hopeFound: Finding the Way Through Data, Discipline & Dialogue
Measuring impact is an ongoing challenge that all nonprofits-- including NFF--are always thinking about. With the multitude of factors that tangle the trajectory from service delivery to long-term outcomes, impact is often a complex picture that doesn't immediately unfold in hard numbers.
Recently, however, we had the chance follow up on an amazing story of long-term impact with hopeFound, a nonprofit dedicated to preventing and ending homelessness in the greater Boston area. hopeFound came to NFF in 2005, in the midst of some serious financial challenges that were posing a threat to the critical services they offer to the community.
Using five years of hopeFound's financial data, we performed a complete business analysis to shed light on their financial situation and provide a road map towards improved organizational health. hopeFound used NFF's findings to transform into a sustainable nonprofit achieving more impact than ever before. Now, a little over 5 years later, hopeFound engaged NFF to perform a second business analysis to clarify their 10-year trajectory of success and help shape a plan for the future.
So how did hopeFound achieve this transformation, and what can all nonprofits learn from this story? Check out the case study below to see how hopeFound combined effective data collection, disciplined planning and decision-making, and transparent communication to take control of their organization's future.
Anjali Deshmukh, Marketing and Communications Manager
What's in the Numbers? A workshop for mastering the power of financial toolsStrengtheningPGHArts
Presented by Kim Cook and Alice Richardson, Nonprofit Finance Fund, August 23, 2010, for the Strengthening Pittsburgh Arts Kickoff Event at Father Ryan Arts Center
Have you been asked to manage to a balance sheet? Do you wonder what it means to get “beyond break even”? Have you heard the term “below the line” and wondered what line they were referring to? Do metrics sound like a system for tabulating football scores that you didn’t learn in college? This workshop is designed to address issues for both new and experienced nonprofit managers facing increasingly challenging demands in the use of financial tools. As the economy continues to remain uncertain, many organizations are revisiting current budgeting practices and exploring new options to better navigate this changing environment. Especially valuable for managers of organizations with budgets between $200,000 and $5 million, this workshop encompasses a review of how to approach budgeting for successful annual financial management and external communications, how to use program economics as a method for making adjustments on the margin to improve overall performance, and concepts for thinking about and adjusting scenarios when operational changes occur.
The document summarizes an upcoming conference on pension plan de-risking to be held from May 19-21, 2010 in New York City. The conference will focus on strategic asset allocation, risk management, and liability-driven investing (LDI) for corporate and public pension plans. It will include sessions on implementing LDI strategies, examining investment opportunities, and discussing best practices for investment manager selection and portfolio construction. A pre-conference seminar on defined contribution plans will also be held on May 19 to discuss topics such as participant education and investment challenges.
File 3 strategy work in philanthropic sectorSajjad Ahmed
an illustration of my work done in various organizations/industries in different capacities ranging from a Consultant to permanent roles. In order to maintain the confidentiality of work intact, relevant info has been replaced by XX
This document provides a summary of BI&P's results for the 2nd quarter of 2012. Key highlights include:
- Loan portfolio grew 1.7% in the quarter and 33.1% over 12 months, reaching R$2.8 billion, with continued focus on corporate clients.
- Credit quality improved, with higher rated loans increasing to 79% of the portfolio. Non-performing loans fell to 2.6% of the portfolio.
- Net interest margin increased to 5.3% and efficiency ratio improved to 65.1%, though net profits were still impacted by legacy loans.
- Capital and liquidity remained strong with a Tier 1 Basel ratio of 17% and leverage of 4.
This document provides an overview of the financial planning process. It discusses how financial planning can help individuals balance financial priorities and achieve goals like saving for retirement, education expenses, and other life events. The summary involves working with financial professionals to develop a comprehensive plan, implement strategies, and monitor progress towards goals. Key members of the financial planning team are identified as the client, financial planners, accountants, estate planning attorneys, insurance professionals, and investment advisors. Regular reviews are recommended to update the plan for any changes in personal circumstances or the economy.
Westcore Funds is a mutual fund family with $3.1 billion in total assets under management. It is managed by Denver Investments, an employee-owned advisory firm. Westcore Funds offers growth equity, value equity, international equity, and fixed income strategies across various market capitalizations. Denver Investments employs a research-driven approach and has over 50 years of experience managing institutional portfolios.
The document discusses how many private foundations focus primarily on the tax benefits of philanthropic giving and the logistical requirements of setting up a foundation, rather than clearly defining their mission. It argues that this lack of mission focus is influenced by the IRS requirement that foundations pay out 5% of their assets annually in grants. To maximize their impact, foundations should separately define their mission, create spending policies aligned with the mission, and set investment strategies accordingly, even while meeting the 5% requirement. Clearly communicating the mission can help foundations avoid unclear donor intent derailing their goals.
