Transcript Episode 125

Transcript Episode 125 – 7 Ways to Build Your Nonprofit’s Financial Health on The Prosperous Nonprofit

Stephanie Skryzowski: [00:00:00] Welcome to the prosperous nonprofit, the podcast for leaders who are building financially sustainable and impactful nonprofits and changing the world. I’m Stephanie s Kowski, a Chief financial Officer and founder. Founder and c e o of 100 Degrees Consulting. My personal mission is to empower leaders to better understand their numbers, to grow their impact and their income.

On this show, we talk to people who are leading the nonprofit sector in new, innovative, disruptive, and entrepreneurial ways, creating organizations that fuel their lives, their hearts, and their communities. Let’s dive in.

Hey everybody. Welcome back to the prosperous nonprofit. I am very excited for this episode today. You’ve got just me and we are talking about. How to make sure, how to know that your [00:01:00] organization is financially healthy and if you’re not, if you do not pass the test, um, some strategies to help you improve.

So I want you all to be a pro. For nonprofit, right? That’s the whole title of this podcast and everything that we’re all about. And so we’re gonna talk about how to know if you actually are a prosperous nonprofit and some strategies to help you become even more prosperous. All right, my friend. So before I even get into anything, I’m just gonna plug our freebie.

If you go to 100 degrees, like H E A L T H Health, I have a free download for you. That is going to give you a little calculator to determine if your organization is financially healthy. So it’s a great one to go grab. You’re gonna hear about it again about halfway through this show, but definitely go grab that now and you can kind of follow along to some of the things that we’re talking about.

So first of all, understanding [00:02:00] your organizational health. Right. So we want to make sure that we are financially healthy, financially viable, because not only do we want to do the work that we’re doing this year, but we want to do it hopefully in perpetuity, right? Forever. Actually, maybe not, maybe we don’t wanna be doing it forever, right?

We actually should be wanting to put ourselves out of a job and helping to, um, solve this problem so that it no longer needs solving, but, We’re probably gonna be around for a little while. And so when we’re talking about financial health, uh, to me a lot of what I’m thinking about is sustainability, right?

Are we gonna be able to do this work next year? Are we gonna be able to do this work in five years, in 10 years? Do we have the money and the financial resources and the. You know, human resources to be able to keep going and to keep doing this work as long as we need to. And so making sure that you are financially healthy is really important.

And the best way to figure that out is by doing some math. [00:03:00] Donate me. But it’s really by doing some math and there are a number of financial metrics that we can use to calculate, to understand how much money do we have in the bank, how long could we operate? If no more money came in the door, how are we actually spending that money?

Where’s that money coming from? Right? So if you think about all the ways that money flows into and out of your organization, there are tons of different things that we can. Analyze and calculate to help us figure out if our organization is healthy. And so that’s what we’re gonna do in a calculator, like I mentioned, that, um, download at a hundred degrees

Um, there are a number of different metrics that you can calculate, and I recommend doing this on a monthly basis. So every single month we want to calculate these same numbers and compare ourselves to. Ourselves. So I get the question a lot, and people [00:04:00] always want benchmarks. They always want, well, tell me what’s a good number, right?

I’m using good in, in air quotes. What’s a good number? And the thing is, for a lot of us, A good number. It, it’s, it’s different, right? The good number is not the same for every single person, um, for every single organization. And so that’s why it’s really important to compare yourself to yourself and see how your own organization shifts and changes over time.

So I’m gonna go through, today, I’m gonna share like a handful of metrics that you can use to calculate your organization’s financial health. And again, for most of these, there’s no right or wrong for a couple, there are, and I’ll explain them, but for most of these, there’s no right or wrong. There’s no good or bad.

It’s just a starting place as to where you are now, and then maybe there’s a goal that you can set to hit in the future. And so for me, understanding an organization’s financial health is, this is the best way to do it, is by, you know, determining, okay, what’s [00:05:00] really important to us as an organization? Is it revenue?

Is revenue something we need to dig into? Are expenses something that we need to think about? Maybe we’re always having a cash crunch. Maybe cash is something that we really need to think about. So think about really what is the most important thing to you, and then. Find a couple metrics and calculate those metrics every single month.

In fact, I often include a handful of, you know, strategic metrics on my finance committee reports that I share with my clients’ finance committees. I think that is super, super important. So that’s what we’re gonna talk about today, financial health. So friends, I am not gonna lie inside my course, master your nonprofit numbers.

