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Reply To: Nonprofit Profit Reserves: The Real Deal – Reflection
I am the CFO of a Catholic High School in the midst of an enrollment dip and a capital campaign when the pandemic hit. While…
Reply To: Nonprofit Profit Reserves: The Real Deal – Reflection
1) What is the recommended investment mix for holding cash reserves for a school? Our funds are invested at 60% equities/40% fixed income along with…
Reply To: Nonprofit Profit Reserves: The Real Deal – Reflection
I’m the Finance Manager at an adult literacy nonprofit with an annual budget of 1.2 million. We also, thankfully, did not have to use our…
Reply To: Nonprofit Profit Reserves: The Real Deal – Reflection
I am the Controller at a non-profit that produces meals for people in need in our community, We did not have to use our reserves…
Reply To: Nonprofit Reserves: The Real Deal – Questions for Panelists
On behalf of Jeanne Larson, one of the panelists at our webinar today In our experience, investing in the staff is always the better path.…
Reply To: Nonprofit Profit Reserves: The Real Deal – Reflection
what I find interesting about these and other stories we have heard on this topic, is 1. the incredible value of the PPP program and…
Reply To: Nonprofit Reserves: The Real Deal – Questions for Panelists
Thanks for these questions to date and keep em coming! Allof these have been very helpful as the panel considers our discussion this afternoon and…
Reply To: Nonprofit Profit Reserves: The Real Deal – Reflection
I’m the Finance Director of a health equity advocacy nonprofit. We did not use our reserve to weather the pandemic. Our operations continued similarly to…
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.