Since the launch of “Giving Tuesday”, nonprofits have another compelling reason to engage in year-end fundraising. Started in 2012 by New York’s 922nd Street Y organization, and supported by the UN Foundation, the “Giving Tuesday” movement has become a nationwide and global phenomenon. In just a few short years, the event has drawn huge interest and participation from individuals, for profit business, nonprofit organizations, schools and other community groups. In 2016, $168M was raised from over 98 countries (source).

As stated by the organizers on their website, “It’s a simple idea. Just find a way for your family, community, your company or your organization to come together to give something more. Then tell everyone you can about how you are giving. Be part of a national celebration of our great tradition of generosity.”

To learn more about “Giving Tuesday” and how you or your organization can participate, go to www.givingtuesday.org. You will also find out about the exciting celebrations and events planned for “Giving Tuesday 2017” which takes place this year on November 28th.

Nonprofit organizations may find the celebration of “Giving Tuesday” an opportune time to kick off their year-end fundraising or awareness campaign, launch a matching gift challenge, start a volunteer campaign in their community or simply share their organization’s story.

At the same time, you or your organization will be participating in an important global movement to bring attention to the charitable sector and the important work they do.

Originally published 2016 – Updated 11/13/17

The post Are you ready for Giving Tuesday? appeared first on Checkbox Accounting.

But you know it is looming. Out there, in the not too distant future. Waiting.

Here’s the truth – your end of year audit isn’t going to disappear anytime soon. Taking the right steps now in getting prepared will not only save you time and money, but also a great deal of frustration.

And whether or not you think of it as merely a necessary (or unnecessary) evil, be assured that the annual audit does in fact have its benefits.

You see, an audit is a great opportunity for taking stock of your nonprofit organization; to come face to face with its true financial condition, and to gain a better understanding of how well it’s using its resources.

Inquiries will come from your auditor regarding your accounting processes and internal controls. It may not be the easiest of conversations to have, but it is a terrific opportunity to improve upon those processes and controls.

The discussion with your auditor will also help your organization better protect itself against fraud and theft, while your board and your donors will gain confidence in the reliability of your financial reports.

Take Action Now

Here’s a few suggestions that should make this year-end process go more smoothly.

• Have a sit down meeting with your auditor in advance of your fiscal year end. Let’s face it, sometimes there is no replacement for a face to face conversation. This is the ideal time to address any problems that were encountered in the prior year and talk about how they can be avoided during the audit coming up. Also, it’s the time to give your auditor a heads up for any changes or new developments that might have an impact on the audit process.
• Read the engagement letter that you receive from your auditor. That letter will outline what the audit is and isn’t about, and define your responsibilities, as well as those of the auditor.
• Request that your auditor send you, in advance of the start of fieldwork, a list of the documents and information that you will need to assemble for their use and review. Also ask them to specify the items they will need before fieldwork starts to do their pre-audit planning.
• Organize the requested documents for their use and review. Typically the auditors will want to see the following documentation:
  • Bank statements and monthly reconciliations;
  • Investment summary showing year end balances, annual investment activity, and income;
  • Documentation in support of donor pledges, donated securities and property, and grant funds received;
  • Fixed asset and depreciation schedules;
  • Accounts payable and receivable aging statements at year-end; and
  • Copies of lease and debt agreements.

Coordination Is Key

To make sure the audit goes ahead with the least amount of disruption to your nonprofit, coordinate the auditors schedule with yours and that of your staff.

It’s best to schedule the audit fieldwork for a time when it will be the least disturbing to your office routine, and when you and your staff can devote the necessary attention to the audit.

What’s more, it’s crucial that the year end closing of your books has been done properly, and that all cash and balance sheet accounts have been reconciled, fixed asset and depreciation schedules have been updated, and that adjusting entries have been booked to give effect to any required
accruals and deferrals.

And it’s important to remember the more efficient and organized you are in preparing for the audit and assisting with the auditors, the less time they will spend in your office. Since many firms bill on an hourly basis when performing audit services, the less time they spend on the audit, the less they will bill your organization upon its completion.

So keep this simple equation in mind:

Greater preparedness = Greater Efficiency = Reduced Fees.

We’re Here to Help

If you’re feeling a bit overwhelmed with the organization and preparation of your records prior to the end of year audit, we can help.

Simply contact us today to speak with one of our friendly advisers.

