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Oregon NonprofitSector ReportThe State of the Nonprofit Sector in Oregon20111

Oregon NonprofitSector ReportThe State of the Nonprofit Sector in Oregon2011AuthorsProject PartnersAndreas SchröerPhD, Principal InvestigatorPortland State UniversityDahnesh MedoraSenior Consultant & Co-AuthorAnindita MukerjeeChief AnalystGreg WallingerProject ManagerInstitute for Nonprofit Management /Center for Public ServiceMark O. Hatfield School of GovernmentNonprofit Association of OregonReleased May 1, 2012

Oregon Nonprofit Sector ReportCopyright 2012 by the Nonprofit Associationof Oregon.All rights reserved. Except for use in any review, thereproduction or utilization of this work in whole or inpart in any form by electronic, mechanical, or othermeans, now known or thereafter invented, includinga retrieval system is forbidden without the permissionof the Nonprofit Association of Oregon, 5100 SWMacadam Avenue, Portland, Oregon 97239.

Contents1List of Figures2Acknowledgments3Exeuctive Summary5Introduction8Chapter 1: An Overview of Oregon’sNonprofit Sector13Chapter 2: Financial Health21Chapter 3: Organizational Capacity31Chapter 4: Advocacy & Public Policy33Chapter 5: Economic & Social Impact36Chapter 6: Outlook38Appendix: ONSR Survey Questions49 References

List of Figures6Figure 0.1. Survey Respondents by Region6Figure 0.2. Survey Respondents by Subsector19 Figure 2.10 Proportion of Revenue from DifferentSourcs, Oregon vs. US7Figure 0.3. Comparison of 2011 ONSR &2010 NCCS Samples by 2011 Operating Budget19 Figure 2.11. Fundraising Revenue: AnnualCampaigns8Figure 1.1. Oregon Nonprofit OrganizationSubsectors20 Figure 2.12. Fundraising Strategies UsedFigure 1.2. Total Revenues, Expenses & Assetsof Oregon-based Nonprofits24 Figure 3.2. Board Activities of Oregon NonprofitsFigure 1.3. Breakdown of Total Expenses forOregon-based Nonprofits26 Figure 3.4. Board Practices9922 Figure 3.1. Most Common Forms of Collaboration24 Figure 3.3. Board Activities of US Nonprofits10 Figure 1.4. Total Assets of Oregon Nonprofits26 Figure 3.5. Board Financial ContributionExpectations10 Figure 1.5. Oregon Nonprofit Employmentby Industry26 Figure 3.6. Board Recruitment Qualifications27 Figure 3.7. Change in Employment / Volunteers11 Figure 1.6. Annual Average Pay in Oregon:Nonprofits & All Firms28 Figure 3.8. Average Number of FTE AcrossVarious Staff Activities12 Figure 1.7. Volunteer Rates by Region29 Figure 3.9. Organization Diversity13 Figure 2.1. Change in Demand for Programs& Services29 Figure 3.10. Prioritizing Diversity30 Figure 3.11. Use of Volunteer Recruitment Tools13 Figure 2.2. Change in Total Revenue30 Figure 3.12. Working with Volunteers14 Figure 2.3. Annual Revenue Comparison betweenOregon Nonprofits & National Nonprofits byBudget Size31 Figure 4.1. Most Common Advocacy Strategies32 Figure 4.2. Organizations Making 501(h) Election14 Figure 2.4. Change in Total Expenditures32 Figure 4.3. Public Policies Most Likely to SupportOregon’s Nonprofits16 Figure 2.5. Comparison of Nonprofit Cost-savingStrategies34 Figure 5.1. Demographic Comparison betweenSurvey Respondents’ Client Base & the Stateof Oregon’s Population17 Figure 2.6. Average Percentage of Budget fromSpecified Revenue Sources37 Figure 6.1. Expected Change in Percent ofRevenue Source17 Figure 2.7. Changes in Specified Revenue Sources18 Figure 2.8. Percent of Budget from SpecifiedGovernment Funding Sources37 Figure 6.2. Outlook of Organizational Growth18 Figure 2.9. Government Funding Concerns (2011)1

