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National Psoriasis Foundation 2014

National Psoriasis Foundation 2014. Comparison to Industry. Industry Information. Source: Industry population: National Nonprofit Organizations categorized as: Diseases, Disorders & Medical Disciplines Medical Research. Industry Population Totals.

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National Psoriasis Foundation 2014

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  1. National Psoriasis Foundation2014 Comparison to Industry

  2. Industry Information Source: Industry population: National Nonprofit Organizations categorized as: • Diseases, Disorders & Medical Disciplines • Medical Research

  3. Industry Population Totals Based on last 5 years (2007-2012) averages. Number of entities in population: Diseases, Disorders & Medical Disciplines 62 Subset: Fund Raising & Fund Distribution 20 Medical Research 87 Subset: Fund Raising & Fund Distribution 25

  4. Industry Comparisons Revenue Expenses Assets Net Assets

  5. Revenue Outer ring is Industry; middle ring is NPF 5 year average; inner ring is NPF 2014.

  6. Expenses Outer ring is Industry; middle ring is NPF 5 year average; inner ring is NPF 2014.

  7. Assets Outer ring is Industry; middle ring is NPF 5 year average; inner ring is NPF 2014.

  8. Net Assets Outer ring is Industry; middle ring is NPF 5 year average; inner ring is NPF 2014.

  9. Program Efficiency Program Expenses / Total Expenses Shows the basic relationship between program expenses and total expenses. A higher percentage is considered more favorable. This ratio is keenly watched by employees, managers, Board members, and contributors. It tends to be one of the more important metrics used in assessing performance.

  10. Program Efficiency

  11. Fundraising Efficiency Contributions/ Fundraising Expenses Shows how much contribution revenue a nonprofit can generate from fundraising activities. The higher the number, the better.

  12. Fundraising Efficiency

  13. Gross Program Margin Unrestricted Revenue – Program expenses/Unrestricted Revenue This number indicates the percentage of revenue that is left over after paying for program expenses. It is an important statistic that can be used in business planning because it indicates how many cents of gross program profit can be generated by future revenue and also what percentage of revenue the organization can use for other expenses such as administration and fundraising. The higher the percentage, the better.

  14. Gross Program Margin

  15. Days Receivable Total Receivables/Total Unrestricted Revenue x 365 This number reflects the average length of time required to collect cash from receivable accounts such as pledged contributions and/or program service transactions. The lower the number, the better.

  16. Days Receivable

  17. Liquidity Ratios Current Ratio: Current Assets/Current Liabilities Measures the organization’s ability to meet current obligations. The higher the ratio, the more liquid the organization is. Quick Ratio: Cash and Receivables/ Current Liabilities Another indicator measuring the ability to meet current obligations. The higher the number, the more liquid the organization is.

  18. Liquidity Ratios

  19. Cash Reserve Unrestricted Cash/Total Expenses x 365 Cash reserve is a rough measure of the amount of cash on hand to cover future expenses. Industry recommended minimum reserve is 3 months (90 days).

  20. Days Cash Reserve

  21. Questions? • Susan Marks susan@mcdonaldjacobs.com • Gerard DeBlois gerard@mcdonaldjacobs.com McDonald Jacobs, P.C. 503-227-0581

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