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| Preface | |
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| Acknowledgments | |
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| Note to Reader | |
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| Analysis | |
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| Organizational Structure: Programs and Corporations | |
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| Types of Nonprofit Organizations | |
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| Structure of Nonprofit Organizations | |
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| Loss of Tax-Exempt Status - The Monster Within | |
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| Mission: Managing Your Two Bottom Lines | |
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| The Role of a Value System | |
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| The Nonprofit's Dilemma and How to Solve It | |
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| Accounting as a Second Language-A Nine-Point Program | |
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| The Entity Principle | |
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| Money Measurement | |
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| Conservatism Principle | |
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| The Cost Concpet | |
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| The Materiality Principle | |
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| Going Concern | |
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| Dual Aspect | |
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| Realization Principle | |
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| Matching Principle | |
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| Assets Are for Boards, Activities Are for Managers | |
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| Concepts versus Details | |
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| Boards Invest, Managers Spend | |
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| If It Has to Be Decided Today, It's Probably the Wrong Question | |
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| Boards Own the Controls, Managers Implement Them | |
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| Balance Sheets: How They Get That Way | |
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| Current Assets | |
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| Noncurrent Assets | |
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| Current Liabilities | |
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| Noncurrent Liabilities | |
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| Making the Balance Sheet Dance | |
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| Transparency, Thy Name Is IRS Form 990 | |
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| Sweeping Change | |
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| What to Do | |
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| Financial Analysis: A Few Diagnostic Tools | |
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| Financial Statement Analysis for Math Phobics | |
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| Current Ratio | |
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| Days' Cash | |
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| Days' Receivables | |
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| Cash Flow to Total Debt | |
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| Debt to Net Assets | |
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| Total Margin | |
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| Operating Margin | |
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| Accounting Age of Plant/Equipment (or Land, Buildings, and Equipment) | |
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| A Footnote | |
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| Accounting | |
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| Nonprofit Accounting: Acknowledging the Strings Attached | |
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| Net Asset Categories | |
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| Other Provisions | |
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| What It All Means | |
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| Cost Accounting: How Much Does It Cost? | |
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| A Form of Management Accounting | |
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| Indirect Costs | |
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| Certain Support Costs Get Assigned to Other Support Costs | |
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| Breakeven Analysis-Another Use for Cost Data | |
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| Cost Accounting versus Cost Reporting | |
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| Auditing: Choosing and Using an Auditor | |
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| Audit, Review, and Compilation | |
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| The Auditor Market | |
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| Getting Value from the Audit | |
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| Conclusion | |
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| Operations | |
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| Cash Flow Management: Why Cash Is King | |
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| Up the Balance Sheet | |
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| How Much Cash Is Enough? | |
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| Conclusion | |
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| Capital: Why Capital Is Not a Four-Letter Word | |
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| The Mechanics of Capital Financing | |
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| The Present Value of Money | |
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| Sources of Capital | |
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| The Great Divide among Nonprofits | |
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| Future Access to Captial Markets | |
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| The Role of Net Assets | |
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| Strategic Capital Management | |
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| Budgeting: Taming the Budget Beast | |
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| Playing Revenues Like a Symphony | |
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| Expenses | |
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| Indirect (General and Administrative) Costs | |
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| Conclusion | |
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| Indirect Costs and Other Despised Items | |
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| Still, It's Low That Counts | |
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| Secret of the Indirect Cost Game | |
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| Pricing: How Much Should It Cost? | |
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| Pricing Methodologies | |
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| Going the Other Way-Contractual Adjustments and Subsidies | |
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| Pricing Strategies | |
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| How to Price | |
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| Profit Defined | |
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| Uses of Profit | |
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| Profit-How to Get It | |
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| What Can Be Done | |
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| To Raise More Money, Think Cows | |
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| Donations | |
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| Bequests-Cow to Charity | |
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| Charitable Remainder Trusts-Milk to Beneficiaries, Cow to Charity | |
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| Pooled Income Funds-Donors Put Their Cows in a Herd, Keep Rights to Milk | |
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| Control | |
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| Insurance: The Maddeningly Complicated Art of Covering Your Assets | |
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| To Insure or Self-Insure? | |
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| Risk Management | |
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| Internal Controls for External Goals | |
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| The Elements of Internal Control | |
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| How to Monitor the System | |
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| Maintaining the System | |
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| Conclusion | |
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| Enron Spawn | |
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| Some Predictions | |
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| The New Industry of Charity Watching | |
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| Management Controls: Toward Accountability for Performance | |
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| Management Controls Circa 1980 | |
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| Beyond Management Controls in the Twenty-First Century: How to Do It | |
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| Messages | |
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| How to Prepare-The CFO of the Future | |
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| A Financial Management Cultural Primer | |
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| Budget Bloopers | |
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| Using the Web Site | |
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| Index | |