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Learn how good money management is largely a matter of making good decisions and setting up reliable systems to manage your financial operation. |
What does the everyday management of your money include, how do you create a money management plan, what issues are involved in being tax-exempt, how do you handle cash flow, what are some day-to-day money management issues, what are some investment issues.
Families need to keep control of their finances to make life flow smoothly. The same is true in spades for organizations.
In order to manage money properly, you need:
If your organization is tiny, and its finances come from bake sales and occasional ten-dollar contributions - in other words, if your income and expenses are only one or two thousand dollars a year - you may not need a money management plan beyond keeping your checkbook balanced and paying your bills on time. But if there's any complexity at all to your financial situation, a money management plan is necessary for several reasons.
Many directors of organizations, especially in such areas as human services, health, or education, find money management boring, or even frightening. They see it as all about math, and worry constantly about whether they understand algebra well enough to handle finances, or whether a simple error in addition will push their organizations over the edge. But good money management is actually about systems and decisions. The systems are the ones you set up to keep track of and actually handle your money. The decisions are those you make about where to get and what to do with your money. Whether and how well you set up those systems, and the information and assumptions you use in order to make your decisions - not your background as a theoretical mathematician - will determine how well your money gets managed.
If you really find handling money difficult, it may be possible to delegate the money management part of the organization to someone who has the desire and the skills to take it over. Large corporations almost always have a CFO (Chief Financial Officer) who deals with the financial side of the operation. If your organization has a large enough budget, or can find a volunteer who is both competent and reliable, you may be able to do the same. A word of caution, however: even in an organization where there is a CFO or other person who manages the money, it's important that the director at least have a clear understanding of what's going on, and know what questions to ask in order to be sure that money is being used properly. This kind of financial help can come from within the organization, in the form of a Board treasurer or a Board member or volunteer who is an accountant. It can also be found through other organizations, such as SCORE (Service Corps of Retired Executives), whose members volunteer their professional services to non-profits and others in need.
Some systems you might want to put in place:
"Cash flow" is a term you'll see many times in this section. It refers to the actual flow of money through the organization, as opposed to what's on paper. If you're owed $500.00 by your friend, but he hasn't paid you yet, and you only have $5.00 in the bank, that's a cash flow issue. You can't pay your electric bill with the fact that your friend owes you money. Organizations deal with this issue all the time. Money from grants and contracts often flows slowly, and fundraising is unpredictable. Bills, on the other hand, come regularly, and salaries have to be paid. How well your organization manages cash flow can make a tremendous difference in its health, financial and otherwise.
Some examples of decisions you need to make:
Most organizations will find that if they think carefully about the decisions they make, and set up - and continually fine-tune, if necessary - systems that work for them, the math will usually take care of itself.
Another important aspect of money management lies in the attitude that goes into it. It is possible to be too concerned with money, and too careful about it. This kind of over-cautious attitude may lead to an unwillingness to take risks or to change, an attitude that can stultify an organization. By the same token, a too-casual attitude can lead to financial and even legal difficulties for the organization. It's important to understand just how important money is to what you do, and also to realize that it's not the only thing that's important. Keeping a clear perspective is key to managing money rationally.
Every organization needs a money management plan. The nature of that plan depends upon the size and scope of the organization's finances, however. Much of the material in this section is admittedly geared toward organizations with five-figure or larger budgets. If your organization's budget is only a few thousand - or a few hundred - dollars, your money management may consist of little more than a checkbook and a calculator. It is important to understand what kinds of systems may be needed, however. Small organizations often grow, and even if they don't, they still have to manage their resources effectively in order to do their jobs. So if your organization is small, you may not need to use all, or even most, of the money management strategies described in this section. But you will need some of them, and understanding money management in a larger sense should help you to make the most of what you have.
The discussion of accounting here is meant only to help you approach setting up an accounting system and some of the issues an organization must face in the process; none of the information about accounting in the Community Tool Box should substitute for conferring with an accountant or other financial professional.
