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Oregon NonprofitSector ReportThe State of the Nonprofit Sector in Oregon2011

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, including aretrieval 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 Health22Chapter 3: Organizational Capacity32Chapter 4: Advocacy & Public Policy34Chapter 5: Economic & Social Impact37Chapter 6: Outlook38Appendix: ONSR Survey Questions

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 Budget20 Figure 2.11. Fundraising Revenue: AnnualCampaigns8Figure 1.1. Oregon Nonprofit OrganizationSubsectors21 Figure 2.12. Fundraising Strategies UsedFigure 1.2. Total Revenues, Expenses & Assetsof Oregon-based Nonprofits25 Figure 3.2. Board Activities of Oregon NonprofitsFigure 1.3. Breakdown of Total Expenses forOregon-based Nonprofits26 Figure 3.4. Board Practices9923 Figure 3.1. Most Common Forms of Collaboration25 Figure 3.3. Board Activities of US Nonprofits11 Figure 1.4. Total Assets of Oregon Nonprofits27 Figure 3.5. Board Financial ContributionExpectations11 Figure 1.5. Oregon Nonprofit Employmentby Industry27 Figure 3.6. Board Recruitment Qualifications29 Figure 3.7. Change in Employment / Volunteers11 Figure 1.6. Annual Average Pay in Oregon:Nonprofits & All Firms29 Figure 3.8. Average Number of FTE AcrossVarious Staff Activities12 Figure 1.7. Volunteer Rates by Region30 Figure 3.9. Organization Diversity13 Figure 2.1. Change in Demand for Programs& Services30 Figure 3.10. Prioritizing Diversity31 Figure 3.11. Use of Volunteer Recruitment Tools13 Figure 2.2. Change in Total Revenue31 Figure 3.12. Working with Volunteers14 Figure 2.3. Annual Revenue Comparison betweenOregon Nonprofits & National Nonprofits byBudget Size32 Figure 4.1. Most Common Advocacy Strategies33 Figure 4.2. Organizations Making 501(h) Election13 Figure 2.4. Change in Total Expenditures33 Figure 4.3. Public Policies Most Likely to SupportOregon’s Nonprofits16 Figure 2.5. Comparison of Nonprofit Cost-savingStrategies35 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 Tammenfor their 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 StateUniversity), Professor of Nonprofit Management (Protestant University Darmstadt), Senior Fellow, Centerof Social Investment (Heidelberg University); Dahnesh Medora, Senior Advisor (Social Innovation Fund);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 the outcome of a collaboration between the NonprofitAssociation of Oregon (NAO) and Portland StateUniversity’s (PSU) Institute for NonprofitManagement (INPM), which is part of the Centerfor Public Service. The report is intended to informdecision makers in the public, nonprofit, and privatesectors about the present economic status andrelevance of the nonprofit sector.To compile this report, the team developed andexecuted a survey instrument that collected data fromover 600 participating nonprofit leaders/organizationscomprising a representative sample for regional andsubsector distribution of nonprofits. The team alsoanalyzed and interpreted data on Oregon’s 10,429actively filing public charities listed in the OregonDepartment of Justice database and compared itwith data on Oregon’s tax-exempt organizations aswell as with data in other state of the nonprofit sector reports to identify gaps, inconsistencies, and bestpractices.The ONSR should especially help public policy decision makers, philanthropists, and nonprofit leaders better understand the organizational and financial healthof the state’s nonprofits. Nonprofit organizations aredealing with the consequences of recent financialcrises—the effects of which greatly influence Oregon’sstate budget cycle and the budgets of many of thestate’s 22,000 tax-exempt organizations.The ONSR aims to provide basic, current, andeasily accessible data on the nonprofit sector inOregon to help inform the public about the socialimpact of nonprofit organizations in Oregon. Thisreport is a starting point for ongoing research anddata collection to learn more about how Oregonnonprofits relate to government, for profit firms,one another, their clients, and society as a whole.The ONSR team hopes there will be ongoingefforts to continue this important work for andabout Oregon’s nonprofit sector.This comprehensive report examines the sector asa whole—including a description of the size andscope of the sector (e.g., number of organizations,expenditures, regional distribution, number ofemployees and volunteers, regional distributionof volunteers, forms of volunteering, number offoundations); the current condition of nonprofits(e.g., clues about their economic viability andsocial relevance, relative health in key areas suchas leadership, fundraising, outlook); and thecontributions, social impact, and future of Oregon’snonprofit sector.3