I break all of this stuff down. I show you exactly how to calculate all of it. I have lots of visuals and I share with you financial statements. You can actually see what I’m talking about. And frankly, that’s probably more effective of a format than a podcast. So if you’ve ever thought about wanting [00:06:00] to explore master your nonprofit numbers, it’s just nonprofit

Check it out. It’s a self-paced online course in financial management. For nonprofit leaders, and by the end, you will absolutely understand exactly where your organization stands in terms of your financial health. So nonprofit, definitely check that out. But right now, We’re gonna talk about a handful of metrics, both on the income statement and the balance sheet.

So if you think about the two financial reports, you’re probably looking at every single month, the income statement is one of them. And remember, that’s the one that has a revenue on the top, expenses on the bottom right. And so, A handful of financial metrics that we can be looking at are, first our revenue diversity, so how much revenue is coming from each source, right?

We don’t wanna put all of our eggs in one basket and have a huge percentage of our revenue coming from one particular donor or one particular type of funding, right? We wanna have a diverse portfolio so that if something happens to one of them, We have others to fall back on. I always tell the story of this one organization that I [00:07:00] came into and they had, uh, a large government grant that was funding about 80% of their budget.

And finally the, the government agency said, listen, we can’t fund 80% of your budget anymore. You need to find some other donors and we’re going to back off of our funding until you do. Um, and so they actually, you know, they really had to ramp up their fundraising cause they were getting so much from.

This government grants and the government said, Nope, we’re not, we’re not doing this anymore. So that’s why it’s important to have a very diverse revenue portfolio. So, The other thing I think is really important on the income statement is your burn rate. That is your average monthly expenses, so how much money is going out the door every single month, right?

This is important to know. I always like to have this number. On the top of my head, know roughly how much money goes out the door every single month. This helps with cashflow. This helps to understand, okay, if $200,000 is going out the door every month, then theoretically we need to be bringing in [00:08:00] $200,000 every month at least, right?

So, you know that there’s, you know, timing of things is not necessarily in the same month, but. It’s important to know how much money is going out the door every month. So the third one, I’m gonna tell you four from the income statement. The third one is your operating margin. And so this is the percentage of revenue left over after all of your expenses go out the door.

Now you’re might be saying, wait, Stephanie, I thought we’re nonprofits. We’re not supposed to have anything left over. We’re supposed to have a breakeven budget. Revenue minus expenses should be zero. Uh, no. I mean, yes, maybe, but if you wanna build a cash reserve, if you have multi-year grants where you’re receiving all of the cash in one year, but you are supposed to be spending it over multi-year, then no.

You’re likely going to have a. Um, a margin, you’re going to have revenue left over after expenses, and I would argue that you want to have revenue left over, right? We need to have [00:09:00] cash in the bank. Oh, I forgot the stat, but it’s something very alarming that like less than a third of non-profits have, you know, more than one or two months of cash in the bank.

Don’t quote me on that. It’s, but it’s something like that. So. Organizations, nonprofits do not have a lot of money in the bank. And if you are spending every single dime that comes in the door, that um, is just going to go on and on and on, right? Or never going to be able to get ahead and save money for, you know, a big investment in the organization, starting a new program or expanding to a new area, or hiring those new team members if we don’t have any money.

Leftover at the end of the day, so that is super important. Operating margin is something that we definitely want to. Keep in mind and track on a regular basis. And the fourth metric front of our income statement that we wanna think about is our expense ratios. And all I’m saying here is how much money are we spending on programs, admin and [00:10:00] fundraising?

For better or for worse, we as nonprofit organizations are rated on the way that we are spending our money and we all know. Admin is bad. Now don’t even get me started on this. I, I have thoughts and I feel like, so do most leaders in the nonprofit sector, we all have thoughts on this, but for better or for worse, we are rated based on these numbers and some donors really put a lot of weight on these ratings by Charity Navigator, by the Better Business Bureau, et cetera.

So I’m not saying that we need to, you know, spend. 1% of our expenses on admin expenses. I’m just saying you need to know your numbers because you will be asked your numbers. I’m working with an organization that has a NY ccra, which is a, um, federally approved in indirect rate or an admin rate. That’s 20%, and that’s kind of high.

According to some other standards, right? But the government has approved it, and that’s what they use [00:11:00] on all of their government grants and a handful of their other grants as well, so, You know, there’s not necessarily a right or wrong, but it’s just something you absolutely need to know for your organization.

