NASHUA REGIONAL PLANNING COMMISSION

AMHERST | BROOKLINE | HOLLIS | HUDSON | LITCHFIELD | LYNDEBOROUGH | MASON | MERRIMACK | MILFORD | MONT VERNON | NASHUA | PELHAM | WILTON

(603) 424-2240 9 Executive Park Drive Suite 201 Merrimack, NH 03054-4058 www.nashuarpc.org

NOTICE OF MEETING ! ! ! WHO: NRPC Executive Committee WHEN: Wednesday, October 15, 2014, 6:00 pm WHERE: NRPC Conference Room

AGENDA

1. Call to Order

2. Business: i. Minutes – September 17, 2014

ii. Discussion of Board’s Role in Fiscal Oversight and Review of Draft Financial Dashboard

iii. August Financial Reports iv. Director’s Report on FY15 Action Items

3. Other Business

4. Adjourn

Next Meeting: Wednesday, November 19, 2014

DRAFT MINUTES

NASHUA REGIONAL PLANNING COMMISSION Executive Committee September 17, 2014

Present: Absent: Karin Elmer, Chair Dan Kelly Mike Fimbel Sarah Marchant Susan Ruch Tom Young Dave Hennessey, Vice Chair Jim Battis Janet Langdell

Staff: Kerrie Diers, Executive Director Tim Roache, Assistant Director

I. Call to Order: Elmer called the meeting to order at 6:04 PM

II. Minutes:

The Executive Committee reviewed the minutes from the July 16, 2014 meeting. Hennessey made a motion to approve the minutes as written. There was a second by Battis. The motion passed unanimously.

III. Financials

Diers reviewed the financials for July 2014. Diers described recent activity stating that the finances strong and costs are tracking as expected. She stated that the savings is high due to pass through that is in the process of being paid out to recipients. Diers reviewed the Balance Sheet and Profit/Loss data and went into detail on specific line items. There was a brief discussion of making the financials easier to understand. Diers stated that she would develop a template to help the Executive Committee understand the finances related to multi-year contracts. Langdell made a motion to accept the July financials and place on file for audit. There was a second by Young which carried unanimously.

IV. Directors Report on Action Items Diers distributed and reviewed a spreadsheet of agency priorities. She stated that the management team is currently reviewing and updating the personnel policies. There was a brief discussion and Diers indicated that the updated draft will be shared with the Executive Committee in the coming months. Diers indicated that low priorities will advance as higher priorities are addressed and completed.

Minutes - NRPC Executive Committee Meeting

September 17, 2014 Page 2.

Other Business

Diers presented three items under other business: 1. Retirement Plan Administration: Diers discussed the status of the retirement plan and

issues related to employee contribution. Diers explained that she is working closely with an attorney and the plan administrators to resolve policy decisions that were made over the last two decades which may have influenced allowable contributions. Diers reviewed the current personnel policy language related to the retirement plan. She added that she will continue to work with the attorney to develop a solution and provide a voluntary correction to the IRS. She concluded that the current thinking and approach will require the Commission to affirm the 2002 Commission action on the retirement plan. There was discussion by members of the Executive Committee regarding the possibility of changing plans once this is resolved and the possibility of recouping legal costs from the current plan administrator.

2. Energy Aggregation: Diers informed the members of interest from communities outside the region in joining the Energy Aggregation process. Specifically Windham and Bedford have expressed interest. Diers stated that there will be a $1,500 fee charged to these communities to recover staffing and administrative costs.

3. Diers updated the members on 501C3 activity. She presented a proposed name for the organization, the Greater Nashua Souhegan Valley Planning Foundation. There were no objections.

Adjourn

There was a motion to adjourn made by Hennessey second by Battis. The meeting adjourned at 6:55PM

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You can find this document and dozens more ready‐to‐use resources at www.NonprofitNext.org

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assuring that the board is well informed about the organization’s finances including:

Reviewing the annual operating budget for presentation and ratification by the full board,

Recommending financial policies that safeguard the organization’s finances,

Reviewing policies and investment portfolios to be sure they are serving the organization well,

Overseeing compliance with state and federal regulations, including filing of the Form 990 to the Internal

Revenue Service.

