The Reluctant Finance Officer (cont'd)

“Just that Marvelous Works has some financial quirks,” Terry replied. “Among them are its sources of income. We’re not selling products here, to people who want to buy and have to buy them to survive and thrive in our society. We’re selling the concept of helping the ‘less fortunate’ whoever they are at any given time and by someone’s latest definition. So there’s no certainty in anything we do. How is a financial officer supposed to project ahead when the service keeps changing according to the grants we receive, the state government handouts vary with the moods of the legislature and the governor, and the donations coming in are as fickle as the changes in attitudes of our donors and the public. Things come and go around here with greater rapidity and uncertainty than at any established corporation. What do you expect me to do, make it all up? I’m not inclined to do that”

“What you’re saying is certainly true, from your point of view, at least. But I have to tell you that I take a different view of this. We’re going to get to a 40% market share of the human services business in this area by ten years from now.” Terry could see she was determined, and heard it in her voice. She was on a roll. It would be while yet.

“In order to do that,” Mary continued, “one of the things we need is solid, cogent, knowledgeable, creative financial planning from the finance department. I need to see the scenario even as it changes. Sure it changes, day to day sometimes. But that’s no reason not to at least try to keep the financial picture in front of us. Besides, I’m not the only one involved here. Other departments, like program AND development, need to know what they’re supposed to be doing to make the goal happen. Specifically, Jared needs to know revenue targets each year so he and his staff can work up enough prospects and start cultivating increased numbers of donors to make those targets happen. Cynthia, our special events person, and Gayle, our grant writer have similar assignments. They need to think ahead to what kinds of events they need to plan, how many people, how much anticipated revenue is needed. They need to think ahead about grant possibilities and start relationships with new foundation people. They can’t just wait until the last minute to quick dig this up and make it happen overnight just so you’ll have enough money for operations in any given month. It doesn’t work that way, and you know it.”

Terry thought this was one of her better tirades of recent weeks. She was at least sticking to the point, and it was beginning to look like she was going to stick the point right in him.

“So,” Mary concluded with emphasis, “I want you to put your thinking cap on, get with your staff, and make those projections. And I want them by Friday, OK?”