7 min read
March 26, 2024
Just four financial reports are required for nonprofit organizations: the statement of financial position (balance sheet), statement of activities (income statement), statement of cash flow, and statement of functional expenses. Notably absent is the nonprofit chart of accounts. While this financial report is not required, maintaining a chart of accounts is highly beneficial to your organization, its management, its operation, and its oversight by the board of directors.
Key Takeaways
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What Is a Nonprofit Chart of Accounts?
A chart of accounts (COA) is a list of general accounts where each is broken down into categories to help nonprofit leaders monitor the financial position of an organization. The chart of accounts does not track specific transactions. Instead, it keeps track of the general organization of the nonprofit's assets, liabilities, expenses, income, and equity accounts.
Why Your Nonprofit Needs a Chart of Accounts
At a glance, the structure provided by the chart of accounts simplifies the accounting process and makes it easier to understand how the NPO's finances are organized. Additionally, it provides a framework for organizing expense and revenue categories within the nonprofit's accounting software system.
A chart of accounts is beneficial for the organizational structure it provides to your nonprofit's finances. With a chart of accounts, it is simpler to understand your nonprofit's finances, generate reliable financial reports, and establish internal controls.
How to Set Up a Nonprofit Chart of Accounts
Include the Four Elements of a Chart of Accounts Table
A chart of accounts is typically represented as a table with the following four columns:
- Account Number - See more on the numbering conventions for creating and organizing account numbers below.
- Account Name - Each account must have a simple name that is easy for outsiders (and board members) to understand. We recommend including separate accounts and subcategories for each of your nonprofit's events and programs. You can then include even more specific categories within those for things like tickets, auctions, and sponsorships.
- Category Type - Each organization has the same basic categories in their chart of accounts including assets, liabilities, net assets or equity, revenue, and expenses.
- Description - The description further qualifies the account, explaining where each category of funds is coming from or going to. These descriptions can be helpful reminders to you, your board of directors, your accounting team, and external constituents such as foundation representatives.
Read More: Why Isn't My Nonprofit Successfully Raising Money?
Understand Nonprofit Chart of Accounts Numbering Conventions
There is no standard numbering convention for a chart of accounts that is required for all organizations to use. This provides flexibility for nonprofits to develop a numbering system that works for their own needs. Typically, a chart of accounts uses account numbers to delineate one category of accounts from another. For example, a basic numbering system for a nonprofit's chart of accounts could be defined as follows:
- 1000 Accounts - Assets
- 2000 Accounts - Liabilities
- 3000 Accounts - Net Assets or Equity
- 4000 Accounts - Revenue
- 5000 Accounts - Expenses
However, if your organization has several accounts in each category type, you can create a larger spread, such as 4000 to 6000 accounts for revenue and 7000 to 9000 accounts for expenses.
You can then use the numbering system to create subcategories within the primary categories of accounts, for example:
- 5100 - Program Costs
- 5110 - Program Supplies and Materials
- 5120 - Third-party program contractors and professional services
- 5200 - Employee Salaries and Wages
- 5210 - Employee Benefits
- 5220 - Payroll tax
Read More: Why Your Nonprofit Needs a Sustainer Program (And How To Get Started)
Consider Your Reporting Structure and Relationships Between Accounts
When creating your chart of accounts, consider the structure of your nonprofit's finances. For example, if you rely heavily on grants or events for fundraising, then you will want to create room for plenty of grant or event accounts. Additionally, you'll want to be able to break down those accounts into subcategories and accounts.
Start by creating the primary account types within each category, then go through those to add in subcategories and accounts to create a hierarchical structure.
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Integrate Your Accounting Software
To automate the framework and categorization outlined in your chart of accounts, you'll need to customize your accounting software. Both QuickBooks and Sage Intacct have customization features and workarounds that allow you to create the categories you need for properly categorizing and tracking your nonprofit's finances.
Leave Room for Growth and Change
When creating your chart of accounts, it's important to remember that your organization is going to grow and change in the future. Be sure to leave plenty of room for adding accounts and do not be afraid to remove or change accounts that are no longer relevant to your nonprofit.
What Does an NPO Chart of Accounts Look Like? Sample Nonprofit Chart of Accounts
Every organization's chart of accounts looks different. The account numbers, account number ranges, account names, breakdowns of each account category, and account descriptions will vary based on the nonprofit's structure and needs.
The following chart of accounts can provide you with a basic example that you can use to structure your own.
