HARVARD UNIVERSITY

GRADUATE SCHOOL OF EDUCATION

A-027B/MLD-427B

MANAGING FINANCIAL RESOURCES IN NONPROFIT ORGANIZATIONS

Spring 2018

______________________________________________________________________________

Instructor: Staff Assistant:

James P. Honan, Senior Lecturer on Education Till Freitag

Office: Gutman Library 448 Gutman 464

Phone: 617-496-8131 617-384-5502

e-mail:james_honan@harvard.edu e-mail: freitati@gse.harvard.edu

Office hours: Sign-up sheet posted at Gutman 448

The course teaching assistants will be available during posted hours.

______________________________________________________________________________

INTRODUCTION

This course provides a general introduction to the financial management practices and problems

of nonprofit organizations, including colleges, schools, government agencies, and other nonprofit

entities. The overall purpose of A-027B/MLD-427B is to familiarize students with the principles

and techniques of financial management and control in nonprofit organizations. No prior

knowledge of finance or accounting is expected or needed. The course aims to make students

better managers and consumers of financial information rather than budget officers or

accountants.

COURSE OBJECTIVES

The specific objectives of A-027B/MLD-427B are to:

• familiarize students with how information on the financial position of nonprofit

organizations is measured and recorded and with how this information is summarized and

reported;

• examine how financial statements and reports are utilized to analyze a nonprofit

organization's financial condition and organizational efficiency and effectiveness;

• review the purposes and techniques of budgeting and resource allocation in nonprofit

organizations;

• highlight the ways in which information produced by management control systems can

aid personnel and programmatic decisions as well as how this information can be used to

assist in the formulation of responses to declining or constrained resources; and

• improve students' understanding of alternative approaches to strategic planning in

nonprofit organizations.

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COURSE CONTENT

A-027B/MLD-427B is comprised of six units, each of which will address a different aspect of

financial management and control in nonprofit organizations. A particular unit might include

readings, a case study and/or a guest speaker. All readings and case studies are to be found on

the course ISite. There is a special IPA© page where links to all the readings and case studies

can be accessed.

A list of recommended readings is included at the end of the course syllabus. These readings add

perspective and depth and elaborate on key issues and concepts that are covered in class

discussions and required readings. Most items are available in one or more of Harvard

University's libraries and/or in local bookstores.

ATTENDANCE

The class meets on Tuesdays and Thursdays from 8:30 A.M. to 10:00 A.M. Students should make

every effort to attend every class session. Please inform the instructor if you are unable to attend

class.

READINGS

All required readings and case studies for A-027B/MLD-427B are included on the course ISite

via electronic links or will be distributed during the session.

Required reading materials are contained in the course site for A-027B. Please take the time

to review the Terms of Use for iPa© materials and visit the iPa© Knowledge Center. Both can

be reached via this Link

STUDENT EVALUATION/GRADING

Grades for A-027B/MLD-427B are based on two written case analyses, class participation, and a

final examination. Each case analysis will count for 25% of the final course grade (for a total of

50%), class participation will count for 10%, and the final examination will count for 40%. Final

grades will be computed based on the above percentage shares and assigned as letter grades.

Case Analyses

We will analyze and discuss nine case studies in class during the semester. Each student will be

expected to prepare a written analysis of two of the case studies. Students may select any one

case in Units 2 or 3 and any one case in Units 4, 5, or 6 to fulfill this requirement. Case analyses

are due at the beginning of the class session in which the case is taught. (Note: Case analyses

cannot be faxed or emailed to the instructor.)

The case analysis consists of a 5 page analytic memo, with 1 inch margins, 12 point font and

double spaced, which responds to a number of questions concerning the major financial

management issues in the case.

Students will receive written feedback on both cases. Each graded case analysis counts for 25%

of the final grade (for a total of 50%).

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Class Participation

Class participation is an important component of this course. Participation in discussions and

case analyses is essential. Quality of participation is more important than quantity. Class

participation counts for 10% of the final grade.