So these four metrics that I just said, I’ll repeat them again. Revenue diversity, your burn rate, your operating margin, and your expense ratios, those are all really solid measures of your financial health. Right. Revenue diversity. We wanna have a diverse portfolio of revenue coming from different sources.

Our burn rate, we wanna make sure that there’s no right or wrong answer for how much you’re spending every month, right? Some organizations are spending 10,000, summer, are spending 2 million every single month. It just depends on the size of your organization. But what’s important here is how is that number trending?

Is it going up? Is it going up in alignment with your revenue? Is it, is it growing faster than revenue? That might be a red flag, right? So using the burn rate as a, um, metric of your financial health. Also, your [00:12:00] operating margin, like we said, we wanna make sure that we have money left over at the end of the day.

And finally, your expense ratios now. Well, I said, there’s not necessarily a right or wrong for your expense ratios, okay? We don’t wanna be spending 60% of our revenue on administrative expenses, right? So using your expense ratios as a measure of financial health is important as well. So, That is on the income statement and on the balance sheet.

Remember, your balance sheet is your assets on the top and your liabilities and your equity at the bottom. Equity net assets at the bottom. So a couple balance sheet metrics that are interesting to look at are first your. Asset composition. Okay. My non-finance people, I know I’m using like big, fancy words, but basically this is just looking at what different pieces make up your assets.

So your balance sheet is in order of most liquid to least [00:13:00] liquid, right? Starting with your cash and your receivables. And your investments and your fixed assets. Right? So just looking at the mix that the diversity of the assets that you have, right? Is everything in cash? You have millions and millions of dollars in cash.

I bet we all wish we were in that position. Or do you have barely any cash, but you’ve got like a ton of fixed assets, right? So just understanding your asset composition is an important place to start on your balance sheet. The second one is your quick ratio, and this measures your ability to cover your debts.

So if your organization shut its doors tomorrow, do you have enough assets to cover your debts? Right? So we wanna make sure that you have money to pay off what you owe. Now you don’t. I wouldn’t say that debt, um, in a nonprofit is necessarily a bad thing. I work with an organization that has a mortgage on a building, or [00:14:00] a lot of organizations I know have a line of credit to help fill in those gaps in cashflow between, you know, getting reimbursed by donors, those kinds of things.

So debt is not inherently bad, but we wanna make sure that we are covering it and measuring it appropriately and using the quick ratio is a great way to do that. So your third one is your months of cash on hand. So I’ve mentioned this earlier, but this is a great one to understand. How many months of cash do you have in your bank account?

If not another dollar came in the door today, how long could you continue to operate? And a great goal to set is, you know, three months if you’re already there, maybe set a goal for six months, right? So, Again, there’s no like right or wrong here, but I think a great benchmark to start would be three months.

Right now, you may feel overwhelmed when it comes to managing your nonprofits finances. That is why I created Master Your [00:15:00] Nonprofit Numbers. The online course in financial management for nonprofit leaders within this course are the templates and tools you need to enhance the way you’re managing your organization’s money.

Strengthen your revenue pipeline, build a cash reserve, ace your audit, and analyze your financial statements with ease, and I promise no technical accounting knowledge needed. Head over to nonprofit to learn more and enroll now. I’ll see you there. So using these three metrics in addition to the ones that we talked about in the income statement are a really, really solid way.

To help you measure how financially healthy your organization is, right? So if we have all of our assets like weighted in one place and we got no cash, and our debts far exceed our assets, and we’re getting all of our revenue from one source, and our expenses are growing, our burn rate is growing faster than [00:16:00] our revenue rate, we know, okay, we are probably not a financially healthy organization.

How can we start working to turn ourselves around? Right? So, A few strategies to think about. If you find yourself in this position, you’ve crunched the numbers, you use our financial health calculator, and things are not looking good, okay, what can we actually do to try and fix this? So I’ve got seven things.

I have seven things you can do. And as you’re listening to this, you may be thinking like, okay, well we’re already doing some of these things. Fantastic. If you are not doing some of these things, that’s okay too. Now is as good a time as any to start, and even if you ran some of these numbers and you’re like, honestly, like we, we look pretty good.

