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There are as many forms of nonprofit budgets as there are forms of organizations. Unlike financial statements, which have some rules and guidelines according to accounting standards, the same level of industry-imposed standardization for budget documents and formats doesn’t really exist. While it’s true that the look of the budget should vary according to the structure and function of the individual organizations, there are some best practices that all organizations should use whe

If a nonprofit needs to accept credit card payments, it's never been easier to do so. Whether those payments include donations made over the phone, on-site registration fees at the next conference, or purchases at a booth, gift shop, or craft fair, there are a number of ways to accept credit cards as payment. Some require different types of hardware and software and relationships with banks. Here are several options and suggestions.

Though payroll is an essential function of every organization, it’s easy for nonprofits to make it a low priority as they pursue their core missions. Many small nonprofits struggle to meet human resources needs, lacking the funding for dedicated HR staff—and the experience that comes with it. However, not giving enough attention to HR functions can make employees feel as though they’re being overlooked.

The term fiscal sponsorship actually refers to several different, often overlapping arrangements; the common denominator is generally that a group wishing to conduct a charitable program without incorporating or obtaining Internal Revenue Service (IRS) recognition utilizes an existing 501(c)(3) nonprofit as its fiscal sponsor. Many groups, though charitable in nature, lack the legal status they need to receive grants from foundations, individual donors and government agencies. Regular tax exempt

There is a world of difference between financial management and financial leadership, and refocusing a nonprofit’s approach fiscal sustainability and agility is essential. Outlined in this expert guide are such activities as transforming annual budget analysis, deciding whether or not income diversification is appropriate, achieving a robust reserve, and equipping the board for effective financial governance.

“Trickle-Down” is when an organization bypasses the people who are most affected by a certain issue, engages and funds larger organizations to tackle these issues, and then hopes that miraculously the people most affected will help out in the effort, usually for free. According to this article, such an approach often sabotages community engagement efforts.

Asking Questions About Sustainability, Scale, and Systems Change is an article written by Ryan Glasgo & Sandhya Nakhasi for Stanford Social Innovation Review. The article details a flexible, mission-based approach for nonprofits trying to plan for scale, systems change, and sustainability at the same time.

Is a GuideStar report by Linda M. Lampkin of the Economic Research Institute. On May 17, 2010, the IRS began revoking tax-exempt status from nonprofits that failed to file three consecutive annual returns. This report provides information on which organizations are at risk, what steps affected organizations should take, and the impact this action will have on the nonprofit sector.

Asset depreciation is a tool that a nonprofit can use to build its organization's financial reserves. In this article, Curtis Klotz explains why a nonprofit might want to create depreciate expenses.

Is an article written by Hilda H. Polanco and John Summers for The Nonprofit Quarterly. The article discusses how cash flow impacts—and is impacted by—the way a nonprofit does business. Polanco and Summers also discuss the number one critical component of any business: day-to-day liquidity.

This is a resource compiled by the IRS to help nonprofit organizations stay out of trouble and protect their status. It covers activities that may jeopardize a charity's exempt status, returns and forms that must be filed, required public disclosures - and much more.

Is a post written by the editors of The Nonprofit Quarterly. The post, along with a complementary video, details the different kinds of financial information and outlines the risks associated with such information.

This brief article for Blue Avocado by Monte S. Meyers, MBA sets forth some basics about whether a nonprofit organization must pay taxes, and whether individuals working at a nonprofit must pay taxes.

An article written by Connor Thompson for The Nonprofit Partnership, describes the most effective ways to be responsive to an ever changing landscape, most especially in regard to resources, financial and otherwise.

This article reviews the literature on two critical aspects of nonprofit management, finance and evaluation. It is based on the assessment of 328 journal article abstracts derived from a total sample of 2013 articles located in the entire publication history of three major U.S. journals of nonprofit management. To survive and thrive in a changing political and economic environment, nonprofits have had to develop and sustain a diversified financial base. At the same time, the demands from fundin