Streetsmart Financial Basics for Nonprofit Managers

The complete guide to the basics of nonprofit financial management Let?s be honest. Most books about financial management are densely written, heavy on jargon, and light on practicality. Expert financial consultant and author Tom McLaughlin takes a different approach with his fourth edition of Streetsmart Financial Basics for Nonprofit Managers. This comprehensive guide provides effective, easy–to–use tips, tools, resources, and analyses. The light, humorous tone in Streetsmart Financial Basics for Nonprofit Managers makes it an accessible resource for nonprofit executives, board members, students, and those new to the field. This book forgoes useless, pretentious verbiage in order to outline real–world strategies that work. This edition includes: New insights, updates, vignettes, case studies, and examples to deal with the implications of nonprofit financial management An examination of nonprofit business models in relation to growing demands from the government and other funders How to construct business plans for virtually any nonprofit entity Customizable resources including financial worksheets, forms, and Excel templates to help nonprofit managers complete their day to day assignments A guided tour through common aspects of nonprofit management, such as financial analysis, accounting, and operations Practical and informative, Streetsmart Financial Basics for Nonprofit Managers is the go–to financial management reference for nonprofit managers, boards of directors, and funders. INDICE: Preface .Part One .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 vs. 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 .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 Vs. 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 .Expenses .Conclusion .Chapter 14 Indirect Costs and Other Despised Items .Rules Govern Audits, Economics Rule Budgets .Still, It?s Low That Counts .Secrets of the Indirect Cost Game .Chapter 15 Danger Zone: Cost Reimbursement Programs .If they wanted to be accurate, certain funders would put this in writing: .How They Work .The Danger Zone .Chapter 16 Managing Money–Losing Programs .The Origin of the Problem .Solutions .Other Sources of Value .Ding Ding Ding Ding Ding! .Chapter 17 The Milestones of Spending on Overhead Costs .Chapter 18 Pricing: How Much Should It Cost? .Pricing Methodologies .Going the Other Way Contractual Adjustments and Subsidies .Pricing Strategies .How to Price .Chapter 19 Profit: Why and How Much? .Profit Defined .Uses of Profit .Profit How to Get It .What Can Be Done .Chapter 20 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 21 Owning a Building: What s in it for You? .A Three Part Calculation .Chapter 22 Insurance: The Maddeningly Complicated Art of Covering Your Assets .To Insure or Self–Insure? .Risk Management .Captive Insurance Companies .Quality Assurance in Disguise .Chapter 23 Internal Controls for External Goals .The Elements of Internal Control .How to Monitor the System .Maintaining the System .Conclusion .Chapter 24 Scrutiny Intensifies .Some Predictions .The Growing Industry of Charity Watching .Chapter 25 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 .Repetition is Key .Meet Your New CFO .Chapter 27 Finance is Oil, Development is Water .It s All About Time .The Fix .Chapter 28 When do You CFO? .DIY .The Financial Tasks Multiply .Chapter 29 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 . . . ) .Startup Nonprofits .The Re–Structuring Nonprofit .New Program or Division .Goals Drive the Plan .Chapter 30 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 .Chapter 1 .Chapter 2 .Chapter 3 .Chapter 5 .Chapter 6 .Chapter 8 .Chapter 9 .Chapter 10 .Chapter 11 .Chapter 13 .Chapter 15 .Chapter 16 .Chapter 18 .Chapter 25 .Chapter 27 .Appendix B .Budget Bloopers .Appendix C .Using the Website: Table of Contents with Commentary .Part One: Analysis .Part Two: Accounting .Part Three: Operations .Part Four: Control .Introduction .System Requirements .Using the Files .User Assistance

• ISBN: 978-1-119-06115-1
• Editorial: John Wiley & Sons
• Encuadernacion: Rústica
• Páginas: 368
• Fecha Publicación: 09/03/2016
• Nº Volúmenes: 1
• Idioma: Inglés