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Center on Philanthropy at Indiana University;
Presents findings from a survey of Indiana residents on whether they trust nonprofits and charities to do what is right, compared with governments and corporations. Examines who trusts which institutions and how trust in one affects trust in the others.
Wallace Foundation, The;
Describes an initiative to address weak financial management (made worse by difficult government reimbursement policies) by supporting financial training for nonprofits with strong afterschool programs and a reexamination of state contracting practices.
Maine Association of Nonprofits (MANP);
This report illustrates how nonprofits provide an excellent return on society's investment. Nonprofits matter. They educate and care for our children, protect our natural environment, provide services for our most vulnerable citizens, offer a wide range of cultural opportunities, create affordable housing, support economic development and provide health care for our citizens. They also create jobs, develop community leaders, and invest significant financial and human resources in communities throughout the state.
Our research, based on the first comprehensive financial analysis of New York's nonprofit sector, found that 10% of the city's nonprofits were insolvent and 40% had virtually no cash reserves. Less than 30% were financially strong. If anything, things are getting harder, given market volatility, the move to value-based payments in health care, and increased costs for real estate and labor.
Fortunately, we also discovered that nonprofits can take a few concrete steps to reduce their risk of failure and sustain vital programs:
Make risk management an explicit responsibility of the audit and/or finance committee.Develop a risk-tolerance statement, indicating the limits for risk-taking and the willingness to trade short-term impact for longer-term sustainability.Keep a running list of major risks and the likelihood and expected loss for each.Put in place plans for how to maintain service in the event of a financial disaster, or even a "living will" that specifies how programs will be transferred to other providers (or wound down in an orderly fashion) in the event that recovery is not possible.Brief trustees regularly about longer-term trends in the operating environment.Periodically explore the potential benefits of various forms of organizational redesign, such as mergers, acquisitions, joint ventures, partnerships, outsourcing, managed dissolutions, and divestments.Compare financial performance to peers on an annual basis.Develop explicit targets for operating results (margins, months of cash, etc.) and contingency plans if minimum targets are not met.Redouble efforts to build and safeguard a financial cushion or "rainy-day fund," even if doing so forces consideration of difficult programmatic trade-offs.Doing any of these will depend on a functioning partnership between capable management and a critical mass of experienced, educated and engaged board members. Therefore, organizations serious about risk management must work hard to recruit board members with a wide range of experience. They need to ensure ongoing education for both new and existing board members and to empower high-functioning committees. Many organizations, particularly large and complex ones, would also benefit from having an experienced nonprofit executive on their board.
Nonprofit Voter Engagement Network;
A guide for nonprofits on how to incorporate voter registration activities into ongoing activities and services. It contains details on how to plan and conduct a successful voter registration drive, either on-site or in the community. It also addresses nonpartisan requirements and funding limitations.
Center on Philanthropy at Indiana University;
Compares sources of revenue, staffing, volunteers, services, governance, financial management, information technology, and other criteria for Indiana faith-based organizations and secular charities. Includes recommendations for policymakers.
Center for Effective Philanthropy;
Transparency has become an increasingly debated topic among foundation leaders and foundation-watchers. Some, such as the National Committee for Responsive Philanthropy, argue that foundations have an ethical obligation to be transparent. Brad Smith, president of the Foundation Center, says that transparency is the best means to protect the freedom foundations enjoy. Lucy Bernholz, visiting scholar at Stanford University's Center on Philanthropy and Civil Society, argues that foundations should openly share information and data to more effectively pursue their shared goals. Others, like John Tyler and the Philanthropy Roundtable, maintain that foundations should continue to be as private as they like.
Nonprofit Finance Fund;
There are over 1.5 million nonprofits in the United States. Of those, three-quarters (almost 1.2 million) have annual budgets under $1 million, and most are even smaller. These "small" organizations respond to localized needs and are staffed by people with deep knowledge and caring for the communities where they live and work. They are small in budget size only; their impact and community engagement are crucial to building just and vibrant neighborhoods and cities. They provide after-school programs, community centers, creative outlets, job training, food pantries, and much more.
As a result of the 2008 recession and the ensuing economic fallout, increasing numbers of Americans have suffered serious financial woes. As unemployment rose, so did the number of people living in poverty and the need for social services. At the same time, credit became harder to obtain, and funding began to decline, especially from government sources. These conditions have persisted and are now particularly challenging for small "safety net" social service organizations that rely on government funding. These organizations, which always run lean, are now stretched even further and in danger of reducing services or even closing their doors.
The following report draws on Nonprofit Finance Fund's experience working with 22 nonprofits through the Capital and Capacity for Economic Recovery (CCER) program in Greater Philadelphia, as well as our 30 years of work with small social service organizations nationwide. It highlights these nonprofits' common financial challenges and offers suggestions for how they and their supporters can enact financially stabilizing practices in response. We draw on real-life lessons from nonprofits that used small capacity grants and financial training opportunities to create positive programmatic and infrastructure shifts for the benefit of their clients.
Grantmakers for Effective Organizations (GEO);
Explains the benefits of coaching for nonprofit leaders and their organizations and lays out questions to consider from the nonprofits' perspective, including on the costs and duration of coaching and confidentiality issues. Includes quotes from coachees.
Indiana Nonprofits Scope and Community Dimensions Project;
This briefing analyzes the extent to which local government officials (LGOs) -- individuals in strategic positions to assess the contribu-tions of Indiana nonprofits -- say they trust local charities and other nonprofits to do the "right thing" and what may explain such trust. It is the fourth in a series of briefings focusing on non-profit-government relations in Indiana from the Indiana Nonprofits: Scope and Community Di-mensions project. The first three briefings ex-plored LGOs' attitudes toward 2-1-1 services, payments in lieu of [property] taxes or PILOTs, and collaboration between local government and nonprofits. Subsequent briefings will up-date our analysis of attitudes towards PILOTs and other topics. All briefings are available at the project website: www.indiana.edu/~non-prof
Center for Civil Society Studies at Johns Hopkins Institute for Policy Studies;
This report presents new data on the size, composition, and distribution of paid employment over the 1995-2011 time period in Indiana's private nonprofit organizations in a broad range of industries traditionally dominated by for-profit industries. Nonprofit organizations make significant contributions to the quality of life for the residents of Indiana and are a major force in the state's economy. This is particularly the case for the industries where nonprofits play a major role, such as health care, social assistance, education, arts, culture and recreation, and membership associations. However, very little is known about the large number of nonprofits that are scattered across virtually all other industries in Indiana where for-profit establishments dominate. This report provides an overview of nonprofit employment in all the other "minor" nonprofit industries.
This paper aims to help non-profit organisations to create an effective business plan. It identifies four key stages: establishing their mission statement and desired impact; deciding on activities that could help in achieving the organisation's goals; resources required in planning these activities and evaluating their success.