Assessment of the Nonprofit Support Program s Financial Management Program. Conducted for the Hartford Foundation for Public Giving

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Assessment of the Nonprofit Support Program s Financial Management Program. Conducted for the Hartford Foundation for Public Giving"

Transcription

1 Assessment of the Nonprofit Support Program s Financial Management Program Conducted for the Hartford Foundation for Public Giving Prepared by Anne Murphy, AFM Associates 2/1/2012

2 EXECUTIVE SUMMARY INTRODUCTION The Hartford Foundation for Public Giving (HFPG) established the Nonprofit Support Program (NSP) to strengthen the organizational capacity of nonprofit organizations in the Greater Hartford area. Approximately ten years ago the Nonprofit Support Program began offering training, consulting services, technical assistance grants, and other services designed to enhance financial management capacity at Hartford-area nonprofits. The purpose of this study was to find ways to increase utilization of NSP s financial management program and to refine NSP s understanding of the financial management needs of the Hartford-area nonprofit sector. NSP was primarily looking to adjust or improve the program, not to redesign it. At the same time, NSP was interested in updating its list of locally-available resources and services. The outcome of the study would be the development of a set of recommendations that address the specific activities NSP could undertake to strengthen nonprofit financial management capacity among nonprofit agencies in the Hartford area. I would like to take this opportunity to thank the staff at the NSP: Annemarie Riemer, Meher Shulman, Shirley Beyor, and especially Amy Studwell. Throughout this project the staff generously provided me with information, feedback and direction. This report would not be possible without their patience and guidance. It should also be noted that the staff at participating nonprofits and service providers, who thoughtfully shared their perspectives and experience, eagerly participated due to their respect for and appreciation of, the contribution of HFPG to the community. THE PROCESS The following steps were taken in order to identify and understand how the financial management needs and capacity of Hartford-area nonprofits with budgets of $8 million or less have changed over the past ten years, to gain feedback on NSP s existing financial management capacity building program, to research related practices by other Community Foundations, and to develop an updated list of local service providers: Conducted focus group consisting of 14 executive directors and several senior finance staff members selected by NSP based on their frequent participation in the financial management programs. The operating budgets of these organizations ranged in size from $250 thousand to $3 million. Conducted phone interviews with 27% of the organizations that received continuation grants for staffing to determine if they were able to sustain the positions after the funding ended. The operating budgets of these organizations ranged in size from $500 thousand to $2 million. Prepared by AFM Associates Page 2

3 Conducted focus group with the three consultants that have been conducting the financial management assessments since NSP launched the program. Conducted phone interviews with 29% of the organizations that were designated by NSP as eligible for the financial management program, but had never participated. The operating budgets of these organizations ranged in size from $500 thousand to $6 million. Conducted web-research Conducted 25 phone interviews in total FINDINGS Feedback on existing NSP Financial Management Programs All the Executive Directors and finance staff members participating in the project expressed their gratitude to NSP and HFPG in general for all the support provided whether it was training, assessments, or grant funding. Many said We wouldn t be here without their support. Many noted the personal support and guidance received from members of the NSP staff. One in particular noted that Colleagues throughout the United States can t believe the leadership of the Hartford Foundation. NSP and the Foundation were equally well-regarded by consultants and service providers. The organizations that have been active participants in NSP s Financial Management capacity-building programs attributed their knowledge of the financial management program to direct communication with NSP staff or promotion of the program by other Foundation staff. There were several factors that most influenced organizations decision to participate. First and most obvious was leadership s acknowledgement of a need and desire for well-developed accounting and financial management operations. The second reason frequently was that the organization was undergoing some form of change or growth whether it was a change in a senior management position (Executive Director or senior financial staff person) or a change in the revenue mix or other significant operating change. Lastly, organizations acknowledged that timing and management s capacity to devote the time and energy to making the improvements was also a key factor in the decision to participate. Organizations that were eligible, but had not participated in NSP s financial management capacitybuilding programs, attributed their lack of participation to three factors: 1) they perceived their financial management capacity to be adequate or better, 2) they had more pressing issues to address, 3) they were unaware of the opportunities for financial management capacity building offered through the NSP. There was a general consensus among frequent participants that NSP offers so many opportunities for capacity building that organizations have to choose as much what not to do as what to do. Both past participants and non-participants agree that, because the Executive Directors participation is required in many NSP programs, Executive Directors often have to choose not to participate in a program because there is only so much they can focus on and commit to at one time, even when they know the organization could benefit from financial management capacity building. The choice not to participate Prepared by AFM Associates Page 3

4 in NSP financial management programs is frequently more about the perception that other organizational priorities outweigh financial management capacity building. Among those Executive Directors whose organizations participated in the Financial Management Assessment process there was a strong sense that the process and the end product was extremely thorough and helpful. New Executive Directors and those experiencing organizational change found the assessments to be most helpful. Most Executive Directors reported having implemented most, if not all consultant recommendations. All but one organization had high praise for the consultant that conducted their assessment. Some organizations that participated in the financial management assessment would have appreciated being able to quickly get to the grant funding for a specific project without the entire Financial Management Assessment process. The consultants that have consistently conducted the Financial Management Assessments also perceived the assessment as a thorough and meaningful process for their clients and had no recommendations to change the process. There was unanimous appreciation for NSP grants provided to support staffing of an accounting or financial management position or to support the expense of outsourcing. Of those polled most were able to maintain the position after the grant funding ended, but admitted that the nature and scope of the job duties were somewhat amended to include non-accounting tasks to meet other organizational demands resulting from budget constraints. Many felt they couldn t afford to fully fund the organization s need around financial management. Organizations were grateful for these grant funds and many expressed a desire to be eligible for these grants more than once and for longer amounts of time. The Line of Credit program was the only program where the feedback was not entirely positive. While the program is appreciated, there is a strong awareness that demand for this program exceeds the available funds and that with the credit market tight with traditional lenders in the area, nonprofit organizations have had no where else to turn. There was a perception that the process for receiving approval was too long and that the program was not responsive to unexpected needs of organizations. Specifically, there was a frustration that emergency funding wouldn t be granted when state contract revenues were suddenly and unexpectedly delayed. Trends Overall financial management capacity among the Hartford-area nonprofits appears stronger now than ten years ago. Greater capacity was apparent in key aspects of financial management: o o o o o Establishing standard financial reporting including, but not limited to, balance sheets and variance reports by program, activity or department Establishing a regular financial review process Implementing written policies and procedures Convening an active Finance Committee Improving financial capacity and literacy of Executive Directors Prepared by AFM Associates Page 4