Final Examination

This is a take home, essay examination that covers the entire course - class lectures and case

discussions, as well as the readings. It will be distributed on April 24, 2018 and is due on May 1,

2018. Students will answer any four questions, out of 7-8 questions offered. The final exam

counts for 40% of the final course grade. (Note: Final examinations cannot be faxed or emailed

to the instructor.)

ACADEMIC HONESTY

Students should familiarize themselves with HGSE and HKS policies regarding academic

honesty and plagiarism. Please consult Writing with Sources and the HGSE and HKS Student

Handbooks for specific details and rules.

General Resources on Nonprofit Financial Management

Wallace Foundation - Resources for Nonprofit Financial Management:

http://www.wallacefoundation.org/knowledge-center/Resources-for-Financial-

Management/Pages/default.aspx

Minnesota Council of Nonprofits: http://www.minnesotanonprofits.org/nonprofit-

resources/financial-management/financial-managment-resources-overview

Nonprofit Resource Center: http://www.nprcenter.org/financial-management

Nonprofit Finance Fund: http://nonprofitfinancefund.org/

Massachusetts Nonprofit Network: http://www.massnonprofitnet.org/

Nonprofit Accounting Basics: http://www.nonprofitaccountingbasics.org/

National Council of Nonprofits: https://www.councilofnonprofits.org/tools-resources

501 Commons Organization: http://www.501commons.org/resources/tools-and-best-

practices/financial-management

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COURSE OUTLINE AND SCHEDULE

Unit 1: Introduction to Accounting and Control in Nonprofit Organizations

Topics:

• Fund Accounting/Fund Structure

• Chart of Accounts

• Basis of Accounting

• Original Source Documents

• Transaction Analysis

• Accounting Principles/Accounting Standards

• Audits/Management Letters

• Accounting Cycle

Reading:

Anthony, Robert N. & Young, David W. (2005). Financial Accounting and Financial

Management. In The Jossey_Bass Handbook of Nonprofit Leadership and Management. 2nd

Edition. San Francisco: Jossey-Bass. (pp. 466-512). [iPa©]

Audit Guide for Audit Committees of Small Nonprofit Organizations. Virginia Society of

Certified Public Accountants, 2011. [E-Resource] Link

Audit Guide for Charitable Nonprofits. National Council of Nonprofits. [E-Resource] Link

Brimley, Jr., Vern and Garfield, Rulon R.. (2002). Accounting and Auditing. In Financing

Education in a Climate of Change. (pp. 319-337). [iPa©]

Coe, Charles K. (2011). Managing the Audit. In NonProfit Financial Management: A Practical

Guide. Hoboken, NJ: John Wiley and Sons, pp. 43-75. [iPa©]

Everett, Ronald E., Johnson, Donald R. and Madden, Bernard W. (2007). Financial and

Managerial Accounting for School Administrators. Lanham, Maryland: Rowman & Littlefield

Education. pp. 267-277. [iPa©]

Gray, David. (2010) Finance Basics for Nonprofit Organizations. In Finance Arts Guide to

Nonprofit Cash Flow. Princeton, NJ: Finance Arts, LLC. (pp. 9-27). [iPa©]

McLaughlin, Thomas A. (2002). Chapter 6: Nonprofit Accounting: Acknowledging the Strings

Attached. In Streetsmart Financial Basics for Nonprofit Managers. 2nd Ed. New York: John

Wiley & Sons, Inc. pp. 69-75. [iPa©]

Ruppel, Warren (2007). Chapter 1 Understanding the Basics of Not-for-Profit Accounting. In

Not-for-Profit Accounting Made Easy. 2nd Ed. Hoboken, NJ: John Wiley and Sons, Inc. pp. 1-

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42. [iPa©]

Unit 2: Preparation and Interpretation of Financial Statements

Topics:

• Preparation of Financial Statements

• Financial Reporting Systems

• Financial Statement Formats

Reading:

Berger, S. (2003). Elements of Basic Audited Financial Statements. In Understanding Nonprofit

Financial Statements. pp.7-29. [iPa©]

Bowman, Woods. [2011]. Accounting:Measuring Past Performance. In Finance Fundamentals

for Nonprofits: Building Capacity and Sustainability. Hoboken, NJ: John Wiley and Sons, pp.