AcknowledgmentsThe Oregon Nonprofit Sector Report (ONSR) would not have been possible without the contributionsof many. First and foremost, the ONSR team wishes to thank the nonprofit leaders in Oregon, who sograciously participated in the survey, and the funders of the report: The Collins Foundation, the M.J.Murdock Charitable Trust, The Oregon Community Foundation, Portland State University, and theNonprofit Association of Oregon.The team also thanks the nonprofit and philanthropic leaders who gave their precious time to providefeedback on various instruments and preliminary results as part of the advisory committee: KathleenCornett, Sonja Worcel, and Michelle Boss Barba (Oregon Community Foundation), Agnes Zach(Willamette Valley Development Officers), Kathleen Joy (Oregon Volunteers), Violetta Rubiani andDeborah Steinkopf (Nonprofit Association of Oregon), Craig Smith (Rural Development Initiatives),and Cindy Knowles (Collins Foundation).Other nonprofit leaders graciously provided their feedback on the survey instrument: Kay Sohl (KaySohl Consulting), Michael Wells (Grants Northwest), Masami Nishishiba (Portland State University),Holly Denniston (Oregon Public Broadcasting), Georgina Phillipson (Consonare Chorale), and CarolFord, Kirsten Wisneski, Alexis Millet, and Guadalupe Guajardo (Nonprofit Association of Oregon).Special thanks go to Carolyn Eagan (Oregon Department of Employment) for her expertise onemployment and wage data.The Center for Public Service enjoys support from the College of Urban and Public Affairs and theHatfield School of Government. Thanks go to Dean Lawrence Wallack and Director Ron Tammen fortheir support of this endeavor.The ONSR team also thanks its colleagues at the Center for Public Service: Phil Keisling, SharonHasenjaeger, Sandra Tate, Linda Golaszewski, and Erna Gelles; and our colleagues at Portland State’sOffice of University Communication including Chris Broderick and his staff.Finally, the team wishes to thank its supportive colleagues at the Nonprofit Association of Oregon:Carrie Hoops, Barbara Gibbs, Alissa Beddow, Eve Connell, and Alice Forbes for their hard work,patience, and support.The ONSR team is Andreas Schröer, Assistant Professor of Public Administration and Associate Directorof Nonprofit Programs, Center of Public Service, Hatfield School of Government (Portland State University), Professor of Nonprofit Management (Protestant University Darmstadt), Senior Fellow, Center ofSocial Investment (Heidelberg University); Dahnesh Medora, Senior Advisor for the Social InnovationFund at Education Northwest and former Senior Consultant with the Nonprofit Association of Oregon;Anindita Mukerjee, Center for Public Service, Hatfield School of Government (Portland State University),Doctoral candidate in Public Affairs and Policy (Portland State University); and Greg Wallinger, Centerfor Public Service, Hatfield School of Government, Nonprofit Management (Portland State University),Masters candidate in Public Administration: Nonprofit Management (Portland State University).2

Executive SummaryProject GoalsMethodologyThe Oregon Nonprofit Sector Report (ONSR) is theoutcome of a collaboration between the NonprofitAssociation of Oregon (NAO) and Portland StateUniversity’s (PSU) Institute for Nonprofit Management(INPM), which is part of the Center for Public Service.The report is intended to inform decision makers in thepublic, nonprofit, and private sectors about the presenteconomic status and relevance of the nonprofit sector.To compile this report, the team developed andexecuted a survey instrument that collected data fromover 600 participating nonprofit leaders/organizations comprising a representative sample for regionaland subsector distribution of nonprofits. The teamalso analyzed and interpreted data on Oregon’s 10,429actively filing public charities listed in the OregonDepartment of Justice database and compared it withdata on Oregon’s tax-exempt organizations as well aswith data in other state of the nonprofit sector reportsto identify gaps, inconsistencies, and best practices.The ONSR should especially help public policy decisionmakers, philanthropists, and nonprofit leaders betterunderstand the organizational and financial health of thestate’s nonprofits. Nonprofit organizations are dealingwith the consequences of recent financial crises—theeffects of which greatly influence Oregon’s state budgetcycle and the budgets of many of the state’s 22,000 taxexempt organizations.The ONSR aims to provide basic,current, and easily accessible dataon the nonprofit sector in Oregon tohelp inform the public about the socialimpact of nonprofit organizations inOregon. This report is a starting pointfor ongoing research and data collection to learn more about how Oregonnonprofits relate to government, forprofit firms, one another, their clients,and society as a whole. The ONSRteam hopes there will be ongoing effortsto continue this important work forand about Oregon’s nonprofit sector.This comprehensive report examines the sector as awhole—including a description of the size and scopeof the sector (e.g., number of organizations, expenditures, regional distribution, number of employees andvolunteers, regional distribution of volunteers, formsof volunteering, number of foundations); the currentcondition of nonprofits (e.g., clues about their economicviability and social relevance, relative health in key areassuch as leadership, fundraising, outlook); and the contributions, social impact, and future of Oregon’s nonprofitsector.3