Account # |
Name |
Type |
Description |
Assets 1000 Account Numbers |
|||
1100 |
Savings |
Assets |
Balance in savings account |
1200 |
Checking |
Assets |
Balance in checking account |
1300 |
Investments |
Assets |
Dollar amount invested |
1400 |
Accounts Receivable |
Assets |
Money due in invoices |
1410 |
Pledges Receivable |
Assets |
Money due from pledges |
1420 |
Grants Receivable |
Assets |
Money due from grants |
1500 |
Equipment |
Assets |
Value of equipment owned |
1600 |
Property |
Assets |
Value of property owned |
1700 |
Loans Receivable |
Assets |
Money due in notes and loans |
1800 |
Petty Cash |
Assets |
Amount of cash on hand |
Liabilities 2000 Account Numbers |
|||
2100 |
Accounts Payable |
Liabilities |
Money owed to vendors/suppliers/contractors |
2200 |
Accrued Salaries |
Liabilities |
Money owed in employee wages |
2300 |
Accrued Benefits |
Liabilities |
Amount due for employee benefits |
2400 |
Accrued Payroll Taxes |
Liabilities |
Amount owed in payroll taxes |
2500 |
Deferred Revenue |
Liabilities |
|
2600 |
Accrued Property Taxes |
Liabilities |
|
2700 |
Loans Payable |
Liabilities |
|
2800 |
Line of Credit |
Liabilities |
|
Net Assets or Equity 3000 Account Numbers |
|||
3100 |
Unrestricted Net Assets |
Net Assets |
|
3200 |
Permanently Restricted Net Assets |
Net Assets |
|
3300 |
Temporarily Restricted Net Assets |
Net Assets |
|
Revenue 4000-6000 Account Numbers |
|||
4100 |
Individual Contributions |
Revenue |
|
4200 |
Corporate Contributions |
Revenue |
|
4300 |
Legacies and Bequests |
Revenue |
|
4400 |
Federal Grants |
Revenue |
|
4500 |
State Grants |
Revenue |
|
4600 |
Local Grants |
Revenue |
|
4700 |
Foundation Grants |
Revenue |
|
4800 |
In-Kind Contributions |
Revenue |
|
5100 |
Program Service Fees |
Revenue |
|
5200 |
Membership Dues |
Revenue |
|
5300 |
Investment Revenue |
Revenue |
|
5400 |
Event A |
Revenue |
Total revenue generated by event A |
5410 |
Event A Ticket Revenue |
Revenue |
Revenue generated by event A ticket sales |
5420 |
Event A Auction |
Revenue |
Revenue generated at event A's auction |
5430 |
Event A Sponsorships |
Revenue |
Revenue generated by event A sponsorships |
6100 |
Net Assets Released From Restriction |
Revenue |
|
6200 |
Unrealized Gain |
Revenue |
|
6300 |
Miscellaneous Revenue |
Revenue |
|
Expenses Account Numbers 7000-9000 |
|||
7100 |
Salaries and Wages |
Expenses |
Staff compensation |
7110 |
Payroll Taxes |
Expenses |
|
7120 |
Health Insurance |
Expenses |
|
7130 |
Retirement Benefits |
Expenses |
|
7200 |
Program Expenses |
Expenses |
Costs directly associated with programs |
7210 |
Professional Services for Programs |
Expenses |
Consultants and contractors |
7220 |
Program Supplies and Materials |
Expenses |
Cost of materials and supplies used in programs |
8100 |
Office Supplies |
Expenses |
|
8200 |
Rent/Mortgage Payment |
Expenses |
|
8210 |
Utilities |
Expenses |
|
8220 |
Real Estate Taxes |
Expenses |
|
8230 |
Equipment Purchase/Maintenance |
Expenses |
|
8300 |
Travel |
Expenses |
|
8400 |
Fundraising Cost |
Expenses |
Costs related to fundraising |
9100 |
Fixed Asset Purchases |
Expenses |
|
9200 |
Payment to Affiliates |
Expenses |
Nonprofit Chart of Accounts, Board Reports, Management Accounting, and More
What Outsourced Accounting for Nonprofits Can Do for You
Developing a nonprofit chart of accounts can feel overwhelming at first, but creating a chart of accounts is one of the first steps to getting your nonprofit's back office in order. A chart of accounts will help you improve the organization of your back office and standardize your bookkeeping and accounting processes.
If you are overwhelmed by the process of creating a chart of accounts, then your nonprofit will benefit from outsourced accounting services. Outsourced accounting for nonprofits is designed to help you organize your back office and leverage your financial data to strengthen your NPO and further your mission.