15-32. [iPa©]

Dalsimer, J.P. (1995). Understanding Nonprofit Financial Statements: A Primer for Board

Members. pp. 1-24. [iPa©]

Gray, David (2010) Nonprofit Finance Documents. In Finance Guide to Nonprofit Case Flow.

Princeton, NJ: Finance Arts, LLC. pp. 129-139. [iPa©]

Weikart, Lynne A., Chen, Greg G. and Sermier, Ed. [2013]. Understanding Financial Statements.

In Budgeting and Financial Management for Nonprofit Organizations. Los Angeles, CA: Sage

CQ Press, pp. 112-131. [iPa©]

Case Study: NGO Financial Strategy – Hypothetical Case [iPa©]

Case Questions: (1) Analyze the financial condition of Goodness USA. What

financial indicators are most significant to you? Why? (2) What two or three key

financial decisions do the senior leaders and board of Goodness USA need to

make? (3) What are the risks and benefits of each decision?

Unit 3: Financial Analysis and Cost Accounting

Topics:

• Financial Analysis Techniques

• Ratio Analysis

• Cost Accounting

• Special Considerations in Analyzing Different Types of Nonprofit Organizations

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Reading:

Barr, Kate. (2010) “Local Conditions Vary: Assessing Your Nonprofit’s Financial Position,” The

Nonprofit Quarterly, Winter 2009, pp. 48-49. [iPa©]

Coe, Charles K. (2011). Evaluate Financial Condition. In Nonprofit Financial Management: A

Practical Guide. Hoboken, NJ: John Wiley and Sons, pp. 77-96. [iPa©]

Colby, Susan and Rubin, Abigail. Cost are Cool – The Strategic Value of Economic Clarity.

December 2003. The Bridgespan Group. [E-Resource] Link

Herzlinger, Regina and Hilgenkamp, Ramona K. (2002). Identify the Nonprofit. Boston: Harvard

Business School. [iPac]

McLaughlin, Thomas A. (2002). Chapter 5: Financial Analysis: A Few Diagnostic Tools.. In

Streetsmart Financial Basics for Nonprofit Managers. 2nd Ed. New York: John Wiley & Sons,

Inc. pp.49-66. [iPa©]

McLaughlin, Thomas A. (2002). Chapter 7: Cost Accounting: How much does it cost?. In

Streetsmart Financial Basics for Nonprofit Managers. 2nd Ed. New York: John Wiley & Sons,

Inc. pp. 77-87. [iPa©]

Peters, Jeanne Bell & Schaffer, Elizabeth. (2005). Financial Leadership for Nonprofit

Executives. Saint Paul, MN: Wilder Publishing Center. pp. 37-63. [iPa©]

Young, David W. (2005). Management Accounting. In The Jossey_Bass Handbook of Nonprofit

Leadership and Management. 2nd Edition. San Francisco: Jossey-Bass. pp. 513-559. [iPa©]

Young, David .W. (2008). Full-Cost Accounting. In Management Control in Nonprofit

Organizations. Cambridge, MA: The Crimson Press, pp. 58-78. [iPa©]

Case Study: Francis W. Parker Charter Essential School (2000) [iPa©]

Case Questions: (1) Analyze the financial condition of the Francis W. Parker

Charter Essential School. What 2 or 3 financial indicators are most significant to

you? (2) What is your assessment of the five options for increasing revenues at

Parker? Do these options respond to the financial challenges identified in

questions (1)? (3) What are the two or three key issues concerning the school’s

finances that should be discussed at the special trustees’ meeting? Why?

