With more and more nonprofit employees responsible for the creation and management of the annual budget, it′s clear that budgets must be well designed and easy to implement in order to accommodate the trend toward decentralizing decision–making powers in nonprofit organizations. Continuous budgeting, as explained in Not–for–Profit Budgeting and Financial Management, Fourth Edition offers a system that is not only easy to use and monitor, but also ensures true fiscal accountability in the complex nonprofit arena.
This handy guide explains how to separate controllable, semi–controllable, and fixed expenses; take corrective actions during the year to offset budget shortfalls; define the roles of the CEO, CFO, the staff, and volunteer leaders; establish expense reduction plans before they are needed; and prepare and present such top–notch budget documents that budgets will be approved the first time.
Written in a nontechnical, understandable, how–to language and format, the Fourth Edition incorporates dozens of relevant forms and documents and covers:
All new material on footnoting the statement of activity
How to present cash prepared and accrual statements on the same page
The importance of the executive summary
How nonprofits can work toward liberating themselves from the year–to–year scramble for increasingly scarce resources
Instead of being controlled by outdated, cumbersome, and inaccurate budgeting processes, nonprofit managers need to be able to effectively direct and responsibly control their resource allocation. Not–for–Profit Budgeting and Financial Management, Fourth Edition helps them get the job done and done right, with its powerful system of continuous budgeting, enabling not–for–profit professionals to meet their organization′s needs by creating and managing reasonable financial plans that work!
Chapter: Budgeting and Financial Operation.
Chapter 2: Cash vs. Accrual Accounting.
Chapter 3: Basic Accounting and Financial Operations.
Chapter 4: Effective Use of Footnotes and Financial Ratio Calculations for the Statement of Financial Position.
Chapter 5: Controllable and Uncontrollable Expenses.
Chapter 6: Controllable, Semi–Controllable, and Fixed Expenses.
Chapter 7: Noncash Expenses.
Chapter 8: Effective Footnotes for the Statement of Activity.
Chapter 9: Natural and Functional Statements of Activity.
Chapter 10: Internal Financial Statements.
Chapter 11: Converting Accrual–Method Financial Statements to Cash–Method Financial Statements.
Chapter 12: Budgeting Philosophy.
Chapter 13: Continuous Budgeting System Overview.
Chapter 14: The Executive and the Budget Process.
Chapter 15: Executive Summary.
Chapter 16: Comparative Financial Statements.
Chapter 17: Expense Reduction Plans.
Chapter 18: The Monthly Budgeting Process.
Chapter 19: The Cash Flow Budget.
Chapter 20: Getting the Budget Approved.
Chapter 21: Suggested Format of Budget Documents for an Approving Body.
Chapter 22: The Role of the Budget Coordinator.
Chapter 23: Accounting and Budgeting for Fringe Benefits.
Chapter 24: The Capital Budget and Depreciation.
Chapter 25: Inventory Purchases and Calculation of Cost of Goods Sold.
Chapter 26: Accounting and Budgeting for Dues.
Chapter 27: Capital Assets: Lease–or–Buy Decisions.
Chapter 28: The Long–Range Plan.
Chapter 29: Financial Ratios.
Chapter 30: Zero–Based Budgeting.
Chapter 31: Putting It All Together.