The Nonprofit Management Group develops sound fiscal management and oversight through useful, readable financial reports, and the ability to interpret this information. NMG often institutes a budgeting process that promotes accuracy and accountability and multi-year continuous planning.  Potential major topics include:

• Potential Solutions
  • Focus: Prioritize and Cut Lowest Rank, Weakest, or Largest Deficit Programs
  • Consolidate/Collaborate with Other Nonprofits
  • Strengthen Competitive Advantages
  • Improve Fundraising and Marketing
  • Improve Cash Flow (e.g., Actually Collect A/R)
  • Make More Aggressive Cost Reductions
  • Increase Efficiency
  • Increase Prices
  • Eliminate Non-Productive Assets and Employees
• Handling a Prospective Cash Crisis
  • Focus on Cash--Don't We Have Enough Financial Reports Already?
  • Adjust the Horizon Period--Shouldn't We Concentrate on the Next Three Months Rather than Our Performance Against the Budget?
  • Start on Expense, Not Revenue--What Can We Control Now?
  • Programs & Overhead--What Can We Do Differently Rather than Slowly Starve?
  • Value of Teamwork--How Do We Enlist the Greatest Support Most Quickly?
• Financial Reports--How Can We Make Educated Decisions with Information Instead of Just Paying Lots of Money for Old Data?
• Key Operating Statistics--How Should We Measure Benefits if Core Programs Generate Little or No Revenues?
• Adequate Financial Resources--what is Adequate Anyway?
• Accountability--Am I the Only One Who is on the Line?
• Manage the Assets--Do We Draw Down the Endowment and Sell Real Estate?
• The Audit Procedure--Can Old Information Ever Come Back to Haunt Me?
• Financial Strategic Plan--Why Do We Need this When We Can't Even Prepare a Meaningful Budget?
• Cash Flows--Why Do We Get Burned Even though We Manage Income?

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