Case Study: University of Trent [iPa©]

Case Questions: (1) Evaluate the strengths and weaknesses of the financial

position of the University of Trent. (2) What 2 or 3 aspects of their financial

condition are most significant to you? Why? (3) Were Chip Wise’s actions helpful

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to the financial condition of the University of Trent? Why or why not?

Unit 4: Budgeting and Resource Allocation in Nonprofit Organizations

Topics:

• Types of Budgets

• Budget Process/Calendar

• Approaches to Budgeting and Resource Allocation

• Roles and Responsibilities in Budgeting

• Decision Rights

Reading:

Honan, James P. (2011) Strategic Resource Allocation: The Superintendent’s Perspective. In

Every Child Every Classroom Every Day – School Leaders Who Are Making Equity a Reality.

Robert S. Peterkin et al. (Eds.). San Francisco, CA: Jossey-Bass, pp. 141-145. [iPa©]

Johns, Christine M. (2011). The Equity Fight in Utica, Michigan. In Every Child Every

Classroom Every Day – School Leaders Who Are Making Equity a Reality. Robert S. Peterkin et

al. (Eds.). San Francisco, CA: Jossey-Bass, pp. 165-173. [iPa©]

Proctor, Allen J. (2010). Linking Mission to Money. Columbus, OH: The Academy for

Leadership and Governance. pp. 25-50. [iPa©]

Shim, J.K. & Siegel, J.G. (1997). Budgeting: A Tool for Planning and Control. In Financial

Management of Nonprofits. pp.139-165. [iPa©]

Shim, J.K. & Siegel, J.G. (1997). Zero Base Budgeting and Program Budgeting. In Financial

Management of Nonprofits. pp.167-178. [iPa©]

Weikart, Lynne A., Chen, Greg G. and Sermier, Ed. [2013]. Budgeting as Part of the Planning

Process. In Budgeting and Financial Management for Nonprofit Organizations. Los Angeles,

CA: Sage CQ Press, pp. 17-42. [iPa©]

Young, Dennis R. (2004). “The Seven Insights of Effective Nonprofit Economic Decision-

Making,” in Effective Economic Decision-Making by Nonprofit Organizations. Dennis R.

Young, Ed. New York: The Foundation Center, pp. 191-218. [iPa©]

Young, David W. (2012). The Operating Budget. In Management Control in Nonprofit

Organizations. Cambridge, MA: The Crimson Press, pp. 172-208. [iPa©]

Case Study: Redding School: Participatory Budgeting (1994) [iPa©]

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Case Questions: (1) Evaluate the Redding School's new financial management and

budgeting system. What are its strengths and weaknesses? (2) What advice

would you give Camilla Lewis concerning changes to, or improvements in,

Redding's new budget system? (3) Will the Redding School's approach to

financial management and budgeting help to improve the overall performance of

the school? Why or why not?

Case Study: Aligning Resources to Improve Student Achievement: San Diego

City Schools (A) (2004) [iPa©]

Case Questions: (1) What are the strengths and weaknesses of San Diego City

Schools’ (SDCS) strategy for reallocating and realigning resources to the

Blueprint for Student Success? (2) Would you grant more control and flexibility

over resources to SDCS principals? Why or why not? (3) What are the

implications of your response to question #2 regarding SDCS district strategy and

organization?

