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Not All Synagogues Sizes and Staffing Are the Same!

Some synagogues are small and have one financial officer and no professional staff
Some synagogues are much larger with several financial officers and an executive director and other financial staff
Many of you are somewhere in the middle!
Many of the principles and areas of focus for financial officers need to be the same .

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Mishna Shekalim 3, Mishna 1-2

At three periods of the year the appropriation is made [from the shekels] in the chamber: Half a month before Pesah, half a month before Shavuot, and half a month before Sukkot, and these are also the threshing floors [the seasons] for the tithe of beasts, the words of Rabbi Akiva.
The one who made the appropriation did not enter the chamber wearing either a bordered cloak or shoes or sandals or tefillin or an amulet, lest if he became poor people might say that he became poor because of a sin committed in the chamber, or if he became rich people might say that he became rich from the appropriation in the chamber. For it is one’s duty to be free of blame before others as before God, as it is said: “And you shall be guiltless before the Lord and before Israel” (Numbers 32:22), and it says: “And you will find favor and good understanding in the eyes of God and man” (Proverbs 3:4).

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Tanchuma, Buber, Pekudei, 4.

“They gazed after Moses” (Ex. 33: 8) – People criticized Moses. They used to say to one another, “Look at that neck. Look at those legs. Moses is eating and drinking what belongs to us. All that he has belongs to us.” The other would reply: “A man who is in charge of the work of the Sanctuary – what do you expect? That he should not get rich?” As soon as he heard this, Moses replied, “By your life, as soon as the Sanctuary is complete, I will make a full reckoning with you.”[2 ]

Moses issued a detailed reckoning to avoid coming under suspicion that he had personally appropriated some of the donated money. Note the emphasis that the accounting was undertaken not by Moses himself but “by the Levites under the direction of Ithamar,” in other words, by independent auditors.

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Basic Responsibilities of Nonprofit Boards�-Boardsource

Ensure adequate financial resources
Protect assets and provide financial oversight
Assure legal and ethical integrity

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Setting a Board Treasurer Up for Success�

It’s up to an executive director ,board president and past financial officers to equip a treasurer for operational, oversight, and strategic success. They are responsible for both supporting the current board treasurer and helping develop new leaders for the role. Know that it takes time for a board treasurer to get good at their role; the size of organization, number of programs, business model, board member’s finance experience, and frequency of board meetings all impact the treasurer’s learning curve.

The payoff of clarifying the role and supporting the board treasurer as they go: more volunteering and less persuading for the role!

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Responsibility and Skill Set of Treasurers and Financial Officers

While all leaders have a fiduciary responsibility to their congregations, the treasurer’s role additionally requires both technical and communication skills in connection to the financial health of the congregation. This requires a treasurer to provide clear and accurate financial oversight and reporting.

The role of the treasurer requires a variety of additional skills, from financial management, planning, delegation and projections to maintaining a focus on the sacred nature of the work – and sometimes this complicated mix of skills and tasks can get lost in the pressure of financial details and challenges.

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Getting Started in Your New Role

Find out where all the money is. What different accounts?
What is the system for handling cash and paying bills?
Learn about the current internal controls and processes
Is there a procurement policy?
What names and signers are on what accounts?
What reports are needed ? How often ? What is currently done?
What is the board’s understanding and expectations for the financial health of the synagogue?

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Getting started continued

Who deals with accounts receivable and who handles accounts payable?
What is the process for dues reductions?
Building relationships is very important ! Bank?
How can you help ensure the board understands and owns the budget?
Who approves the budget?
How does the Budget and finance committee function and what is their calendar? Do you have this committee?
Be willing to ask questions and communicate

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Getting started continued

Is there a current list of used or approved vendors?
Is there a current list of contracts (non –personal) such as insurance, printers, phones, energy?
Is there an existing yearly calendar when financial reports ,events,bids and reviews are due?
Is your synagogue involved in any unrelated business income?

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My Experience as a Treasurer

Ed Case, Beth Tzedek, Williamsville, NY

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My Experience As a Treasurer

Alan Goldstein, Temple Beth Shalom, Roslyn, NY

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The Executive Director/Financial Leader Partnership

Donna Bartolomeo, Executive Director

Temple Beth Sholom, Roslyn Heights, NY

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A Few Tips and Ideas

Rotate your check signing around the entire executive committee
Do a complete board budget orientation
Have a separate monthly bank reconciliation statement sent to you
Check payroll submission on a regular basis
Do monthly or quarterly budget updates with staff and committee chairs

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