We don’t have a whole lot, um, in terms of our financial health and our metrics that really look concerning. Awesome. We’ll listen to these seven steps and see if there’s anything you can do [00:17:00] to even elevate. Even further, um, the way that you’re managing your organization’s finances. Okay, so the first thing is create a strategic plan that includes your goals and your priorities for the next three to five years, including including finance, right?

So I’ve seen a bajillion strategic plans in my day, but not a whole lot include. Anything on financial management. And so maybe it’s, you know, something like provide timely analysis and forecasting for better decision making or build a diverse, durable and flexible revenue portfolio, right? And include some details in there.

Maintain a full funded six month operating cash reserve, right? So include specific things inside. Your strategic plan that are related to financial management, right? Because what gets measured gets done. And if we’ve got this in our strategic plan, we’re way more likely to hold ourselves accountable. [00:18:00] Our board is gonna hold us accountable to actually make this happen.

So first, prepare your plan. The second thing, if you’re thinking like, oh boy, we are not feeling really strong right now. You need to know your numbers and you’ve already taken the first step by hopefully listening all the way through to this episode by downloading a hundred degrees or financial health calculator.

Right? You may not have a clear sense of your current financial health and. You just know that things don’t feel good and you wanna be prepared, but you can’t pinpoint exactly what to change. And so that’s why knowing your numbers, calculating, reviewing this, these, this set of metrics that are relevant for your organization is really, really essential.

It’s gonna help you understand if you are financially sustainable, and it’s gonna help you build a plan. Rather than just crossing your fingers and hoping for the best. And so what I want you to do, I’m giving you, I’m getting you some [00:19:00] action items, my friends, after you listen to this podcast episode.

First of all, save it so you can come back to it because it is a juicy one. Um, and then I want you to listen again and think about the metrics that are gonna be most valuable to understand your organization’s health. What are your pain points? Is it revenue? Is it expenses? Is it your debt? Is it cash?

Like what feels really sticky and hard right now? Those are the metrics that you wanna focus on. You’re gonna calculate ’em every single month and monitor your own progress, right? So knowing your numbers is number two, and that’s, ugh. Knowing your numbers is so big and I, that’s why I’m so glad you’re here because I know that you are interested in understanding your numbers and building a more prosperous nonprofit.

Okay, so the third thing, if your organization feels like you’re not in a good place, is to create a cash stash, right? If you are living donation to donation, and you’re constantly short on cash, If you’re building a zero based budget every year, it leaves you no money for [00:20:00] savings. If you’ve had to make major cuts or delay payroll or stop programs because you don’t have any cash in the bank, we need to build a cash reserve, right?

So first of all, figure out do we already have a policy on a cash reserve and are we adhering to it? If not, let’s think about doing one. Talk to your boards. Let’s set a goal for a three month cash reserve. Maybe just a one month cash reserve to begin with, right? Figure out a plan for how you’re gonna get there and start incorporating those transfers into your savings account into a monthly finance routine.

You just gotta do it monthly, right? So figure out how many months of cash on hand you currently have, and then set an appropriate goal. So if you, if you have two months of cash on hand, all right, well we really wanna get to five. Okay, well, what does that mean? How, if we wanna get to five months within.

You know, 18 months, how much do we need to be putting aside every single month? So do the math, a simple math, and start creating that cash reserve. So if your financials are feeling dicey, if you do not [00:21:00] feel financially healthy, check on your bookkeeping. This is number four, so your bookkeeping, my friends, if your financials are not up to date and you’re a few months behind, or.

Your books are messy. You know that things are in the wrong categories, but you haven’t had a chance to fix it. Or maybe raise your hand if you’re using a volunteer bookkeeper who’s really good at their work, but maybe they’re just unreliable because they have kids and a, a job that pays them and a whole bunch of other things on their plate.

Then, you know, we may need to focus on the bookkeeping. Now, I know that bookkeeping feels like this, like blah. Task that nobody wants to do or nobody wants to review or look at or deal with. But listen, bookkeeping is a vital part of the financial health of your organization. You will not. Be financially healthy and or understand your financial health if you do not have timely, accurate bookkeeping because it provides important data to drive decision making.

So you need a web-based software with the [00:22:00] ability to run useful reports and code transactions the way that you need to. You need appropriate professional staff. You need a monthly routine. So that you have timely, accurate financials and you need to checks and balances to review things to make sure things are right.