AUDIT COMMITTEE 

The audit committee is a board committee responsible for arranging for an independent audit of the

organization’s finances including:

Recommending the hiring and selection of an independent auditor to review the organization’s books,

Serving as a link between the auditor and the board, reviewing the report and submitting it to the full board,

Ensuring that the auditor has full access to all needed records.

Note:  Best practices recommend creating an audit committee separate from the finance committee, comprised of 

different people to insure a higher level of internal scrutiny. 

ROLE OF STAFF 

The chief financial officer (or bookkeeper/business manager in smaller organizations) is a staff member and is

responsible for managing the financial aspects of the organization and preparing materials for board review including:

Creating regular financial statements,

Preparing the initial budget for board input and review,

Managing the financial transactions of the organization.

BEST PRACTICES

BoardSource and Independent Sector, national leaders in the nonprofit sector, created a workbook of best practices

for good governance and accountability. You can download the workbook called, The Principles Workbook: 

Steering Your Board Toward Good Governance and Ethical Practice for free at www.independentsector.org.

Best practices for financial oversight are located in the chapter “Strong Financial Oversight”.

© CCA Global Partners, 2011                   

You can find this document and dozens more ready‐to‐use resources at www.NonprofitNext.org 

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FINANCIAL QUESTIONS EVERY BOARD MEMBER SHOULD ASK  

Although board members typically do not manage the day‐to‐day activities of the nonprofit, they do act as stewards and have 

fiduciary financial responsibilities.  As a board member, you must act in good faith and make informed decisions.  Regulators 

have been raising the bar for the board’s level of understanding of the financial health of its nonprofit. 

 

PART  OF  YOUR  FIDUCIARY  RESPONSIBILITY IS TO  KNOW  THE  ANSWERS  TO  THESE  QUESTIONS:  

WHAT IS OUR CURRENT CASH POSITION? HOW MANY DAYS OF CASH ON HAND DO WE HAVE?

Cash on hand is good indicator of the solvency of the organization and represents the amount of cash readily  available to 

the nonprofit ‐ usually in the checking account.  A benchmark to strive for is 3 to 6 months of  operating expenses. 

WHAT ARE OUR KEY SOURCES OF REVENUE? WHAT IS THE MIX OF UNRESTRICTED, TEMPORARILY

RESTRICTED AND PERMANENTLY RESTRICTED NET ASSETS?

Understanding the makeup of revenue for the organization (e.g. government contracts, fee‐for‐service,  donations, grants) 

helps you understand the key stakeholders and the stability or vulnerability of your revenue.  Does the bulk of revenue 

come from a single donor or government agency?  What if the donor passed away  suddenly or there were a cut in 

government funding?  Even though there may be funds on a balance sheet, if  they are restricted, they are not available to 

fund operating expenses. Insufficient unrestricted assets limit the  organization’s ability to respond quickly to organizational 

needs required to meet its mission. 

DO WE HAVE AN OPERATING RESERVE? IF SO, HOW MANY DAYS (OR WEEKS OR MONTHS) OF

OPERATIONS DOES IT REPRESENT?

In addition to cash on hand, many nonprofits create an operating reserve fund that represents a “rainy day”  fund – a 

source that could pay operating expenses in the event that expected revenue is not received.  It is  generally measured in 

how many days, weeks or months the organization could continue to operate with no  new revenue.  Many nonprofits 

strive for a 3 to 6 month operating reserve. 

DO WE CURRENTLY HAVE A LINE OF CREDIT? IF SO, FOR HOW MUCH AND WHAT ARE THE TERMS? HAS

IT BEEN RECENTLY ACTIVATED?

A line of credit allows the organization to borrow money over a very short term, helping to bridge a revenue     gap.  Most 

banks require some type of collateral (i.e. future promise of state or federal funding or real estate)  and frequently tie the 

interest rate to some national indicator (e.g. prime rate plus one percent).  Best practice is  for nonprofits to secure a line of 

credit before it is needed, so that it can be activated quickly to plug a revenue  gap. 

DO WE HAVE AN ENDOWMENT? IF SO, HOW IS IT MANAGED?