What's in the Numbers? A workshop for mastering the power of financial toolsStrengtheningPGHArts
Presented by Kim Cook and Alice Richardson, Nonprofit Finance Fund, August 23, 2010, for the Strengthening Pittsburgh Arts Kickoff Event at Father Ryan Arts Center
Have you been asked to manage to a balance sheet? Do you wonder what it means to get “beyond break even”? Have you heard the term “below the line” and wondered what line they were referring to? Do metrics sound like a system for tabulating football scores that you didn’t learn in college? This workshop is designed to address issues for both new and experienced nonprofit managers facing increasingly challenging demands in the use of financial tools. As the economy continues to remain uncertain, many organizations are revisiting current budgeting practices and exploring new options to better navigate this changing environment. Especially valuable for managers of organizations with budgets between $200,000 and $5 million, this workshop encompasses a review of how to approach budgeting for successful annual financial management and external communications, how to use program economics as a method for making adjustments on the margin to improve overall performance, and concepts for thinking about and adjusting scenarios when operational changes occur.
The document summarizes an upcoming conference on pension plan de-risking to be held from May 19-21, 2010 in New York City. The conference will focus on strategic asset allocation, risk management, and liability-driven investing (LDI) for corporate and public pension plans. It will include sessions on implementing LDI strategies, examining investment opportunities, and discussing best practices for investment manager selection and portfolio construction. A pre-conference seminar on defined contribution plans will also be held on May 19 to discuss topics such as participant education and investment challenges.
File 3 strategy work in philanthropic sectorSajjad Ahmed
an illustration of my work done in various organizations/industries in different capacities ranging from a Consultant to permanent roles. In order to maintain the confidentiality of work intact, relevant info has been replaced by XX
This document provides a summary of BI&P's results for the 2nd quarter of 2012. Key highlights include:
- Loan portfolio grew 1.7% in the quarter and 33.1% over 12 months, reaching R$2.8 billion, with continued focus on corporate clients.
- Credit quality improved, with higher rated loans increasing to 79% of the portfolio. Non-performing loans fell to 2.6% of the portfolio.
- Net interest margin increased to 5.3% and efficiency ratio improved to 65.1%, though net profits were still impacted by legacy loans.
- Capital and liquidity remained strong with a Tier 1 Basel ratio of 17% and leverage of 4.
This document provides an overview of the financial planning process. It discusses how financial planning can help individuals balance financial priorities and achieve goals like saving for retirement, education expenses, and other life events. The summary involves working with financial professionals to develop a comprehensive plan, implement strategies, and monitor progress towards goals. Key members of the financial planning team are identified as the client, financial planners, accountants, estate planning attorneys, insurance professionals, and investment advisors. Regular reviews are recommended to update the plan for any changes in personal circumstances or the economy.
Westcore Funds is a mutual fund family with $3.1 billion in total assets under management. It is managed by Denver Investments, an employee-owned advisory firm. Westcore Funds offers growth equity, value equity, international equity, and fixed income strategies across various market capitalizations. Denver Investments employs a research-driven approach and has over 50 years of experience managing institutional portfolios.
The document discusses how many private foundations focus primarily on the tax benefits of philanthropic giving and the logistical requirements of setting up a foundation, rather than clearly defining their mission. It argues that this lack of mission focus is influenced by the IRS requirement that foundations pay out 5% of their assets annually in grants. To maximize their impact, foundations should separately define their mission, create spending policies aligned with the mission, and set investment strategies accordingly, even while meeting the 5% requirement. Clearly communicating the mission can help foundations avoid unclear donor intent derailing their goals.
This document proposes a new online platform called Pajebal that aims to revolutionize microfinance by directly connecting small businesses in developing countries with social investors in developed countries. Pajebal will address issues with current platforms by requiring businesses to publish financial statements and pitch videos, directly matching individual investors and businesses to foster mentorship, and expanding beyond microloans to include small businesses. The platform is proposed to launch with a pilot program in Guatemala connecting U.S. companies' CSR funds with vetted small businesses through Pajebal's local partners.
Spectrum acted as the exclusive restructuring and financial advisor to Southwest Georgia Ethanol LLC, a ethanol manufacturing company that faced a liquidity crisis due to increased corn prices and operational issues. Spectrum helped the company file for Chapter 11 bankruptcy and emerge from bankruptcy in only 11 months with no debt and a potential recovery for equity holders. Spectrum also advised Third Party Logistics company 3PD, Inc. in successfully refinancing its credit facilities when it faced potential covenant violations during the recession. Additionally, Spectrum advised Quixote Corporation, a $100 million company with a hostile debt situation, in its successful restructuring and sale to a strategic buyer, providing shareholders a 3.4x return on investment.
1) SpareBank 1 Gruppen reported significantly improved profits for the first quarter of 2011, with pre-tax profits of NOK 162 million, up from NOK 131 million in the same period the previous year.
2) Good investment returns contributed to strong profits of NOK 129 million in SpareBank 1 Livsforsikring, up from NOK 92 million the previous year.
3) Fewer winter-related insurance claims led to an improved claims ratio for SpareBank 1 Skadeforsikring.
The document discusses how to create budgets for grant writing, including defining a budget, the benefits of budgets, budget planning issues, types of budgets, budget elements, general budget components, evaluating financial health, and creating a strategic budget plan to identify funding gaps and sources. It provides guidance on the key components to include in an organizational or project budget.
