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Good Preparation Leads to a Good Audit Experience: What to Expect from Your Investment Advisor

Brown Advisory

Good Preparation Leads to a Good Audit Experience: What to Expect from Your Investment Advisor mhannan Wed, 04/20/2022 - 06:03 After an extended period of strong returns that began in 2009, many not-for-profit (NFP) organizations find themselves increasingly challenged to earn the traditional target of an inflation-adjusted 5% annual spending rate.

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Asset Allocation: Developing a Long-Term Investment Strategy for Mission-Driven Organizations

Brown Advisory

Given an institution’s long-term return objectives and risk tolerance, the Investment Committee (IC) should partner with its investment advisor to define an asset allocation approach that creates the greatest likelihood of achieving its financial goals. A significant drawdown to a portfolio can be devastating to its performance.

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Our Perspective on Optimal Governance Structure

Brown Advisory

Our Perspective on Optimal Governance Structure ajackson Mon, 06/13/2022 - 14:12 Leaders of mission-driven nonprofit organizations understand that their board’s investment committee (IC) typically shoulders the greatest share of responsibility in developing and fostering the organization’s relationship with an investment advisor.

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Our Perspective on Optimal Governance Structure

Brown Advisory

Leaders of mission-driven nonprofit organizations understand that their board’s investment committee (IC) typically shoulders the greatest share of responsibility in developing and fostering the organization’s relationship with an investment advisor. Our Perspective on Optimal Governance Structure.

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The Other 95%

Brown Advisory

The Other 95% achen Mon, 04/16/2018 - 13:23 The traditional goal for a nonprofit’s investment portfolio was to earn a 5% return or so that could be used to fund the nonprofit’s programs. Today, we help nonprofits make an impact with the other 95% of their portfolio.

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The Other 95%

Brown Advisory

The traditional goal for a nonprofit’s investment portfolio was to earn a 5% return or so that could be used to fund the nonprofit’s programs. Today, we help nonprofits make an impact with the other 95% of their portfolio. The “other 95%” of the portfolio existed solely as a financial engine.

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Making More From Less

Brown Advisory

The directors at many nonprofits today are finding that, by some measures, working for the common good has never been so tough. The budget gap for nonprofits has widened because of a slump in their three sources of funds—donations, grants and portfolio returns. Consider changes to portfolio construction.