If a nonprofit has an endowment, board members should understand how the fund is invested and managed  and how 

much goes back into the general operations of the nonprofit.  Is it invested in a broad range of  securities with a trustworthy 

© CCA Global Partners, 2011                   

You can find this document and dozens more ready‐to‐use resources at www.NonprofitNext.org 

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investment firm?   Is it just the interest that goes into the operating fund or is the  organization using funds from principal 

to support its operations? Does the board annually approve the  spending policy from the fund? 

DO WE HAVE FINANCIAL POLICIES SUCH AS REQUIRING MULTIPLE SIGNATURES THAT SAFEGUARD US

FROM FRAUD AND EMBEZZLEMENT?

Fraud and embezzlement can be a very real threat to nonprofits large and small.  Not only do they drain precious funds 

from your organization, but they can create a public relations nightmare, causing donors and  others to question your 

ability to safeguard your funds.  No one person in the organization should have  complete and unchecked access to your 

funds.  Is there a board committee tasked with overseeing policies  related to fraud prevention? (See 12 Tips for Preventing 

Fraud on this website.) 

DO WE HAVE A WHISTLEBLOWER POLICY THAT ENCOURAGES EMPLOYEES TO EXPOSE POSSIBLE FRAUD?

The Sarbanes‐Oxley Act of 2002 requires that every organization implement policies that encourage both  employees and 

volunteers with the organization to report suspected fraudulent activities without fear of  repercussion from the 

organization.  In other words, an employee should feel free to report suspected  fraudulent activity about his boss or 

another employee without fear of losing his job.  The IRS Form 990  specifically asks you to report on your whistleblower 

policy. 

DO WE HAVE A YEAR-END FINANCIAL REVIEW OR AUDIT? ARE THESE DOCUMENTS SHARED WITH THE

FULL BOARD?

Nonprofit boards of various sizes should assure the fiscal health of their organizations, and many chose to have  either a 

financial review or audit done by an outside party.  At certain thresholds, state and federal audits are  required. 

ARE ANNUAL IRS FILINGS (FORM 990’S) REVIEWED BY THE BOARD PRIOR TO FILING?

An annual IRS Filing is required of all nonprofits.  Once these are filed, they become public documents and can  be posted 

on websites.  Guidestar.org is one of the most popular sites which lists the 990 forms of many  nonprofits.  While this is not 

a legal requirement, it is good practice for all board members to be aware of the  information contained in this public filing. 

Organizations are asked how they handle this on the Form 990. 

ARE REGULAR FINANCIAL REPORTS PROVIDED TO THE BOARD IN A TIMELY MANNER? ARE THE FINANCIAL

REPORTS PRESENTED IN WAY THAT IS CLEAR AND USEFUL FOR BOARD MEMBERS TO MAKE PLANNING

DECISIONS?  

One of a board member’s key roles is to provide financial oversight to the organization, so regular review of  recent financial 

information is vital.  The key to doing this well is creating clear financial statements that  communicate the overall picture 

and allow board members to raise questions and make informed decisions. 

 

DOES THE BOARD ASSIST IN DEVELOPING AND FINALLY APPROVING AN OPERATING BUDGET FOR THE

COMING YEAR?  

© CCA Global Partners, 2011                   

You can find this document and dozens more ready‐to‐use resources at www.NonprofitNext.org 

3

Board members should understand the financial position of the organization and review financial information at  every 

meeting.  As part of the board’s oversight and planning role, the operating budget for the coming year  should be approved 

by the full board prior to implementation.  Is there clear disclosure of the “at‐risk”  assumptions in the proposed budget? Is 

there a link between resource allocations in the budget with the  organization’s strategic plan? 

 

While asking financial questions may feel awkward, it will show that you take your fiduciary responsibilities as a  board member 

seriously.  With a fresh set of eyes focused on the finances, it may turn out that your fellow board  members learn something in 

the process too. 

Tips for… Safeguarding Your Nonprofit from Fraud Few things can be more damaging to a nonprofit than fraud or theft. An unfavorable story in the news media not only tarnishes your reputation in the community, but also affects donor confidence in your organization. In addition to suffering the loss of needed funds, you could also suffer a real lack of public confidence in your ability to steward community funds. It’s important to be put safeguards in place to protect your organization against this threat. Most nonprofit fraud involves cash. Be sure that your policies and practices safeguard you as much as possible. Here are some practices you should incorporate into your financial systems to help safeguard your organization from fraud: 1 Have two people review the bank statements. 

