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Funding Pipeline Reports Are Essential in a Changing World
Predicting the unpredictable is becoming more of a mandatory task for nonprofit organizations. Adapting to rapidly changing conditions requires nonprofits to focus more of their tactical planning on future expectations and less on the current budget, history, and past performance. Preparing a funding pipeline report is an effective proactive step to help organizations grapple with uncertainty related to their near term, short term, and intermediate term future sources of funding.
WORKSHEET: Funding Pipeline Spreadsheet and Instructions
The purpose of the funding pipeline worksheet is to help your organization conduct regular periodic assessments of funding and revenue streams, consider changes to anticipated and past funding patterns, and assess whether there is a risk that budgeted funding might not be realized in the near-term and intermediate-term future. Complete this worksheet in collaboration with your development office, senior management team, and staff to help with operational planning and stress test your organization’s anticipated funding sources.
VIDEO Q&A for Subscribers: February 2025
Ben and Mike answer questions from subscribers about how to navigate a financial environment in which grand funding is uncertain, whether people under 18 years old can serve on a nonprofit Board of Directors, whether membership dues are treated as donations or fees for services, and whether a last-minute item can be added to the Board meeting agenda.
Operating Reserves as a Key Indicator of Financial Health
Just as the gauges on a car’s dashboard provide crucial information about its performance and physical condition, operating reserves serve as a vital indicator of a nonprofit organization’s financial health and as a measure of stability. Operating reserves give a clear view of an organization’s capacity to sustain its operations and weather financial uncertainties. By understanding and managing operating reserves, nonprofit leaders can navigate their organizations toward greater longevity and stability, ensuring they remain trusted and impactful stewards of their missions for years to come.
VIDEO Q&A for Subscribers: December 2024
Ben and Mike answer questions from subscribers about implementing a CEO / Executive Director succession or transition plan, how to handle errors in an already-filed Form 990, planning for the possible loss in grant funding or a change in funding sources, and whether a person can old two officer positions simultaneously.
VIDEO PODCAST: Using Lines of Credit to Address Cash Flow Issues
Ben and Mike discuss lines of credit and other forms of debt, whether a line of credit can be an appropriate tool to help nonprofit organizations manage cash flow, some issues to consider before taking out a line of credit, and the importance of addressing the root causes of an organization's cash flow shortfall.
VIDEO PODCAST: Why Nonprofits Should Have Operating Reserves
Ben and Mike discuss the reasons why operating reserves are essential for the financial health and sustainability of nonprofit organizations, the short-term and long-term purposes of operating reserves, lessons learned from past economic disruptions, and some recommendations for operating reserve policies.
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VIDEO Q&A for Subscribers: June 2024 [SUBSCRIBERS-ONLY]
Ben and Mike answer questions from subscribers about the responsibility of a Board of Directors to fill vacancies and how vacancy appointments count towards term limits, the Board's responsibilities regarding the use of large unexpected gifts and bequests, whether Board service can be reported as an in-kind contribution, and the distinction between policies and procedures that apply to Board and the staff.
Remembering the Long-Term Purpose of Operating Reserves
No one questions whether it is important for nonprofit organizations to build and maintain adequate operating reserves. This is a best practice that is not only widely accepted, but also an expected goal for senior management and governance to pursue and protect. However, there often is a tendency to focus too much on the short-term reasons for building and maintaining operating reserves causing us to lose sight of the often more important long-term purpose for building operative reserves.
VIDEO PODCAST: How and Why to Do Regular Financial Health Assessments for Your Organization
Ben and Mike discuss the importance of performing regular financial health assessments for a nonprofit organization, understanding the key components of an organization’s financial health and the appropriate financial health markers to track, how the Financial Health Assessment and Implementation Framework worksheet can be a valuable tool for your organization, and more.
Integrating Financial Health Assessments into Your Organization’s Planning Process
The markers for tracking and assessing a nonprofit organization’s financial health are not a mystery. The key elements of financial health (operating reserves, funding, and operational expenses) are generally easy to identify and understand. You just need a willingness to keep your eyes open and a commitment to pause and make an honest assessment of a financial picture that has most likely been changing.
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TEMPLATE: Current Operating and Intermediate Funds Cash Management Guidelines [SUBSCRIBERS-ONLY]
This Cash Management Guidelines template is designed to help your organization set targets the management of both current operating funds and intermediate funds, establish investment guidelines consist with your organization’s cash management needs.
VIDEO: Establishing a Timeline to Prepare an Annual Budget | 5-Minute Lessons 4 Nonprofits
SE4N's A. Michael Gellman provides a short lesson on the scheduling and timing of the different phases of the budget building process for nonprofit organizations, including how much time to allot for budget preparation and approval and how to structure a work plan for creating initial and final drafts of the budget, seeking feedback from staff, management, and Board members, through the end of the budget approval process.
The Functional Approach to Budgeting for Expenses
Often, we refer to the size of a nonprofit organization by the total expenses within its annual operating budget. This emphasizes the important role of expenses in the budget while also serving as a measure of an organization’s capacity to provide programs and services. To get the best possible budget for expenses, nonprofits should use a functional (programmatic) approach that better displays the cost of programs, activities, and operations and encourages staff ownership and accountability.
Budgeting for Salaries is Key to the Nonprofit Budget Building Process
When preparing a nonprofit organization expense budget, I generally favor using a programs and operations approach rather than an expense by line-item method. The one exception is budgeting for staff costs (salaries, employee benefits, and payroll taxes), which is usually the largest expense line-item in a nonprofit’s budget. Preparing a separate labor budget at the front end of the budget building process will enhance planning and improve management of the organization’s workforce.