The document summarizes Illinois' fiscal crisis and budget challenges. It notes that Illinois faces a $13.7 billion operating deficit for FY2011, equal to 52.2% of its general revenue fund appropriations. To address this, Illinois relies heavily on one-time revenues like debt issuance, fund sweeps, and federal stimulus funds. Over the long term, Illinois has seen the loss of high-paying manufacturing jobs replaced with lower paying service jobs without benefits. This has contributed to economic problems and budget deficits that Illinois has struggled to adequately address through recurring revenues and spending priorities.
This document provides information about Direct Relief International's finances and medical assistance programs. It discusses Direct Relief's high ratings for efficiency and accountability from independent organizations. It also details how Direct Relief selects and supports partners in over 65 countries by providing requested medical supplies and equipment to care for over 13 million people annually. Furthermore, the document discusses Direct Relief expanding its domestic assistance by providing $3.4 million in supplies to 51 community clinics in California to help the uninsured.
This presentation is designed to give an overview of the strategic planning process for those new to the process. It has been used with deans and other executives particularly in higher education, but it is applicable to any organization.
Presentation slides for the SMSF Tax Planning webinar presented by Aaron Dunn of the SMSF Academy on 24 April 2013.
With the growing number of self-managed super funds, the need to appropriately plan and take advantage of the various contribution, pension, investment strategy and tax issues all lead to the value of discussing some key tax planning strategies with SMSF trustees.
If you wish to view the webinar recording, this can be purchased for $99 (incl. GST). You can visit the SMSF Academy online store to purchase this recording, https://nq129.infusionsoft.com/app/storeFront/showCategoryPage?categoryId=9
This document provides supplementary financial information for The Chubb Corporation as of December 31, 2007. It includes highlights of consolidated balance sheets, share repurchase activity, summaries of invested assets, investment income after taxes for corporate and property/casualty divisions, statutory policyholder surplus, changes in unpaid losses, and underwriting results by line of business for 2007 and 2006.
This document provides an overview of SAP's Grants Management solution. It discusses the grantee and grantor modules, including the key master data and business processes supported. The presentation outlines the project timeline for the grantee module, which is currently available, and planned milestones for the grantor module. It also discusses future enhancements planned for ongoing development.
1) The document discusses how defined contribution plan re-enrollment can help guide all plan participants to better asset allocations by defaulting them into target date funds if they do not make active selections during the re-enrollment period.
2) It addresses some potential roadblocks to re-enrollment like beliefs about participant decision making and collective bargaining, and suggests overcommunicating the benefits of target date funds to help with implementation.
3) The case study describes how one plan re-enrollment resulted in 75% of participants being in age-appropriate allocations compared to 29% before, dramatically improving portfolio construction.
The document summarizes HSBC Finance Corporation's investor presentation from March 12, 2008. It discusses key developments in 2007, including increased delinquencies and loan impairment allowances due to the weak housing market. It also outlines actions taken to reduce risks and costs, such as closing mortgage origination businesses and reducing the retail branch network. The financial results showed a decline in net operating income due to higher loan impairment charges, while expenses were reduced. The presentation aimed to communicate HSBC's commitment to stakeholders during difficult market conditions.
GuideStar Webinar (08/06/12) - Money for Good II: Findings and Implications f...GuideStar
Presenters: Greg Ulrich, Director of Advisory Services, Hope Consulting; Bob Ottenhoff, former President and CEO, GuideStar USA; Lindsay Nichols, Communications Director, GuideStar USA (moderator)
Telling Your School’s Story through Your Financial Statements: A Lender’s Poi...Nonprofit Finance Fund
This document discusses how charter school financial statements help tell potential lenders the story of a school's past, present, and future financial situation when applying for loans. It outlines the key factors lenders evaluate, including the school's financial systems, historical financial statements like income statements and balance sheets, and forward-looking statements like budgets, cash flow projections, and income statement projections. Being able to clearly articulate the school's financial story through these documents is important for obtaining a loan.
This document discusses the need for improved capitalization practices in arts organizations to help them thrive financially and artistically. Most arts nonprofits are "mis-capitalized," meaning they lack the right types and amounts of capital at the right times to support innovation, growth, and artistic excellence. The Leading for the Future initiative aims to address this issue by providing "change capital" grants to 10 arts organizations to help them adapt their programming, operations, and finances in sustainable ways. Principles of improved capitalization could strengthen the field if adopted more broadly by nonprofits and funders.
This document discusses a new technique for nonprofit organizations to separately report capital and operating revenue in their financial statements in order to provide more transparency. Under the current reporting standards, capital is often mixed in with operating revenue, obscuring the true financial performance and health of the organization. The proposed technique separates capital from revenue to show how capital is being used to fund planned deficits as an organization undergoes changes. It also allows organizations and funders to track progress toward the goal of achieving net operating revenue. The document provides examples of how the capital and operating revenue would be reported separately using this new technique.
