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| About the Authors | |
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| Acknowledgments | |
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| Preface | |
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| Understanding Nonprofit Organization Finances | |
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| Definition of Nonprofit Organizations | |
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| Characteristics of Nonprofit Organizations | |
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| Understanding the Language of the Nonprofit Organization | |
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| Financial Policies | |
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| Financial Practices | |
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| Primary Financial Objective | |
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| Conclusion | |
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| Liquidity Management | |
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| Introduction | |
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| Donative Nonprofit Organizations | |
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| Evidence on Liquidity Management in the Nonprofit Sector | |
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| Facets of Liquidity Management | |
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| Importance of Liquidity Management | |
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| What Is the Appropriate Level of Liquidity? | |
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| Conclusion | |
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| Managing Mission and Strategy | |
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| Value of Strategic Planning | |
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| What Is Strategic Planning? | |
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| What Are theOrganization's | |
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| Mission, Vision, andGoals/Objectives? | |
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| Strategic Management Process | |
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| Implementing the Strategic Plan | |
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| Performance Management Systems | |
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| Strategic Planning Practices: What Does the Evidence Show? | |
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| Conclusion | |
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| Managing Structure, Accountability, and Ethics | |
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| Financial Tools and Support Structure | |
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| Organizational Structure and Governance | |
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| Accountability Structure | |
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| Ethics | |
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| Structure, Accountability, and Ethics in Practice | |
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| Conclusion | |
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| Developing Financial Policies | |
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| Introduction | |
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| Financial Policies | |
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| Putting Policies into Place | |
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| Establishing Procedures | |
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| Financial Policies and Procedures in Practice | |
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| Additional Resources | |
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| Understanding Accounting Basics and Financial Statements | |
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| Introduction | |
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| Accounting Basics | |
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| Three Financial Statements | |
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| The Audit and the Audit Committee | |
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| Financial Statement Users and Uses in Practice | |
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| Social Accounting | |
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| Additional Resources | |
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| Developing Financial Reports and Ratios | |
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| Introduction | |
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| Major Differences from For-Profit Business Reports | |
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| Objectives of Financial Reports | |
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| Reporting System Design | |
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| Major Reports | |
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| Internal Reports | |
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| External Reports | |
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| Conclusion | |
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| Developing Operating and Cash Budgets | |
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| Introduction | |
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| Overview of the Budgeting Process | |
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| Are Nonprofit Organizations Doing Their Budgeting Properly? | |
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| Developing and Improving Your Budgeting Process | |
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| Setting the Budgetary Amounts | |
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| Budget Technique Refinements | |
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| Cash Budget | |
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| Managing Off the Budget | |
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| Conclusion | |
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| Long-Range Financial Planning and Capital Budgeting | |
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| Introduction | |
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| Planning for the Future | |
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| Financial Evaluation of New and Existing Programs | |
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| Capital Budgeting: Financial Evaluation of Projects that Arise from Existing Programs | |
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| Financial Evaluation of Mergers, Joint Ventures, and Strategic Alliances | |
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| Financial Planning and Capital Budgeting in Practice | |
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| Conclusion | |
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| Managing Your Organization's Liabilities | |
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| Managing the Balance Sheet | |
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| Payables | |
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| Short-Term Borrowing | |
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| Strategic Financing Plan | |
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| Steps to Successful Borrowing | |
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| Matching Financial Sources to Strategic Objectives | |
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| Preparing the Financing Proposal | |
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| Making the Presentation | |
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| Other Factors in Borrowing/Lending Decisions | |
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| Municipal and Taxable Bonds | |
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| Leasing and Nontraditional Financing Sources | |
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| Developing a Debt and Hedging Policy | |
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| Liability Management in Practice | |
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| Conclusion | |
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| Cash Management and Banking Relations | |
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| Introduction | |
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| What Is Cash Management? | |
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| Collection Systems: Managing and Accelerating Receipt of Funds | |
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| Disbursements | |
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| Structuring a Funds Management System | |