Management Tips » Finance

Matters of nonprofit finance generally involve topics such as revenue of all types, salaries, budgets, unrelated business tax and accounting. Nonprofits must keep the financial house in order to be successful. Financial management is a key to a successful nonprofit, and it’s also one of the more difficult jobs in the sector. A good finance manager must find new sources of funds to keep the organization running, whether this is through fundraising projects, endowments, or grants. This means they need to have a good idea of the organization’s short and long-term cash flow needs, and a sound cash-management strategy.

Read more about finance, and why it is important to every nonprofit organization, in the articles below.

• Socially responsible
• 4 considerations for reserves
• 6 areas that need good internal controls
• 6 steps for handling embezzlement
• 15 simplifying questions
• 4 elements of leveraging assets
• 4 reasons to reflect your true numbers
• 4 tips for club versus association
• 7 challenges for overseas operations
• 6 ideas for development innovation
• 8 elements for strategic planning
• 8 elements of merger due diligence
• 5 practices for securing your investments
• 5 ideas for growth in challenging times
• Getting it done during the recession
• Thinking about philanthropy as a venture
• 6 'musts' the recession changed
• Inflation rate more than doubles for schools
• 3 ideas for fundraising on a tight budget
• Societal trends and grantmaking
• Beware the government's single audit
• 5 audit problem areas
• 12 audit findings to avoid
• 10 factors for agency and joint venture
• 5 pitfalls to setting fair value
• Reviewing the substantiation rules
• 9 financial reporting errors
• Top 10 nonprofit tax issues
• A banker’s 5 Cs to loan approval
• 3 steps to volunteers succeeding as fundraisers
• Alternative investments need best practices
• 14 tips for running your RFP
• Using life settlements to insure and ensure giving
• 5 steps to control cost and improve outcomes in donor recognition
• 4 reasons for documenting reporting controls
• Courageous Conversations
• Acting quickly when fraud is suspected
• 10 rules regarding for-profit subsidiaries
• Mission-related investing
• Microlending with macro results
• 8 steps to streamlining budgets
• Due diligence key for critical decisions
• 4 points to the internal audit inspection
• Measuring long-term investment income
• The battle between the CFO and the auditors
• 6 oversight fraud challenges
• Disclosure requirements for the new Form 990
• 11 ideas for financial success
• Developing community benefits agreements
• 14 signs of financial distress
• Expenditure responsibility required by law
• What’s You SROI?
• Getting your ducks in a row, before trouble
• Sometimes they work, sometimes they don’t
• 9 interviews for internal controls
• Potential ’09 postage increases creep toward 5 percent
• 5 questions to ask regarding investment planning
• 7 audit criteria for allowable costs
• Implications for the follow-up grant
• Regulations for subrecipient vs. vendor
• 8 tips for your internal audit
• Preparing for a government audit
• 4 ideas on grant assistance
• Foundations not compensating board members
• Watching the Watchers
• Auditor Focus
• 8 steps to avoid misappropriation of assets
• Using your Form 990 for marketing opportunities
• Monitoring sub-recipients of federal grants
• 5 tips for Form 990 conflict compliance
• 7 relevant factors with UPMIFA
• Top 10 considerations for the new Form 990
• 3 stages to a nonprofit merger
• Top 10 ways family foundations get into trouble
• The psychology of fraud
• A checklist of financial and governance concerns
• 9 ideas for preventing fraud
• 7 ways you can accept credit cards
• Stay positive, but act immediately
• 5 cause-related regulations to beware
• 7 reasons why social purpose is worth it
• The feds continue their 'Big Brother' routine
• Beating the fraud triangle
• 6 compensation tax compliance ideas
• Here are the real economic indicators
• 5 concerns with insurance captives
• Questions to ask in rough financial times
• Fundraising and the corporate suite
• FIN 480 is not an expensive port wine
• 6 steps to dealing with the fiscal crisis
• 10 recession principles to stand by
• Public school foundations gaining ground
• 3 important phases of a merger
• 5 strategic insights for analysis
• 5 ideas for making collection easier
• Communicating during audits is vital
• 6 parts of the new Schedule H
• 11 lessons from finding fraud
• Beware IRS Intermediate Sanctions
• 5 benefits to having a foundation strategy
• 11 ideas for approaching your Form 990
• Auditing due to the American Recovery and Reinvestment Act
• 10 innovative funding models
• 6 cash flow lessons to learn
• 8 tips for establishing cash reserves
• 5 diversified funding sources
• 6 intermediate sanctions compliance ideas
• Defending against 990 harassment
• Earmark is not a dirty word (generally)
• What is "due diligence," really?
• 10 ways of surviving the recession
• 7 terms for understanding fiscal sponsorships
• A financial management blueprint
• Budget questions you need to be asking
• Getting inexpensive accounting help
• New 990 guidelines are put forward
• The truth about cost ratios
• Use Web For Compliance
• 6 Tips For Fiscal Sponsorships
• 10 for profit finance steps to try
• Avoiding excess UBIT penalties
• Internal controls prevent the need for whistleblowing
• Getting hammered with UBIT
• Incorporating business intelligence into your financial analysis
• Should you rent or own your offices
• Tracking your project costs
• Valuing Your Intellectual Property
• Putting fraud controls in place
• Study-Know the drivers of operational costs
• 5 components to internal controls
• Measuring long term investment income
• Red flags for federal audits
• Using modern financial and business techniques