This document provides tips for making nonprofit facilities more energy efficient and environmentally sustainable. Some key recommendations include sealing cracks and leaks around windows, doors, and other areas to reduce energy loss, installing programmable thermostats and HVAC filters, replacing old windows with more efficient double-pane windows, installing outdoor shading and planting deciduous trees for shade, and changing lighting to more efficient bulbs and utilizing light-colored paint to reflect existing light. Implementing these low-cost changes can help nonprofits reduce utility bills and maintenance costs while creating a healthier environment.
This document proposes a new online platform called Pajebal that aims to revolutionize microfinance by directly connecting small businesses in developing countries with social investors in developed countries. Pajebal will address issues with current platforms by requiring businesses to publish financial statements and pitch videos, directly matching individual investors and businesses to foster mentorship, and expanding beyond microloans to include small businesses. The platform is proposed to launch with a pilot program in Guatemala connecting U.S. companies' CSR funds with vetted small businesses through Pajebal's local partners.
Spectrum acted as the exclusive restructuring and financial advisor to Southwest Georgia Ethanol LLC, a ethanol manufacturing company that faced a liquidity crisis due to increased corn prices and operational issues. Spectrum helped the company file for Chapter 11 bankruptcy and emerge from bankruptcy in only 11 months with no debt and a potential recovery for equity holders. Spectrum also advised Third Party Logistics company 3PD, Inc. in successfully refinancing its credit facilities when it faced potential covenant violations during the recession. Additionally, Spectrum advised Quixote Corporation, a $100 million company with a hostile debt situation, in its successful restructuring and sale to a strategic buyer, providing shareholders a 3.4x return on investment.
1) SpareBank 1 Gruppen reported significantly improved profits for the first quarter of 2011, with pre-tax profits of NOK 162 million, up from NOK 131 million in the same period the previous year.
2) Good investment returns contributed to strong profits of NOK 129 million in SpareBank 1 Livsforsikring, up from NOK 92 million the previous year.
3) Fewer winter-related insurance claims led to an improved claims ratio for SpareBank 1 Skadeforsikring.
The document discusses how to create budgets for grant writing, including defining a budget, the benefits of budgets, budget planning issues, types of budgets, budget elements, general budget components, evaluating financial health, and creating a strategic budget plan to identify funding gaps and sources. It provides guidance on the key components to include in an organizational or project budget.
The document summarizes Illinois' fiscal crisis and budget challenges. It notes that Illinois faces a $13.7 billion operating deficit for FY2011, equal to 52.2% of its general revenue fund appropriations. To address this, Illinois relies heavily on one-time revenues like debt issuance, fund sweeps, and federal stimulus funds. Over the long term, Illinois has seen the loss of high-paying manufacturing jobs replaced with lower paying service jobs without benefits. This has contributed to economic problems and budget deficits that Illinois has struggled to adequately address through recurring revenues and spending priorities.
This document provides information about Direct Relief International's finances and medical assistance programs. It discusses Direct Relief's high ratings for efficiency and accountability from independent organizations. It also details how Direct Relief selects and supports partners in over 65 countries by providing requested medical supplies and equipment to care for over 13 million people annually. Furthermore, the document discusses Direct Relief expanding its domestic assistance by providing $3.4 million in supplies to 51 community clinics in California to help the uninsured.
This presentation is designed to give an overview of the strategic planning process for those new to the process. It has been used with deans and other executives particularly in higher education, but it is applicable to any organization.
Presentation slides for the SMSF Tax Planning webinar presented by Aaron Dunn of the SMSF Academy on 24 April 2013.
With the growing number of self-managed super funds, the need to appropriately plan and take advantage of the various contribution, pension, investment strategy and tax issues all lead to the value of discussing some key tax planning strategies with SMSF trustees.
If you wish to view the webinar recording, this can be purchased for $99 (incl. GST). You can visit the SMSF Academy online store to purchase this recording, https://nq129.infusionsoft.com/app/storeFront/showCategoryPage?categoryId=9
This document provides supplementary financial information for The Chubb Corporation as of December 31, 2007. It includes highlights of consolidated balance sheets, share repurchase activity, summaries of invested assets, investment income after taxes for corporate and property/casualty divisions, statutory policyholder surplus, changes in unpaid losses, and underwriting results by line of business for 2007 and 2006.
This document provides an overview of SAP's Grants Management solution. It discusses the grantee and grantor modules, including the key master data and business processes supported. The presentation outlines the project timeline for the grantee module, which is currently available, and planned milestones for the grantor module. It also discusses future enhancements planned for ongoing development.
1) The document discusses how defined contribution plan re-enrollment can help guide all plan participants to better asset allocations by defaulting them into target date funds if they do not make active selections during the re-enrollment period.
2) It addresses some potential roadblocks to re-enrollment like beliefs about participant decision making and collective bargaining, and suggests overcommunicating the benefits of target date funds to help with implementation.
3) The case study describes how one plan re-enrollment resulted in 75% of participants being in age-appropriate allocations compared to 29% before, dramatically improving portfolio construction.
The document summarizes HSBC Finance Corporation's investor presentation from March 12, 2008. It discusses key developments in 2007, including increased delinquencies and loan impairment allowances due to the weak housing market. It also outlines actions taken to reduce risks and costs, such as closing mortgage origination businesses and reducing the retail branch network. The financial results showed a decline in net operating income due to higher loan impairment charges, while expenses were reduced. The presentation aimed to communicate HSBC's commitment to stakeholders during difficult market conditions.
