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FROM THE ARCHIVES: Organizations need to have financial “slack” to remain healthy and innovative, but they can have too much. How much is too much, how much is too little, how much is just right?
This article is an important and timely must-read in that it addresses how nonprofit boards need to step to the plate differently when the political and economic environment is deeply chaotic.
Most nonprofits dream, at some point, about that endowment that would ensure their stability from year to year. But endowments aren’t for every nonprofit. This article walks the reader through their up and downsides.
Dashboards are enormously useful for keeping strategic goals in play. So, how do you create an effective dashboard? Financial-management experts Hilda Polanco and Sarah Walker guide readers through a step-by-step process, using real-life examples from a variety of nonprofit organizations.
High-interest payday lenders might not be on the front pages of paper these days, but the financial peril they pose remains. A recent study by two Texas nonprofits lays out some low-cost steps that business can take to help employees avoid getting trapped in debt.
Nearly five months after a so-called “forensic audit” detailed up to $100 million in losses through mismanagement and over-spending at the University of Louisville Foundation, the university still hasn’t decided whether to sue former President James Ramsey anyone from the foundation.
PREMIUM CONTENT | How does cash flow impact—and how is it impacted by—the way a nonprofit does business? Fiscal Management Associates’ Hilda Polanco and John Summers discuss the number one critical component of any business: day-to-day liquidity.
This invaluable live workshop delves into the very different ways that two nonprofits, one a new merger and the other in growth mode under a founder, constructed their dashboards to reflect what each needed to track. The distinctions they make provide a peek into the richness of dashboards as a tool to focus specific strategic conversation among our various stakeholder groups.
If anyone would know the rules for using loans as a nonprofit, it would be the Nonprofit Assistance Fund. This piece is good to share with board members as a base of commonly understood information that will help them manage loans better against the blips, delays and growth tracks in nonprofit finance.
In a major inflection point for the sector, the Nonprofit Academic Centers Council votes to create a standalone accreditation program for academic degrees in nonprofit and philanthropic studies.