Key FindingsTotal revenue of the 10,429 active charitablenonprofits (reporting year beginning 2010) in Oregonwas approximately 13 billion, with total assets of 16billion. Nonprofit organizations in Oregon provide166,130 jobs, which represents 13% of Oregon’sprivate sector employment. Oregon’s largestnonprofit employers are hospitals, accountingfor 51,000 employees.It is clear that nonprofits play an increasingly vitalrole in supporting the state. The ONSR providescritical details about the sector’s scale, health, andimpact. Some key findings about the Oregonbased public charities who responded to thesurvey 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), whichis 19% higher than in the US overall. Fundraisingefforts were increased through more foundationgrant applications (57%), greater attention to majorindividual 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 collaboratewith each other. Those who most collaborateare agencies and organizations within the Housingand Shelter (97%), Healthcare and Counseling(91%), and Human Services and CommunityImprovement and Capacity Building (tied at 89%)subsectors. Sixty-five percent of nonprofits reported increaseddemand for services in 2011, comparable tonational data, while 28%reported that demand stayed about the same. Twenty-six percent of nonprofits reported that theyhad to scale back programs, and 51% hadto turn away clients. Meeting with public officials ranked highestamong nonprofits’ advocacy activities (56%);nearly one-third participated in coalitions thatattempt to influence public policy. Fifty-seven percent of nonprofits do not haveenough unrestricted operating reserves to coverthree months of operating expenses, compared to46% to 48% of organizations nationally. For fiscal year 2012, Oregon’s nonprofitsexpect the percentage of total revenue frommost sources to increase; government revenueis mostly expected to stay the same. The majorityexpects their organizations to grow moderatelyover the next one to three years; one-third expectssubstantial organizational growth over the nextfive 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 StateUniversity’s (PSU) Institute for NonprofitManagement (INPM), which is part of the Centerfor Public Service, and the Nonprofit Associationof Oregon (NAO). The ONSR team began trackingsector-related data in 2010. In addition to trackingexisting data, the team conducted a survey in February2012 to gather information important to accurate andcurrent sector reporting.relied on multiple studies and sources including theOregon Department of Justice, the National Center forCharitable Statistics, the Urban Institute, the NonprofitResearch Collaborative, BoardSource, “Daring toLead”, the “Minnesota Nonprofit Economy Report,”and the “UCLA Nonprofit Sector Report for LosAngeles County. ”The ONSR SurveyIn February 2012, the ONSR survey was sent to 3,610contacts in 2,971 Oregon-based public charitieswith 501(c)(3) status registered with the OregonDepartment of Justice. A total of 641 responses to thesurvey was received; of those, 632 were consideredvalid and 475 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 theregion of Oregon in which they primarily operate.About 25 to 40%1 of all organizations within aparticular group were randomly selected (irrespectiveof organization size) and sent a link to the survey.This procedure2 coupled with the high response rate(632 responses translates to a 4% margin of error)ensured that the survey respondents are adequatelyrepresentative of the Oregon nonprofit 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 forOregon and SW Washington (2011) was used tocompare some of the ONSR’s fundraising findings withdata from previous years.The ONSR achieved a representative sample forregional distribution of nonprofits (see Figure 0.1) andfor subsectors (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 informationthat would provide this comparison, the ONSR1. 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 RegionPercent ofPercent ofNumber ofnonprofitsRespondentsRegionnonprofitsin Statefrom RegionCentral Oregon6446%5%Eastern Oregon5645%7%Metropolitan Portland448843%41%North Coast5355%5%Northern Willamette Valley113611%9%South Coast2843%3%Southern Oregon101410%11%Southern Willamette Valley167816%19%Statewide Total10,343100%100%About 86 nonprofit organizations in Oregon have their primary offices outside of the state and were therefore not tagged to any of theeight regions —hence the total number of organizations in this table is 10,343 and not 10,429.Figure 0.2. Survey Respondents by SubsectorPercent ofPercent ofnumber ofnonprofitsRespondentsSubsectornonprofitsin statefrom subsectorAnimal Welfare2683%5%Arts, Culture & Humanities122812%17%Community Improvement & Capacity Building1241%6%Civil Rights & Advocacy1652%2%Crime Prevention & Legal d, Agriculture & Nutrition1021%2%Healthcare & Counseling4696%8%Housing & Shelter2462%4%Human Services1,06010%17%Philanthropy, Volunteerism & Grants1,41314%7%Public Safety, Disaster & Crisis Intervention1041%1%Recreation, Leisure & h Development5745%8%Total10,429100%100%6