So bookkeeping is a huge pain point of so many organizations, and I’ve done like so many surveys of nonprofit leaders recently and pretty much. Not everybody, I shouldn’t say pretty much everybody, but a lot of people are doing it themselves and there’s nothing wrong with that, but it needs to be a tip top, a priority, um, because that way you know, you have good data going in through your bookkeeping processes.

You’re gonna have good data coming out to really understand your financial health. Okay. Number five. Remember I told you I have seven different things that you can think about to improve your financial health. So number five is to reinforce revenue. So what does that mean? Well, maybe you have a large portion of your revenue coming from one source, or maybe it’s really [00:23:00] concentrated in a certain period of time during the year.

Maybe you’re, like I said before, you are live in donation to donation, my friend, and you have no idea when the next check is coming in. What we need to do is we need to understand the situation as it is right now. Right? So understand your current revenue diversity, and for this, I mean, not only what revenue has come from which sources over the last several years, but also which months or quarters are the highest.

Because timing is an issue that I see plaguing organizations almost more often than like not having enough money, period. It’s almost that. You know, yeah, we have a bunch of money on the books, but it’s the timing of it all. We don’t know when it’s coming in or it’s coming in all in one period, you know, one quarter of the year.

That’s really tricky for us. Right? So after we understand our current revenue diversity, which you will, after doing this math, you can figure out what’s our, what’s our current risk level? Are there any areas or time periods that are [00:24:00] disproportionately higher than the others? And so then we can work on spreading out our risk and creating a plan to diversify things.

But listen, we can’t do that. We can’t create a plan. We can’t spread out our risk unless we know, right. So much of our financial health is just knowing where we are. Right. Now, I think that piece is like, I can’t emphasize that enough. Right? If you feel like your organization is not in a good place, well, the first place to start understanding is not going and making a bajillion different changes and, oh, we’ve never had grants before, so let’s hire this, you know, $80,000 a year salaried grant writer, because this is, they’re gonna solve all of our problems.

No, we need to know exactly where we are right now so we can make. Good strategic decisions as to what to change. So when it comes to number five, reinforcing your revenue, I want you to look at the last, you know, one to five years of revenue and identify areas of high concentration, either [00:25:00] sources or time periods, and then create that plan to diversify your revenue streams once you know exactly where you’re at right now.

All right, number six of seven on how to improve your financial health is to edit your expenses. So maybe you do not have a clear sense of your monthly burn rate. You don’t know how much money is going out the door every month. You know it’s a lot. You know, it drains the bank account, but you do not have a clear sense of your monthly burn rate, or maybe your monthly expenses are increasing faster than your revenue.

Or maybe there’s just like a whole lot of, uh, we’ll call them legacy expenses. Things you’ve been paying for for a really long time that used to have a purpose, but now we’re not so sure if they’re tied to a specific purpose or activity. So what I want you to do is understand your monthly expenses to figure out what’s working and contributing towards admission and growth of the organization.

And what’s not, right? So we can look at our monthly burn rate, we can look at our program admin and [00:26:00] fundraising ratios, right? Our expense ratios, like I mentioned earlier, and really figure out like, do we have anything that’s not used in here? Any extra expenses. Is there any way that we can redirect some of this money to.

Revenue generating or mission focused activities. I guarantee you if you look at the last six to 12 months of expenses line by line, I can almost guarantee that you are gonna find some unused subscription, some like something you’re paying for that you didn’t really, you know, you don’t really need anymore.

Um, so think about that. And then finally review. Your relationships. This is number seven. So what I mean by this, and when we’re talking about financial health, you got a lot of relationships, right? You have vendors, service providers, sub-grantees, donors. There’s a lot of relationships. And what I see organizations offer running into is that you don’t have a clear picture of your commitments with your vendors and your service providers and [00:27:00] your sub grantees especially.

And so what happens is that, oh, we didn’t realize that. Not only are we paying for the service for, you know, the rest of the year, but. Oops, we committed to it for the next three years. I don’t even know if we’re gonna use this software three years from now, right? So you don’t have a clear picture of that, and it can really tap into your financial health.

And so the solution here is to assess all of your agreements with your vendors, with your service providers. Understand when the contract’s ending, understand the fee structure, the cancellation policies, and any financial commitments. And then including these in our financial forecast, right? So we can plan for it accordingly.

Um, the other thing I think is super important that we really saw a lot, um, especially at the very onset of Covid, was. The importance of building relationships now, right? Because we saw when Covid happened, nobody knew what was going on. Everything shut down, and we couldn’t like meet our contracts, right?