The post Year End Audit Preparation for Nonprofit Organizations appeared first on Checkbox Accounting.

Implementing a performance measurement program requires the development of an information feedback system. By this we mean a system that allows the management to identify, monitor, and take action to improve select KPIs (key performance indicators) that relate to the primary performance areas of the organization.

In this post, we will discuss how to identify these performance areas for your nonprofit, and how to implement your own performance measurement system based on your mission statement.

Don’t Try to Measure Everything at Once

It’s important that you drill down into the performance areas that truly matter to your nonprofit. Trying to measure everything and anything will only lead to information overload.

For most for-profit businesses, the areas of interest typically include sales, customer relations, operations, finance, and personnel. You may have noticed that a number of these performance indicators are bottom-line oriented, or tend to influence and impact profitability and productivity.

More often than not, this kind of information can be quickly and easily accessed by running reports in an accounting system.

However, if your nonprofit organization is to evaluate how well it is doing in achieving its mission-driven goals, it will need to devise a way to measure the overall effectiveness of its programs and services.

In essence, your performance measurement system needs to be able to determine whether or not the not-for-profit programs and services provided by your organization are having the desired effect, as promised by your mission statement.

How to Measure Nonprofit Effectiveness

The performance indicators we recommend nonprofit organizations use to measure service effectiveness and accomplishments typically fall into one of the four following categories:

1. Input measures which quantify the efforts or resources expended in an activity or program.
2. Output measures which quantify the volume or level of services provided or delivered.
3. Outcome measures which quantify the actual effect an organization’s efforts have on its objectives.
4. Efficiency measures which compare the amount of inputs with output or outcome quantifiers.

And once you have identified the performance indicators relevant to your organization, you can then look at the process of implementing your performance measurement system.

This can be broken down into the following basic steps:

• First, clearly identify the organization mission and its mission related objectives.
• Then define the main performance areas that have a significant impact on whether or not, and how well, the organization achieves these objectives: service accomplishment, client relations, fundraising, community image, etc.
• Next, develop and map a system of key performance indicators organized by the above determined performance areas: meals served, beds occupied, cases treated, local literacy rate achieved, client satisfaction level, etc.
• Finally, implement the new performance measurement system, including procedures which require ongoing monitoring and reporting.

Put Your Mission Statement to Work

Most nonprofit organizations have a mission statement, but many don’t take the time to evaluate it.

The process of developing a performance measurement system provides an excellent opportunity for you and your management team to gauge whether your organization is on track to meet its mission goals.

At every step in the measurement process, the input of employees, program managers, accounting staff, and the board of directors is vital for developing practical, realistic, and workable measures for which management and staff can be held accountable.

What’s more, the identified measures or indicators should be incorporated into an overall performance measurement system. This should cover all the key performance areas of the organizations and allow for periodic monitoring, reporting, and reevaluation.

Do You Need Help Measuring Performance?

If you’ve come to the end of this post with the realization that you need to start tracking your nonprofit’s performance, then we can help.

By facilitating the process and helping with its maintenance, Checkbox can put your nonprofit on the path towards a more effective and efficient output.

Contact us today if you feel your organization would benefit from a performance measurement and performance improvement system.

The post Performance Measurement for Nonprofits appeared first on Checkbox Accounting.

Each individual board member should bring their own take on proceedings to the table, not to mention their own network of contacts and professional experience.

What’s more, with a mix of cultural backgrounds and ages on your board, in addition to the requisite skills, you will have a non-profit that is well placed to manage risk, plan accordingly, take advantage of future opportunities, and engage with the wider community on a much deeper level.

Why is non-profit board diversity important?

By reflecting the diversity of the very community you are serving, your non-profit board will be in a position to make meaningful connections with prospective donors, partners, and policy makers.

It’s also important that your board members aren’t too far removed from the issues that are impacting your stakeholders. An ability to identify and respond to external environmental factors and influences is key to both short and long-term success.

With diverse and varied perspectives present in the boardroom, major decisions can be taken with confidence. A board with many different voices and backgrounds are much better placed to identify both opportunities and threats, whereas one with very little or no diversity risks being stagnated by its narrow view of the world at large.

Implementing a diverse non-profit board

If your current board lacks the necessary levels of diversity to take your non-profit forward, all is not lost. You can take the following steps to make sure your board evolves into one packed with varied and important skills and experiences.

