Beyond the Numbers: How to Get Your Nonprofit Leadership Team Engaged with Financial Data

Every nonprofit leader knows the scenario: the finance team delivers pages of figures for budget planning or a quarterly board meeting, yet the conversation falls flat. Leaders flip through thick packets, unsure where to focus. Questions that should spark meaningful discussion—Can we launch that new program? Do we have the resources to sustain staff? Are we on track to meet fundraising goals?—go unanswered. 

The issue isn’t access to decision-making data. In fact, most nonprofits have plenty. It’s just spread across accounting systems, membership systems, grant portals, fundraising databases, and Excel files. The challenge is turning all that information into insights leaders can use. Without context, even the most accurate reports can feel abstract, leaving leadership unable to connect the dots and uncertain about what actions to take. 

Shifting from static numbers to clear, audience-focused reporting changes that dynamic. Finance leaders can translate data into a story that answers the questions executives and boards are really asking: Where do we stand today? What does this mean for our mission? What decisions are needed and what actions should we take next? 

 Why Engagement with Financial Data Matters 

For controllers and finance staff, reports are more than numbers on a page. They tell a story. They are the foundation for critical decisions, such as whether to approve new hires, adjust program budgets, or prepare for a potential shortfall in funding.

Executives and board members often want to focus on mission outcomes, but many don’t feel confident interpreting financial details. According to the Urban Institute, more than half of nonprofit leaders list financial stability as their greatest worry, citing uncertain revenue streams and rising expenses. 

The risk of disengagement is real. Nonprofits face growing demand for services—75% anticipate higher demand in 2025, but fewer than half believe they’ll be able to meet that demand, according to the Urban Institute. Without timely, well-framed financial reporting, boards and executives may postpone decisions or respond reactively instead of planning strategically.

Engagement with financial data comes from providing leaders with the context they need to connect resources to their mission. The data, presented in concise and visual ways, allows strategic plans to be executed. It allows boards, leadership, and entire teams to be high performing.

Move from Raw Numbers to Data Storytelling 

Numbers alone rarely spark discussion. Leadership teams may nod at a column of figures, but what captures attention is the meaning behind them. Storytelling is what makes financial reporting useful and memorable. 

There are several ways to do this: 

• Frame results in terms of impact: Instead of simply noting that program expenses increased, explain what that increase made possible. For example: “We invested $250,000 in youth programs, reaching 500 more children this year.” 
• Show trends over time: Before-and-after visuals or comparisons can highlight progress more clearly than a spreadsheet of figures. Well-chosen charts, such as a line graph tracking performance across several years, can reveal long-term patterns and make it easier for boards to see both progress and potential risks. 
• Pair data with human stories: Numbers are more compelling when connected to a lived experience, such as a client served or a program milestone achieved. 

Modern systems make the shift from raw numbers to meaningful stories easier by pulling information quickly and formatting it in ways that support clear communication. By reducing manual reporting, finance teams can focus on analysis and shaping the narrative that helps leaders connect resources to results. 

Tailor Data for Different Audiences 

A single financial report rarely works for everyone. Boards, executives, and program staff all need information, but the level of detail and type of insight they require can be very different.

• Boards benefit most from high-level indicators that show whether the organization is financially sustainable and mission-aligned. This might include cash reserves, revenue diversity, and program outcomes. A concise dashboard or one-page summary gives them the clarity to ask strategic questions and make confident governance decisions. It is also best practice for boards to define key performance indicators at the beginning of each year, aligning them with strategic priorities so reporting stays focused on organizational goals.  

• Executive directors and presidents need information that helps them balance strategy with operations. Metrics like liquidity, staffing costs, or grant performance give them a clear picture of organizational health and risk. These leaders may not need granular detail, but they do need timely reports that connect financial data to overall direction. They also benefit from benchmarking against peer organizations; relying only on internal history can limit perspective and leave opportunities unrecognized.  

• Program staff often need the most practical details, such as budget versus actuals, restricted grant balances, and cost per outcome. When this information is readily available, managers can adjust in real time rather than waiting for quarterly roll-ups. 