5 Overall, Executive Directors appear to be more financially savvy now than 10 years ago. They appear to be better managers of their day-to-day financial operations. Although there were some Executive Directors that were very sophisticated, many still don t have the staff or personal capacity for the more sophisticated aspects of financial management such as deeper financial analysis and multi-year planning. Most organizations expressed the challenge of constantly growing expectations that nonprofits provide more timely and sophisticated financial reporting to funders, donors, lenders, and other stakeholders, all with unique criteria. Service providers and consultants confirmed the greater demand for more sophisticated reporting on financial information and the benefits of more focused management reporting such as dash board reports. Not surprisingly, Executive Directors feel pressure to leverage technology for data management, impact reporting, and operating efficiency through their accounting systems. Many identified the need to evaluate accounting systems for maximum organizational benefit as a necessity, but an overwhelming and time-consuming task. Many expressed that in addition to the external pressure for more sophisticated reporting they too could see the benefits and would like the training and capacity to it. Achieving and maintaining a qualified and highly-functioning accounting and financial management staff remains a predominant issue for many organizations. Frustration around finding competent staff at all levels, from bookkeeper to CFO, was expressed. Now Executive Directors have a greater awareness of the benefits of a more qualified accounting staff. As one Executive Director clearly stated It s not enough to do good work any more. It is about accountability. You need a good solid finance department with qualified staff. Many now see that the nonprofit experience is an essential qualification for their accounting and financial management staff. However, the perception remains that CPA is the ultimate credential for the senior accounting and finance staff person as well as for Finance Committee members. Outsourcing the accounting and financial management functions continues to be a viable and effective option for some small to mid-size nonprofits to meet their accounting and financial management needs, eliminating the challenges of staffing this function and gaining sophisticated management capacity on an as needed basis. There are now several experienced, respected and dependable service providers for outsourcing in the area. Board development around fiduciary responsibilities remains a common theme. In particular, organizations noted that when they recruit seemingly qualified board and finance committee members from the business community they can be ill suited to the task because they are unaware of the unique aspects of nonprofit financial management. Organizations were unanimous and adamant that training for Board members was needed, but not helpful if offered during the day. They considered it unreasonable to expect volunteers to take time off from work to attend training when they are already donating their time, energy, and frequently financial support to the organization. Evening training was seen as essential, even if it was only offered once or twice per year. Prepared by AFM Associates Page 5

6 There was a great sense of financial stress around surviving in the current economic climate. Many organizations have undergone significant and tumultuous change and loss of revenue in recent years. The most pronounced frustration among Executive Directors was related to sudden reductions in state support. Many organizations felt the financial pressure to cut costs directly impacted their financial management and accounting capacity because overhead costs were often the first things to be cut. They saw this as a double-edged sword because in times of financial stress they needed more capacity to closely monitor financial condition, not less. Those organizations expressing the greatest financial stress didn t see the benefit of looking beyond one year for a solution and were just focused on covering the current year budget. On the other hand, some organizations have been able to weather the change, refocus, and appear optimistic about the future. These organizations appeared to take a thorough and critical look at their mission and programs/services to evaluate what was feasible and sustainable in the midst of the financial pressure. These organizations had leadership willing to make difficult decisions. These organizations described having a highly-functioning financial management operation, from staff to board. RECOMMENDATIONS Given the abundant positive feedback about NSP s current financial management capacity-building programs and their confirmed effectiveness the primary recommendation of this report is to continue all of NSP s existing financial management capacity-building programs with only slight modifications to some particular programs and several slight additions to what is currently being offered. Where no modifications are recommended to an existing financial management program, that program is not listed below. The recommendations that follow build on NSP s success and competencies and reflect opportunities for expanded impact. 1. Continue to Offer the Financial Management Assessments with Slight Modifications The financial management assessment appears to be the premier financial management capacity - building program offered by NSP because of its holistic benefit. It also serves as the primary access for participants to NSP s grant funding for financial management. NSP should continue to use the existing assessment framework for both the process and the final report, both of which the consultants and participating organizations have found to be thorough and helpful. NSP should make directed efforts to recruit organizations in transition, due to change of leadership or significant operational change, where the impact of this thorough process would be most beneficial. A brief, but formal feedback call to consultants at the conclusion of each engagement should be instituted to ensure that consultants remain engaged with NSP and to address any consultant, client or Foundation concerns. NSP should convene a meeting with the consultants on a semi-annual basis to provide for knowledge sharing between and among the consultants and NSP. This opportunity for communication could help inform how NSP adapts programs in the future. All three consultants are Prepared by AFM Associates Page 6

7 knowledgeable in the field and are willing and beneficial resources for NSP. These meetings should also be used to inform the consultants about other programs and initiatives of NSP and the Foundation which would make them better ambassadors for NSP. 2. Develop Baseline Criteria for Financial Management Competence NSP should allow exceptions to the requirement that organizations participate in the financial management assessment program prior to receiving grant funding for financial management capacitybuilding projects. If baseline criteria for financial management competence or a short financial management self-assessment tool were developed, it could be used as a basis for considering some exceptions. As clearly stated earlier in this report it would be difficult to dispute the benefits of the financial management assessment process. One organization expressed it well to an NSP staff member, If we hadn t conducted the financial management assessment, we would have solved the wrong problem. The benefits typically exceed the organization s expectations. In addition to improving capacity, Executive Directors have found the assessment report assists directly with fundraising for capacity building and for other purposes because the reports are professional and very thorough. The report conveys to funders and donors the serious commitment the organization has to sound management practices and once recommendations are implemented it demonstrates the organizations ability to plan and implement. Unfortunately, the reality is that there are some organizations that may not choose to participate. These organizations might not have the time and capacity to undertake a financial management assessment or the Executive Director may never identify the financial management assessment a priority even if it should be. In those cases, the Foundation should still consider ways to reach these organizations. 3. Offer Enhancement Grants Enhancement grants could be offered to organizations that have completed financial management assessments or have demonstrated to NSP that baseline accounting and financial management practices are functioning effectively at their organization. These grants might be especially appropriate to organizations who have already been frequent participants in financial management capacity-building programs offered by NSP or for larger organizations that have internal capacity and therefore don t need a consultant to tell them what they need, but would benefit from a consultant s help with implementation. Enhancement grants might also be appropriate after an organization has attended a training workshop on a particular topic and would then like to implement what they learned. Management staff may not have time to focus fully on implementation due to other job demands. Also, effectively applying concepts learned in a workshop to unique organizational issues can often require nuanced skill and experience. The focused energy of a consultant engaged for the express purpose of implementation may be what is needed. Prepared by AFM Associates Page 7