• First, seek new board members who can expand upon the existing board’s cultural awareness. Ideal candidates should offer something different in terms of their cultural backgrounds, professional expertise, personal experience, and networking capabilities to what you already have.
• And if you’re not totally clear on where your board currently stands in terms of diversity, skillsets and strengths, you can undertake a self-assessment program via BoardSource (click here to get started).
• Next, think about the direction in which your organization is heading. What should your board look like as your non-profit continues to grow and progress? And what particular skills, contacts, experiences, and backgrounds will be most useful in getting you to closer to your goal?
• Finally, set goals for improving your current board in certain areas. New candidates should be evaluated with those goals in mind, and current board members should be made aware of the areas that require strengthening as they too consider prospective board members.

Don’t be afraid to ask for help

When cultivating a diverse non-profit board, it’s not enough to leave things to chance. Developing a structured approach to identifying and recruiting new board members is the only way towards sustained success for your organization.

It is fundamentally important that your non-profit board includes individuals who have strengths and contacts across a variety of professional and personal backgrounds, including marketing, legal, and social media to name but a few.

It’s also crucial that every non-profit board have at least one member with expertise in finance to ensure everything is compliant and legal.

There are a number of resources available to help you take your first steps towards diversifying your non-profit board, such as the previously mentioned BoardSource and the National Council of Nonprofits. Locally, the Impact Foundry (formerly the Nonprofit Resource Center) is an outstanding resource. Under the leadership of Kim Tucker, its Executive Director, the newly named and restructured organization is offering a wide range of educational, consulting and networking programs and events aimed at helping non-profit boards and management to succeed in the non-profit world. Checkbox Accounting’s own non-profit expert, Bill Simi serves as Impact Foundry’s treasurer.

If you’d like to discuss non-profit board diversity further, contact Checkbox today.

The post How to achieve non-profit board diversity appeared first on Checkbox Accounting.

In the case of non-profit organizations one of those exceptions to the general rule of tax exemption is something called “Unrelated Business Taxable Income”. Nonprofit boards and management should be aware that it is out there and that it might be applicable to their organization depending on the kind of activities it carries out.

First, let’s get clear on a couple of acronyms that might otherwise be confusing:

UBTI = Unrelated Business Taxable Income
UBIT = Unrelated Business Income Tax

What is Unrelated Business Taxable Income?

If your non-profit is carrying on activities that are not related to the tax-exempt purpose of your organization, any income from that activity might be deemed to be UBTI and subject to income tax.

Unrelated Business Income Tax (UBIT) is applied to any income generated by commercial activities that don’t fall within the scope of your non-profit’s exempt purpose (remember, that purpose you declared you were dedicated to when you applied for your exempt status with the IRS). So if you’re bringing in revenues that don’t directly benefit your charitable cause, it’s likely that you’ll have to pay UBIT on this income.

How UBTI can impact your organization

If your non-profit hasn’t considered the potential impact of UBI, it can come as quite a shock when the IRS comes knocking and you are required to pay over an unbudgeted amount to cover tax costs and possibly penalties and interest.

How does an organization guard against this rude surprise? By finding an advisor who understands not only the exceptions to the exceptions but the exceptions to the exceptions to the exceptions.

With proper planning UBTI can be avoided or at least properly planned for. For instance:

• By restructuring an activity so that at least 85% of the labor involved in the activity was provided by unpaid volunteers, we were able to allow a client to avoid UBTI characterization even though the activity was otherwise unrelated.
• Another client involved in a profit splitting agreement with an insurance company had been reporting UBTI and paying tax for number of years. As the revenue grew, so did the tax. We assisted the client in structuring their contractual relationship with a new insurance company so that the majority of income was in the nature of royalty income, a kind of income that under most circumstances is excluded from UBTI. The result has been a tax savings of thousands of dollars.

Talk to us about your UBTI concerns

If you’re running a non-profit organization and are concerned about the potential impact of UBTI, we can help you to review your activities for UBTI potential and discuss the possible ways you can restructure the activities to place them outside the scope of UBTI or reduce any tax liability.

Contact us at Checkbox and arrange for a chat.

The post The impact of Unrelated Business Taxable Income on your nonprofit appeared first on Checkbox Accounting.

For nonprofits, it can be all too easy to overlook the importance of such filings, viewing it as a necessary evil – a dull and dry “must do” on the end of year checklist.