Key FindingsTotal revenue of the 10,429 active charitable non-profits (reporting year beginning 2010) in Oregon wasapproximately 13 billion, with total assets of 16 billion. Nonprofit organizations in Oregon provide166,130 jobs, which represents 13% of Oregon’s private sector employment. Oregon’s largest nonprofitemployers are hospitals, accounting for 51,000 employees.It is clear that nonprofits play an increasingly vital role in supporting the state. The ONSR provides criticaldetails about the sector’s scale, health, and impact. Some key findings about the Oregon-based public charitieswho responded to the survey include: The sector is predominantly female and white: 76%of employees are women; 28% are people of color. Sixty percent of nonprofits reported increasedfundraising (in 2011 compared to 2010), which is19% higher than in the US overall. Fundraisingefforts were increased through more foundationgrant applications (57%), greater attention tomajor individual donors (52%), and the additionof special events (49%). Overall, employment in nonprofits has stabilizedafter the recent financial crises: 35% of respondentsreported an increase in paid staff, and over onequarter increased volunteers. In 2011, 54% of nonprofits reported increasedrevenue, 26% reported flat revenue, and 20%reported decreased revenue compared to 2010. Eighty-six percent of nonprofits collaborate witheach other. Those who most collaborate areagencies and organizations within the Housingand Shelter (97%), Healthcare and Counseling(91%), and Human Services and CommunityImprovement and Capacity Building (tied at89%) subsectors. Sixty-five percent of nonprofits reported increaseddemand for services in 2011, comparable tonational data, while 28% reported that demandstayed about the same. Meeting with public officials ranked highestamong nonprofits’ advocacy activities (56%);nearly one-third participated in coalitions thatattempt to influence public policy. Twenty-six percent of nonprofits reported thatthey had to scale back programs, and 51% had toturn away clients. Fifty-seven percent of nonprofits do not haveenough unrestricted operating reserves to coverthree months of operating expenses, comparedto 46% to 48% of organizations nationally. For fiscal year 2012, Oregon’s nonprofits expect thepercentage of total revenue from most sources toincrease; government revenue is mostly expected tostay the same. The majority expects their organizations to grow moderately over the next one to threeyears; one-third expects substantial organizationalgrowth over the next five years. Almost one in four (24%) reported they areoperating with less than one month worthof reserves.4

