click the window you want to clip from before clicking Screen
Clipping. When you click Screen Clipping, the program you are working in is minimized and only the
window behind it is available for clipping.

36. Tip Number 7: Format Painter Tool with Office
The Format Painter offers you a quick way to copy all of the formatting attributes from one item to
another item.
This feature is available in Microsoft Excel, Outlook, PowerPoint, and Word.
1. To copy character attributes (such as font and font effects), select the text whose formatting
you want to copy
2. On the Home tab, in the Clipboard group, click Format Painter
3. Select the text you want to apply the formatting to. The text takes on the new formatting
Note: If you want to apply the same formatting to more than one item, select the formatting you want,
double‐click Format Painter, and then select each word, phrase, or paragraph you want to apply
formatting to. When you're finished, press ESC.

37. Tip Number 8: Clear Formatting Tool with Office
The Clear Formatting Tool offers you a quick way to remove all of the formatting attributes of an item.
This feature is available in Microsoft Excel, Outlook, PowerPoint, and Word.
Outlook, PowerPoint, Word
1. Select the text whose formatting you want to remove
2. On the Home tab, in the Font group, click Clear Formatting
Note: You can also use CTRL+Space Bar to Clear Formatting.
Excel
1. Select the cells, rows, or columns that you want to clear
2. On the Home tab, in the Editing group, click the arrow next to the Clear button , and then
click Clear Formats

38. Tip Number 9: Aero features for Windows 7
Aero features are quick ways to resize open windows, simply by dragging them to the edges of your
screen.
Depending on where you drag the window, you can make it do different things.
Arrange windows side‐by‐side using Snap
1. Grab and drag one window to the left
2. Grab and drag the other window to the right
Maximize windows using Snap
1. Grab and drag the window to the top of the screen
Aero Shake to minimize windows
1. Click the title bar of the window you want to keep open
2. Shake the window back and forth until all of the other windows are minimized
3. Shake the open window again to restore the minimized windows
Note: If you use dual‐screens, the side‐by‐side Aero Snap will not work properly.

39. Tip Number 10: Select Multiple Files or Folders
There are several ways to select nonconsecutive files or folders:
Use CTRL
1. Open the folder that contains the files or folders you want to select
2. Hold down CTRL, and then click each item you want to select
Use Checkboxes
1. Open Windows Explorer
2. Click the drop‐down next to Organize and choose Folder and search options
3. Click on the View tab
4. Scroll all the way down to Use check boxes to select items
5. Place a check next to Use check boxes to select items
6. In Windows Explorer, you can click check boxes, without having to hold down CTRL to select
non‐contiguous files

40. Questions?
Thank You!
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before leaving.

41. Speaker Biography
Christian Spencer, CPA, is a senior audit manager with over 16 years of public
accounting experience, including 13 years working exclusively with nonprofit
organizations. Prior to joining Tate & Tryon, Christian worked as a director at a
large national accounting firm where he spent 13 years providing audit and tax
services to nonprofit organizations with annual revenues ranging from $1 million to
over $300 million. Christian’s experience includes planning and managing the
audits of a wide range of nonprofit organizations, including associations, charitable
and educational organizations including those with for-profit subsidiaries and
political action committees.
Christian sits on the audit committee of a large 501(c)(3) Washington, D.C.-based
nonprofit organization that focuses on providing food and shelter services to
individuals in need. In addition, he is a member of the Finance and Business
Operations Section Council of the American Society of Association Executives. He
participates in ongoing continuing education courses for nonprofit accounting and
has written articles for various publications including ASAE’s Dollars & Cents.

42. Speaker Biography
Emily van Loon, CPA, currently is employed as CFO and Treasurer of The Association
of Public and Land-grant Universities located in Washington, D.C. As a CPA, Emily has
extensive experience with both nonprofits and for-profits, but finds working in the
nonprofit sector much more rewarding. For fifteen years of her work in the nonprofit
sector, Emily served as the CFO of SOME, Inc. (So Others Might Eat), a Washington,
D.C. nonprofit that provides an array of services to the poor. At SOME, she
administered a consolidated budget of $22 million and managed public debt, equity and
tax-credit offerings in support of affordable housing developments under § 42 of the
Internal Revenue Code, creating over 350 low-income housing units.
In addition to her financial management work, Emily has extensive IT experience. She
managed the implementation of electronic record systems that interfaced with
accounting systems and helped implement an electronic medical record system for
community health clinics. Emily has also done a wide range of consulting in the area of
nonprofit financial management and low-income housing. She has served on the Board
of the Old Town Business Association in Takoma Park and is actively involved in many
community issues. She is featured in The Nonprofit Challenge: Integrating Ethics into
the Purpose and Promise of Our Nation’s Charities, by Doug White. Prof. White is the
Academic Director of the George Heymend Center for Philanthropy and Fundraising at
New York University.

43. Speaker Biography
Christopher McCarthy, MCP, is Principal and co-founder of T3 Information
Systems (www.t3infosystems.com). T3 Information Systems (formerly Tate & Tryon
Technology & Pierce Financial Systems) is a Microsoft Dynamics value added
reseller. The practice began in 1997 and has grown steadily each year since. Prior
to forming T3, Christopher served for 6 years as President of Pierce Financial
Systems, a Dynamics GP service provider and software development firm based in
Fairfax, VA.
Christopher is a Microsoft Certified Professional and specializes in Accounting
Software configuration, design, and implementation. He also oversees software
architecture for custom software developed by the firm. He has serviced the
accounting software needs of clients for more than 13 years and possesses seven
Microsoft Dynamics certifications. He has project managed the implementation of
and the integration to Dynamics with great success. Additionally, he has also
headed several efforts to integrate and consolidate the systems of large public
companies onto a single accounting platform during merger and acquisition efforts.
He also has extensive experience in achieving Sarbanes Oxley Compliance for
several clients.

44. Speaker Biography
Jeff Budde, CPA, MCP, serves as a Business Process and Technology Consultant
for Tate & Tryon’s Outsource Services practice. In this role, he focuses on
streamlining business processes and technology systems. Prior to joining Tate &
Tryon, Mr. Budde served as an Accounting Solution Consultant for Morrison &
Morrison, Ltd. in Chicago, IL. In addition, he also previously served as an analyst
for Huron Consulting Group, Chicago, IL where he built a database using Microsoft
Access to organize client information and identify prospective international clients
as well as create management reports.
Jeff’s experience includes: implementing and upgrading Microsoft Dynamics GP/SL
accounting software; leading end-user training on topics ranging from accounting
processes, financial reporting, user security, accounting solution design, and
purchase requisition processes; designing, implementing, and training end-users
on a business-intelligence solution enabling users to create ad-hoc reports using
real-time data; Creating GAAP Financial Statements using financial reporting
software for clients with billions of dollars in assets; and developing web-based AP
and GL reports using SQL Server Reporting Services. He is a Certified Public
Accountant and a Microsoft Certified Professional.