If your budget is very small - only a few hundred or a few thousand dollars - you may not really need an accounting system at all; but you'll still need to balance your checkbook, keep track of money in and money out, and pay attention to cash flow. A basic understanding of the issues here will still be necessary for you, even if your accounting system is no more than a check register and a stack of receipts in a desk drawer.
When setting up an accounting system , you will need to determine whether you will use a cash basis or accrual system to keep your books.
Cash basis/Modified cash basis accounting
Many small not-for-profits use cash-basis rather than accrual-basis accounting to record expenses and revenues. This means that they only record revenue when the cash is received, and only record expenses when they are paid. Some not-for-profits use modified cash-basis accounting, where they will record payroll taxes withheld from employees or large revenue or expense items on an accrual basis.
Accrual basis accounting
Accrual-basis accounting reports income when it is earned and expenses when they are incurred. Most businesses track all expenses and revenues using accrual accounting. If you get public money (and, quite possibly, even if you don't), the accrual method is more accurate and more effective. It tracks line items better, and tells you how much of your annual budget you've actually spent. If you go purely on a cash basis, it's a little like not recording the checks you write from your personal checkbook, but only checking the balance occasionally. Doing that, you can end up overdrawn with no trouble at all, since your balance rarely matches the amount you've actually recorded in your checkbook. If you use accrual, you always know when you can spend and when you can't; it makes sense in that circumstance to keep track of cash as well, but not necessarily to keep books on a cash basis.
Another one of the most important elements of an accounting system is the working relationship between the organization's accountant or bookkeeper and the rest of the staff. Words that mean one thing in common English mean something slightly - or radically - different in accounting language, and this situation can lead to massive confusion and incorrect or incomplete financial information. One nonprofit director struggled to get from his organization's bookkeeper a statement of how much real money came in and went out in a particular year. It literally took years to determine that the bookkeeper meant something different by "cash" than the director did. Once the language problem had been solved, the information was easily obtainable.
This issue can cause errors in the other direction as well. An accountant or bookkeeper may not get the information she needs because of the language barrier, or because other staff members don't perceive the bookkeeper's requests as important, and, as a result, the books may not be accurate.
Yet another potential concern lies in the difference between nonprofit and for -profit enterprises. The bookkeeper in the anecdote above had never before worked in a nonprofit business, and therefore didn't realize that it was important to stick to the budget. He didn't understand why the director was so insistent on finding out where the organization's income and expenses were in relation to what was projected. The result was frustration on all sides.
The bottom line here (pardon the pun) is that the relationship between the accountant or bookkeeper and the rest of the staff is incredibly important in determining whether an organization's accounting system will work well or not. It is more than worth it to take the time to bring language and other differences out in the open, correct any misunderstandings, and clarify what's necessary on both ends in order for the organization's financial management to function smoothly.
If your organization or initiative has a small budget - only a few thousand dollars - a single checking account may be all you need from your bank. But if your budget is large and complex, with a number of funders, you may need more than one account, or more than one kind of account, as well as some other services. Before you start looking for a bank, you need to decide what you want from your banking system.
Some of the possibilities include:
Other issues might include security (Are the bank's deposits federally insured?), convenience (Is the bank close by? When is it open? How many ATM's can you use without a fee?), how easy the bank's services are to use, how the bank treats people from your organization, the bank's relations with the community (Does it encourage small business development?), the bank's philosophical stance regarding the issues your organization addresses (Does it lend to low-income and minority homebuyers, for example?), and personal relationships with bank officers.
You should shop for a bank the same way you'd shop for a car. Arrange an interview at each bank you're interested in, explain what your needs are, and discuss how those needs can best be met by that particular bank. Pick the one you think can do the best job for your organization. If you carefully make decisions about what you need, and choose your bank equally carefully, you'll come up with a banking system that's right for your organization.
Having a banking system implies that someone has to be authorized to use it. Who in the organization has the authority to make final decisions about spending, and to sign checks and other financial documents, such as loan agreements or contracts? There are several ways to answer these questions, and the answers are different for different organizations.
Who makes financial decisions?