IntroductionThis is the first Oregon Nonprofit Sector Report (ONSR).It is co-produced by Portland State University’s (PSU)Institute for Nonprofit Management (INPM), which ispart of the Center for Public Service, and the NonprofitAssociation of Oregon (NAO). The ONSR team begantracking sector-related data in 2010. In addition totracking existing data, the team conducted a survey inFebruary 2012 to gather information important to accurate and current sector reporting.Research Collaborative, BoardSource, “Daring to Lead,”the “Minnesota Nonprofit Economy Report,” andthe “UCLA Nonprofit Sector Report for Los AngelesCounty.”The ONSR SurveyIn February 2012, the ONSR survey was sent to 3,610contacts in 2,971 Oregon-based public charities with501(c)(3) status registered with the Oregon Department of Justice. A total of 641 responses to the surveywas received; of those, 632 were considered valid and475 were complete.This report focuses on three questions: What is the size and scope of the nonprofitsector in Oregon? How can the relative health of the nonprofitsector be described? What are the currently available indicators forthe social and economic impact of Oregon’snonprofit sector?For this survey the team divided the population intodifferent groups based on their subsector and the regionof Oregon in which they primarily operate.About 25 to40%1 of all organizations within a particular group wererandomly selected (irrespective of organization size)and sent a link to the survey. This procedure2 coupledwith the high response rate (632 responses translates toa 4% margin of error) ensured that the survey respondents are adequately representative of the Oregonnonprofit sector.Generating a basic description of the size and scopeof Oregon’s nonprofit sector was in itself a complexendeavor, and required the use numerous data sources.The number of nonprofits and total expenses andrevenue were drawn from Internal Revenue Service(IRS) data. The most recent data available at the timeof publication is from 2010. Employment and Wagesdata is drawn from Oregon’s Employment Department.The most recent Fundraising Trends Report for Oregonand SW Washington (2011) was used to compare someof the ONSR’s fundraising findings with data fromprevious years.The ONSR achieved a representative sample for regionaldistribution of nonprofits (see Figure 0.1) and forsubsectors (see Figure 0.2) as well.Where possible, the ONSR attempts to makecomparisons between data for Oregon and nationalstatistics. As there is no single source of information that would provide this comparison, the ONSRrelied on multiple studies and sources including theOregon Department of Justice, the National Center forCharitable Statistics, the Urban Institute, the Nonprofit1. After accounting for respondents who unsubscribed or were nolonger employed at the organization.2. Known as stratified random sampling.5

Figure 0.1. Survey Respondents by RegionRegionNumber ofnonprofitsPercent ofnonprofitsin StatePercent ofRespondentsfrom RegionCentral Oregon6446%5%Eastern Oregon5645%7%Metropolitan PortlandNorth CoastNorthern Willamette ValleySouth CoastSouthern OregonSouthern Willamette %3%11%19%Statewide Total10,343100%100%About 86 nonprofit organizations in Oregon have their primary offices outside of the state and were therefore not tagged toany of the eight regions —hence the total number of organizations in this table is 10,343 and not 10,429.Figure 0.2. Survey Respondents by SubsectorSubsectornumber ofnonprofitsPercent ofnonprofitsin statePercent ofRespondentsfrom subsectorAnimal WelfareArts, Culture & HumanitiesCommunity Improvement & Capacity BuildingCivil Rights & AdvocacyCrime Prevention & Legal AffairsEducationEnvironmentFood, Agriculture & NutritionHealthcare & CounselingHousing & ShelterHuman ServicesPhilanthropy, Volunteerism & GrantsPublic Safety, Disaster & Crisis InterventionRecreation, Leisure & SportsReligionResearchYouth 429100%100%6

“As many commenters stated,small organizations frequentlydo not have the organizationalor staff capacity to respond tosurvey requests.”As Figure 0.2. shows, the ONSR has a slight overrepresentation of arts and culture and human servicesorganizations; foundations (philanthropic organizations) and educational institutions are underrepresentedas the study surveyed direct service organizations ratherthan grantmakers and colleges and universities.As in many nonprofit surveys, the sample has asignificant overrepresentation of bigger nonprofitorganizations. As many commenters stated, small organizations frequently do not have the organizational orstaff capacity to respond to survey requests. Althoughnonprofits with annual operating budgets under 100,000 make up 71% of Oregon’s nonprofit sector,only 37% of respondents fall under this category. Therefore, the ONSR has a significant overrepresentation ofmid-size nonprofits with annual budgets between 1million and 5 million.Figure 0.3. Comparison of ONSR 2011 & National Center for Charitable Statistics2010 Samples by 2011 Operating BudgetOperating Budgetnumber ofnonprofitsONSRNCCSUnder 100,000 100,000 to 250,000 250,001 to 500,000 500,001 to 1 million 1,000,001 to 5 million 5,000,001 to 10 millionMore than 10 6%1%2%Total500100%100%Source: National Center for Charitable Statistics (NCCS).7