For smaller organizations, one of the most effective safeguards against fraud is having a board member review the unopened bank statement. This can be easily achieved through a duplicate mailed copy or through an on-line review. In larger organizations, this review can be done by a senior member of management outside of the financial department.

2 Separate the process for receiving and recording income.

Create separate processes so that the same person is not receiving, depositing, recording checks and reconciling bank statements. One person can open the mail and record the checks, while another deposits checks and pays bills. At least two people should be involved with reconciling bank statements. In small organizations, this may involve a board officer.

3 Require dual signatures on checks.  

For expenses over a pre-determined amount (many organizations use $100, $500 or more depending on their size), require two signatures for check signing or cash disbursement. This way several people are routinely aware of incoming expenses and checks written. If your organization is too small to effectively implement this practice, consider having a board officer as a second signatory.

 

4 Require receipts and invoices.  

Before paying an expense, be sure to require verification of the expense from a receipt or invoice, showing that the payment is justified. To keep things manageable, some organizations require receipts for expenses over a certain amount (e.g. $20).

 5 Lock up the checkbook and passwords to financial information.

Better safe than sorry, keep your checkbook and passwords under lock and key.

© 2011 CCA Global Partners, Inc.

 

6 Don’t pre-sign checks.

This can be tempting, especially for small organizations if the Director is going out of town. But this can be an open invitation for an unscrupulous employee to write out a payment for personal expenses. Use of signature stamp is not a good idea either.

7 Have an approval/review process for credit card use.

Use of employee credit cards can be very efficient for nonprofit employees. But be sure that these credit card statements are reviewed regularly by someone other than the person using the card. In addition, if expense reimbursement sheets are submitted, be sure these are reviewed by an additional person as well.

8 Get 3 bids on contracts when possible.

For those services provided by outside vendors, obtain 3 bids and make clear your rationale for choosing a vendor (e.g. you might choose a vendor with the strongest track record for on-time delivery over the lowest bidder). Contracts should be approved by a manager, and large contracts should be reviewed and voted on by the board.

9 Inventory your equipment.

Create a list of equipment that you own, including serial numbers, along with a system of tracking the equipment. Conduct an annual review of your inventory to be sure that nothing is missing. When employees leave, be sure to retrieve their equipment, withholding their last paycheck if necessary.

10 Conduct background checks on new employees.

Conducting background checks on new employees and volunteers, especially those involved in your financial systems is prudent. They can help reveal undisclosed criminal records and prior instances of fraud, and can be an important part of your overall hiring process.

11 Conduct a financial review or audit.

You can benefit from having an objective eye review your financials. While financial reviews and audits cannot guarantee to detect fraud, they can review the financial procedures that you follow and make recommendations to strengthen them if needed.

12 Be sure to have a Whistleblower Protection Policy.

Over 80% of fraud is detected through a tip from another employee. A good Whistleblower Policy will explain how employees can expose fraudulent practices without fear of losing their jobs. In addition you’ll be preparing for Form 990 which asks about your Whistleblower Policy.

 

© 2011 CCA Global Partners, Inc.

 

Know Your Strengths and Weaknesses Organizations that can clearly and accurately articulate their financial story and resource needs are better positioned to make a strong case for support. In both good times and bad, your stakeholders will be more engaged if you can provide a data-driven assessment that links your nonprofit’s financial health to its impact and accomplishments. This can inform strategic planning and guide leadership in making mission driven, financially sound decisions.

Use the worksheet on the back to capture a snapshot of your nonprofit’s strengths and weaknesses. The worksheet is divided into six core areas of nonprofit finance, described in detail to the right. Together, these areas help you balance the three critical components essential to an organization’s long-term viability: Mission, Capacity, and Capital.

Core Areas of Nonprofit Finance Revenue The degree of predictability and reliability of revenue is often an indicator of financial health. Revenue includes: payments for services; donations from individuals, foundations and corporations; contributions and contract payments from government agencies; and income from investments and other activities (for example, rentals).

Expenses Nonprofits that run into financial challenges are often uncomfortable bringing expenses in line with their revenue reality. There are also costs beyond day-to-day operations, including debt principal payments, capital expenditures, and funds set aside each year for future use. Budgeting to the full cost of doing business is essential for sustained financial health.