The answer here is usually the director, the Board of Directors, or some combination of the two. In many organizations, the director presents an annual budget to the Board for its approval, but, once the budget is approved, makes the day-to-day financial decisions without Board permission. If there are major deviations from the budget, the director comes back to the Board with a new budget, explains the changes, and has the new budget approved. This model is probably the most common among nonprofit organizations of all kinds. It allows for Board input and oversight through the budget process, but gives the director the freedom to make the decisions that go with her responsibility for the running of the organization.
In some organizations, the Board makes all financial decisions, and the director carries them out. In others, the director makes all financial decisions, and either no Board exists, or it has only a consulting role. This last model is unusual in larger organizations, where large sums of money are at stake.
There are other variations on all of these themes. Directors and Board finance committees or treasurers may share fiscal responsibility, Boards may hold veto power over directors' decisions, or other officers - the accountant or chief fiscal officer (CFO), for instance - may hold decision-making power about money. The best advice about this issue is to choose a system that gives everyone the powers that go with his level of responsibility, and that allows him to carry out that responsibility as effectively as possible.
Who signs checks?
The person(s) designated to sign checks for the organization usually reflect who makes decisions about money. It makes sense to have at least two people able to sign checks (in case someone is sick or on vacation). In organizations where the financial decisions are shared between Board and director, a check may require the signatures of both the director and either the chair or the treasurer of the Board.
In some organizations, payroll and payables checks - or even all checks - are signed by the accountant or bookkeeper, rather than the director. In larger organizations, where there are several separate programs, the director of each program may have a separate account, and may be responsible for spending - and for reporting, both to the funder and to the organization's accountant - for her program.
One standard procedure, often required by auditors, is that checks over a certain amount - usually several thousand dollars - be signed by two people, even if most checks get only one signature. This is to assure that large expenditures have been properly approved, and to keep someone from heading for Rio with the bank balance of the organization.
Who can use ATM cards and credit cards?
Who has access to the appropriate PIN numbers and cards? In most cases, these will be the people who make financial decisions and sign checks. Sometimes, however, convenience is also a factor: the bookkeeper or a staff member who lives across the street from the bank may be an obvious choice.
Who signs documents for the organization?
Most organizations choose an official signatory, the person whose signature commits the organization to a contract or other legal document. In most organizations, this is usually either the director or the chair of the Board, or, in some cases, both. As with check signing, who you choose as your organization's signatory probably should reflect who makes the decisions about money and the organization's functioning.
Petty cash is the money you keep in a drawer for when you realize there's no aspirin in the office, or when someone needs paper towels. The amounts of money covered by petty cash are by definition tiny compared to the overall budget of the organization (you might easily spend less than $100.00 a year). If they're not handled and recorded properly, however, they can drive bookkeepers and auditors insane. If your books are going to balance, you need a system to make sure that both who spent any petty cash and what they bought with it are recorded accurately.
One possibility is to simply start with a petty cash line in your budget. A certain amount of cash is drawn against this every month, and either distributed as needed, or distributed in set amounts to those who need petty cash. A way of reporting on spending is agreed upon by all concerned, and every expenditure gets recorded as soon as it's made. As long as everyone follows the system, it all works fine. The reality is that petty cash is almost always a pain. The easier and simpler your system is, the more likely it is to be followed.
Payroll is the largest expense for most non-profits. It may seem that no real system is necessary: after all, you just have to write out a check every week or two for the amount of an employee's pay, right? Well... not exactly. There are a number of questions to answer before you make out and distribute your payroll.
Remember that even if you don't offer any benefits at all, you're still responsible for paying - on a regular schedule - half of employees' Social Security and Medicare taxes, as well as for withholding all relevant federal and state income tax. In most states, you're also responsible for Unemployment and Workers' Compensation. If you fail to pay any of these on time, you get hit with both interest and penalties (worst on the federal taxes). The IRS may not inform you of your error for a year or more, and they charge interest and penalties for that whole period, even though you may have had no idea that you owed them anything.
Payables are those expenses which you owe, but haven't paid yet. These include outstanding bills for goods you've bought, rent or mortgage payments, bills for last month's utilities, bills for services you've already received, etc.
