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Starting a New Montessori School, concluded

8. Startup and Cycle of Financial Operations

A new school may wish to map out its bookkeeping procedures and cycles. The following is a summary of major recommendations.

A. General Objectives

    1. To facilitate the conduct of business.
    2. To help assure the security of funds.
    3. To help maximize the use of funds.

B. Procedural Elements

    1. Record keeping and check signing functions should be done by different people to as great an extent as possible, with the school secretary acting as primary record keeper and check signers limited to the principal, board president, and treasurer. When the administrative staff is small, it may be desired to permit the school secretary to sign checks. A second signature should be required.
    2. A double signature should be required for checks of all amounts. Amounts greater than $500 should require a board member's signature.
    3. All disbursements should be by check. No checks should be written for cash.
    4. An itemized receipt, serving as voucher, should be required for all disbursements.
    5. Petty cash should be limited.
    6. Two bank accounts should be established, checking and savings.
    7. All deposits should be made to the savings account.
    8. All receipts should be deposited daily. Cash receipts should be discouraged.
    9. All transactions should be posted daily.
    10. A transfer from the savings account to the checking account should be made at the beginning of the month to cover the coming month's cash requirements.
    11. Savings withdrawals should require the signature of two board members.
    12. The record keeper should be bonded, especially if entrusted with check signing responsibility.
    13. Bank accounts should be reconciled and compared with records on a monthly basis by a non-employee.
    14. An audit committee of parents should review financial results and records at least once a year and make a report to the board.
    15. The above responsibilities should be incorporated into employee job descriptions.

C. Accounting Cycles

    1. Daily

      a. Post all transactions.
      b. Deposit all receipts.
      c. Balance checkbook.

    2. Weekly

      a. Review records.

    3. Monthly

      a. Close records.
      b. Post reporting statements.
      c. Reconcile bank accounts.
      d. Compare statements to records.
      e. Compare results to budget.
      f. Determine cash needs for coming month.
      g. Transfer funds from savings to checking account.
      h. Report to board on financial status.

    4. Periodically

      a. Spot review records and accounts.

    5. Annually

      a. Review and report by audit committee of parents.

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Starting a School
Contents

1. Organizational Roots
2. Site Selection
3. New School Capital Budget
4. New School Operations Budget
5. Promotion
6. Starting Montessori Classes
7. Legal Issues
8. Startup and Cycle of Financial Operations
9. Chart of Accounts

 

9. Chart of Accounts

Organization of the Chart of Accounts is important. By categorizing operations rather than simply listing revenue and expense accounts randomly, a clean, subtotal approach is established. The categorization given here includes both capital and operational classifications. The operations of a school refer to the yearly budget expenses. The capital expenses of the school are one-time in nature and are larger than the usual expenditure. What is important is that the board and administration realize that some transactions will apply to the usual cycle of annual business (operational revenues and expenses) and others belong to the capital category. This separation between capital and operational revenues and expenses is absolutely key to isolating fundraising efforts.

Program Revenues

    Operational Income

      (Tuition and fees)
      Preschool
      Elementary
      Junior high
      Extended day
      After-school enrichment
      Application fees
      Other
      Annual giving
      Interest

    Net Fundraising Income

      Golf concessions
      Magazine sale
      Garage sale
      Others

    Restricted Capital Income

      Scholarships
      New building fund
      Association dues

Program Expenses

    Payroll

      Salaries
      Payroll taxes
      Fringe benefits
      Professional development
      Faculty financial assistance

    Classroom

      Books
      Supplies
      Services

    Administrative

      Postage and printing
      Insurance
      Equipment maintenance
      Audit
      Miscellaneous

    Institutional (Space-Related)

      Mortgage or Rent
      Utilities
      Maintenance and supplies
      Building repairs
      Property tax

    Capital Items

      Major repairs
      New furniture and fixtures
      New building (expansion)

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