Financial Management for Nonprofit Organizations, 3rd Edition

CHAPTER 15EVALUATING YOUR POLICIES AND PROGRESS

1. 15.1 INTRODUCTION
2. 15.2 EVALUATION
3. 15.3 EVALUATING YOUR DECISIONS AND ETHICS
4. 15.4 EVALUATING YOUR COMMUNICATIONS
5. 15.5 EVALUATING YOUR MENTORING AND SUPERVISORY SKILLS
6. 15.6 TESTING YOUR SUPERVISORY AND MANAGERIAL SKILLS
7. 15.7 EVALUATING THE STRATEGIC NATURE OF YOUR ROLE
8. 15.8 EVALUATING THE FINANCIAL HEALTH OF YOUR ORGANIZATION
   1. (a) Importance and Definition of Financial Health
   2. (b) Criteria for Measuring Your Financial Health
9. 15.9 EVALUATING YOUR FINANCIAL POLICIES IN SIX KEY AREAS
   1. (a) Governance and Accountability
   2. (b) Liquidity Management and Your Primary Financial Objective
   3. (c) Investments
   4. (d) Fundraising
   5. (e) Risk Management
   6. (f) Human Resources
10. 15.10 EVALUATING QUALITY AND OUTCOMES
11. 15.11 USING EXTERNAL CONSULTANTS AND DATA SOURCES
12. 15.12 CONCLUSION

15.1 INTRODUCTION

We have presented a variety of information in this book to assist you as the nonprofit financial manager or as a board member in being more effective in your position. Much of the information presented has been tangible: steps, actions, knowledge – facts that a financial manager can apply to produce positive results in an organization.

Some might say that the annual balance sheet, statement of activities, or statement of cash flows constitute the “final exam” for the effectiveness of the financial manager. While any of these or annual shareholder returns may be valid and appropriate measurement instruments in a for-profit organization, none is the end-all in a nonprofit ...