1 Overview: Oregon’s Nonprofit SectorSize of SubsectorsThe Oregon Nonprofit Sector consists of 22,000nonprofit organizations. The majority (15,188) of theseorganizations are public charities which conduct “publicbenefit” activities and have been granted tax-exemptstatus under Internal Revenue Code section 501(c)(3)allowing them to receive tax-deductible contributions.The others include private foundations, civic leagues,business leagues, fraternal societies, agricultural organizations, and many others.The ONSR analyzed the focus area of Oregon-basedpublic charities registered with the Oregon Department of Justice and categorized them into subsectors.The most abundant subsectors are Religious (2,703),Philanthropic (1,413); Arts, Culture, and Humanities(1,228); and Human Services (1,060) organizations.Figure 1.1. Oregon Nonprofit Organization SubsectorsSubsectorTotalPercentAnimal WelfareArts, Culture & HumanitiesCommunity Improvement & Capacity BuildingCivil Rights & AdvocacyCrime Prevention & Legal AffairsEducationEnvironmentFood, Agriculture & NutritionHealthcare & CounselingHousing & ShelterPhilanthropy, Volunteerism & GrantsPublic Safety, Disaster & Crisis InterventionRecreation, Leisure & SportsReligionResearchHuman ServicesYouth 1%10%6%TOTAL10,429100%Source: Oregon Department of Justice. Figures are for 2010. Nearly 1,000 organizations did not specify their IRS code and are notincluded here. The ONSR has classified organizations under one category based on the primary mission listed in the database.8

Foundations“In 2010, total expenses increasedby nearly one billion dollars,while revenues remained flat. Theincreased expenses were entirelyprogram related.”In Oregon, 1,086 charitable foundations operate withassets totaling roughly 8 billion and annual giving over 800 million. The top 100 highest-giving foundationsemploy 136 full-time and 18.75 part-time professionalstaff, 53 full-time and 18.5 part-time support staff, andanother 40 unspecified staff.Smaller foundations relyprimarily on volunteer labor.1Expenditures & RevenuesIn 2009, total revenue and expenses for these Oregonbased public charities were nearly even at 13 billion.However in 2010, total expenses increased by nearlyone billion dollars, while revenues remained flat. Theincreased expenses were entirely program related.Management costs actually declined by 200 million(from 15% to 12% of total expenses), and fundraisingexpenses remained the same.Figure 1.2. Total Revenues, Expenses & Assetsof Oregon-based Nonprofits (2009 to 2010)In Billions of DollarsFigure 1.3. Breakdown of Total Expenses forOregon-based Nonprofits (2009 to 2010)Figure 2.2. Breakdown of Total Expenses for Oregon Nonprofit Organizations2009In Billions of RevenueTotalExpensesTotalAssetsProgram ServiceExpenseSource: Oregon Department of Justice. (2009 and eSource: Oregon Department of Justice. (2009 and 2010).1. Foundation Center (2011).9

AssetsFigure 1.4. Total Assets of Oregon-basedNonprofits (2010)Total assets of Oregon-based public charities increasedfrom 15 billion to 16 billion from 2009 to 2010. Nearly65% of these organizations have less than 100,000 inassets, and another 14% have more than 100,000 butless than 1 million in total assets.Under 100,00065% 100,001 to 500,00014%Employment5%In 2010, the Oregon Employment Department analyzeddata from the 8,519 Oregon nonprofit organizationsthat employ paid staff. The sector employed 166,130people in 2010. This represents 13% of private sectoremployment, which is an increase from 11% in 2002.Nonprofits comprise 10% of total (private and public)state employment.25%2%each5%Under 100,000 100,001 to 500,000 500,001 to 1 million 1,000,001 to 2.5 millionIn 2010, Healthcare and Counseling accounted forthe overwhelming majority of Oregon’s nonprofitjobs at 102,595 (62 %).3 Oregon’s 52 nonprofit hospitals provide half of these positions, employing 51,200people. As shown in Figure 1.5, ‘Other Services’ makeup the next largest percentage with 24,191 jobs. Theseservices include religious, grantmaking, civic, andprofessional organizations.4 2,500,000 to 5 million 5,000,001 to 10 millionMore than 10 millionNot AvailableSource: Oregon Department of Justice. (2010.)Figure 1.5. Oregon Nonprofit Employmentby Industry (2010)Nonprofits in Oregon’s rural counties employ morethan 26,000 employees or 9% of all jobs in these counties. Oregon’s urban counties employ 139,000 people,or approximately 11% of urban Oregonians.5OtherServices15%2. Eagan, Oregon Labor Trends Report. (Oct. 2011). Workforce &Economic Research Division of the Oregon Employment Department.www.QualityInfo.org. p.1.3. The subsector categories used by the Oregon Labor MarketInformation System are very different from the National Taxonomy ofExempt Entities classifications used in the ONSR analysis. However,they provide some insight into the distribution of jobs within thenonprofit sector.4. Eagan, Oregon Labor Trends Report. (Oct. 2011). Workforce &Economic Research Division of the Oregon Employment Department.www.QualityInfo.org. p. 2.5. Eagan, Oregon Labor Trends Report. (Oct. 2011). Workforce &Economic Research Division of the Oregon Employment Department.www.QualityInfo.org. p. 3.Education11%Healthcare &Counseling62%6%3%3%Professional &BusinessLeisure &HospitalityAll OtherSource: Oregon Labor Trends Report (Oct. 2011). Graph 2, p. 2.10