As Figure 0.2. shows, the ONSR has a slightoverrepresentation of arts and culture and humanservices organizations; foundations (philanthropicorganizations) and educational institutions areunderrepresented as the study surveyed direct serviceorganizations rather than grantmakers and collegesand universities.As in many nonprofit surveys, the sample has asignificant overrepresentation of bigger nonprofitorganizations. As many commenters stated,small organizations frequently do not have theorganizational or staff capacity to respond to surveyrequests. Although nonprofits with annual operatingbudgets under 100,000 make up 71% of Oregon’snonprofit sector, only 37% of respondents fall underthis category. Therefore, the ONSR has a significantoverrepresentation of mid-size nonprofits with annualbudgets between 1 million and 5 million.Figure 0.3. Comparison of ONSR 2011 & National Center for CharitableStatistics 2010 Samples by 2011 Operating Budgetnumber ofOperating BudgetnonprofitsONSRNCCSUnder 100,00018537%71% 100,000 to 250,0008918%10% 250,001 to 500,0007214%6% 500,001 to 1 million377%4% 1,000,001 to 5 million8317%6% 5,000,001 to 10 million194%1%More than 10 million153%2%Total500100%100%Source: National Center for Charitable Statistics (NCCS).7

1An Overview of Oregon’s Nonprofit SectorSize of SubsectorsThe Oregon Nonprofit Sector consists of 22,000nonprofit organizations. The majority (15,188) ofthese organizations are public charities which conduct“public benefit” activities and have been granted taxexempt status under Internal Revenue Code section501(c)(3) allowing them to receive tax-deductiblecontributions. The others include private foundations,civic leagues, business leagues, fraternal societies,agricultural organizations, and many others.The ONSR analyzed the focus area of Oregonbased public charities registered with the OregonDepartment of Justice and categorized them intosubsectors. The most abundant 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 Welfare2683%Arts, Culture & Humanities1,22812%Community Improvement & Capacity Building1241%Civil Rights & Advocacy1652%Crime Prevention & Legal Affairs661%Education2562%Environment5385%Food, Agriculture & Nutrition1021%Healthcare & Counseling4696%Housing & Shelter2462%Philanthropy, Volunteerism & Grants1,41314%Public Safety, Disaster & Crisis Intervention1041%Recreation, Leisure & Sports7788%Religion2,70326%Research1201%Human Services1,06010%Youth Development5746%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, whilerevenues remained flat. The increasedexpenses were entirely program related.Management costs actually declinedby 200 million (from 15% to 12%of total expenses), and fundraisingexpenses remained the same.”In Oregon, 1,086 charitable foundations operatewith assets totaling roughly 8 billion and annualgiving over 800 million. The top 100 highest-givingfoundations employ 136 full-time and 18.75 part-timeprofessional staff, as well as 53 full-time and 18.5part-time support staff, and another 40 unspecifiedstaff. Smaller foundations rely primarilyon volunteer labor.1Expenditures & RevenuesFigure 1.2. Total Revenues, Expenses& Assets of Oregon-based NonprofitsIn 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.20092010In Billions of ssetsSource: Oregon Department of Justice. (2009 and 2010).Figure 1.3. Breakdown of TotalExpenses for Oregon-basedNonprofits (2009 to 2010)In Billions of Dollars2009201012.0310.891.88Program xpenseSource: Oregon Department of Justice. (2009 and 2010).1. Foundation Center (2011).9.16