Profitability and Savings Nonprofits need profits. Surpluses are necessary to pay off debt, invest in facilities and equipment, and fund savings and growth. We encourage nonprofits to budget for and manage to annual surpluses that meet their short- and long-term needs. Breaking even is rarely enough.

Building valued relationships for over 75 years

MASON +RICH, P.A.

Health of the Balance Sheet The balance sheet reveals a nonprofit’s ability to manage risk and pursue growth or other opportunities. It indicates financial condition at a specific point in time. Included on the balance sheet are assets, liabilities and net assets. In the nonprofit sector there are restrictions on assets and net assets which can impact an organization’s flexibility.

Liquidity Liquidity is a measure of how much cash (and assets readily convertible to cash) is available to an

organization. Marketable securities, undrawn lines of credit and receivables are liquid if they can be turned into cash within one year. Determining liquidity is often complex for nonprofits. Cash and investments may be restricted by donors, creating the false impression that a nonprofit is flush with flexible funds when it may instead be dealing with liquidity constraints.

Financial Planning Organizations that actively and continuously plan for the unexpected are better positioned to weather difficult times and pursue new opportunities. Planning requires access to financial information that is timely, accurate, and reliable. It is the collective responsibility of staff, management and the board. Financial plans are only as good as their underlying assumptions and are not a substitute for making and

communicating difficult decisions.

6 Bicentennial Square Concord, New Hampshire 03301 P: 603.224.2000 F: 603.224.2613 www.masonrich.com

Copyright © 2010 Nonprofits Assistance Fund

The worksheet on the reverse side reveals some of your nonprofit’s financial strengths and weaknesses. If you answer Yes to many questions, you’re likely weathering the economic climate well and have a good grasp of your financial dynamics. If you’re answering No or Not Sure often, you may want to review what actions you are or could be taking to manage areas of concern. Match your answers to the Priority Level you assign to the question to identify which may be the most pressing concerns.

With support from your funders, we can help you interpret the results and consider next steps. You can then develop a clear financial plan to share with board members, funders and others.

6 Bicentennial Square Concord, New Hampshire 03301 P: 603.224.2000 F: 603.224.2613 www.masonrich.com Copyright © 2010 Nonprofits Assistance Fund

Core Areas of Nonprofit Finance Y N Not Sure N/A

Priority-High,

Med, Low

Brainstorming: What is our current strategy for handling the concern? What's the next step towards a solution?

Revenue: How might the reliability of revenue streams continue to be affected in the current economic climate:

Is our revenue mix (earned AND contributed) relatively predictable and reliable over time?

Are our government contracts stable and relatively unaffected by state/local budget cuts?

Will our foundation giving and/or corporate support remain stable or grow?

Are our major donors still reliable? Can we count on their support at current levels?

Can we rely on our Board to help cover any funding losses?

Have we identified additional sources of support to make up for funding declines elsewhere?

Have we updated our fundraising message to include the strongest, most urgent case for success? If in the midst of a capital campaign, are we still meeting fundraising targets? (If not, have we considered phasing the campaign or a Plan B?)

Expenses: Will costs have to be cut? If so, which costs?

Have we identified where we can cut costs without harming critical programs and operations?

Can we still maintain our existing staff numbers and salaries?

Profitability: How might changes in revenue streams or expense dynamics affect the bottom line?

Are we generating operating surpluses on a relatively consistent basis?

Are we developing and approving budgets that keep expenses in line with our new revenue reality?

Are our surpluses big enough to cover depreciation, meet debt obligations, and contribute to savings?

Are we raising revenue to cover new expenses and/or higher service demand?

Health of the Balance Sheet: How might changes in operating results affect your organization’s balance sheet?

Are we making loan payments on schedule?

If struggling with debt, have we spoken with our bank about renegotiating terms?

Are we paying our vendors on time?

Are we planning for and meeting maintenance needs of our facility (or other fixed assets)?

Are our investments safe and stable?

Liquidity: What cash is readily available for routine and emergency needs?

Do we have enough cash on hand to manage the cyclicality of our daily operations?

Do we have reserves that we can draw on to manage any shortfalls?

If reserves have been used, are we on a replenishment plan?