8 NSP could offer prequalified consultants, as it does for the financial management assessments. These consultants could be quickly deployed to qualifying organizations. The grants would fund a consultant meeting with an organization on a regular basis, most likely monthly, to support the implementation over a three-, six-, or twelve-month period depending on the project. Organizational change related to some aspects of financial management can take a full business cycle for implementation, so some projects could conceivably take up to 18 months to ensure success. Examples of possible Enhancement grants: implementing an inclusive program-based budgeting and monitoring process where program staff have little budgeting experience implementing a progressive financial review process from management to the Finance Committee to the Board of Directors developing and implementing dash board reporting process for management, governance, and development purposes conducting multi-year financial modeling to support capital acquisition, development or strategic planning efforts NSP could consider requiring matching funds of 20-25% of the project with these grants for larger organizations with operating budgets of five million dollars or greater to offset part of the cost of adding these grants. 4. Offer Small Direct Access Grants These grants could be offered to any organization whether they have completed the financial management assessment or not. The purpose of these grants would be to reach organizations that are small or less sophisticated, but are aware of an area of financial management capacity that could be met with a small grant. These grants would purposely be smaller than grants offered to those who have participated in a full assessment in the range of three to ten thousand dollars. The incentive of greater grant funding as a result of participating in the financial management assessment process would remain. The related projects would likely be short-term to meet a very specific need that requires relatively quick attention and would still build capacity. Examples of how this type of grant might be effective: training for a new bookkeeper or accountant month-end accounting support for three months for a new Finance Director with little nonprofit experience audit preparation assistance during a period of staff transition budget preparation assistance during a period of staff transition chart of account and report design during a basic system conversion Prepared by AFM Associates Page 8

9 5. Seek Community Partners for the Revolving Line of Credit program Look for community partner(s) among local traditional lenders that would work with nonprofits with an established positive credit history in the HFPG revolving loan program to convert these lines to a bank line of credit at the conclusion of the term. Work with community partner(s) to establish a credit training workshop to promote the program and prepare organizations for the process application requirements, length of the process approval criteria, loan type (line of credit, secured term loan, or mortgage) etc. similar to the first-time home buyer workshops that are common for consumers. Set a two to three-year maximum term for the HFPG line of credit and require borrowers to actively draw down and repay the line of credit each year to establish positive credit history during the term. Work with community partners to establish a program for secured term loans at 70% of the value of signed state contracts when funding has been delayed. Review overall credit loss history of the existing Line of Credit program since inception to determine if more credit could be extended based on the real losses balanced with the perceived risk level. 6. Seek Community Partners for Professional Development and Training NSP has an established record of offering excellent workshops lead by respected professionals covering a variety of financial management topics of interest to organizations of all sizes and of little to no cost to participants. Staff members look forward to the opportunities to learn and network at these workshops. In many ways it does not make sense for NSP to fix what is not broken, but unlike 10 years ago when the program was first established there are now more opportunities for nonprofit organizations to find training and professional development related to financial management. The local community college and the Connecticut Association of Nonprofits both offer some form of accounting and financial management training targeted at nonprofits. The Connecticut Association of Nonprofits accounting and financial management training focus is very practical and similar to NSP s. If NSP staff could work more closely with the Connecticut Association of Nonprofits to identify a shared agenda around financial management capacity building, both organizations resources might be better allocated and result in greater impact on the community. It would also avoid both organizations competing for attendance at similar workshops. Several areas where collaboration could create benefit are: supporting regular professional development and networking opportunities for nonprofit senior finance and accounting staff jointly convening panels of professionals for presentations and Q&A sessions on topics such as accounting software selection or the providers options for outsourced accounting and financial management services offering evening training for Board members on fiduciary responsibilities (specifically including what is unique about this role for nonprofit organizations) utilizing technology to expand access to training (webcast or recording trainings) cross marketing both organization s programs via web-site links and electronic communication Prepared by AFM Associates Page 9

10 7. Implement a Simple but Ongoing Evaluation Process Lastly, NSP should consider implementing a check-in and tracking process to monitor participant progress s at 12, 24 and 36 months from the completion of the financial assessment report or from receipt of grant funds. This would be a means to continue to evaluate the impact and effectiveness of each program, gain insight into the evolution of participating organizations and assess the cost-benefit of one program versus another. The goal would be for the process to be simple enough that it doesn t require more than a few hours per month to administer, not a new position. Given that the relationship between NSP staff and the staff at the individual organizations is a driver in the organizations decision to take advantage of NSP financial management programs, the ongoing connection is likely to increase utilization as well. Prepared by AFM Associates Page 10

Nonprofit Finance Fund. Preparing Your Organization to Apply for a Loan. Anne Dyjak Chief Credit Officer & Vice President Nonprofit Finance Fund

Nonprofit Finance Fund. Preparing Your Organization to Apply for a Loan. Anne Dyjak Chief Credit Officer & Vice President Nonprofit Finance Fund Nonprofit Finance Fund Preparing Your Organization to Apply for a Loan Anne Dyjak Chief Credit Officer & Vice President Nonprofit Finance Fund June 2010 Agenda Introductions Considering a Loan? What types

More information

Executive Summary Strategic Plan: 2010-2015

Executive Summary Strategic Plan: 2010-2015 Executive Summary Strategic Plan: 2010-2015 Executive Summary Since its inception more than 165 years ago, the University of Tennessee Alumni Association has been known for outstanding service to what

More information

Nonprofit Finance Fund. Accessing and Managing Credit Webinar. Presented by. Stephanie DeVane Associate Director, Financial Services

Nonprofit Finance Fund. Accessing and Managing Credit Webinar. Presented by. Stephanie DeVane Associate Director, Financial Services Nonprofit Finance Fund Accessing and Managing Credit Webinar Presented by Stephanie DeVane Associate Director, Financial Services Jessica LaBarbera Associate Director, Northeast Region Released the week

More information

McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL OVERVIEW

McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL OVERVIEW OVERVIEW The Nonprofit Board Self Assessment Tool is designed to help nonprofit organizations assess their board's and identify priorities for board activities going forward. We believe this combination

More information

Why Nonprofits Need Nonprofit Accounting Software

Why Nonprofits Need Nonprofit Accounting Software Why Nonprofits Need Nonprofit Accounting Software % CONTENTS Executive Summary... 3 The Benefits of a Nonprofit Accounting System... 4 Unique Regulations and Standards for Unique Solutions... 4 Supporting