However, one form in particular – the 990 – should be considered a truly great opportunity (more on that later).

But first…

What is the 990?

For those of you unaware, the Form 990 was designed to allow both the IRS and the public to evaluate tax-exempt organizations and how they operate. It collects information about the nonprofit’s mission, programs, and of course finances.

And more recently, the 990 has been amended to gather even more information about nonprofits, including the compensation of board members and staff, the disclosure of any potential conflicts of interest, and financial accountability and the avoidance of fraud.

Who Needs to File a 990?

Large nonprofit organizations with gross receipts of $50,000 and over must file Form 990 or 990-EZ.

And smaller nonprofits with gross receipts of less than $50,000 must file Form 990-N so that they can retain their tax-exempt status.

Is Anyone Exempt?

Churches, religious schools, missions and missionary organizations are exempt from filing the Form 990.

Subsidiaries of nonprofits are also exempt if a group return is filed by the parent organization, as are some state institutions and Government corporations.

Remember, the 990 is Public Information

Now, remember earlier when we mentioned that filing the Form 990 is potentially a great opportunity for nonprofits? Well, here’s why.

It’s public information.

This means this “must-do” piece of paperwork can actually act as a platform from which you can shout about and celebrate your organization’s accomplishments and social impact.

What’s more, the form is available through a variety of internet platforms, such as Charity Navigator and Guidestar. You can therefore be certain that many donors and grantors alike will use the form’s information to vet charitable organizations.

So, when you reach the section of the form where you are required to describe your program accomplishments and activities, think of it as free advertising.

Grasp that opportunity with both hands; tell your story and frame your mission in such a way that it will resonate with readers.

Go Beyond Compliance

You will more than likely need to file the Form 990 every year. Nonprofits that go three years without filing the form can actually lose their tax-exempt status, with no appeal process.

You need to be compliant when completing your year-end paperwork, and we can help with that. But we can also help advise you as you go from being merely compliant to leveraging the opportunity for positive PR afforded by this form.

Contact us at Checkbox to find out more.

The post Form 990 – A Necessary Evil or a Great Opportunity? appeared first on Checkbox Accounting.

The key element of the TED talk is the concept of ‘The Overhead Myth’ – the ingrained and persistent belief that a non-profit organization’s key aim should always be to limit and reduce its overhead above all other objectives.

There’s a belief that spending money on fundraising efforts, advertising campaigns and talented, experienced personnel is somehow contrary to the aims of a charity – and that causes a problem for the non-profit sector.

If you’re ever going to grow your charity, increase your fundraising income and have a bigger impact on society as a whole, how can you do that without investing donations back into the organization?

It’s an issue that all non-profits face, but it is an issue that can be minimized and reduced by taking a proactive approach to your financial management and planning.

And that starts by getting the correct level of control over that overhead.

What is the overhead myth?

As an entrepreneur, a fundraiser and a human activist, Dan Pallotta knows a lot about the business of raising funds for a non-profit organization. And it’s this knowledge and experience of the problems that the non-profit sector faces that allowed him to crystallize the problem into his theory of ‘The Overhead Myth’.

Pallotta’s theory states that there are two rule books: one for the non-profit world and one for the rest of the world.

And he goes on to add that the existence of these two separate rule books discriminates heavily against the non-profit world, in five very distinct ways:

1. Compensation – In the for-profit sector, the more value you deliver for your organization, the more money you’ll receive as remuneration. But, on the flipside, we don’t like non-profits to use money to incentivize people to produce more social care. We don’t like people being paid well to deliver social value.
2. Advertising and marketing – We accept that for-profit businesses must spend a big chunk of their revenues on large advertising campaigns to bring in more customers and more profits. But we don’t like to see our money spent on advertising by charitable organizations – even though doing so would dramatically increase donations.
3. Taking risk on new revenue ideas – We expect for-profit businesses to take calculated risks to improve profits. But the same isn’t true of non-profits. Charities become reluctant to take a risk and that kills innovation. If you can’t innovate, you can’t bring in bigger revenues, grow the organization or increase your social impact.
4. Time – For-profit businesses have the luxury of time. A long-term plan, where profit gets put back into the organization, is seen as ok, if the goal at the end is big enough. But if a non-profit tried to plow its funds back into growth and attain the tools to cure a social problem, we wouldn’t stand for it.
5. Profit to attract risk capital – For-profits can pay people profits to attract them to invest their capital in their ideas. But you can’t look to make profits in the non-profit sector, by definition.