Unit 5: Cost Containment/Retrenchment

Topics:

• Organizational Responses to Declining Financial Resources

• Cost Containment/Retrenchment Strategies

• Aligning Priorities and Financial Resources

Reading:

Bowman, Woods. “Financial Capacity and Sustainability of Ordinary Nonprofits.” Nonprofit

Management and Leadership, Vol. 22, no. 1, pp. 27-51. [E-Resource] Link

Chabotar, K.J. & Honan, J.P. (1990, November/ December). Coping With Retrenchment:

Strategies and Tactics. Change, 28-34. [E-Resources] Link

Gaberman, Barry D. (2008). Facing the Financial Crisis: 10 Smart Things Your Board Can Do

Now. Washington, DC: Broadsource. [E-Resource] Link

Greenlee, Janet S. & Tuckman, Howard (2007). Financial Health. In Financing Nonprofits

Putting Theory into Practice. Dennis R. Young (Ed.). Lanham, MD: AltaMira Press, pp. 315-

335. [iPa©]

Gumport, P.J. (1993, May/ June). The Contested Terrain of Academic Program Reduction. The

Journal of Higher Education, 283-311. [iPa©]

Lane, Frederick S. (2006). “Managing Financial Stress,” in Wise Decision-Making in Uncertain

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Times. Dennis R. Young, Ed. New York: The Foundation Center, pp. 75-90. [iPa©]

Massarsky, Cynthia W. (2005). Enterprise Strategies for Generating Revenue. In The

Jossey_Bass Handbook of Nonprofit Leadership and Management. 2nd Edition. San Francisco:

Jossey-Bass. (pp. 436-465). [iPa©]

Proctor, Allen J. (2010). Linking Mission to Money. Columbus, OH: The Academy for

Leadership and Governance. pp. 51-63. [iPa©]

Raffa, Thomas and Cocchiaro, Robert J. (2002) “Managing Financial Uncertainty,” The

Nonprofit Quarterly. V. 9, Issue 1, pages 3. [E-Resource] Link

Case Study: SUNY College of Technology at Farmingdale (1997) [iPa©]

Case Questions: (1) Illustrate what retrenchment is by using one example from

the case. Explain how your example highlights the challenges of coping with

retrenchment. (2) How well has SUNY Farmingdale coped with the budget

cutbacks up to this point? (3) How can senior administrators advance the

institutional mission given current and anticipated budget cutbacks?

Case Study: How Steppenwolf Excelled, First on the Boards, Then in the

Boardroom, and Ultimately on the Balance Sheet. [E-Resource] Link

(1) How well has the Steppenwolf Theater Company coped with financial

resource constraints and fluctuations over the years? What are the key strengths

and weaknesses of their financial strategy? (2) What key financial decisions did

the Steppenwolf Theater Company make during the years covered in the case?

Did these decisions present any noteworthy risks or benefits?3) What should the

leaders and trustees do next? Why?

Unit 6: Strategic Planning: Aligning Mission, Strategy, and Resources

Topics:

• Approaches to Planning and Planning Processes

• Strategy Development and Resource Allocation

Reading:

Allison, Michael and Jude Kaye. (2005). Introduction to Strategic Planning. In Strategic

Planning for Nonprofit Organizations. 2nd Ed.Hoboken, NJ: John Wiley & Sons, Inc. pp. 1-30.

[iPa©]

Gelatt, J.P. (1992). A Guide to Strategic Planning for the Nonprofit. In Managing Nonprofit

10

Organizations in the 21st Century. (pp. 14-33). [iPa©]

Mintzberg, H., Ahlstrand, B., & Lampel, J. (1999). And Over Here, Ladies and Gentlemen: The

Strategic Management Beast. In Strategy Safari: A Guided Tour Through the Wilds of Strategic

Management. (pp. 1-21). [iPa©]

10 Finance Essentials for Social Sector Leaders. Nonprofit Finance Fund. 2009. [E-Resource]

Link

Phills, Jr. James A.. (2005). The Role of Leadership in Mission, Strategy, and Execution. In

Integrating Mission and Strategy for Nonprofit Organizations. New York: Oxford University

Press, pp. 153-171. [iPa©]

Steiss, Alan Walter. (2003). Strategic Planning: Mission, Vision, Goals, and Objectives. In

Strategic Management for Public and Nonprofit Organizations. New York: Marcel Dekker, Inc.