GuideStar Webinar (08/06/12) - Money for Good II: Findings and Implications f...GuideStar
Presenters: Greg Ulrich, Director of Advisory Services, Hope Consulting; Bob Ottenhoff, former President and CEO, GuideStar USA; Lindsay Nichols, Communications Director, GuideStar USA (moderator)
Telling Your School’s Story through Your Financial Statements: A Lender’s Poi...Nonprofit Finance Fund
This document discusses how charter school financial statements help tell potential lenders the story of a school's past, present, and future financial situation when applying for loans. It outlines the key factors lenders evaluate, including the school's financial systems, historical financial statements like income statements and balance sheets, and forward-looking statements like budgets, cash flow projections, and income statement projections. Being able to clearly articulate the school's financial story through these documents is important for obtaining a loan.
This document discusses the need for improved capitalization practices in arts organizations to help them thrive financially and artistically. Most arts nonprofits are "mis-capitalized," meaning they lack the right types and amounts of capital at the right times to support innovation, growth, and artistic excellence. The Leading for the Future initiative aims to address this issue by providing "change capital" grants to 10 arts organizations to help them adapt their programming, operations, and finances in sustainable ways. Principles of improved capitalization could strengthen the field if adopted more broadly by nonprofits and funders.
This document discusses a new technique for nonprofit organizations to separately report capital and operating revenue in their financial statements in order to provide more transparency. Under the current reporting standards, capital is often mixed in with operating revenue, obscuring the true financial performance and health of the organization. The proposed technique separates capital from revenue to show how capital is being used to fund planned deficits as an organization undergoes changes. It also allows organizations and funders to track progress toward the goal of achieving net operating revenue. The document provides examples of how the capital and operating revenue would be reported separately using this new technique.
This document provides tips for making nonprofit facilities more energy efficient and environmentally sustainable. Some key recommendations include sealing cracks and leaks around windows, doors, and other areas to reduce energy loss, installing programmable thermostats and HVAC filters, replacing old windows with more efficient double-pane windows, installing outdoor shading and planting deciduous trees for shade, and changing lighting to more efficient bulbs and utilizing light-colored paint to reflect existing light. Implementing these low-cost changes can help nonprofits reduce utility bills and maintenance costs while creating a healthier environment.
Pay for Success Projects and Social Impact Bonds: Structuring Considerations ...Nonprofit Finance Fund
In NFF's first SIB e-vent, we held a live web chat exploring the challenges and opportunities of SIB and their potential to develop in the US marketplace. In this second e-vent, experts from The Young Foundation (UK), the Centre for Social Impact (New South Wales), and NFF discussed:
1. What SIB models exist for risk sharing and rewards incentives
2. How other countries have come to determine the right SIB structures for their transactions
3. Initial implications for structuring SIBs/Pay for Success projects in the United States
See this and other resources, including the recording of the live webinar at our Social Impact Bond discussion group, which is free for anyone to join here: http://nonprofitfinancefund.org/sib
The survey of more than 1,900 nonprofit leaders in markets nationwide found that while there are some signs of hope, many nonprofits are straining under year-after-year increases in the demand for services. If you're interested in a customized report by geography or sub-sector, please contact Nonprofit Finance Fund!
On the Boards (OtB), a contemporary performance arts organization in Seattle, faced financial struggles after purchasing and renovating a new performance space. Through the Mid-sized Presenting Organizations Initiative funded by the Doris Duke Charitable Foundation, OtB received guidance from the Nonprofit Finance Fund (NFF) over four years. With NFF's help, OtB established operating and building reserve funds, retired all long-term debt, and received a grant to establish an endowment. As a result, OtB strengthened its financial position and long-term sustainability.
This document discusses how grantmakers can use balance sheets to assess the financial risk faced by arts organizations. It explains that balance sheets reveal an organization's liquidity, adaptability, and durability. The author analyzes the sample balance sheet of a theater company to demonstrate how to evaluate these factors. Key points include cash availability, reserves, debt obligations, and calculating financial ratios like months of liquid net assets. Analyzing balance sheets along with income statements over time can provide useful insights into an organization's financial stability and needs.
The survey found that nonprofit organizations continue to struggle with increased demand for services due to the lingering effects of the recession and ongoing funding cuts. While some organizations have recovered from the worst impacts, over 85% reported higher demand for services since 2008. Many organizations are unable to meet this growing need as funding has not kept pace. The sector remains stretched thin and feels disconnected from funders and boards. Government funding, which nearly half of respondents rely on, has been unreliable with frequent payment delays, exacerbating financial challenges for nonprofits.
The document discusses a new technique for nonprofit financial reporting that separates capital funding from operating revenue. Under the conventional reporting method, capital is treated as regular revenue, obscuring the organization's true operating picture. The proposed method reports capital separately from revenue to show whether capital investments are resulting in increased revenue to cover ongoing costs. It recommends presenting capital releases separately below the change in net assets line for improved transparency. This allows leaders and funders to assess progress toward financial sustainability goals.