A lot of organizations [00:28:00] could not fulfill contracts that they had entered into because there’s this whole new thing that like we don’t know what’s happening now, and so. Those organizations and those people that already had existing really solid relationships with vendors, with other service providers were able to creatively negotiate those contracts.

Even though legally the vendor or service provider could have held them word for word to what was in the agreement, they were able to come to work together for a solution. Like, listen, okay, we can extend the payment terms, or we can, um, you know, flex the scope of work and reduce the scope of work a little bit.

To fit your new budget and that kind of thing. So think about the relationships that you have and really make sure that everybody’s in a good place, right? Check in with your vendors, check in with your service providers. See how things are going. Um, the other thing about relationships is thinking about your donors, right?

So that’s kind of the other side of things, but maybe building relationships, like true relationships, not just putting a handout, asking for [00:29:00] money, but building relationships with your current donors has not really been a priority. Because you’ve been focused on, you know, say like going after government grants, right?

So you might not have any recurring donations. And so thinking about, um, what’s your current recurring donor data, because cultivating and growing existing donors is less expensive and time consuming that adding new donors, right? So maybe that’s something you can do when you’re thinking about building your financial health.

Because the one thing I want to remind you is that none of this is a flash in the pan. None of this is a super quick win in terms of like, oh, I caught up on my bookkeeping now I got a million dollar grant the next day. Like, that’s not really how it works, right? So, But how about this? You caught up on your bookkeeping, so now you have really clean financials.

So now you’re able to speak to your financial health much more easily. So now you’re able to fill out that grant application. That was at one time very cumbersome because it had this whole finance section and you didn’t even have. Financial statements that you trusted [00:30:00] because your bookkeeping was a hot mess.

So now you are able to apply for this grant with confidence and show the funder exactly where the money is going to go and the impact it’s gonna have. And oh my gosh, now you got the million dollar grant. Right? So that is like the path of how having solid bookkeeping can and absolutely will lead to more funding, but it’s not overnight and neither is this relationship piece at the end.

So I just wanted to remind you of that, that like. Your financial health is not gonna go from like, okay, we have no money and we’re coasting into payroll on fumes if we’re gonna make payroll at all, to all of a sudden, oh, now all of our staff is paid incredibly well and we have grants coming in that we’re not even seeking.

And you know, it’s not that this is a long term play, so, so. This was a massive juicy episode and I hope you loved it cuz I loved recording it. Cause this is one of my favorite topics ever. Y’all shouldn’t know that by now. Um, so to recap, what we talked about was [00:31:00] how to measure your financial health and we talked about a handful of metrics on your income statement.

We talked about revenue, diversity and burn rate and operating margin and expense ratios. And I know those are financey terms that you’re probably like, Bob, I’m never gonna remember this. So we talked about that. We talked about balance sheet, uh, we talked about balance sheet metrics like your asset composition and quick ratio and months of cash on hand.

And then I went through seven things that you can do to be proactive about your financial health. So if you want more on all of this, if you’re like, oh my gosh, I wish I had a book to walk me through all of this, go to 100 degrees and you will find this episode. In there it is episode 1 25 and you’ll find the, all of the information from this episode there.

So if you wanna go back and really sit with this, which I highly recommend you do, um, head over to under degrees and [00:32:00] just search for episode 1 25 and you will find it because this was a good one and I think this could be like a game changer for your organization. And you don’t have to be a finance person, right?

I hope after. Over 30 minutes of listening to this episode, you’re like, oh yeah, I can totally do this. I don’t have to be an accountant. I don’t have to be A C F O. I don’t have to do anything complicated, but all of this is stuff you absolutely can do. Okay, my friend. This has been, I do see, but it has been such a joy.

Um, thank you so much for listening. I so appreciate you. I know I dropped like a bunch of resources. I mentioned a hundred degrees to get your, uh, nonprofit financial health. Calculator. And then you also heard about master your nonprofit numbers in the show as well, which is going deep into everything that we’ve talked about, um, through our online course.

It’s a self-paced online course. You are going to love it. I have just heard from everyone who’s taken it that it’s super easy to [00:33:00] digest and super easy, easily actionable. If that helps. Okay. As always, I’m so grateful for you. Thanks for being here, friends, and I’ll see you next time. Before you go, I just wanna thank you for being here.

To access our show notes and bonus content, visit 100 degrees That’s 100 degrees, and I’ll see you next time.