An Executive Director’s Guide to Financial Leadership - NPQ - Nonprofit Quarterly

An Executive Director’s Guide to Financial Leadership - NPQ - Nonprofit Quarterly: There is an important distinction between financial management and financial leadership. Financial management is the collecting of financial data, production of financial reports, and solution of near-term financial issues. Financial leadership, on the other hand, is guiding a nonprofit organization to sustainability. This is the job of an executive director. He or she is responsible for developing and maintaining a business model that produces exceptional mission impact and sustained financial health. To do that successfully, the executive director has to be ever mindful of essential nonprofit business concepts and realities. The following is a guide to this way of thinking for an executive—a summary of what we see as the eight key business principles that should guide financial leadership practice.

Fred Leeb: Who Cares About Nonprofit Finances? The Top 12 Reasons Why the Most Vulnerable Are at Risk

Fred Leeb: Who Cares About Nonprofit Finances? The Top 12 Reasons Why the Most Vulnerable Are at Risk: Who is Responsible to Ensure that Nonprofits Operate Most Efficiently?

Everyone and no one. While the great majority of people in the nonprofit world are good people, this doesn't necessarily mean that the financial system is functioning most effectively. When everyone and no one is responsible, it means that nonprofit clients/customers/patients can easily fall through the cracks because nobody without other vested interests represents them at the table. This is a tremendous flaw in our nonprofit system. The most vulnerable people often have:

Nonprofit Finance and Accounting 2011 | Philanthropy Journal

Nonprofit Finance and Accounting 2011 | Philanthropy Journal: "In this special report, PJ looks at ways nonprofits are handling their finances and accounting in the face of the troubled economy."