More information

Leadership Competency Self Assessment

Leadership Competency Self Assessment USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:

More information

Revenue Generating Venture

Revenue Generating Venture Thinking about a Revenue Generating Venture as a Sustainability Strategy for your Nonprofit Organization Compliments of BRODY WEISER BURNS A revenue generating venture (also called a social enterprise)

More information

Table II:9 Overview of the Management System of a Nonprofit Organization

Table II:9 Overview of the Management System of a Nonprofit Organization Table II:9 Overview of the Management System of a Nonprofit Organization Inputs: people, money, equipment, facilities, supplies, people's ideas, people's time, etc. System Loop Major Functions Comments

More information

CAPACITY BUILDING S CUMULATIVE ON THE NONPROFIT SECTOR: LEARNING FROM NONPROFIT LEADERS

CAPACITY BUILDING S CUMULATIVE ON THE NONPROFIT SECTOR: LEARNING FROM NONPROFIT LEADERS CAPACITY BUILDING S CUMULATIVE I M P A C T ON THE NONPROFIT SECTOR: LEARNING FROM NONPROFIT LEADERS TRANSFORMING ORGANIZATIONAL CULTURE As nonprofit providers of capacity building to a diverse array of

More information

The Development Plan Matrix

The Development Plan Matrix The Development Plan Matrix Mission, Vision, Results Marketing: Branding, Messaging Organizational Infrastructure Development Plan Successful fundraising campaigns are built on four important elements

More information

Request for Proposals to Administer the Pioneer Valley Grows Community Food Fund July 2013

Request for Proposals to Administer the Pioneer Valley Grows Community Food Fund July 2013 Request for Proposals to Administer the Pioneer Valley Grows Community Food Fund July 2013 The PVGrows Finance Working Group (FWG) seeks an administrative partner (or partners) to assist in the design,

More information

Nonprofit Finance & Accounting Study

Nonprofit Finance & Accounting Study Nonprofit Finance & Accounting Study Trends and challenges facing nonprofit finance professionals Authors: Erika May McNichol, Abila Dan Murphy, Abila Tad Druart, Abila Overview: Why Care About this Study?

More information

Accounting Solutions that Work.

Accounting Solutions that Work. Accounting Solutions that Work. Your accounting department is the core of your business. It s how you measure your success, it affects your relationship with your vendors, customers, and employees, and

More information

Is Your Nonprofit a Service Enterprise?

Is Your Nonprofit a Service Enterprise? Is Your Nonprofit a Service Enterprise? TODAY S SESSION What is a Nonprofit Service Enterprise? Research Findings Nonprofit Service Enterprise Quiz Nonprofit Service Enterprise Characteristics GETTING

More information

AchieveMpls Strategic Plan FY 2014 FY 2016

AchieveMpls Strategic Plan FY 2014 FY 2016 AchieveMpls Strategic Plan FY 2014 FY 2016 Approved unanimously by the AchieveMpls Board of Directors September 12, 2013 I. Mission As the strategic nonprofit partner of the Minneapolis Public Schools,

More information

Introduction to the ITS Project Management Methodology

Introduction to the ITS Project Management Methodology Introduction to the ITS Project Management Methodology In September 1999 the Joint Legislative Committee on Performance Evaluation and Expenditure Review (PEER) produced a report entitled Major Computer

More information

Understanding the Current Service Landscape within the Immigrant Settlement Sector

Understanding the Current Service Landscape within the Immigrant Settlement Sector Understanding the Current Service Landscape within the Immigrant Settlement Sector November 20 Understanding the Current Service Landscape within the Immigrant Settlement Sector 2. Introduction. Background

More information

Knoxville Leadership Foundation Center for Communities

Knoxville Leadership Foundation Center for Communities Knoxville Leadership Foundation Center for Communities Building non-profit capacity through the Strengthening Communities Fund An assessment of progress D E C E M B E R 2 0 1 1 Knoxville Leadership Foundation

More information

3205 Willow Lane Harrisburg, PA 17110-9343

3205 Willow Lane Harrisburg, PA 17110-9343 (717) 576-5984 www.advanceyourmission.net 3205 Willow Lane Harrisburg, PA 17110-9343 ADVISORY NOTES June 2010 INTRODUCTION Many nonprofit organizations planning a facilities project will need to secure

More information

Senior Director of Development

Senior Director of Development Idaho Humane Society Job Description Senior Director of Development The Idaho Humane Society is a community-supported open-door facility that provides shelter, medical care, adoption services, humane law

More information

Core Considerations When Recruiting a CFO Pam Williams & Marci Moore

Core Considerations When Recruiting a CFO Pam Williams & Marci Moore Core Considerations When Recruiting a CFO Pam Williams & Marci Moore Panic. That s the sound often heard in the voice of a nonprofit CEO when their Chief Financial Officer leaves, no matter the circumstances.

More information

SAFE Credit Underwriting Guidelines for Non-Profit Lending. Organization Type: NON-PROFIT ORGANIZATIONS. Bridge Loan Guidelines.

SAFE Credit Underwriting Guidelines for Non-Profit Lending. Organization Type: NON-PROFIT ORGANIZATIONS. Bridge Loan Guidelines. Introduction The Credit Underwriting Guidelines (CUG) manual is designed for use with products delivered to faith-based and non-profit organizations. The guidelines herein govern the granting of credit

More information

HOPE ACADEMY. 2011-2012 Performance Analysis

HOPE ACADEMY. 2011-2012 Performance Analysis HOPE ACADEMY 2011-2012 Performance Analysis Core Question 2: Is the organization effective and well-run? 2.1. Is the school in sound fiscal health? STANDARD The school presents significant concerns in

More information

The Evolving Credit Landscape: Capturing Reporting Barriers among Nonprofit Financial Institutions

The Evolving Credit Landscape: Capturing Reporting Barriers among Nonprofit Financial Institutions The Evolving Credit Landscape: Capturing Reporting Barriers among Nonprofit Financial Institutions The marketplace for credit products and services is evolving rapidly. Emerging and established companies

More information

Fiscal Sponsorship: the state of a growing service

Fiscal Sponsorship: the state of a growing service Fiscal Sponsorship: the state of a growing service Trust for Conservation Innovation Fiscal Sponsorship: the state of a growing service The Trust for Conservation Innovation This study was commissioned

More information

Budgeting for High-Performing Nonprofits. 2014 Plan A Advisors, Inc.