Receivables are those items of income that you're owed for services or goods you've already supplied, or regular payments from funders which are due, but haven't arrived yet.
If your accounting system is computerized, then your payables and receivables system essentially has to be. Some questions to think about while setting up a system to handle payables and receivables:
Receivables:
If you receive grants or contracts, from public or private sources, they generally come with some clear expectations from the funder about what you'll do with the money. A grant is a gift of money which you usually must agree to spend in particular ways. A contract pays you for goods or services you provide, generally after the fact (i.e. you supply the goods or do the work and then bill the funder for your costs at a rate you've both agreed upon).
In the case of public money - and, to a large extent, of private money as well - the greatest difference between grants and contracts can be when you get paid. With a grant, you generally receive money on a regular basis, or all at once, whether you've spent it yet or not. With a contract, you often don't get any money until you've actually spent your own to provide goods or services. Many organizations would agree with an adult education provider who was asked the difference between a grant and a contract. He answered, "Life and death." There are advantages to contracts as well. Often, a contract gives you more control over how you can spend your money. And not all contracts require that you spend money before you can receive it; some call for money to be provided on a regular schedule, or allow it to be drawn in anticipation of services. But in general, the grant/contract distinction holds.
With most grants and contracts, the terms of how your organization can spend its money are laid out very specifically. The funder and the organization will agree on amounts for particular line items (a line item is an expense category, which occupies a single line in a budget: "salaries," for instance, or "office supplies "). The funder then expects the organization to stick to these amounts, either exactly, or within specified limits (say, 10%). If the organization fails to fulfill its commitments without renegotiating the grant or contract (which is usually possible, at least within reasonable limits), it may be asked to return some or all of the money. It is therefore obviously crucial to be able to track each grant and make sure that spending is within the limits agreed upon, and that the called-for work or service is provided.
How will you track line items? The answer to this question can be complicated, because it often means juggling several different grant budgets. Your organization's overall budget for office supplies may be $300.00, for example, but that may be divided among three different grants, with different amounts in each. Not only do you have to be careful not to spend more than the $300.00 you've budgeted, but you have to be careful to assign your spending to the right grants. If you have accounting software, it may be helpful here.
How will you track separate grants? One possibility is to keep a separate bank account for each grant or contract. While this is probably the most efficient way to handle the issue, in practice it's often difficult because of cash flow. Keeping a separate set of accounting journals for each grant or contract is usually a much better option. With good accounting software, you can set up a system that will record your income and expenses by grant, and integrate them into the general ledger (the books of the organization as a whole) at the same time.
Most non-profit organizations are tax-exempt, but tax-exempt status doesn't come automatically. The organization has to first apply for and obtain non-profit status from the state, and then apply to the federal government for tax-exempt status. After federal tax-exempt status is granted, the organization can apply for a tax exemption from the state. Got that?
This discussion here of non-profit and tax-exempt status is primarily focused on the number of ways those issues can affect money management in your organization and make some demands on you if you want to take advantage of it.
First, there's that matter of obtaining tax-exempt status in the first place. You'll probably need to work with an attorney or CPA in order to fill out and submit the applications for non-profit and federal tax-exempt status. But once those are granted, your job isn't over. There are still several things you have to do - some of them only once, and others continually - in order to make sure that you actually don't pay any taxes (thus saving your organization a good bit of money, which you can then use to further your mission).
As explained above, cash flow has to do with the availability of cash at a given moment. The organization may be owed a great deal of money from funders and other sources, but if it doesn't have cash in the bank, it can't pay its bills. Community based and grass roots organizations deal with this problem constantly. While there's almost no way to avoid it completely, there are ways to minimize it. The first step is to understand and anticipate why cash flow problems might arise for your organization.
There are numerous reasons that an organization may experience cash flow problems. The most common probably stem from late payments by funders. Some of the reasons that a promised grant or other payment hasn't arrived yet might include:
In Massachusetts in 1999, for instance, the state budget wasn't approved until November, five months after the June 30th end of the previous fiscal year. Until the budget was approved, no state agency could receive any funds from it, and the agencies' grantees and contractors in turn could get no funds, either.
