Financial management and impact-oriented controlling

In order to be able to offer services, the service providers must be equipped with the necessary financial resources. The service provided represents added value for which remuneration is paid at a financial level. Based on the financial situation, which is monitored by internal cost and performance accounting, controlling can provide important data to guide management decisions.

Welfare organisations are characterised by very heterogeneous fields of activity whose overarching monitoring and control is complex. There is often a lack of processes and systems that enable the monitoring of deviations between planned and actual figures during the year, which means that undesirable economic developments are only recognised at a late stage.

• The preparation of a valid integrated business plan for the main economic activities and companies with clear performance indicators 
• The introduction of regular reporting processes (monthly / quarterly), which enable a comparison of planned and actual data during the year (e.g. based on monthly financial statements)
  
  

In addition, legal regulations require an expansion that goes beyond traditional business management controlling. For example, since the introduction of the Federal Participation Act (BTHG) in 2017, organisations have been obliged to provide evidence of the impact of their services. In doing so, the services should be adapted to the needs of the service recipient under the premise of efficiency and economy. This legal requirement significantly increases the importance of impact-oriented controlling and can also provide important insights when working with other target groups. This is because measuring impact and effectiveness in the entire non-profit sector is becoming increasingly important in the allocation of public funds. In addition to cost bearers, stakeholders from politics, society and donors are also interested in impact-orientated activities.

• Support in planning & controlling, cost & performance accounting
• Introduction of new accounting standards, adaptation of accounting to regulatory changes
• Conception and implementation of inventories (e.g. contracts, real estate, art/books)
• Support in the preparation of annual financial statements and in communication with the auditor
• Introduction of impact-oriented management,-introduction of a standardised, addressee-oriented reporting system
• Reporting taking into account non-financial (environmental and social) key figures
• Recording, documentation and optimisation of processes in finance and accounting