Budgeting for High-Performing Nonprofits. 2014 Plan A Advisors, Inc. Budgeting for High-Performing Nonprofits 2014 Plan A Advisors, Inc. Budgeting for High-Performing Nonprofits 2 Budget to support your vision. Like a strategic plan, your nonprofit s budget is a kind of

More information

Volunteer Management:

Volunteer Management: Volunteer Management: Challenges and Opportunities Facing Nonprofits Rick Lynch, Lynch Associates Nikki Russell, United Way of King County Table of contents Methodology...2 Trends and issues in the field...3

More information

Competency Requirements for Executive Director Candidates

Competency Requirements for Executive Director Candidates Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives

More information

Health Communication for Diabetes Programs Personal Capacity Assessment

Health Communication for Diabetes Programs Personal Capacity Assessment Health Communication for Diabetes Programs Needs Assessment Thank you for registering to attend the Health Communication for Diabetes Programs course at the 2011 Institute. We are looking forward to working

More information

Assessing Organizational Readiness for Fundraising From Non-Grant Sources

Assessing Organizational Readiness for Fundraising From Non-Grant Sources Assessing Organizational Readiness for Fundraising From Non-Grant Sources While many organizations have a history of successful fundraising from grant sources, they often seek to diversify their funding

More information

Safety Net Analytics Program

Safety Net Analytics Program Safety Net Analytics Program Request for Applications August 2014 Sponsored by CCI in partnership with the California HealthCare Foundation IMPORTANT DATES Informational Webinar: 10:00am, August 27, 2014

More information

The Canadian Code for Volunteer Involvement: An Audit Tool

The Canadian Code for Volunteer Involvement: An Audit Tool The Canadian Code for Volunteer Involvement: An Audit Tool Acknowledgments Volunteer Canada gratefully acknowledges the author, Liz Weaver, for her work on the original document Volunteer Management Audit:

More information

PAINTER EXECUTIVE SEARCH

PAINTER EXECUTIVE SEARCH PAINTER EXECUTIVE SEARCH Position Description Painter Executive Search is supporting the in a search for an experienced to lead a broad regional coalition of Bay Area land conservation agencies and organizations

More information

STRATEGIC PLANNING: A TEN-STEP GUIDE *

STRATEGIC PLANNING: A TEN-STEP GUIDE * STRATEGIC PLANNING: A TEN-STEP GUIDE * I. IMPORTANCE OF PLANNING There is broad agreement among nonprofit leaders and experts that planning is a critical component of good management and governance. Planning

More information

Writing Proposals for Capacity Building. Funders want to improve organizations not rescue them. Make sure you're starting from a position of strength.

Writing Proposals for Capacity Building. Funders want to improve organizations not rescue them. Make sure you're starting from a position of strength. Writing Proposals for Capacity Building Funders want to improve organizations not rescue them. Make sure you're starting from a position of strength. By Susan Chandler Capacity building grants are a growing

More information

An Assessment of Capacity Building in Washington State

An Assessment of Capacity Building in Washington State An Assessment of Capacity Building in Washington State The Nonprofit Ecosystem Framework Executive Summary prepared by The Giving Practice A consulting service of Philanthropy Northwest February 2012 About

More information

Stewardship Principles for Corporate Grantmakers

Stewardship Principles for Corporate Grantmakers Stewardship Principles for Corporate Grantmakers Through their philanthropy, companies aspire to achieve a lasting and positive impact on society. Companies resources extend well beyond cash and product

More information

Strategic Planning Process: Guidelines and Tips

Strategic Planning Process: Guidelines and Tips Overview of the Strategic Planning Process Strategic Planning Process: Guidelines and Tips While there are various strategic planning approaches and no one way is right, an overall strategic planning process

More information

Calgary s Nonprofit Sector. After the flood. A report on Calgary and area flood impact, emergency preparedness and lessons learned

Calgary s Nonprofit Sector. After the flood. A report on Calgary and area flood impact, emergency preparedness and lessons learned Calgary s Nonprofit Sector After the flood A report on Calgary and area flood impact, emergency preparedness and lessons learned INTRODUCTION Over the past eight months, CCVO has undertaken a number of

More information

COMMITTEE JOB DESCRIPTIONS

COMMITTEE JOB DESCRIPTIONS COMMITTEE JOB DESCRIPTIONS Committee List Communications Facilities and Capital Finance People Programs Strategic Planning Sub Committees All Event Committees (roles and job descriptions available through

More information

2015 Training Portfolio. Nonprofit Impact

2015 Training Portfolio. Nonprofit Impact 2015 Nonprofit Impact Contents From Coordination to Integration: Creating Integrated and Sustainable Public Health Organizations...2 Partner Relations..4 Project Management for Public Health 6 The Business

More information

Training in tough times

Training in tough times Training in tough times Tips for cultivating your nonprofit s capacity You re already doing more with less. That s a way of life for nonprofits. It s never been more critical, however, to make smart use

More information

2014 State of the Credit Counseling and Financial Education Sector. Delivered by Susan C. Keating. President and CEO

2014 State of the Credit Counseling and Financial Education Sector. Delivered by Susan C. Keating. President and CEO 2014 State of the Credit Counseling and Financial Education Sector Delivered by Susan C. Keating President and CEO National Foundation for Credit Counseling 49 th Annual Leaders Conference Seattle, Washington

More information

10, 20, AND 30-year renewable term. Choice Term Insurance. Simple, Practical, and Affordable Protection

10, 20, AND 30-year renewable term. Choice Term Insurance. Simple, Practical, and Affordable Protection 10, 20, AND 30-year renewable term Choice Term Insurance Simple, Practical, and Affordable Protection Choice Term Insurance Protecting your family is one of the most important responsibilities you have.