Why a focus on overhead is such a huge issue

This immovable focus on reducing overhead at all costs creates five very defined problems for the non-profit sector:

1.  You can’t use money to lure people away from the for-profit sector to the non-profit sector.
2.  You can’t advertise on the same scale as the for-profit sector.
3.  You can’t take the same kind of risks in pursuit of new customers that a for-profit can.
4.  You have less time to find these customers than the for-profit business.
5.  You don’t have a ‘non-profit stock market’ to fund any of this, even if you could

And the net result of these problems is one even bigger problem:

The non-profit sector can’t GROW and SCALE.

Charity giving is only 2% of US GDP, and has been since it started to be measured in the 1940s. Whatever the not-profit sector does, it can’t lure away money from the grip of the for-profit sector.

So, as a non-profit organization, how can you improve your fundraising, increase your growth and help change that seemingly static 2% figure?

How do you overcome the overhead problem?

Your overhead is how the public judge your charity and its effectiveness. So how do you overcome the conflict between effectiveness and being measured on your overhead expenses?

The key starting point is to get real control over your overhead.

As the CEO or management team in charge of your organization, you make the decisions that result in your overhead.

You decide:

•  How much you pay your employees.
•  How many people are hired for your team.
•  How much money is spent on advertising.
•  How big the scale of your fundraising efforts will be.

So the initial impetus behind your overhead is largely in the control of you and your organization’s management team.

And when your financial management is organized, up to date and proactive, you can also work with your professional advisers to get detailed budgets, reporting and performance tracking of the spending that goes to form this critical overhead number.

But the really important thing to understand is the link between this reported overhead and your social impact on the communities around you.

Learning to aim for scale and impact

It’s not about just cutting your overhead, of course.

It’s about learning that investment in your fundraising is key to growth, and that growth and increased revenue brings about a more effective impact on the social problems you’re attempting to tackle.

What you need is a plan – a plan that sets key goals for your fundraising, your advertising and marketing and the overall growth of your resources.

We can help you write that strategic plan, set up the budgets that are needed and create the metrics and key performance indicators (KPIs) needed to track your non-profits performance and keep you on track for achieving greatness.

With the right ambition, the right control and the right planning, your non-profit really can overcome the overhead problem.

Contact us to discuss how Checkbox can help your non-profit increase its fundraising efforts and start making a difference for your core community.

The post Overcoming the Overhead Myth appeared first on Checkbox Accounting.

The scams use different tactics. Offering charity relief, criminals often:

-Claim to be with real charities to gain public trust.
-Use names similar to legitimate charities.
-Use email to steer people to bogus websites that often look like real charity sites.
-Contact people by phone or email to get them to ‘donate’ money or give their financial information.

The IRS offers the following tips to help taxpayers who wish to donate to victims:

-Donate to qualified charities.  Use the Exempt Organizations Select Check tool at IRS.gov to find qualified charities. Only donations to qualified organizations are tax-deductible. You can also find legitimate charities at the Federal Emergency Management Agency website, fema.gov. For more information about the kinds of charities that can receive deductible contributions, see Publication 526, Charitable Contributions.
-Don’t give out information.  Don’t give your Social Security number, credit card and bank account numbers or passwords to anyone. Scam artists use this information to steal your identity and money.
-Don’t give or send cash.  For security and tax record purposes, don’t give or send cash. Contribute by check, credit card or another way that provides documentation of the donation.
-Report suspected fraud.  If you suspect tax or charity-related fraud, visit IRS.gov and click on ‘Reporting Phishing’ at the bottom of the home page.

Get more information about tax scams and schemes at IRS.gov.  You can also get Publication 526 at IRS.gov or call 800-TAX-FORM (800-829-3676).

The post Donors Beware – Don’t Fall for Charity Scams Following Disasters appeared first on Checkbox Accounting.

-All members must have loyalty to the company and put the organization’s interests above their own.
-Pushing for a nepotism policy will help elude favoritism among the board members.

LEGAL AND COMPLIANCE ISSUES

-IRS Form 990 asks how many of the board members that are independent.
-The IRS defines what independent board member is.
-A few state laws set a minimum number for independent board members.

