Streetsmart Financial Basics for Nonprofit Managers.

Cover -- Title Page -- Copyright -- Contents -- Preface -- Acknowledgments -- Note to Reader -- Part One Analysis -- Chapter 1 Structure of Nonprofit Organizations -- Corporations -- Programs -- Hybrid Corporations -- Loss of Tax-Exempt Status: The Monster Within -- Chapter 2 Mission: Managing Your Two Bottom Lines -- The Role of a Value System -- The Nonprofit's Dilemma and How to Solve It -- Chapter 3 Accounting as a Second Language: A Nine-Point Program -- The Entity Principle -- Money Measurement -- Conservatism Principle -- The Cost Concept -- The Materiality Principle -- Going Concern -- Dual Aspect -- Realization Principle -- Matching Principle -- Chapter 4 Assets Are for Boards, Activities Are for Managers -- Concepts Versus Details -- Boards Invest, Managers Spend -- If It Has to Be Decided Today, It's Probably the Wrong Question -- Boards Own the Controls, Managers Implement Them -- Chapter 5 Balance Sheets: How They Get That Way -- Current Assets (from IRS Form 990, page 11) -- Noncurrent Assets -- Current Liabilities -- Noncurrent Liabilities -- Making the Balance Sheet Dance -- Transparency, Thy Name Is IRS Form 990 -- What to Do -- Chapter 6 Financial Analysis: A Few Analytical Tools -- Financial Statement Analysis for Math Phobics -- Current Ratio -- Days' Cash -- Days' Receivables -- Cash Flow to Total Debt -- Debt to Net Assets -- Operating Margin -- Accounting Age of Plant/Equipment (or Land, Buildings, and Equipment) -- A Footnote -- Chapter 7 Beyond the C3: Alternate Corporate Structures -- Commonly Available Structures -- Part Two Accounting -- Chapter 8 Nonprofit Accounting: Acknowledging the Strings Attached -- Net Asset Categories -- Other Provisions -- What It All Means -- Chapter 9 Cost Accounting: How Much Does It Cost? -- A Form of Management Accounting -- Indirect Costs.

Certain Support Costs Get Assigned to Other Support Costs -- Breakeven Analysis-Another Use for Cost Data -- Cost Accounting versus Cost Reporting -- Chapter 10 Auditing: Choosing and Using an Auditor -- Audit, Review, and Compilation -- The Auditor Market -- Getting Value from the Audit -- Conclusion -- Part Three Operations -- Chapter 11 Cash Is King -- Up the Balance Sheet -- How Much Cash Is Enough? -- Conclusion -- Chapter 12 Capital: Not a Four-Letter Word -- Sources of Capital -- The Mechanics of Capital Financing -- The Present Value of Money -- The Great Divide among Nonprofits -- Future Access to Capital Markets -- The Role of Net Assets -- Strategic Capital Management -- Chapter 13 Budgeting: Taming the Budget Beast -- Playing Revenues Like a Symphony -- Expenses -- Conclusion -- Chapter 14 Indirect Costs and Other Despised Items -- Rules Govern Audits, Economics Rules Budgets -- Still, It's Low That Counts -- Secrets of the Indirect Cost Game -- Chapter 15 Managing Money-Losing Programs -- The Origin of the Problem -- Solutions -- Other Sources of Value -- Ding Ding Ding Ding Ding! -- Chapter 16 The Milestones of Spending on Overhead Costs -- Chapter 17 Pricing: How Much Should It Cost? -- Pricing Methodologies -- Going the Other Way-Contractual Adjustments and Subsidies -- Pricing Strategies -- How to Price -- Chapter 18 Profit: Why and How Much? -- Profit Defined -- Uses of Profit -- Profit-How to Get It -- What Can Be Done -- Chapter 19 To Raise More Money, Think Cows -- Donations -- Bequests-Cow to Charity -- Charitable Remainder Trusts-Milk to Beneficiaries, Cow to Charity -- Pooled Income Funds-Donors Put Their Cows in a Herd, Keep Rights to Milk -- Chapter 20 Owning a Building: What's in It for You? -- A Three-Part Calculation -- Chapter 21 Insurance: The Maddeningly Complicated Art of Covering Your Assets.

To Insure or Self-Insure? -- Risk Management -- Captive Insurance Companies -- Quality Assurance in Disguise -- Chapter 22 Internal Controls for External Goals -- The Elements of Internal Control -- How to Monitor the System -- Maintaining the System -- Conclusion -- Chapter 23 Scrutiny Intensifies -- Some Predictions -- The Growing Industry of Charity Watching -- Chapter 24 Management Controls: Toward Accountability for Performance -- Management Controls circa 1980 -- Beyond Management Controls in the Twenty-First Century: How to Do It -- Messages -- How to Prepare-Changes in the CFO Role -- It's Called Accounting for a Reason -- Appreciate the Abrupt Change -- Frame the New Role -- Meet Your New CFO -- Part Four Planning, Control, and Miscellaneous -- Chapter 25 Finance Is Oil, Development Is Water -- It's All about Time -- The Fix -- Chapter 26 When Do You CFO? -- DIY -- The Financial Tasks Multiply -- Chapter 27 Business Models and Business Plans -- First the Model, Then the Plan -- How to Build Your Business Model -- What, Exactly, Is a Business Plan? -- What Is in a Business Plan (Usually...)? -- Start-Up Nonprofits -- The Restructuring Nonprofit -- New Program or Division -- Goals Drive the Plan -- Chapter 28 How to Beat the Next Recession -- Understand the Demand Pattern for Your Services -- Prepare for Reductions-in New Services -- Anticipate Foundation Behavior -- Proactively Communicate with Your Staff -- Consider Repurposing Your Reserves -- Stay Calm -- Appendix A: A Financial Management Cultural Primer -- Appendix B: Budget Bloopers -- Appendix C: Using the Website: Table of Contents with Commentary -- Index -- EULA.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.