While you may not be able to stave off cash flow problems altogether, there are number of things you can do to reduce their impact and prepare your organization to weather them.
What do you pay first, and what do you put off if you can't meet all your obligations because of cash flow? In almost all cases, payroll has to come first. The organization has an absolute obligation to its employees to maintain their livelihood if it possibly can. What comes next depends to a certain extent on who will let you slide how much. Landlords who rent to community based organizations are often sympathetic, for instance, whereas large utilities may not care who you are or what you do - they just want their money. At the same time, they want to keep you as a customer, and are usually willing to negotiate. It's generally easiest to put off those who don't provide goods or services upon which the life or death of your organization depends. There are ethical issues here as well, however: while the phone company won't go broke if you don't pay your bill on time, the local printer who produces your brochures might, even though he might also be more willing to wait for payment. What's your ethical obligation here?
A temptation in a bad cash flow situation might be to put everything on a credit card, and take the benefit of the 30-day period before payment is due, or simply use the debt as a short-term loan. Remember before you take that route, however, that if you don't pay within the specified time, you'll be charged an exorbitant interest rate on your balance - usually 18% a year (you can get a much better deal on a short-term bank loan). Be aware also that different credit card contracts are different. Somewhere in the fine print in your credit card contract, it may mention that if you use your card to withdraw cash, every other purchase you make in that month from that moment will be charged interest at the maximum rate. Or there may be rules about what happens if you don't pay your minimum balance on time. Make sure you know exactly what's in your contract before you use a credit card to deal with cash flow problems.
Once you've set up your systems and everything's in place, you have to deal with the everyday tasks of actually using and keeping track of your money. Day-to-day handling of money, in addition to cash flow, involves the same kind of comparison shopping, looking for bargains, and negotiating for the best deals that careful families do. It also means maintaining your systems and making sure they're actually being used. Having great software doesn't help if no one enters the numbers, or if no one records them in the first place.
An important element of everyday money management that we won't discuss in detail here is the building and sustaining of personal relationships between people in your organization and landlords, suppliers, customers, and funders. It's always easier to negotiate, to get something done quickly, to get a break on a payment time, etc. if you have a personal relationship with the person you're appealing to. It also makes doing business in general smoother and much more pleasant. The reality is that the world runs on personal relationships: the more and the better you can cultivate, the better for your organization and the simpler your financial management will be.
You obviously want to make your money go as far as possible. One way to ensure that is by comparing the prices of different suppliers, and looking for the best deals on goods and services.
Some other things to consider:
With any of these strategies, remember that it's important to balance the money you save with the value of what you get - the level of service, for instance, or free technical support - and the time and effort you spend. If it takes someone in the organization a day to find a bargain on a new computer, what's the difference between that day's pay and the amount you saved? If it's not considerable, it's probably not worth it. By the same token, if you buy an inexpensive piece of equipment that's constantly out of the office being fixed, or you get a deal from a CPA firm that regularly messes up your tax returns, you haven't found a bargain.
As mentioned above, you're obligated to fulfill the terms of a grant or contract. Those terms aren't necessarily cast in stone, however, and most funders are willing to negotiate, at least within broad limits, about such things as payment schedules and uses of money. After all, the funders are concerned that you do what you've been funded for as well as possible. They're usually willing to do whatever they can, within reason, to make that happen.
Renegotiating your payment schedule may mean that you can stave off cash flow problems. The ideal is being able to ask for money whenever you anticipate needing it. It will take the funder a certain amount of time to deal with the request for funds - anywhere from a few days to months, in the case of some state or federal bureaucracies - and you have to leave enough time so that you'll actually receive the money before you run out of what you have.
Most funders have a mechanism that allows them to approve changes in your line -item budget (although not in the total amount of funding) up to a certain point in the fiscal year. This gives you the opportunity to address unforeseen circumstances, or simply to respond to the real expenses of your project. As long as you can justify the changes, and as long as the changes are directed toward accomplishing what you 're funded to do, funders will almost always approve.