Financial Planning: Have you incorporated contingency planning into decision-making?

Have we developed best, probable, and worst case revenue /expense scenarios?

Do we project, track, and monitor cash flow on a monthly basis?

Is our Board regularly reviewing our financial condition and encouraging rapid response to change?

Have we considered collaboration as an opportunity to further mission and/or save costs?

7 - NRPC Sample Dashboard.xls

Budget Narrative

TD Bank Checking Membership

Beginning Balance $370,742.87

Deposits 269,979.60

Payments 249,880.64

Ending Balance $390,841.83

Accounts Payable $185,248.17

Accounts Receivable $374,380.81

Oversight Activities

Line of credit ($75,000) activitated? No

Status Of PDIP Reserve Account $ 60,387.00

NHDOT Adjustment reserve (Held in PDIP) $ 122,840.22

Audit Complete for previous fiscal year? Audit Fieldwork

completed in Sept. Website Stats For The Past Year

Unique Visitor 10,009

Financial Policies Completed? First-time Visitor 7,430

- Whistle Blower Policy Returning Visitor 2,660

- Conflict of Interest Presentations To Local Communities

- Document Retention and Destruction

FY15 Working Budget Summary

Funding Sources FY15 Expenses

Local Dues $163,000.00 Audit $11,000.00

Federal Contracts 519,350.00 Dues & Subscriptions 15,000.00

Grants 186,375.00 Employee Benefits 210,500.00

Local Planning Contracts 68,500.00 GIS 30,000.00

Other Income 2,000.00 Insurance 13,000.00

State Contracts 942,830.00 IT 13,000.00

Legal 25,000.00

Marketing 5,000.00

Office Exp 8,000.00

Other Exp 29,757.00

Professional Services 612,500.00

Rent & CAM 70,600.00

Salaries 750,000.00

Travel & Meeting Exp 13,000.00

Utilities 12,000.00

Working Budget $1,882,055.00 Total Expenses $1,818,357.00

Potential reserve fund $63,698.00

August 1 - 31, 2014 Statement of Activity Key Statistics

TD Bank Balance is usually healthy in July and August due to receipt of member dues. Cash on hand in the checking account represents a healthy balance of around 3.5 month's worth of operating expenses. Both accounts Payable and Receivable are current to be paid wihtin 30 days. Operating Reserve represents less than one month's operating expenses. NH DOT is still reviewing our FY13 Adjustment. They are aware that the issue is still outstanding

11:21 AM

10/08/14

Accrual Basis

Nashua Regional Planning Commission - FY 2014

Profit & Loss Budget vs. Actual July through August 2014

TOTAL

Jul 14 Aug 14 Jul - Aug 14 Budget $ Over Budget % of Budget

Income

2300 Amherst Vlg Plan 1,250.00 0.00 1,250.00

2000 Local Dues - Other 113,712.00 0.00 113,712.00 163,000.00 (49,288.00) 69.76%

Federal Contracts

9030 Regional Planning Grant

9030 NRPC 27,120.09 19,617.82 46,737.91 130,000.00 (83,262.09) 35.95%

9030 Other RPC's 68,031.52 70,407.56 138,439.08 485,000.00 (346,560.92) 28.54%

Total 9030 Regional Planning Grant 95,151.61 90,025.38 185,176.99 615,000.00 (429,823.01) 30.11%

9040 EPA Healthy Communities 0.00 0.00 0.00 1.00 (1.00) 0.0%

9050 EPA Brownfields 0.00 0.00 0.00 1.00 (1.00) 0.0%

Total Federal Contracts 95,151.61 90,025.38 185,176.99 615,002.00 (429,825.01) 30.11%

Grants

6300 NRSWMD 2,690.30 4,330.42 7,020.72 40,000.00 (32,979.28) 17.55%

6500 Broadband Mapping - SWRPC 0.00 247.50 247.50 2,500.00 (2,252.50) 9.9%

6501 Broadband Planning - SWRPC 763.74 1,366.67 2,130.41 6,000.00 (3,869.59) 35.51%

6502 Broadband-Rural Addressing

6502 NRPC 3,774.63 2,569.93 6,344.56 10,000.00 (3,655.44) 63.45%

6502 Other RPC's 0.00 0.00 0.00 5,000.00 (5,000.00) 0.0%

Total 6502 Broadband-Rural Addressing 3,774.63 2,569.93 6,344.56 15,000.00 (8,655.44) 42.3%

