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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 | |