As you use your money management plan day-to-day, you have to make sure that all the systems you so carefully designed continue to work properly.
Some of the areas that have to be maintained:
In addition to general system maintenance, it's important to evaluate systems continually to make sure they're working efficiently, and to make changes where necessary to make your money management as effective as possible.
If your organization is one of the lucky - or well-run - ones whose cash flow is healthy, you may find yourself with extra money in the bank. Rather than letting it sit around gathering dust in a no- or low-interest checking account, you might consider investing at least part of it in a something that yields higher interest.
A Certificate of Deposit (CD) gives you a high rate of interest in return for leaving your money in the bank for a specified length of time - usually from three months to five years. A three- or six-month CD provides high interest, but doesn't tie up your cash for too long. If the organization needs cash, the money can be withdrawn before the time is up, but there is a substantial interest penalty (i.e. the CD's final interest rate will be considerably lower than if you kept it for the full period).
A Money Market Account yields high interest in return for keeping a certain minimum balance. While Money Market interest is lower than that of a CD, cash in a Money Market Account is available without any penalty as long as the minimum balance (usually about $5,000.00) is maintained.
Both CD's and Money Market Accounts provide good ways of putting aside money for short periods of time to deal with anticipated cash flow problems. They also provide the opportunity for longer-term high interest opportunities.
For most organizations, investing in the stock or bond markets makes less sense, since these are by nature long term propositions that carry a certain amount of risk. Because of ups and downs in stocks, cautious investment strategy means staying in the market for at least ten years, which may defeat your organization's investment purposes. In addition, your investment needs managing, and management fees are charged whether you're making any money or not. Unless your organization has an endowment or some other amount of money large enough to generate significant income (and which you can afford to have tied up for a long time), investing in stocks and bonds is seldom useful.
If you have a larger amount of money to play with, you might consider a capital investment. A capital investment means taking some of your capital - the worth of your organization - and using it to buy something which itself becomes part of the capital of the organization. For instance, you might consider, as many non -profits do, buying a building.
Some of the advantages of this course of action:
Other possible capital investments, depending upon the needs and purposes of your organization, could include buying vehicles, major pieces of medical equipment, land, etc.
Good money management is largely a matter of making good decisions and setting up good systems to manage your financial operation. If you can set up systems that work for your organization to handle your daily accounting, payroll, payables/receivables, and grants management issues; if you can anticipate and deal with cash flow problems; and if you can invest wisely when you have money to spare, then you'll have your money management under control. This will allow you to do a better job at whatever it is your organization is trying to do, and thus to provide more benefit for your target population and for society.
Online Resources
The Alliance for Nonprofit Management provides answers to FAQ's about financial management and other issues, as well as links to other nonprofit management sites, and membership possibilities.
Free Management Library is from the Management Assistance Project for Nonprofits and provides indexed access to information on a huge number of management topics, including nonprofit financial management and accounting, cash flow, budgeting, audits, etc. It also provides a free on-line 12-course nonprofit management program.
Guidestar Nonprofit links to many organizations, resources, etc. for nonprofits.
StrongNonprofits.org provides best-practice guidance and hands-on tools to help you understand and manage your non-profit’s financial health. The site offers helpful resources in the areas of financial planning, operations, monitoring, and governance.
by Rakshitha Arni Ravishankar
Talking about money can feel awkward, uncomfortable, and even scary. Here are five pieces of advice from our authors on how to feel in control of your personal finances.
Money can evoke a range of difficult emotions for many of us. This anxiety only grows when we’re living through economically fragile times or don’t come from wealth . It can feel awkward, uncomfortable, and even scary to navigate these feelings when they show up. But know that it’s still possible to make smart decisions that will help you become financially stable .
Moment Makers Group/Getty Images
In today's digital age, teaching teenagers about money management is crucial yet challenging, especially when many parents weren't appropriately taught themselves. As a financial advisor, I'm helping my clients navigate this important task by focusing on relatable technology, practical experience, and fostering a positive money mindset. By starting early, we're setting these young people up for financial success and reducing stress in adulthood.