WHEDCo received a grant from NFF in 2002 and has since received additional funding from NFF, including a line of credit to help with cash flow from government contracts and two Nonprofit Business Advisors (NBA) to help shape their strategies. The South Bronx Charter School for International Cultures and the Arts received $2.5 million in financing from NFF and others to acquire a new facility, and NFF is evaluating additional funding for a $11.4 million renovation. Manhattan Youth Resources and Recreation was an early user of the NBA, which provided insight into opening a new community center, and later received a line of credit from NFF to complete the project.
This document discusses Pay for Success bonds as a new approach to social program funding. It begins by describing traditional government funding which allocates money to different agencies for various programs without knowing which are truly effective. Pay for Success bonds allow private investors to fund social service providers upfront, and the government only pays if the programs achieve pre-agreed outcomes. This addresses issues of scaling effective approaches and shifting funds based on results. However, there are also challenges around complexity, measurability, and political will. Overall, Pay for Success bonds aim to leverage private capital to expand programs that work, while only spending public money when objectives are met.
The document discusses the importance of business planning for charities. It notes that business planning helps charities understand themselves as businesses, identify gaps and resource needs, build teamwork, and guide operations. Case studies are provided of charities that benefited significantly from business planning assistance provided by The Cranfield Trust's volunteers. The document emphasizes that effective business planning is crucial for charities to survive funding cuts, remain financially sustainable, and achieve their goals.
The document discusses the importance of business planning for charities. It notes that business planning helps charities understand themselves as businesses, identify gaps and resource needs, build teamwork, and guide operations. Case studies are provided of charities that benefited significantly from business planning assistance provided by volunteers from The Cranfield Trust. The document emphasizes that effective business planning is important for charities to survive funding cuts, remain financially sustainable, and achieve their goals.
Funding Your Social Enterprise: Approaches & Resources for NonprofitsMargaret Stangl
The document discusses various approaches and funding resources for social enterprises and nonprofits, including loans from community development financial institutions, program-related investments from foundations, and mission-related investments that align with a foundation's goals. It provides examples of specific social enterprises, their models and financing approaches. The webinar addresses common questions around accessing capital through grants, debt, and equity.
From recruiting more passionate staff members to acquiring a bigger board of directors and most importantly, generating greater impact of CFED's work, 2000 was a fundamental year of growth for CFED. Mobilizing a strategic three-year plan at the beginning of the year, CFED has channeled it's resources into acquiring individual assets, enterprise development, and sustainable economies that have resulted in a remarkable vision for economic opportunity in years to come.
Sustainability issues are increasingly being factored into IPO planning and disclosures. More companies addressing sustainability risks and opportunities in SEC filings. Growing investor interest in environmental, social and governance issues leads companies to consider sustainability as part of overall business strategy and risk management.
Organizations that can clearly and accurately articulate their financial story and resource needs are better positioned to make a strong case for support. In both good times and bad, your stakeholders will be more engaged if you can provide a data-driven assessment that links your nonprofit’s financial health to its impact and accomplishments. This can inform strategic planning and guide leadership in making mission driven, financially sound decisions.
We've created a worksheet divided into six core areas of nonprofit finance, described in detail in the document:
Revenue
Expenses
Probability and Savings
Health of the Balance Sheet
Liquidity
Financial Planning
Use the worksheet to capture a snapshot of your nonprofit’s strengths and weaknesses. Together, these areas help you balance the three critical components essential to your organization’s long-term viability: Mission, Capacity, and Capital.
Introduction to Finance and Financial ManagementSundar B N
The document provides an overview of key concepts in financial management including:
1) Financial management deals with planning and controlling a firm's financial resources and involves decisions around investment, financing, and dividends.
2) The objectives of financial management have shifted from profit maximization to wealth maximization to account for stakeholder interests.
3) The main functions of financial management include investment, financing, and dividend decisions.
4) Investment decisions concern allocating funds to productive assets. Financing decisions involve determining an optimal capital structure. Dividend decisions focus on profit distribution to shareholders.
The document summarizes Carla Javits' presentation on REDF's proposal for a Pay for Success program. The proposal seeks $20 million in grants from the Department of Labor to test interventions focused on employment outcomes for disadvantaged populations. REDF would partner with social enterprises that provide job training and transitional employment to help participants find permanent, higher-wage jobs. The intervention aims to significantly grow revenue and employment at social enterprises while also providing support services to transition more people into permanent positions.
Day 1 Ashley Petersen - IDC - Funding Broadband in the rest of AfricaAdrian Hall
The IDC is a South African development finance institution that provides funding for infrastructure projects across Africa. It introduced itself and described its funding model, where it relies on returns from mature investments to cross-subsidize riskier developmental projects. The document discussed challenges in Africa's business environment but noted improvements in many countries. It argued that reducing broadband costs through infrastructure investment is important for technology adoption and economic growth. The IDC's role in funding broadband projects was outlined, as were lessons learned about project structuring and success factors for businesses operating in the rest of Africa.
