Financial Management of Nonprofits
Lead your nonprofit with disciplined financial management that supports mission impact. This course explains nonprofit governance, budgeting, liquidity management, cost analysis, and risk oversight in a practical framework. Learn how to manage restricted funds properly, interpret nonprofit financial statements, and plan for sustainable growth. Turn complex financial issues into clear managerial actions that improve stewardship and advance your organization’s long-term objectives.
Format
PDF Course
Course Lists
Duration
12 Hours
Course Information
Author: Steven Bragg
Course Number: BM1024
Course Number: BM1024
Learning Objectives:
- Identify the constraints to which a nonprofit is subjected.
- Specify the mission-related issues that nonprofit managers need to consider.
- Describe the different stakeholders who are interested in the operations of a nonprofit.
- Identify the types of financial decisions that are impacted by a nonprofit’s stated mission.
- Specify the types of revenue sources that a nonprofit is likely to use.
- Identify the various duties to which a nonprofit board is subjected.
- Recall the various financial oversight practices of a nonprofit board.
- Specify the activities of the committees of a nonprofit board.
- Describe how a conflict of interest policy protects a nonprofit.
- Specify the indicators of weak nonprofit governance.
- Specify the main purpose of fund accounting.
- Recall the types of donor restrictions of contributed assets.
- Recall the reasons for using board-designated funds.
- Specify the structure of an optimal nonprofit chart of accounts.
- Identify the types of controls that a nonprofit may use.
- Recall how functional expense reporting is used.
- Recall how the statement of activities is used.
- Specify the various types of nonprofit disclosures related to liquidity.
- Identify the benefits of having a nonprofit issue notes to its financial statements.
- Recall how a cash forecast can be used to provide the maximum value to a nonprofit.
- Specify how budget recasting should be used.
- Identify the planning mistakes associated with reimbursement-funded programs.
- Recall how the diversification of revenue sources can reduce concentration risk.
- Specify how sustainability risk can be reduced by a nonprofit.
- Identify the red flags associated with earned income.
- Recall the sustainability issues associated with special events for fundraising.
- Specify the practices that can improve long-term sustainability planning.
- Identify why the days cash on hand metric is so useful for a nonprofit.
- Recall how a nonprofit should use a line of credit.
- Specify the conditions that indicate mis-use of a line of credit, and how such mis-use can be minimized.
- Identify the operational tests for classifying a cost as direct or indirect.
- Recall why the aggressive reclassification of indirect costs can be harmful.
- Specify why cost allocation can be strategically important to a nonprofit.
- Identify how to best support unit cost measurement for a program.
- State how to best manage shared services decisions.
- Recall how a nonprofit can offset having too few people to use the segregation of duties.
- Specify the reasons for elevated fraud risks in a nonprofit.
- Identify the controls that a nonprofit can use to safeguard its assets.
- Recall a nonprofit board’s best role in risk oversight.
- Specify the value of using a COSO-aligned internal control framework.
- Identify the compliance risks associated with the IRS Form 990.
- Recall why grant compliance monitoring is so critical.
- Specify the circumstances under which a nonprofit must undergo a Single Audit.
- Identify how to best prepare for a regulatory review.
- Recall the uses to which the various monitoring metrics can be put by a nonprofit.
- Specify why trend analysis is so useful for nonprofits.
- Identify the conditions under which a nonprofit should conduct a benchmarking analysis.
- Recall the most common financial mistakes when expanding programs.
- Recall how to make capital planning more effective for a nonprofit.
- Specify why mergers can be financially risky for a nonprofit.
- Recall why scenario planning improves the long-term resilience of a nonprofit.
Subject Area: Business Management & Organization
Prerequisites: None
Program Level: Overview
Advance Preparation: None
Course Expiration Date: This course expires one year from the date of purchase.
Publication/Revision Date: January 2026