The financial landscape for today's teenagers is vastly different from what their parents experienced. With the rise of digital payments, online shopping, and easy access to credit, young people are faced with financial decisions earlier and more frequently than ever before. At the same time, many schools still lack comprehensive financial education programs, leaving parents as the primary source of money management knowledge.
The Council for Economic Education 2024 Survey of the States revealed that 35 states require high school students to take a personal finance course to graduate. While this is an improvement over the last few years, this gap in financial literacy can lead to poor financial habits and increased stress as teens transition into adulthood. As a CFP and founder of a modern family office, I've seen firsthand how early financial education can set the stage for lifelong financial well-being.
One effective tool I recommend to my clients is the Greenlight app. While I'm not affiliated with the company, I find it an excellent resource for families looking to teach financial literacy. The app offers a comprehensive platform for learning about budgeting, saving, spending, and investing – all in one place. It's handy for parents who may not have a strong financial background themselves.
Beyond recommending tools like Greenlight, I advise my clients to implement a job system for their teens. Here's how it works:
1. Assign tasks with monetary values (e.g., $10 for yard work).
2. Allocate earnings: 50% goes into a long-term investment account (we call this "taxes"), and the remaining 50% is for the teen to manage.
3. Guide teens in setting savings goals for larger purchases like computers or cars.
4. Introduce investing by letting teens buy stocks in companies they know and use (e.g., Disney, Amazon, Netflix).
5. Regularly review investments to teach about market fluctuations and long-term thinking.
For example, when Amazon's stock recently took a hit, one client's son wanted to sell. This presented a perfect opportunity to explain the concept of buying low and holding for long-term growth .
I emphasize to my clients the importance of open conversations about money. Hiding financial matters or avoiding these discussions can disadvantage teens. By involving them in money management early on, we're preparing them mentally for the financial realities of adulthood.
Teaching teenagers financial habits is about more than just wealth creation – it's about setting them up for a less stressful, more joyful life. By using relatable technology, providing hands-on experience, and fostering a positive money mindset, we can help the next generation develop a healthy relationship with finances. As financial advisors, guiding our clients in this crucial aspect of parenting not only benefits their children but also contributes to breaking the cycle of financial illiteracy.
The Council for Economic Education. "2024 Survey of the States," Page 2.
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Terms in this set (10) Which of these is the best reason for Nina to maintain up-to-date and accurate records of her bank accounts? To decide which bills to pay first. To determine how much she needs to earn. To stop herself from making financial mistakes. To know how much money she has for budgeting.
Lupe is ready to open a checking account. What does she need to have when she goes to the bank? Check all that apply. 1. identification. 3. her Social Security number. 5 .proof of her address. 6. money to deposit. Lupe put money from her paycheck into her account.
The Federal Deposit Insurance Corporation (FDIC) insures depositors' money. Malcolm has several receipts from recent transactions that he entered in his records. The receipts include an ATM receipt for an $80.00 deposit, a grocery store receipt for $25.50, and a paycheck deposit slip for $650.00. When he finishes entering his transactions ...
Workbook. Smart Tips for Better Money Management. tting StartedTable of ContentsWhether you are just starting out on your own or you've been managing your own money for years, basic budgeting, saving and credit skills can help you gain con. rol over your financial future. This workbook is designed to help you learn basic budgeting skills and ...
Learn about each of these five money matters to ensure you have all the information you need on your path to financial independence. Money management tip 1: Understand income taxes. When you land your first job after graduation, it can be tempting to equate your salary or hourly compensation as your total income.
Once you have an idea of how money will play into your life, make clear and specific goals for your money. 5. Check in with your finances every day. You can't make progress without knowing where you stand because you won't know where to start. Take five minutes every day to check in with your budget.
Keep new credit card charges limited to what you can pay off, in full, each month. Hint: Create and follow a budget. Pay off existing credit card balances. Longer-term goals: Start saving at least ...
