How a not-for-profit improved efficiency and readiness for transformation

Client background 

An established not-for-profit with a long history of financial stability operates with a high-cash model and is driven by a mission-driven workforce. While the organization had built a foundation of trust and consistency over many years, leadership recognized that outdated and disconnected systems and processes were limiting progress in streamlining the membership experience. The finance organization was using an ERP system that was sunsetting, supplemented by workarounds in Excel. The Project Management Office (PMO) had begun the process of identifying a new ERP system capable of resolving membership experience issues, without seeking input from the CFO regarding priorities for streamlined financial reporting and forecasting. Leadership turned to Baker Tilly for not-for-profit finance transformation support to enhance finance operations, advocate for finance and accounting in organizational decision-making and establish a solid foundation for comprehensive finance transformation and future digital solutions.  

The business challenge 

Although stable, the organization struggled with operational challenges. Resistance to change among long-term staff and internal conflicts hindered progress, while leadership politics limited finance and accounting teams' influence. Redundant processes and manual workflows caused delays and accountability issues. Additionally, the nearing end-of-life ERP system, with no clear replacement plan, increased the risk of disruption to financial and operational functions. 

The not-for-profit needed a solution that addressed both people-focused change management and process modernization.  

Strategy and solution 

Baker Tilly worked closely with the not-for-profit to align leadership, employees and systems around an integrated digital-first vision. The engagement focused on building trust, documenting processes and introducing efficiencies that supported both current and future financial needs.  

Key steps included: 

• Building strong relationships with leadership and staff to reduce resistance and foster collaboration. 
• Advocating for finance and accounting during decision-making to ensure their perspectives were represented. 
• Documenting workflows to identify redundancies, establish accountability and define ERP requirements. 
• This approach balanced cultural challenges with technical improvements. By embracing finance transformation, the organization achieved immediate gains in efficiency while laying the foundation for long-term digital readiness. 

Business impact 

The engagement produced measurable improvements across the organization: 

• Reduced redundant processes and improved accountability in finance. 
• Strengthened alignment between leadership and finance via clear advocacy channels. 
• Established the finance function’s ERP requirements, positioning the organization to successfully transition to an integrated enterprise system. 
• Identified workflow inefficiencies, resulting in opportunities for faster budgeting processes and more timely organizational decision-making. 

Looking ahead 

With improved documentation, governance and collaboration in place, the organization is positioned to adopt digital solutions that will reduce inefficiencies, enhance reporting and support its mission for years to come.