AssetsWagesTotal assets of Oregon-based public charities increasedfrom 15 billion to 16 billion from 2009 to 2010.Nearly 65% of these organizations have less than 100,000 in assets, and another 14% have more than 100,000 but less than 1 million in total assets.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 equalto the industry average. Healthcare and Counseling(62%), and Education Services (11%) have almostidentical average annual pay. This similarity likelyexplains the close overall proximity of nonprofitsalaries to private sector averages.EmploymentIn 2010, the Oregon Employment Departmentanalyzed data from the 8,519 Oregon nonprofitorganizations that employ paid staff. The sectoremployed 166,130 people in 2010. This represents 13%of private sector employment, which is an increasefrom 11% in 2002. Nonprofits comprise 10% of total(private and public) state employment.2Notably, the annual average pay at rural nonprofitsexceeds average pay for all employers by 1,500. Bycontrast, urban nonprofits pay 2,800 less than average.In 2010, Healthcare and Counseling accounted forthe overwhelming majority of Oregon’s nonprofit jobsat 102,595 (62 %).3 Oregon’s 52 nonprofit hospitalsprovide 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“Annual average wages in Oregondepend more on industry thanfor-profit or not-for-profit status.“Nonprofits in Oregon’s rural counties employ morethan 26,000 employees or 9% of all jobs in thesecounties. Oregon’s urban counties employ 139,000people, or approximately 11% of urban Oregonians.52. 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. 3.6. Eagan, Oregon Labor Trends Report. (Oct. 2011). Workforce &Economic Research Division of the Oregon Employment Department.www.QualityInfo.org. p. 2.10

Figure 1.4. Total Assets of Oregon Nonprofits (2010)2%each5%Under 100,0005% 100,001 to 500,0005% 500,001 to 1 million 1,000,001 to 2.5 million 100,001 to 500,00014%Under 100,000 2,500,000 to 5 million65% 5,000,001 to 10 millionMore than 10 millionNot AvailableSource: Oregon Department of Justice. (2010.)Figure 1.5. Oregon Nonprofit Employment by Industry (2010)OtherServices15%EducationHealthcare &Social Assistance11%6%62%3%3%Professional & BusinessLeisure & HospitalityAll OtherSource: Oregon Labor Trends Report (Oct. 2011). Graph 2, p. 2.Figure 1.6. Annual Average Pay in Oregon: Nonprofits & All Firms (2010)Industry TypeNonprofitsAll FirmsFinance / Insurance 70,187 60,385Professional, Scientific & Technical Services 62,485 59,837Management of Companies & Enterprises 58,964 73,531Healthcare & Counseling 43,717 43,725Admin / Support & Waste Management 35,640 28,758Educational Services 31,865 31,051Retail Trade 26,527 25,939Arts, Entertainment & Recreation 24,043 23,542Other Services (Excluding Public Admin) 23,470 26,772Source: Oregon Labor Trends Report (Oct. 2011). Table 1, p. 3.11

VolunteeringFrom 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, Oregonhas an exceptionally high volunteer rate in its urbanregions. This is due in part to that fact that Portlandrecords having the second highest volunteer rate (36%)in the nation among large cities (after Minneapolis),and the highest rate for members of the Millennialgeneration (34%) and Generation X (39%).Figure 1.7. Volunteer Rates by Region (2008 to iaWesternRegionNational“Every year 993,700 Oregoniansvolunteer 115.9 million service hours,or 38.3 hours per resident (16th inthe nation). The value of this serviceis calculated to be 2.5 billion.7. www.volunteeringinamerica.gov/OR.12