7508 HNH Foundation 794.72 508.07 1,302.79 6,000.00 (4,697.21) 21.71%

7510- HIA-HNH Foundation 313.31 61.94 375.25 2,000.00 (1,624.75) 18.76%

7511 HNH Supplemental Grant 0.00 0.00 0.00 3,600.00 (3,600.00) 0.0%

Total Grants 8,336.70 9,084.53 17,421.23 75,100.00 (57,678.77) 23.2%

Interest Income 2.30 1.30 3.60 0.00 3.60 100.0%

Local Planning Contracts

2150 Mason CR 245.00 756.84 1,001.84 5,000.00 (3,998.16) 20.04%

2250 Litchfield CR 2,079.56 1,169.56 3,249.12 23,000.00 (19,750.88) 14.13%

2361 MVD 47.34 0.00 47.34 1,000.00 (952.66) 4.73%

2535 City Arts Nashua 0.00 0.00 0.00 1.00 (1.00) 0.0%

2610 Wilton CR 1,085.84 1,312.92 2,398.76 20,000.00 (17,601.24) 11.99%

2620 Wilton Master Plan 0.00 0.00 0.00 12,000.00 (12,000.00) 0.0%

Local Planning Contracts - Other 1,250.00 0.00 1,250.00

Total Local Planning Contracts 4,707.74 3,239.32 7,947.06 61,001.00 (53,053.94) 13.03%

Other Income

8000 Pubs/Map Sales 0.00 0.00 0.00 2,000.00 (2,000.00) 0.0%

Total Other Income 0.00 0.00 0.00 2,000.00 (2,000.00) 0.0%

State Contracts

1000 OEP TBG 0.00 0.00 0.00 10,627.00 (10,627.00) 0.0%

3000 DOT Highway Planning

100 MPO ADMIN & TRAINING 749.00 2,220.75 2,969.75 45,000.00 (42,030.25) 6.6%

200 POLICY & PLANNING 6,279.17 12,523.39 18,802.56 220,000.00 (201,197.44) 8.55%

300 PUBLIC INVOLV & COORD 467.73 1,172.90 1,640.63 45,000.00 (43,359.37) 3.65%

400 PLAN SUPPORT 25,479.66 21,947.81 47,427.47 225,564.00 (178,136.53) 21.03%

500 TECHNICAL ASSIST & SUPPORT 14,236.89 17,379.62 31,616.51 230,563.92 (198,947.41) 13.71%

Total 3000 DOT Highway Planning 47,212.45 55,244.47 102,456.92 766,127.92 (663,671.00) 13.37%

3500 DOT 5310 SVTC 0.00 0.00 0.00 144,423.00 (144,423.00) 0.0%

3500DOT-FF 5310SVTC-FF 0.00 0.00 0.00 15,443.00 (15,443.00) 0.0%

3936 DOT TCSP Exit 36 S

3936 Consulting 11,916.40 14,759.48 26,675.88 2,000.00 24,675.88 1,333.79%

3936 TCSP Exit 36 NRCP 9,956.15 559.58 10,515.73 5,000.00 5,515.73 210.32%

Total 3936 DOT TCSP Exit 36 S 21,872.55 15,319.06 37,191.61 7,000.00 30,191.61 531.31%

5000 DES Fluvial Erosion 0.00 0.00 0.00 50,000.00 (50,000.00) 0.0%

5200 DES 2015 604(b) 0.00 0.00 0.00 1.00 (1.00) 0.0%

5300 NH DES Stormwater Assis. 0.00 0.00 0.00 6,000.00 (6,000.00) 0.0%

Total State Contracts 69,085.00 70,563.53 139,648.53 999,621.92 (859,973.39) 13.97%

Total RESOURCES 285,797.67 166,695.69 452,493.36 1,821,925.92 (1,369,432.56) 24.84%