(pp. 49-72). [iPa©]

Steiss, Alan Walter. (2003). Strategic Planning: SWOT Analysis, Strategies, Policies and

Implementation. In Strategic Management for Public and Nonprofit Organizations. New York:

Marcel Dekker, Inc. (pp. 73-97). [iPa©]

Case Study: Linking Resources to Results: The Chicago Public Education

Fund’s Master Teacher Initiative. [E-Resource] Link

Case Questions: (1) What was the theory of change for the Chicago Public

Education Fund’s Master Teacher Initiative? Were the Initiative’s strategies and

activities aligned with the intended goals that were set? If so, how?

(2) How loose or tight was the link between resources and results in this

initiative? Did the link become stronger or weaker over time?

(3) What advice do you have for President Knupp and her colleagues concerning

“next steps” for planning for the Master Teacher Initiative?

Case Study: Long Beach Unified School District (A) [iPa©] and (B) [iPa©]

Case Questions: (1) What three factors contributed most significantly to

LBUSD’s progress from 1992-2002? Why did you identify these three?

(2) If you were Christopher Steinhauser, how would you keep LBUSD moving

forward? (3) What 2 or 3 examples from the case illustrate effective links

between planning/strategy development and resource allocation?

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A-027B/MLD 427B SCHEDULE – SPRING 2018

Session 1 23 Jan Course Introduction and Overview

Session 2 25 Jan Unit 1: Introduction to Accounting and Control in Nonprofit

Organizations

Session 3 30 Jan Unit 1: (continued).

Session 4 01 Feb Unit 1: (continued)

Session 5 06 Feb Unit 2: Preparation and Interpretation of Financial Statements

Session 6 08 Feb Unit 2: (continued)

Session 7 13 Feb Unit 2: (continued)

Session 8 15 Feb Unit 2: NGO Financial Strategy – Hypothetical Case analysis due

Session 9 20 Feb Unit 3: Financial Analysis and Cost Accounting

Session 10 22 Feb Unit 3: (continued)

Session 11 27 Feb Unit 3 (continued) Francis W. Parker case analysis due

Session 12 01 March Unit 3: (continued) University of Trent case analysis due

Session 13 06 March Unit 4: Budgeting and Resource and Resource Allocation in

Nonprofit Organizations

Session 14 08 March Unit 4: (continued)

12-16

March

No class – Spring Break

Session 15 20 March Unit 4: (continued) Redding School case analysis due

Session 16 22 March Unit 4: San Diego case analysis due

Session 17 27 March Unit 5: Cost Containment/Retrenchment

Session 18 29 March Unit 5 (continued)

Session 19 03 April Unit 5: (continued) SUNY College of Technology case analysis due

Session 20 05 April Unit 5: Steppenwolf Theatre Company case analysis due

Session 21 10 April Unit 6: Strategic Planning: Aligning Mission, Strategy, and

Resources

Session 22 12 April Unit 6: (continued)

Session 23 17 April Unit 6: (continued) Chicago Public Education Fund case analysis due

Session 24 19 April Unit 6: (continued) Long Beach Unified case analysis due.

Session 25 24 April Take-home Final Examination Distributed.

Session 26 26 April Review session - optional

01 May Take-home Final Examination Due

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RECOMMENDED READING

Anthony, Robert. (1988). Essentials of Accounting. 4th Ed. Reading, MA: Addison-Wesley.

Anthony, Robert & Young, David. (1994). Management Control in Nonprofit Organizations. 5th

Ed. Burr Ridge, Illinois: Irwin.

Blazek, Jody. (1996). Financial Planning for Nonprofit Organizations. New York: John Wiley

& Sons, Inc.

Dalsimer, John P. (1995). Understanding Nonprofit Financial Statements: A Primer for Board

Members. Washington, DC: National Center for Nonprofit Boards.

Drucker, Peter F. (1990). Managing the Non-Profit Organization: Principles and Practices.