More information

TORONTO ABORIGINAL SUPPORT SERVICES COUNCIL (TASSC)

TORONTO ABORIGINAL SUPPORT SERVICES COUNCIL (TASSC) TORONTO ABORIGINAL SUPPORT SERVICES COUNCIL (TASSC) Job Posting: JOB POSTING EXECUTIVE DIRECTOR A new position has become available in Toronto for an Executive Director for the Toronto Aboriginal Social

More information

A CFO s Guide to Understanding Cash Flow Waterfalls from your Multi-Family Portfolio

A CFO s Guide to Understanding Cash Flow Waterfalls from your Multi-Family Portfolio T o o l s & R e s o u r c e s G u i d e A CFO s Guide to Understanding Cash Flow Waterfalls from your Multi-Family Portfolio This document is a product of STRENGTH MATTERS, a collaborative initiative among

More information

Strategic Technology Plan for small agencies

Strategic Technology Plan for small agencies for small agencies Overview To aid your organization in the development of your own Strategic Technology Plan, the following documents are included in this package: Strategic Technology Plan Outline Strategic

More information

Nonprofit Finance Fund. Sound Financial Planning Tools for Managing Through a Downturn and Beyond. Presented by

Nonprofit Finance Fund. Sound Financial Planning Tools for Managing Through a Downturn and Beyond. Presented by Nonprofit Finance Fund Sound Financial Planning Tools for Managing Through a Downturn and Beyond Presented by Emily Guthman, Associate Director Nonprofit Finance Fund Renée Jacob, Associate Director Nonprofit

More information

Budgeting: A Guide for Small Nonprofit Organizations

Budgeting: A Guide for Small Nonprofit Organizations Budgeting: A Guide for Small Nonprofit Organizations A free resource provided by the Virginia Society of Certified Public Accountants Budgeting: A Guide for Small Nonprofit Organizations A free resource

More information

MEASURING SMB CUSTOMER OUTCOMES: THE DELL MANAGED SERVICES ADVANTAGE

MEASURING SMB CUSTOMER OUTCOMES: THE DELL MANAGED SERVICES ADVANTAGE MEASURING SMB CUSTOMER OUTCOMES: THE DELL MANAGED SERVICES ADVANTAGE Sanjeev Aggarwal, Partner Laurie McCabe, Partner Sponsored by Dell CONTENTS Introduction...3 Section 1: SMB Business and IT Challenges...3

More information

How to Assess Your Financial Planning and Loan Proposals By BizMove Management Training Institute

How to Assess Your Financial Planning and Loan Proposals By BizMove Management Training Institute How to Assess Your Financial Planning and Loan Proposals By BizMove Management Training Institute Other free books by BizMove that may interest you: Free starting a business books Free management skills

More information

Understanding Nonprofit Financials

Understanding Nonprofit Financials Understanding Nonprofit Financials The Basics Before you recommend a grant, consider reviewing the nonprofit s financials. Financials are easy to access in many cases, and they contain a host of insights

More information

Accounting Best Practices. Part 3 of 3: Accounting and Budgeting. Surveys Results & Recommended Practices

Accounting Best Practices. Part 3 of 3: Accounting and Budgeting. Surveys Results & Recommended Practices Accounting Best Practices Part 3 of 3: Surveys Results & Recommended Practices December 2014 Table of Contents Click on page number to jump to section Executive Summary 3 Introduction 4 Background 5 Month

More information

Fairfax County Listening Project: Strengthening Nonprofits. Community Meeting March 7, 2011

Fairfax County Listening Project: Strengthening Nonprofits. Community Meeting March 7, 2011 Fairfax County Listening Project: Strengthening Nonprofits Community Meeting March 7, 2011 Discussion Timeline Welcome Presentation of Listening Project Findings Discussion of Project Findings Dialogue

More information

STANDARDS PROGRAM For Canada s Charities & Nonprofits

STANDARDS PROGRAM For Canada s Charities & Nonprofits STANDARDS PROGRAM For Canada s Charities & Nonprofits Released April 2012 Lions Foundation of Canada Dog Guides SickKids Foundation World Vision Enhancing governance and effectiveness Founding and presenting

More information

Procurement and Shared Services

Procurement and Shared Services Procurement and Shared Services Carol J. De Vita and Sarah L. Pettijohn February 2014 Nonprofit organizations are a vital partner to government in the delivery of human services. Through government contracts,

More information

EXECUTIVE DIRECTOR. LOCATION: KLAMATH, CALIFORNIA REPORTS TO: Yurok Council SALARY: $117,147 to negotiable DOE POSITION SUMMARY:

EXECUTIVE DIRECTOR. LOCATION: KLAMATH, CALIFORNIA REPORTS TO: Yurok Council SALARY: $117,147 to negotiable DOE POSITION SUMMARY: The Yurok Tribe is the largest Tribe in California with approximately 6,500 members. We are located in northern California along the Klamath River. The Yurok reservation is located in both Del Norte and

More information

CONNECT THE DOTS WHAT IS CAPACITY BUILDING?

CONNECT THE DOTS WHAT IS CAPACITY BUILDING? TOPIC #4: Nonprofit Capacity Building CONNECT THE DOTS A series of topical papers presented by the Omaha Community Foundation to begin a conversation on subjects that matter to our community WHAT IS CAPACITY

More information

Fresno State Commission on the Future of University Advancement Commission Retreat June 30, 2011 8 a.m. 5:30 p.m. Haak Center Boardroom

Fresno State Commission on the Future of University Advancement Commission Retreat June 30, 2011 8 a.m. 5:30 p.m. Haak Center Boardroom Fresno State Commission on the Future of University Advancement Commission Retreat June 30, 2011 8 a.m. 5:30 p.m. Haak Center Boardroom Welcome and review for the day. Historical Overview (handout) Approx.

More information

A PRELIMINARY ASSESSMENT THE OMB HELP DESK

A PRELIMINARY ASSESSMENT THE OMB HELP DESK A PRELIMINARY ASSESSMENT OF THE OMB HELP DESK Submitted to the William T. Grant Foundation By Bernard H. Martin August 25, 2006 This paper presents a preliminary assessment of the operations of the Coalition

More information

New Beginnings. Nonprofit Incubator Guidelines

New Beginnings. Nonprofit Incubator Guidelines New Beginnings Nonprofit Incubator New Beginnings Nonprofit Incubator Guidelines Resources for Human Development (RHD) operates The New Beginnings Nonprofit Incubator to nurture, equip and grow nonprofit

More information

Funds. Raised. March 2011

Funds. Raised. March 2011 The 2010 Nonprofit Fundra aising Survey Funds Raised in 20100 Compared with 2009 March 2011 The Nonprof fit Research Collaborative With special thanks to the representatives of 1,845 charitable organizations

More information

Indiana Arts Commission Regional Arts Partnership: Best Practices for Organizational Management

Indiana Arts Commission Regional Arts Partnership: Best Practices for Organizational Management Indiana Arts Commission 1) Definition: Management means a variety of activities conducted by the regional arts partner organization staff that are not identifiable with any one primary organizational function

More information

2015 State of the Financial Counseling and Education Sector. Susan C. Keating. President and CEO. National Foundation for Credit Counseling