Wages“Annual average wages in Oregondepend more on industry thanfor-profit or not-for-profit status.”Annual average pay in Oregon’s private sector in 2010was 40,968; for Oregon nonprofits, it was 39,545.6Annual average wages in Oregon depend more onindustry than for-profit or not-for-profit status.Figure 1.6 shows that in two industries that comprisenearly three-quarters of all nonprofit employment,annual average wages at nonprofits are nearly equal tothe industry average. Healthcare and Counseling (62%),and Education Services (11%) have almost identicalaverage annual pay. This similarity likely explains theclose overall proximity of nonprofit salaries to privatesector averages.Notably, annual average pay at rural nonprofits exceedsaverage pay for all employers by 1,500. By contrast,urban nonprofits pay 2,800 less than average.Figure 1.6. Annual Average Pay in Oregon: Nonprofits & All Firms (2010)Industry TypeNonprofitsAll FirmsFinance / InsuranceProfessional, Scientific & Technical ServicesManagement of Companies & EnterprisesHealthcare & CounselingAdmin / Support & Waste ManagementEducational ServicesRetail TradeArts, Entertainment & RecreationOther Services (Excluding Public Admin) 70,187 62,485 58,964 43,717 35,640 31,865 26,527 24,043 23,470 60,385 59,837 73,531 43,725 28,758 31,051 25,939 23,542 26,772Source: Oregon Labor Trends Report (Oct. 2011). Table 1, p. 3.6. Eagan, Oregon Labor Trends Report. (Oct. 2011). Workforce &Economic Research Division of the Oregon Employment Department.www.QualityInfo.org. p. 2.11

Volunteering“Every year 993,700 Oregoniansvolunteer 115.9 million servicehours, or 38.3 hours per resident(16th in the nation). The valueof this service is calculated to be 2.5 billion.”From 2008 to 2010, Oregon had a volunteer rate of32.9%, ranking 14th in the nation. Every year 993,700Oregonians volunteer 115.9 million service hours, or38.3 hours per resident (16th in the nation). The valueof this service is calculated to be 2.5 billion.7In contrast to national and regional trends, Oregon hasan exceptionally high volunteer rate in its urban regions.This is due in part to that fact that Portland recordshaving the second highest volunteer rate (36%) in thenation among large cities (after Minneapolis), and thehighest rate for members of the Millennial generation(34%) and Generation X (39%).Figure 1.7. Volunteer Rates by Region (2008 to 2010)36%30%37%35%34%32%Urban31%27%28% 29%24% 25%25%28% ion7. nRural