The key is to start with a summary and then provide layers of detail for those who need to dig deeper. By tailoring reporting to each audience, finance teams can ensure that everyone from program directors to board chairs has the information needed to make decisions that strengthen both mission and financial sustainability. 

Provide Context, Not Just Metrics 

Without explanation, even the most precise reports can create confusion. 

Context gives numbers meaning. For example, instead of reporting only that revenue decreased last month, a finance leader might explain that the dip was due to timing of grant reimbursements while fundraising performance remained steady. That simple clarification prevents unnecessary concern and keeps the focus on what truly matters. 

Benchmarks are another way to provide context. Comparing performance against past years, similar organizations, or industry standards helps leadership understand whether a change is a warning sign or a normal fluctuation. 

It also helps to distinguish what is actionable from what is informational. A report that notes rising expenses should clarify whether those increases are tied to program expansion (planned) or higher overhead costs (a potential red flag). 

More data does not automatically create more transparency. In fact, without thoughtful framing, it can overwhelm boards and executives. What leaders need most is clarity, along with an understanding of what the numbers mean and the decisions they should guide.

Use Technology to Support Engagement 

With the right tools, reports can be automated, updated in real time, and customized for different audiences.

Platforms such as Sage Intacct and Microsoft Business Central support this shift by making reporting more timely, accurate, and accessible. They allow finance staff to:

• Automate report generation, reducing manual errors and freeing capacity for analysis. 
• Create dashboards that highlight the metrics most relevant to boards, executives, or program managers. 
• Drill down into specific grants, funds, or departments for real-time visibility. 

An additional integrated platform, such as Martus, extends these capabilities with scenario planning, cash flow projections, and flexible reporting that supports teams evaluating future options. Tools like Power BI can also be layered in to provide advanced visualization and analytics, helping leadership explore trends, monitor performance, and interact with data in more dynamic ways. 

These capabilities help transform reporting from a back-office task into a strategic asset, allowing finance leaders to focus on framing what the numbers mean for mission and strategy. 

At Maner Costerisan, we see firsthand how powerful these shifts can be. When nonprofits modernize their financial systems, they not only save time but also strengthen board discussions, improve forecasting, and redirect staff energy toward programs and community impact. Our team helps organizations select, design, implement, and optimize reporting platforms so the technology works in service of the mission. 

Putting It All Together: 5 Steps for Finance Leaders 

Improving reporting doesn’t require a complete overhaul overnight. Small, intentional steps can make financial data more engaging and useful for leadership.

1. Identify your core audiences and their needs. Boards, executives, and program staff all require different levels of detail. Start by clarifying what each group values most. 
2. Reframe numbers into mission-driven stories. Show how dollars translate into outcomes, whether that’s more people served, stronger reserves, or expanded programs. 
3. Customize reports for each audience. A concise dashboard may give the board what it needs, while program managers benefit from granular budget-to-actual comparisons. 
4. Add context that clarifies trends and decisions. Don’t just present numbers—explain what they mean. Highlight whether changes are expected or unusual, note benchmarks for comparison, and call out what is actionable versus informational, so leadership knows where to focus. 
5. Leverage technology to streamline the process. Automation and real-time reporting free up staff time, allowing finance leaders to focus on insights rather than data gathering.  

Together, these practices elevate reporting into a tool for engagement and strategy. Even incremental changes can strengthen leadership discussions and increase confidence in financial decision-making. 

Turn Reporting into a Strategic Asset 

Financial reporting is more than compliance. With the right framing, it becomes a tool that connects leadership decisions to mission and strategy. When finance teams present numbers as stories, tailor them to different audiences, and use technology to make information timely, they give leaders the clarity and confidence to act. 

Our nonprofit consulting and technology team partners with organizations to modernize reporting, strengthen financial operations, and free up staff capacity for mission-driven work. Contact us to learn how we can support your organization or follow me on LinkedIn for ongoing insights on nonprofit reporting.