2015 State of the Financial Counseling and Education Sector. Susan C. Keating. President and CEO. National Foundation for Credit Counseling 2015 State of the Financial Counseling and Education Sector Susan C. Keating President and CEO National Foundation for Credit Counseling 50 th Annual Leaders Conference Indianapolis, Indiana September

More information

Evaluating Collective Impact: The Strive Partnership s Evaluation and Response

Evaluating Collective Impact: The Strive Partnership s Evaluation and Response Evaluating Collective Impact: The Strive Partnership s Evaluation and Response Greg Landsman, Leslie Maloney, and Geoff Zimmerman Strive Cradle to Career Network Convening Milwaukee, WI September 27-28,

More information

BUSINESS PLANNING AND STRATEGIC PLANNING REVISITED. Article by Herb Rubenstein, President, Sustainable Business Group

BUSINESS PLANNING AND STRATEGIC PLANNING REVISITED. Article by Herb Rubenstein, President, Sustainable Business Group Introduction BUSINESS PLANNING AND STRATEGIC PLANNING REVISITED Article by Herb Rubenstein, President, Sustainable Business Group Recently, it came to my attention that a well known consulting firm is

More information

Neighborhood Lending Partners, Inc. Florida Minority Affordable Housing Development Fund Presentation Florida Housing Coalition September 9, 2014

Neighborhood Lending Partners, Inc. Florida Minority Affordable Housing Development Fund Presentation Florida Housing Coalition September 9, 2014 Neighborhood Lending Partners, Inc. Florida Minority Affordable Housing Development Fund Presentation Florida Housing Coalition September 9, 2014 Overview Neighborhood Lending Partners Certified as a CDFI-providing

More information

Once the organizing committee has chosen the organizational structure and

Once the organizing committee has chosen the organizational structure and 11 Hiring a Market Manager Once the organizing committee has chosen the organizational structure and created the board of directors, it is the responsibility of the board to hire a manager for the market.

More information

SIENAcollege. AmeriCorps*VISTA Fellows Program. Host Site Application Guidelines. The Office of Academic Community Engagement

SIENAcollege. AmeriCorps*VISTA Fellows Program. Host Site Application Guidelines. The Office of Academic Community Engagement SIENAcollege The Office of Academic Community Engagement AmeriCorps*VISTA Fellows Program Host Site Application Guidelines Year Contact Phone Yalitza Negron 2012-2013 Assistant Director 518-782-6942 Email/Website

More information

230 N. Washington Sq. Suite 300 Lansing, MI 48933 (517) 484-4954 Tel. (517) 484-6549 Fx. www.pscinc.com

230 N. Washington Sq. Suite 300 Lansing, MI 48933 (517) 484-4954 Tel. (517) 484-6549 Fx. www.pscinc.com 230 N. Washington Sq. Suite 300 Lansing, MI 48933 (517) 484-4954 Tel. (517) 484-6549 Fx. www.pscinc.com Dear Michigan Saves Board: Public Sector Consultants (PSC) is pleased to present the attached 2015

More information

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4

More information

Best Practices for Executive Directors and Boards of Nonprofit Organizations

Best Practices for Executive Directors and Boards of Nonprofit Organizations for Executive Directors and Boards of Nonprofit Organizations The following document on best practices was developed from a highly-successful training program called MATRIX* that was conducted in 1999

More information

Talent Management Self-Assessment

Talent Management Self-Assessment Thank you for your interest in assessing your organization s talent management program. Over the last decade many important steps have been taken to advance the fund development profession and the donor

More information

Nonprofit Intelligence Business intelligence for nonprofits

Nonprofit Intelligence Business intelligence for nonprofits White Paper Business for Nonprofits Executive Summary Information is more than just power it is the key to the success, growth and continued viability of every nonprofit organization. Yet, as many nonprofits

More information

Applied Projects Evaluation: Organizational Impact Report

Applied Projects Evaluation: Organizational Impact Report Applied Projects Evaluation: Organizational Impact Report August 2013 Svetlana Krasynska, M.A. Graduate Research Assistant Jennifer A. Jones, M.A. Graduate Research Assistant Mary Jo Schumann, Ph.D. Associate

More information

CONVIO LUMINATE Q&A. Summary: Luminate is comprised of two suites: What is new:

CONVIO LUMINATE Q&A. Summary: Luminate is comprised of two suites: What is new: CONVIO LUMINATE Q&A MEDIA FAQs Summary: Convio Luminate is Convio s new, cloud-based constituent engagement solution designed to support the next decade of growth for enterprise-level nonprofits. Convio

More information

Nonprofit Executive Directors & Leadership Challenges, Opportunities and Successes

Nonprofit Executive Directors & Leadership Challenges, Opportunities and Successes Nonprofit Executive Directors & Leadership Challenges, Opportunities and Successes Community Foundation of Sarasota County 2635 Fruitville Road, Sarasota FL 34237 www.cfsarasota.org Nonprofit Executive

More information

Quality Assessment Report. Louisville Metro Government Office of Internal Audit. For. December 13, 2006

Quality Assessment Report. Louisville Metro Government Office of Internal Audit. For. December 13, 2006 Quality Assessment Report For Louisville Metro Government Office of Internal Audit December 13, 2006 Table of Contents Executive Summary 4 Introduction 4 The Titus Solution 4 Comments 5 Conformity Rating

More information

Created 12-14-2010 12-13-2010 Actual Completion. Last Modified 12-03-2013 12-03-2013

Created 12-14-2010 12-13-2010 Actual Completion. Last Modified 12-03-2013 12-03-2013 Project Details Title Succession Planning: A Model for a Sustainable Future Status COMPLETED Category 5-Leading and Communicating Updated 09-26-2013 Timeline Reviewed 10-04-2013 Planned Project Kickoff

More information

Guide for Non-profit Organization Financial Administrative Form

Guide for Non-profit Organization Financial Administrative Form Guide for Non-profit Organization Financial Administrative Form This general guidance is provided by the State Education Department (SED) to assist non-profit organizations in completing the Non-profit

More information

REQUEST FOR PROPOSAL LEAD ATLANTA CLASS OF 2015 COHORT COMMUNITY PROJECTS. Issued June 25, 2014

REQUEST FOR PROPOSAL LEAD ATLANTA CLASS OF 2015 COHORT COMMUNITY PROJECTS. Issued June 25, 2014 REQUEST FOR PROPOSAL LEAD ATLANTA CLASS OF 2015 COHORT COMMUNITY PROJECTS Issued June 25, 2014 By Leadership Atlanta, Ten Peachtree Place, Suite 620, Atlanta, GA 30309. This RFP aims to assist you in preparing