Expense

Page 1 of 2

11:21 AM

10/08/14

Accrual Basis

Nashua Regional Planning Commission - FY 2014

Profit & Loss Budget vs. Actual July through August 2014

TOTAL

Jul 14 Aug 14 Jul - Aug 14 Budget $ Over Budget % of Budget

EXPENSES

Audit* 5,000.00 0.00 5,000.00 11,000.00 (6,000.00) 45.46%

Dues & Subscriptions 5.00 474.00 479.00 12,000.00 (11,521.00) 3.99%

Total Employee Benefits 15,141.14 14,938.13 30,079.27 210,519.26 (180,439.99) 14.29%

Equipment Maintenance 0.00 0.00 0.00 500.00 (500.00) 0.0%

GIS* 0.00 0.00 0.00 15,000.00 (15,000.00) 0.0%

Insurance* 6,494.19 0.00 6,494.19 15,000.00 (8,505.81) 43.3%

Internet Access/Telephone 395.83 877.21 1,273.04 5,000.00 (3,726.96) 25.46%

IT Service 4,000.00 0.00 4,000.00 12,000.00 (8,000.00) 33.33%

Janitorial 295.00 295.00 590.00 3,700.00 (3,110.00) 15.95%

Legal Notices 344.76 249.60 594.36 1,200.00 (605.64) 49.53%

Legal* 2,500.00 0.00 2,500.00 5,000.00 (2,500.00) 50.0%

Marketing and Outreach 232.48 0.00 232.48 5,000.00 (4,767.52) 4.65%

Misc 93.18 193.48 286.66 5,000.00 (4,713.34) 5.73%

Office Expenses 828.41 463.51 1,291.92 8,000.00 (6,708.08) 16.15%

Postage 84.50 200.02 284.52 1,200.00 (915.48) 23.71%

Printing 835.53 687.59 1,523.12 9,000.00 (7,476.88) 16.92%

Professional Services 80,588.42 77,704.07 158,292.49 647,335.00 (489,042.51) 24.45%

Recruiting* 0.00 0.00 0.00 100.00 (100.00) 0.0%

Rent & CAM 5,891.50 5,891.50 11,783.00 70,600.00 (58,817.00) 16.69%

Reserve Fund 0.00 0.00 0.00 107.06 (107.06) 0.0%

Total Salaries 65,463.78 54,630.34 120,094.12 749,664.60 (629,570.48) 16.02%

Seminars 195.00 134.00 329.00 4,000.00 (3,671.00) 8.23%

Small Equipment 568.87 0.00 568.87 2,000.00 (1,431.13) 28.44%

Total Travel 1,658.66 508.78 2,167.44 12,500.00 (10,332.56) 17.34%

Utilities 417.60 1,827.38 2,244.98 12,000.00 (9,755.02) 18.71%

Total EXPENSES 191,033.85 159,074.61 350,108.46 1,817,425.92 (1,467,317.46) 19.26%

Net Income 95,650.02 7,257.28 102,907.30 0.00 102,907.30 100.0%

Page 2 of 2

FY15 Strategic Plan Action Report – October 15, 2014

High Priorities Notes Next Milestone

Resolve Retirement Plan Issues Attorney McGrath waiting for old plan documents from ICMA; Need to meet with Atty McGrath to review plans to move forward

Finalize the Regional Vision and Plan NRPC Staff is finalizing the regional plan Revisions completed by early November, Final Drafts to be posted by 11/17 for final adoption in December

Develop a guide to financial reports for the Executive Committee

Discussion with EC scheduled for 10/15 regarding Financial Dashboard or report form

Discussion at October EC meeting

Medium Priorities

Update Personnel Policies Management Team is revising one section per month; We completed the review of Agency Operations; Will forward draft sections as they are completed

Employee Benefits – October

Work to establish a 501(c)3 Foundation No action Recruit board members; file paperwork with State of NH

Develop marketing strategy including messaging and materials for NRPC services

No action Issue RFP and select consultant – October

Lower Priorities

Increase visibility of NRPC in the region NRPC staff attended Merrimack Fall Festival. The Nashua Telegraph has been running weekly segments on the Regional Plan Information. Social Media continues to be consistent and active.

Southern NH Business Expo

Develop contingency funding scenarios for FY16 to address potential shortfalls

No action

Develop a succession plan for key staff members No action

Conduct education and training for staff on new presentation techniques and technologies

No action

Investigate and implement new presentation technologies

No action