Resources
Found 198 Results
Nonprofit Earned Income: Critical Business Model Considerations for Nonprofits
Ask yourself: Is there an earned income-producing activity that’s a good and natural fit for your nonprofit’s mission? This appears to be a core driver to success or failure in earned income projects, so it’s a good place to start. There are at least two major factors: how core the activity you are considering is to mission achievement, and the overlap in what some refer to as “organizational technology” but we will call organizational infrastructure.
Nonprofits and Debt Capital: Embrace the Strategic Use of Borrowing
An online romp through the nonprofit lending landscape, including lines of credit, facilities loans, capacity-building loans, and more, along with the types of lenders and loan terms you may encounter for each category.
Kate Barr, of Propel Nonprofits and Dana Liberman of IFF are the hosts of this session, with decades of nonprofit lending between them.
The 5 Nonprofit Business Models Revealed
A set of nine seminars based on grounded research (or on-the-ground study over time) of the diverse and distinctive financial dynamics of different types of nonprofits.
The 5 Nonprofit Business Models Revealed: A Nonprofit Financial Leader’s Guide – Resources List
The introduction to six seminars on the diverse and distinctive financial dynamics of different types of nonprofits.
Nonprofit Reserves: The Real Deal – Resources List
A selection of resources and research related to the Nonprofit Financial Commons webinar on financial reserves.
Northern Dental Access Center Expansion through Service to “Competitors”
This original case study examines the pandemic-related financial strategies deployed by a nonprofit providing dental services to low-income people in rural Minnesota. The organization was not only largely dependent on fee-for-service revenue, but it had an almost impossibly tight margin, and its ability to provide services was curtailed by the state for an indeterminate period. This case speaks to the need to recognize nonfinancial capital in organizational strategies during times of crisis, and to the need to understand the capital needs of nonprofits in a more complete and nuanced fashion.