More information

DESIGN THINKING IS THE COMPETITIVE ADVANTAGE THAT BUSINESS LEGAL SERVICES PROVIDERS NEED

DESIGN THINKING IS THE COMPETITIVE ADVANTAGE THAT BUSINESS LEGAL SERVICES PROVIDERS NEED DESIGN THINKING IS THE COMPETITIVE ADVANTAGE THAT BUSINESS LEGAL SERVICES PROVIDERS NEED The US legal market is roughly just over $300 billion per year. Over one million juried lawyers compete alongside

More information

DIANNA SADLOUSKOS BACKGROUNDER www.sadlouskos.com EXPERIENCE

DIANNA SADLOUSKOS BACKGROUNDER www.sadlouskos.com EXPERIENCE EXPERIENCE SADLOUSKOS CONSULTING SERVICES March 2006 to present FOUNDER, PRINCIPAL CONSULTANT Dianna Sadlouskos is a management consultant with twenty years experience supporting higher education institutions

More information

Grant Monitoring. Curriculum developed by the Office of Grants Management and Nonprofits Assistance Fund

Grant Monitoring. Curriculum developed by the Office of Grants Management and Nonprofits Assistance Fund Grant Monitoring Curriculum developed by the Office of Grants Management and Nonprofits Assistance Fund Who We Are The mission of Admin's Office of Grants Management is to standardize, streamline and improve

More information

Managing Restricted Funds

Managing Restricted Funds Managing Restricted Funds A resource article by Nonprofits Assistance Fund Unique accounting standards require that nonprofit organizations report contributed income in one of three categories unrestricted,

More information

2005 State of the Nonprofit Industry More than 1,000 Nonprofit Professionals Share How Their Organizations Performed in Three Key Areas

2005 State of the Nonprofit Industry More than 1,000 Nonprofit Professionals Share How Their Organizations Performed in Three Key Areas Blackbaud survey finds that nprofit budgets and demand for services are increasing, but recruiting and retaining dors remains a challenge. 2005 State of the Nonprofit Industry More than 1,000 Nonprofit

More information

Making A Case For Project Management

Making A Case For Project Management AN INTERTHINK CONSULTING WHITE PAPER Making A Case For Project Management An Overview Of Interthink Consulting's Project Management Business Case Approach Contents: Introduction Defining Organizational

More information

6. Finance. Tools for success: doing the right things and doing them right

6. Finance. Tools for success: doing the right things and doing them right 6. Finance Tools for success: doing the right things and doing them right Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance www.cass.city.ac.uk/cce 3 What

More information

Nature Conservancy of Canada. Position Profile. Vice President, Development & Marketing

Nature Conservancy of Canada. Position Profile. Vice President, Development & Marketing Position Profile Vice President, Development & Marketing Contacts: President: Deborah Legrove Senior Consultant: Linda Samis, Senior Consultant Email: linda@crawfordconnect.com Phone: 416.781.3618 1.0

More information

HIMMELMAN Consulting 210 Grant Street West, Suite 422 Minneapolis, MN 55403-2245 612/998-5507 ArthurTHimmelman@aol.com

HIMMELMAN Consulting 210 Grant Street West, Suite 422 Minneapolis, MN 55403-2245 612/998-5507 ArthurTHimmelman@aol.com HIMMELMAN Consulting 210 Grant Street West, Suite 422 Minneapolis, MN 55403-2245 612/998-5507 ArthurTHimmelman@aol.com COLLABORATION FOR A CHANGE (revised January 2002) Definitions, Decision-making models,

More information

Certificate in Nonprofit Finance Course Descriptions/Dates

Certificate in Nonprofit Finance Course Descriptions/Dates Certificate in Nonprofit Finance Course Descriptions/Dates To qualify for the certificate of completion, individuals must take three required courses and select two elective half-day courses. REQUIRED

More information

STANDING COMMITTEE ON FINANCE AGENDA REPORT

STANDING COMMITTEE ON FINANCE AGENDA REPORT STANDING COMMITTEE ON FINANCE AGENDA REPORT Subject: REVIEW OF DEBT MANAGEMENT POLICY C-FS-03 Recommendation(s): That the Review of Debt Management Policy C-FS-03 report dated October 11, 2011 be received

More information

Nonprofit Merger Integration Activities

Nonprofit Merger Integration Activities Nonprofit Merger Integration Activities Board of Directors Board integration is the process of creating a new, effective Board of Directors from the Boards of previously separate organizations. It involves

More information

Cisco flexpod express Study

Cisco flexpod express Study Cisco flexpod express Study Virtualization at Small and Medium Sized Firms on the Rise Prepared by a group of Cisco Partner Firms. Research conducted by The Blackstone Group Executive Summary Server virtualization

More information

State Number Percent Total Percent

State Number Percent Total Percent Building Nonprofit Capacity through Regional Grantmaking: Contributors and Barriers to Success September 2010 Introduction The Paul G. Allen Family Foundation has provided financial support for nonprofit

More information

October 21, 2010. Access to Credit: An analysis of the credit climate for small businesses in the Capital Region

October 21, 2010. Access to Credit: An analysis of the credit climate for small businesses in the Capital Region October 21, 2010 Access to Credit: An analysis of the credit climate for small businesses in the Capital Region Since the start of the recession in the third quarter of 2007, small business owners have

More information

Are You Ready to Launch a Major Fundraising Campaign?

Are You Ready to Launch a Major Fundraising Campaign? The monthly publication of Arts Consulting Group February 2014 Are You Ready to Launch a Major Fundraising Campaign? Lee Kappelman and Willem Brans, Senior Consultants As the economic recovery continues

More information

Taking the Fear Out of Numbers: The Dollars and Sense of your Donations. Agenda 08/11/2013. Heather Young and Samantha Zimmerman

Taking the Fear Out of Numbers: The Dollars and Sense of your Donations. Agenda 08/11/2013. Heather Young and Samantha Zimmerman Taking the Fear Out of Numbers: The Dollars and Sense of your Donations Heather Young and Samantha Zimmerman Agenda The Sitch Defining Terms financial and fundraising Tax Receipting Processes Accounting

More information

Sales Effectiveness A study of international sales force performance

Sales Effectiveness A study of international sales force performance productivity report Sales Effectiveness A study of international sales force performance www.alexanderproudfoot.com productivity report: sales effectiveness A foreword on selling No company strategy, however

More information

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Winnie Kwan and Emily Tuuk Center for Advanced Human Resource Studies May 2012 I. Introduction Over the past few

More information