New York: HarperCollins.

Engstrom, John H. & Hay, Leon E. (1996). Essentials of Accounting for Governmental and Not-

For-Profit Organizations. Chicago: Irwin.

Everett, Ronald E., Johnson, Donald R. and Madden, Bernard W. (2007). Financial and

Managerial Accounting for School Administrators. Lanham, Maryland: Rowman &

Littlefield Education

Financial Accounting Standards Board of the Financial Accounting Foundation. (1993).

Financial Statements of Not-for-Profit Organizations. Norwalk, CT: FASB.

Garner, C. William. (1991). Accounting and Budgeting in Public and Non-Profit Organizations:

A Manager's Guide. San Francisco: Jossey-Bass.

Gelatt, James P. (1992) Managing Nonprofit Organizations in the 21st Century. Phoenix, AZ:

Oryx Press.

Granof, Michael H. (2007). Government and Not-For-Profit Accounting. New York: John Wiley

and Sons.

Gross, Malvern J., Warshauer, William & Larkin, Richard. (1991). Financial and Accounting

Guide for Not-for Profit Organizations, 4th Ed. New York: John Wiley & Sons, Inc.

Henke, Emerson. (1985) Introduction to Nonprofit Organization Accounting. 2nd Ed. Boston:

Kent Publishing.

Herman, Robert D. & Associates. (1994). The Jossey-Bass Handbook of Nonprofit Leadership

and Management. San Francisco: Jossey-Bass Publishers.

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Herrington, Bryce. (1992). Financial and Strategic Management for Nonprofit Organizations.

Englewood Cliffs, NJ: Prentice-Hall.

Herzlinger, Regina E. & Nitterhouse. Denise (1994). Financial Accounting and Managerial

Control for Nonprofit Organizations. Cincinnati, OH: South Western Publishing Co.

Johnson, Sandra L. (1994). Understanding College and University Financial Statements.

Washington, DC: Association of Governing Boards of Colleges and Universities.

Mautz, Robert K. (1994). Financial Reporting for Nonprofit Organizations. (New York: Garland

Publishing, Inc.

McLaughlin, Thomas A. (2002). Financing Basics for Nonprofit Managers. New York: John

Wiley & Sons, Inc.

McMillan, Edward J. (1994). Budgeting and Financial Management for Not-for-Profit

Organizations. Washington, D.C.: American Society of Association Executives.

Norvelle, Joan. (1991). Introduction to Fund Accounting. 4th Ed. Tucson, AZ: Thoth Books.

Picus, Lawrence O. & Wattenbarger, James L. (1996). Where Does the Money Go? Resource

Allocation in Elementary and Secondary Schools. Thousand Oaks, CA: Corwin Press,

Inc.

Ruppel, Warren. (2007). Not-For-Profit Accounting Made Easy. New York: John Wiley and

Sons.

Shim, Jae K. & Siegel, Joel G. (1997). Financial Management for Nonprofits. New York:

McGraw-Hill.

Thompson, David C. & Wood, R. Craig. (1998). Money and Schools. Larchmont, NY: Eye on

Education.

Wacht, Richard F. (1991). Financial Management in Nonprofit Organizations. Atlanta: Georgia

State University Business Press.

Young, Dennis R. (Ed.) (2004). Effective Economic Decision-Making by Nonprofit

Organizations. National Center on Nonprofit Enterprise and The Foundation Center.

Young, Dennis R. (Ed.) (2006). Wise Decision-Making in Uncertain Times. Using Nonprofit

Resources Effectively. National Center on Nonprofit Enterprise and The Foundation

Center.

Young, Dennis R. (Ed.) (2007). Financing Nonprofits. Putting Theory into Practice. Lanham,

MD: AltaMira Press

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Ziebell, Mary T. & DeCoster, Don. (1991). Management Control in Nonprofit Organizations.

San Francisco: Harcourt Brace Jovanovich.