Catalyzing Financial Services for Enterprising Nonprofits . A report of the CIBC Presents Entrepreneurship 101 Lived-it-Lecture featuring Jed Emerson held December 2, 2009, at MaRS.
NBH Holdings Corp. raised $1.15 billion through a private stock placement to over 70 institutional investors. The funds will be used to build a leading community banking franchise focused on serving retail and business customers through acquisitions and organic growth. James Connolly, an experienced banking executive, leads an experienced management team as President and CEO.
The document discusses the key stages in a fund's life cycle: concept, design, invest & manage, and exit. It notes that funds go through commonly defined stages and explores investment considerations at each stage, such as desired development impact, balancing social and financial returns, and governance structures. Fundraising, deal-making, portfolio management, and eventual exit are also addressed. The life cycle framework is meant to help investors make informed decisions throughout the development of an investment fund.
Over the past 15 years, we have worked closely with Canadian businesses to solve difficult problems, achieve strategic objectives, grow and succeed. We reach out to clients, investors, lawyers and other industry participants so that we are always current on what is happening in focus sectors, the capital markets and the Canadian economy. Further, we have developed informed opinions on a range of matters pertinent to many Canadian businesses and how things may unfold.
THIS IS AN ANALYTIC REPORT ON THE FUNCTIONS OF FINANCIAL MANAGER OF PEPSICO. THIS IS GIVEN IN CONTEXT WITH EACH FUNCTION OF A FINANCIAL MANAGER. EVRYTHING THEORITICAL THING HAS BEEN MENTIONED WITH LIVE AND PRACTICAL EXAMPLES FROM PEPSICO INC. ORGANISTATION .
HOPE IT WOULD BE BENEFICIAL TO YOU.
This document summarizes the business wealth management process for one quarter. It focuses on cash flow planning this quarter and estate and legacy planning for the next quarter. Cash flow planning can address future needs like retirement contributions and business obligations. Though planning requires initial time, future adjustments can be easily made. The next quarter will focus on estate and legacy planning.
Similar to hopeFound: Finding the Way Through Data, Discipline & Dialogue (case study) (20)
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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INCLUDED FRAMEWORKS/MODELS:
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2. 1. Before: The Move from Crisis Mode to Planning
Low Liquidity & Cash
The 2005 analysis of five years of hopeFound’s finances revealed Days of Cash, Days of Liquid Net Assets
an unsettling picture of instability. There were dangerously low
levels of cash and liquid net assets readily available.
27, down from 39 in 2000
While cash was decreasing, receivables, property and equipment
33
were all growing. This further increased pressure on hopeFound’s
need for cash. Other potential sources of cash to relieve this
25 Only 14
pressure had either dried up or were unavailable. days of cash
Short-term debt had grown to more than $300,000 in four years.
In each year, hopeFound had fully drawn on its line of credit,
Decreasing Cash, Increasing Property & Equipment
even after successfully negotiating an increase in the line from
Cash, Receivables, Property & Equipment, Other
$300,000 to $350,000. $702K
$453K
During its first two decades, hopeFound relied primarily on $485K $430K
$526K
government cost reimbursement contracts, which didn’t fully cover $236K
$200K $168K
program or administrative expenses. Also, the first development
$300K
director wasn’t hired until 2001. Combined, these factors led to a
structural deficit.
2000 2001 2002 2003 2004 2005
2. Transforming Crisis Into Comprehension
On the foundation of the three principles to the right, NFF made the
Core Principles of Change
following recommendations:
1 Develop a strategy for building and managing liquidity, including 1 Let discipline and data drive decisions
the proper size and use of a line of credit 2 Communicate often with both internal and external stakeholders,
2 Investigate the viability of developing and funding Board- in a transparent and strategic way
designated reserves 3 Think holistically about how mission, capacity, and capital affect
3 Examine opportunities for acquisitions of smaller, mission- each other in the nonprofit enterprise
compatible programs and nonprofits
3. Gathering Data
With NFF’s assessment as a base, hopeFound began gathering data
What Do We Need to Assess?
on all aspects of mission, capacity, programs, and capital that affected
1 What is the condition, use and ownership of facilities?
its sustainability and impact. They explored government funding
opportunities and potential acquisitions of smaller organizations 2 Can we grow contributions from current and potential donors?
and performed SWOT (strengths, weaknesses, opportunities and 3 Is hopeFound’s brand effective?
threats) analyses of the organization as a whole and its individual 4 What are hopeFound’s technology resources and requirements?
programs. They also engaged experts to identify changes and funding 5 What is our position in the marketplace?
requirements necessary to support revenue goals. These goals were 6 Do all our programs best reflect our mission?
informed by a careful analysis of hopeFound’s total cost of business,
7 Do we have any other financing options and are we effectively
including capital expenditures and reserves.
using existing financial resources?
3. 4. Developing an Action Plan
Set Goals to Address Critical Needs Transform Goals Into Actions
1 Increase contributed revenue by improving brand, Secured pro bono services from a national branding firm to analyze market
establishing individual donor base, and developing a identity and position, resulting in a new organization name. Also, agency
strategy for foundation support developed a comprehensive fundraising and communication program to
expand base of private supporters.