2Financial HealthOregon’s public charities have been faced with adilemma: while the need for services increasedsubstantially, funding has been harder to secure.Unemployment rates in the state remained highin 2011 after reaching their highest levels in threedecades in 2009 and 2010.1 Public budget shortfallshave compromised services for vulnerable populationsand funding for areas such as the arts and education.Therefore, it is not surprising that Oregon mirrorsthe national statistics:2 65% of Oregon’s nonprofitsreported an increase in demand for services in 2011,while only 7% reported a decrease, and 28% reportedthat the demand for services stayed the same.While the economic downturn still shows its effectsin Oregon, slightly over half (52%) of nonprofitsreported increased revenue in 2011 (compared to 44%in 2010),3 20% reported flat revenue (compared to 29%in 2010), and 28% had decreased revenue (comparedto 25% in 2010).A higher percentage (64%) of very large organizations(those with budgets over 10 million) reported anincrease in revenue, compared to 50% of all otherorganizations (including small organizations).4There were no significant differences across regions.Figure 2.2. Change in Total Revenue(2010 to 2011)Figure 2.1. Change in Demand forPrograms & Services (2010 to 2011)Moderate 5 to 24%Substantial 25% or moreSame 5 to 9%36%29%20%20%6%47%2011201010%Stayedthe Same13%23%19%9%5% ayedthe ate 5 to 24%Substantial 25% or more3. 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 & NationalPublic Charities by Budget SizeAnnual Revenue of PublicCharities Filing IRS Form 990OregonNational 100,000 & under71%46% 100,001 to 500,00016%29% 500,001 to 1 million4%8% 1,000,001 to 5 million6%11% 5,000,001 to 10 million1.20%2.50%More than 10 million2%4%Source: National Center on Charitable Statistics.Total ExpendituresOregon’s nonprofit sector consists mostly of smallorganizations with annual budgets under 500,000(87% of all organizations). It will be interesting to seeif these organizations take longer to recover from thefinancial crisis than their larger counterparts.Oregon’s nonprofits also reported an overall increasein expenditures. Out of the 496 organizations thatresponded to this question, 54% reported increasedexpenditures, 26% said their expenditures stayedthe same as in 2010, and 20% reported decreasedexpenditures.Despite increased revenue, nonprofits are still tryingto cope with the increased demand for services.Fifty-one percent of nonprofits reported that theyhad to turn away clients due to lack of resources (e.g.,funding, volunteers, staff, space), 19% reported turningaway clients due to the limits of current state andfederal regulations, and 15% turned away clients forother reasons.The increased expenditures correlate with increasedrevenue in 2011. The ONSR data show that nonprofitsthat experienced increased demand also hadincreased expenditures over the past year.5 For 2012,organizations expect significantly higher expendituresdue to higher programming costs: 62% expect anincrease, 28% expect flat expenditures, while only10% expect expenditures to decrease.Figure 2.4. Change in TotalExpenditures in 2011 from 2010Increased substantially (25% )9%Increased moderately (5 to 24%)45%Stayed the same as in 201026%Decreased moderately (5 to 24%)16%Decreased substantially (25% )4%5. Correlation was significant. (r 0.34).14

Assets & Operating ReservesCost-saving StrategiesCash reserves are considered one measure of financialresiliency. Nonprofits, like their private sectorcounterparts, need cash to weather unexpectedfinancial shortfalls, to withstand changes in programsand staffing, and for investment in start-up programsand fundraising activities. While there is no hard andfast rule regarding cash reserves, many organizationsstrive for cash reserves equivalent to a minimum ofthree months of operating expenses, and some prefersix or more months.6 However, 57%

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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