By Jeanne Bell
Compliment for NONPROFIT SUSTAINABILITY"This is far greater than a monetary how-to booklet. it is a nonprofit's consultant to empowerment. It demystifies project influence and monetary viability utilizing The Matrix Map to supply strategic strategies for any association. A must-read for each nonprofit CEO, CFO, and board member."—Julia A. McClendon, leader government officer, YWCA Elgin, Illinois"This publication may still remain inside of effortless attaining distance and prove thoroughly dog-eared since it walks the reader via a pragmatic yet occasionally revelatory technique of selecting the right mixture of courses for undertaking influence and fiscal sustainability. Its use is a convention during which each nonprofit should still have interaction its board as soon as a year."—Ruth McCambridge, editor in leader, The Nonprofit Quarterly"Up till many years in the past, investment and dealing with a nonprofit was once just like project an ocean voyage. Now, it is such as windsurfing—you has to be nimble, ready to maximise even the slightest breeze, and open to enhancing your path at a moment's detect. cutting edge govt administrators or daring board participants who wish their association that allows you to journey the large waves of the hot American economic system needs to learn this book."—Robert L. E. Egger, president, DC principal Kitchen/Campus Kitchens Project/V3 Campaign"Most nonprofits fight to discover a long term sustainable company version that might allow them to convey impression on their venture. because of Jeanne Bell, Jan Masaoka, and Steve Zimmerman assistance is now in sight. This booklet bargains useful, concrete steps you could take to improve your personal particular route to sustainability with no compromising your mission."—Heather McLeod supply, advisor, visual display unit Institute, and writer, Forces for solid: The Six Practices of High-Impact Nonprofits"At final! An urgently wanted framework to organize leaders to fulfill head-on the power dual demanding situations of influence and sustainability. it is a functional device in accordance with sturdy company rules that could deliver forums and employees contributors jointly to steer their corporations to sustainable futures."—Nora Silver, adjunct professor and director, heart for Nonprofit and Public management, Haas institution of industrial, collage of California, Berkeley"Together, Jeanne Bell, Jan Masaoka, and Steve Zimmerman equivalent knowledge, event, and information on sustainability and many different issues. purchase, learn, and study from this really good book!"—Clara Miller, president and CEO, Nonprofit Finance Fund"Wisdom, adventure, and knowledge. purchase, learn, and examine from this extraordinary book!"—Clara Miller, president and CEO, Nonprofit Finance Fund
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Extra resources for Nonprofit Sustainability: Making Strategic Decisions for Financial Viability
Indd 46 Nonprofit Sustainability 9/13/10 4:19:05 PM Filling an important gap: 2 Community and constituency building: 3 Leverage: 2 The board and staff then discussed the plays in terms of the same impact criteria. 1. As explained earlier, these seven criteria are examples of what organizations can use in assessing relative impact (although, for practical reasons, we suggest using no more than four). These criteria are a more structured reflection of the kinds of thinking that managers use in discussions all the time.
If surpluses—profits—are essential to building up even modest savings, then it stands to reason that every nonprofit has to have in its portfolio some activities that generate profit. Such activities might include a consumer-paid program, where the market will tolerate pricing that leaves a surplus. Or they might include a well-managed annual event that leverages donated space and services to generate profit on table ticket sales. In any case, something has to generate profits, both to subsidize programs that cannot break even and to build cash reserves and working capital.
Indd 28 Nonprofit Sustainability 9/13/10 4:18:00 PM forward, we’ll see how to take both impact and profitability into account in program selection. We’ll begin by determining the profitability of the activities of Everest Environmentalists. 1. Income Statement for Everest Environmentalists, Year Ending December 31, 2009 Contributions $ 390,000 Fundraising events 135,000 Cost of fundraising events (72,000) Foundation grants $ 326,000 Total contributed support Government contracts 779,000 1,100,000 Rentals 15,000 Total earned revenue 1,115,000 Total income 1,894,000 Environmental education 810,000 Restoration and reforestation 530,000 Plant nursery 200,000 Resource library 14,000 Administration 176,000 Fundraising 230,000 Total expenses 1,960,000 Change in net assets* (66,000) *“Change in net assets” refers to the surplus or deficit of revenue with respect to expenses (that is, the profit or shortfall for the period).