2 Financial HealthOregon’s public charities have been faced with adilemma: while the need for services increased substantially, funding has been harder to secure. Unemploymentrates in the state remained high in 2011 after reachingtheir highest levels in three decades in 2009 and 2010.1Public budget shortfalls have compromised services forvulnerable populations and funding for areas such as thearts and education. Therefore, it is not surprising thatOregon mirrors the national statistics:2 65% of Oregon’snonprofits reported an increase in demand for servicesin 2011, while only 7% reported a decrease, and 28%reported that the demand for services stayed the same.While the economic downturn still shows its effects inOregon, slightly over half (52%) of nonprofits reportedincreased revenue in 2011 (compared to 44% in 2010),320% reported flat revenue (compared to 29% in 2010),and 28% had decreased revenue (compared to 25% in2010).Figure 2.1. Change in Demand forPrograms & Services (2010 to 2011)Figure 2.2. Change in Total Revenue(2010 to 2011)A higher percentage (64%) of very large organizations(those with budgets over 10 million) reported anincrease in revenue, compared to 50% of all other organizations (including small organizations).4 There wereno significant differences across regions.Figure 2.1. Change in Demand for Programs & Services in 2011IncreasedSubstantially19%Moderate 5 to 24%Substantial 25% or moreSame 5 to edthe Same28%20%20%10%13%19%9%5% 6%IncreasedIncreasedSubstantially ModeratelyModerate 5 to 24%Substantial 25% or more23%Stayedthe SameDecreasedDecreasedModerately Substantially3. According to the Fundraising Trend Report (2011).4. This is different from Los Angeles County where smallernonprofits reported more stability than medium and largeorganizations. Small organizations also reported revenue declines lessfrequently than their medium and large counterparts did.1. According to Bureau of Labor Statistics data (2012).2. According to the Nonprofit Alliance Fundraising Report (2012),national organizations reported that 65% saw increased demand, 5%saw a decrease, and 30% stayed the same.13

Figure 2.3. Annual Revenue Comparison between Oregon Nonprofits & National Public Charitiesby Budget SizeAnnual Revenue of PublicCharities Filing IRS Form 990OregonNational 100,000 & under 100,001 to 500,000 500,001 to 1 million 1,000,001 to 5 million 5,000,001 to 10 millionMore than 10 million71%16%4%6%1.2%2%46%29%8%11%2.5%4%Source: National Center on Charitable Statistics.Oregon’s nonprofit sector consists mostly of small organizations with annual budgets under 500,000 (87% ofall organizations). It will be interesting to see if theseorganizations take longer to recover from the financialcrisis than their larger counterparts.The increased expenditures correlate with increasedrevenue in 2011. The ONSR data show that nonprofitsthat experienced increased demand also had increasedexpenditures over the past year.5 For 2012, organizations expect significantly higher expenditures due tohigher programming costs: 62% expect an increase, 28%expect flat expenditures, while only 10% expect expenditures to decrease.Despite increased revenue, nonprofits are still trying tocope with the increased demand for services. Fifty-onepercent of nonprofits reported that they had to turn awayclients due to lack of resources (e.g., funding, volunteers,staff, space), 19% reported turning away clients due tothe limits of current state and federal regulations, and15% turned away clients for other reasons.Figure 2.4. Change in TotalExpenditures in 2011 from 2010Increased substantially (25% )Increased moderately (5 to 24%)Stayed the same as in 2010Decreased moderately (5 to 24%)Decreased substantially (25% )Total ExpendituresOregon’s nonprofits also reported an overall increasein expenditures. Out of the 496 organizations thatresponded to this question, 54% reported increasedexpenditures, 26% said their expenditures stayed thesame as in 2010, and 20% reported a decrease.5. Correlation was significant. (r 0.34).149%45%26%16%4%

Assets & Operating ReservesCost-saving StrategiesCash reserves are considered one measure of financial resiliency. Nonprofits, like their private sectorcounterparts, need cash to weather unexpected financial shortfalls, to withstand changes in programs andstaffing, and for

Portland State University Institute for Nonprofit Management / Center for Public Service Mark O. Hatfield School of Government Nonprofit Association of Oregon Released May 1, 2012. . Oregon Nonprofit Employment by Industry 11 Figure 1.6. Annual Average Pay in Oregon: Nonprofits & All Firms 12 Figure 1.7. Volunteer Rates by Region

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of many. First and foremost, the ONSR team wishes to thank the nonprofit leaders in Oregon, who so graciously participated in the survey, and the funders of the report: The Collins Foundation, the M.J. Murdock Charitable Trust, The Oregon Community Foundation, Portland State University, and the Nonprofit Association of Oregon.

Portland State University Institute for Nonprofit Management/ Center for Public Service Mark O. Hatfield School of Government Nonprofit Association of Oregon Released May 1, 2012. . Oregon Nonprofit Employment by Industry 11 Figure 1.6. Annual Average Pay in Oregon: Nonprofits & All Firms 12 Figure 1.7. Volunteer Rates by Region

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