The post Principle 12: Board Independence appeared first on Checkbox Accounting.

A  performance measurement process involves the design and implementation of an information feedback system by which management identifies and then monitors its key performance indicators (KPIs).  These KPIs give a business owner the ability to measure and, as a result, better manage those activities, behaviors and processes that drive organizational success, sustainability and profit. In a typical performance measurement application, the selected KPIs are incorporated into a balance scorecard framework that allows for the evaluation of business performance in light of strategic goals and objectives across several performance areas such as finances, customer services, internal operations and learning and growth.

Not-for-profit organizations labor under similar kinds of competitive pressures as for-profit businesses, as well as having to deal with a host of other economic, societal, and regulatory conditions and restrictions which are unique to the not-for-profit sector and are the context in which they must evaluate their services and operations.  For most organizations, their mission statement generally defines their primary goals and objectives. Consequently, many of the key success factors and the more specific performance indicators that they will need to monitor will be determined, in large part, by the specific goals and objectives, which are contained in, or are implicit in, that mission statement and by the various program activities by which the organization hopes to realize those goals and objectives.

The performance areas of finance and internal operations may still be key, and management will need to track appropriate measures in order to evaluate how well the organization is using its financial resources, delivering its services and managing its relationships with employees, volunteers and other stakeholders.  However, if the organization is to evaluate how well it is doing in achieving its mission-driven goals, it will also need to devise ways to measure the overall effectiveness of its programs and services.  A good performance measure system would need to address whether these programs and services are having the impact that its mission statement promises.

Performance indicators that not-for-profits will use to measure service effectiveness and accomplishments will typically fall into one of four categories: 1) Input measures which quantify the efforts or resources expended in an activity or program, 2) output measures which quantify the volume or level of services provided or delivered, 3) outcome measures which quantify the actual effect an organization’s efforts have on its objectives and 4) efficiency measures which compare the amount of inputs with output or outcome quantifiers.

Management of not-for profit organizations are generally most familiar with the first two types of measures. They may already keep track, using their accounting and information systems of the financial and nonfinancial resources used in operating a program or providing a specific service. If volunteerism is an important element in their program activities, their records may also capture the statistics on donated hours and efforts. Many organizations are in the habit of tracking output measures, as well, that is, the number of meals provided, people housed, patients served, etc.

Outcome measures present special problems. These measures should gauge how effective an organization is in accomplishing its mission-based goals. For instance, an adult reading program would want to gauge its impact on adult literacy rates in its local area; a program dedicated to providing health services to children might track statistics on childhood disease. Whereas input and output measures can be based on objective data that can be extracted from an organization’s existing accounting and information system with relative ease, outcome measures may involve a high degree of subjective evaluation, may require working with data that is not that readily quantifiable, may need to be obtained from an outside source or may require a special system for tracking.

Efficiency measures which relate inputs to output or outcome measures are particularly useful in enabling management to evaluate how efficient and cost-effective it has been in managing its assets and resources, as well as giving them a common standard of measurement by which they can compare their organizations to others with similar programs. Determining what the average cost, in terms of dollars and time required, to assist  an adult in achieving a pre-determined level of reading proficiency, for instance, might be a useful efficiency measurement for our hypothetical adult reading program. In the same manner, determining the cost of fundraising activities for every $100 raised is an easily obtainable measure that gives organization management a sense of whether its fundraising efforts and activities are effectively managed. Fundraising cost per $100 is also a commonly recognized ratio that many not –for-profit watchdog agencies like the American Institute of Philanthropy use as a comparative benchmark in evaluating and grading charities and other not-for-profits.

Performance measures therefore may be as various as the types of organizations that employ them. However, good performance measures should share the following common characteristics. They should be:

• Meaningful in relation to the organization’s goals
• Responsibility linked
• Organizationally acceptable
• Balanced
• Timely
• Credible
• Cost effective to compile and track
• Comparable (i.e., making the organization’s performance comparable with other organizations or with recognized industry benchmarks)
• Simple (the simpler and  the more immediately understood, the better)

Moreover, the identified measures or indicators should be incorporated into an overall performance measurement system, one that covers all the key performance areas of the organizations and one that allows for periodic monitoring, reporting and reevaluation.

To be continued with our next post…

The post Measuring What Matters: Performance Measurement for Not-For-Profit Organizations appeared first on Checkbox Accounting.