2 Pursue partnerships with other nonprofit organizations Applied aggressively for housing vouchers and attracting attendant case
to access new housing resources management, choosing not to focus on building affordable housing
3 Renegotiate or drop program contracts not core to Increased earned revenue by re-negotiating outdated contracts, moving
agency mission and invest in services supported from a cost-reimbursement to a fee-for-service structure and expanding
through fee for service contracts the services offered
4 Investigate options regarding owned facilities Contracted with a nonprofit housing agency to manage hopeFound’s 12 unit SRO
5 Develop a system for cash management that includes, Launched capacity building campaign for investment in technological
but is not limited to, appropriately sizing and using a infrastructure and used line of credit for reserve liquidity
line of credit
6 Restructure existing long- and short-term debt Reallocated savings from lower interest expense to investment in staff
training, salary, benefits. Paid off line of credit with savings
5. After: Financial Transformation and Growth
Five years later, a second NFF analysis revealed that hopeFound had & equipment, depreciation expense, and an annual contribution to
drastically changed its financial course. Since 2000, hopeFound’s savings. By enhancing its profitability, hopeFound also dramatically
balance sheet had tripled and its operating budget had more improved its liquidity. By 2009, it had paid down its line of credit
than doubled. In 2007, hopeFound’s revenues covered operating and had more than 3 months of cash on hand for expenses.
expenses, debt principal payments, necessary purchases of property
Improved Income Statement and Balance Sheet $7.676M
Operating Revenue, Operating Expenses (before depreciation), Assets, Liabilities $7.640M
$3.482M
$4.313M
$3.322M $4.088M
$3.277M $1.322M
$1.188M
$8.593M
Covering the Total Cost of Doing Business $7.677M
Reserve (1 month of expenses), Other (includes Depreciation Expense, Purchase of P&E, Est. Debt Principle), Expense (before depreciation), Revenue $7.640M
Total Cost:
$4.018M
$4.900M
$4.313M
$3.613M $4.089M
$3.611M
No
data
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
4. 6. After: Deeper Social Impact
hopeFound accomplished a 180° financial turnaround. But what 900 More People with Homes
did this really mean for its mission and community? Housing Placements (cumulative)
800 98 people
• More People with Homes: From 2005 - 2010, hopeFound found
housed almost 600 people – without building new housing. 700 homes
104 people
• More People In Jobs: From 2006 - 2010, hopeFound’s IMPACT 600 found
homes
Employment Services achieved an average job placement rate of 159 people
500
60%, a rate exceeding the national benchmark. In 2009, IMPACT found
placed 220 people in jobs, with a third making more than Boston’s400 homes
living wage of $12.62/hour. 300 139 people
• More People Overcoming Addictions: hopeFound’s addiction found
200 homes
treatment program serves over 1,000 men and women annually.
49% complete and graduate from the program, a rate exceeding 100
the state average of 34%. 98% of graduates continue treatment. 0 2006 2007 2008 2009 2010
2006 2007 2008 2009 2010
120%
More People in Jobs More People Overcoming Addictions
$12.00
Job Placement Rate, Hourly Wage
$11.48
Participants who completed
treatment at the Kitty Dukakis
827
100% $11.48 $11.46
$11.46
Treatment Center for Women (with
$11.50
$11.30 $11.30
over 90% going into aftercare)
69%
80%
$11.01 $11.01 596
66%
$11.00
65%
60%
$10.38 52% 56% 389
$10.50
$10.38
$10.21
40%
$10.00 159
20%
0%
2006 2007 2008 2009 2010 $9.50
2007 2008 2009 2010
2005 2006 2007 2008 2009 2010
7. Beyond 2010: Opportunities and Challenges
In response to the challenges of 2005, hopeFound implemented an How Did hopeFound Create a
action plan guided by data, discipline and dialogue. This allowed them
Culture of Financial Empowerment?
to grow programs and deepen impact— all during a recession that
Data Created and used a dashboard of indicators that
continues to weaken the financial fabric of the nonprofit sector.
presented both current and historical performance on
data and provided visibility into the drivers of stability
Going forward, hopeFound is not without challenges. Management
Discipline Instituted regular Board Finance Committee meetings
has set its goals on improving fundraising to offset the costs and
that identified problems early, planned for managing
mitigate risks. By instituting an enterprise-wide culture of financial
them, and acted on those plans.
empowerment, hopeFound’s Board and management are planning
Dialogue Openly discussed reporting protocol for measuring
for the future with clear eyes and an optimistic, long-term vision.
progress and committed to a process that gave all
board & management equal voices in decision-making
About Nonprofit Finance Fund services to meet each client’s needs. For funders, we provide support
Nonprofit Finance Fund (NFF) provides a continuum of financing, consulting, with structuring of philanthropic capital and program-related investments,
and advocacy services to nonprofits and funders nationwide. In addition manage capital for guided investment in programs, and provide advice
to providing nonprofit loans and lines of credit, we organize financial and research to maximize the impact of grants. To learn more, visit us at
training workshops, perform business analyses, and customize our nonprofitfinancefund.org.