Managing money tip 2: Address your debt. It's important to differentiate between debt that can help you achieve your personal financial goals and debt that can set you back. Not all debt is created equal. In some situations, using debt to help manage your finances can be a useful tool. Most people can categorize their debt into productive and ...
These seven practical money management tips are here to help you take control of your finances. 1. Make a budget. According to the Capital One Mind Over Money study, people dealing with financial stress struggle more with budgeting. They also feel less in control of their money and tend to spend their paychecks more impulsively.
Understand the factors that impact your credit score, such as payment history, credit utilization, and length of credit history. 2. Create a Personal Budget. Creating a personal budget is a key step in managing your money effectively. A well-structured budget allows you to track your spending habits, allocate funds towards your financial goals ...
a. a money market account. Study with Quizlet and memorize flashcards containing terms like Alex has not been keeping his banking records up to date. On his latest bank statement, he found that he had been charged an overdraft fee for writing a bad check. In addition to his being charged a fee, which of these is another possible consequence of ...
Here are six features of modern banking that can help you get a better handle on your money. 1. Low Balance Alerts. Overdrawing your account has become much easier to do today than it was when you ...
Step #3: Make a Cash Flow Plan. In our post on creating a financial plan, we discussed how cash flow planning is the most important aspect of financial planning.. Most people equate financial planning with managing an investment portfolio. But it's far more important for most households to focus on cash flow planning — i.e., on deciding what to do with your income.
Whether it's tracking your expenses, setting a budget or building your credit (and enjoying its perks), the Chase Mobile ® app takes your finances off the kitchen table and puts them squarely in your hands, so you can manage money in a way that works for you. Download the Chase Mobile® app. Topics: budgeting. personal finance.
Manage Your Money. Learn how to develop a budget, improve your credit, and reduce bank fees with these tips and resources from the ABA Foundation. Top. Budgeting. Personal finance resources and tips, including a Spanish-language worksheet. Credit. Information to help you understand your credit score and build credit.
where 8 is 8% out of 100% and 25 is the amount put in savings out of his total weekly earnings of x. So x = 100 × 25 ÷ 8 = 312.5 Ben's weekly earnings are $312.50. Example 2: Ben's annual savings are $1575.00 and make up 4% of his net pay. He wishes to increase his savings to 11% of his net pay.
Managing your money seems relatively simple when you know you can count on the same amount of income each month. When money fluctuates, however, decisions can feel much harder. ... Money. How To Access and Use Your Bank's Financial Education Resources . September 06, 2024. 5 min Read. Read more. Money. I'm an Undecided Voter: 3 Economic ...
To monitor or track a change. Retail Bank. A bank that provides services to individuals and businesses. Savings Account. An interest-paying account in which money is placed for extended periods. Study with Quizlet and memorize flashcards containing terms like Checking Account, Credit Union, Record and more.
1. Take financial inventory. The first step to managing money is knowing what you're dealing with. That's right, it's time to be brave and look in the financial mirror. Start by logging in to any financial accounts you have (bank accounts, credit card accounts, student loan accounts).
A payables and receivables system that defines the procedures you use to pay bills and to bill for the goods and services you provide. A grants management system that allows you to keep track of the finances of each grant or contract separately, and to spend funders' money in the ways you've agreed to.
Checking accounts allow convenient ways to deposit or withdraw funds. Karina keeps excellent records and always knows precisely how much is in her bank account. However, when she receives her bank statement, she's surprised to see that she has been charged a $5.00 overdraft fee. After reviewing her well-kept records, she cannot find anything ...
Here are five pieces of advice from our authors on how to feel in control of your personal finances. Let go of your limiting beliefs about money. Take ownership of your money. Always set a ...
Checking accounts allow convenient ways to deposit or withdraw funds. Glenn and Maggie own a regional chain of juice bars and are looking to expand in the coming year. They already have fifty shops, but they know they will need a loan to reach their goal of one hundred twenty five shops. Which type of banking institution is most suitable for ...
The Council for Economic Education 2024 Survey of the States revealed that 35 states require high school students to take a personal finance course to graduate.