nonprofits

Read this if you are a CFO or on the fundraising team at a nonprofit organization. 

Capital campaigns can be game changers for nonprofits, enabling bold investments in infrastructure, programs, and long-term growth. Whether you're building a new facility, expanding services, or upgrading technology, a capital campaign aligns fundraising with your strategic vision. 

When to consider a capital campaign 

A capital campaign may be right if your organization lacks the funds for a major initiative or your annual budget is unable to support a strategic opportunity. Capital campaigns are also ideal for: 

• Infrastructure improvements  

• Major construction or renovations  

• New or expanded programs 

Capital campaigns often inspire larger gifts and deeper donor engagement than annual appeals, especially when the purpose is clearly communicated.   

Key success factors 

A successful campaign requires more than passion; it demands planning, clarity, and commitment from leadership and the board. Consider these best practices: 

• Clear messaging: Campaign materials should define the fundraising goal, project purpose, and how funds will be used. Avoid overly restrictive language if flexibility is needed. 

• Community engagement: Events, media outreach, and visibility efforts help build momentum and attract new supporters. 

• Board involvement: Active leadership from your board and executive team is essential to credibility and success. 

If you're including an endowment component, remember: Endowed gifts are donor-restricted in perpetuity. Only investment returns, not the original gift, can be used for the restricted purpose. The availability of investment returns is typically determined by a board-approved spending policy that follows the Uniform Prudent Management of Institutional Funds Act (UPMIFA). 

Accounting for capital campaigns under GAAP 

Proper classification and reporting are critical. Follow FASB ASC 958-205 to ensure compliance: 

• Purpose-restricted gifts: Recognized as donor-restricted until the specified use or time condition is met. 

• Endowment gifts: Always classified as donor-restricted in perpetuity; only earnings may be used per the donor’s intent and your spending policy. 

Final thoughts 

In uncertain economic times, a well-executed capital campaign can provide the resources and energy your nonprofit needs to thrive. With the right strategy, your campaign can strengthen donor relationships, elevate your mission, and leave a lasting impact. 

BerryDunn’s team of professionals serves a range of not-for-profit organizations, including but not limited to educational institutions, foundations, behavioral health organizations, community action programs, conservation organizations, and social services agencies. We provide the vital strategic, financial, and operational support necessary to help nonprofits fulfill their missions. Learn more about our team and services.  

The FDIC's Quarterly Banking Profile for quarter one 2025 reports the performance for the 4,022 community banks evaluated. Here are the key highlights: 

Note: Graphs are for all FDIC-insured institutions unless the graph indicates it is only for FDIC-insured community banks. 

Financial Performance 

• Quarterly net income rose by $621 million (10.0%) from the previous quarter to $6.8 billion, with 55.8% of community banks reporting an increase. 

• Pretax return on assets increased to 1.18%, up 11 basis points quarter over quarter and 6 basis points year over year. 

• Net interest margin rose to 3.46%, up 2 basis points from the prior quarter and 23 basis points year over year.

Costs and Efficiency 

• Noninterest expense fell by $423.2 million (2.3%) from the previous quarter but increased 6.0% year over year. 

• Provision expenses declined by 19.0% quarter over quarter, but increased 34.3% year over year, signaling growing concern over potential credit losses. 

• Efficiency ratio improved to 64.69%, down 39 basis points from the prior quarter, indicating better cost control relative to revenue. 

Loan and Deposit Trends 

• Loan and lease balances increased by $15.1 billion (0.8%) quarter over quarter and 4.9% year over year, led by nonfarm nonresidential CRE and 1–4 family residential loans. 

• Domestic deposits rose 1.6% quarter over quarter and 5.2% year over year, with stronger growth in interest-bearing than noninterest-bearing accounts. 

• More than half (59.1%) of community banks reported loan growth, and 69.4% reported deposit growth during the quarter. 

Asset Quality 

• Past-due and nonaccrual loans (PDNA) increased 12 basis points to 1.32%, mainly driven by nonperforming farm and CRE loans. 

• Net charge-off ratio decreased 9 basis points from the prior quarter to 0.15%, matching pre-pandemic levels. 

• Reserve coverage ratio declined significantly to 168.8%, indicating that allowance growth lagged increases in noncurrent loan balances. 

Capital and Structural Stability 

• Capital ratios improved modestly across the board: CBLR rose to 12.30%, and the leverage capital ratio increased to 10.91%. 

• Unrealized losses on securities fell by $6.2 billion (12.4%) from the prior quarter to $43.9 billion total. 

• Community bank count declined by 24 during the quarter due to mergers, transitions, and one failure. 

Conclusion and Outlook 

The first quarter of 2025 was off to a hot start for the banking industry, as seen by the increase in net income, primarily driven by higher net interest income. Net interest margins benefited from a 23 basis point increase from the previous year—a stark change from a year prior. But challenges remain for the industry, as past-due and nonaccrual loans continue to climb (albeit from historically low levels). Even with the continued increase in past-due and nonaccrual loans, net charge-offs remain at historical lows and actually decreased from the previous quarter. 

Regulatory trends continue to dominate headlines, with the most notable changes surrounding tariffs and the recently signed One Big Beautiful Bill Act (OBBBA). Although both tariffs and the OBBBA may have significant direct implications for financial institutions, borrowers will also be significantly impacted, and possibly more so than financial institutions. Financial institutions should be proactive with borrowers, reaching out to inform them of potential changes and seeing how they believe they may be impacted prospectively. This proactive communication will not only signal to borrowers that you are looking out for them but will also allow you to identify potential problem areas early on. As always, your BerryDunn team is here to help! 

Read this if your healthcare organization cannot fill a vacancy in your compliance department or if your program needs expert consultation services. 

Healthcare organizations are currently facing growing financial challenges and experiencing high staff turnover. Recruiting a compliance officer may prove challenging due to the unavailability of experienced professionals or concerns about salary and fringe expenses. Depending on a healthcare organization’s fiscal health, consideration might be given to downsizing the compliance department. This article offers guidance to healthcare administrators as they ponder several compliance-related what-if scenarios.   

What if your compliance officer has resigned and there are no experienced applicants?   

Did you know that the pool of certified compliance professionals varies by region? In its 2024 Healthcare Chief Compliance Officer and Staff Salary Survey, the Health Care Compliance Association (HCCA) reported that the greatest proportion of Chief Compliance Officers (CCOs) in the United States are based in the South Atlantic, Mid-Atlantic, and Pacific regions. In comparison, the New England region (Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island, and Vermont) and East South-Central region (Alabama, Kentucky, Mississippi, and Tennessee) have a smaller pool of CCOs.             

Even healthcare organizations that are based in a region with a greater supply of CCOs may face recruiting challenges. Organizations in non-urban areas, such as rural health centers and critical access hospitals, may be stymied by a qualified pool of CCO applicants who are unwilling to relocate.   

What if your compliance department is a department of one?   

If your compliance department is a department of one, then an unfilled vacancy due to a resignation or leave of absence poses significant risks. Questions to consider: 

• How will your organization handle a compliance coverage gap? 

• How will any unresolved, in-process compliance or privacy investigations be resolved? 

• Who will respond to compliance questions, calls on the compliance hotline, or a potential whistleblower? 

• Who will oversee your organization’s response to government payer audits or investigations?   

Even a fully staffed department of one may need a lifeline on occasion. The HCCA’s 2024 survey found that approximately half of their survey participants had five or fewer years of experience. A novice CCO may need to consult a trusted advisor for guidance as healthcare compliance requirements and payer audits increase in number and complexity. Even an experienced CCO in a department of one who has transferred to a new service delivery line may benefit from having an experienced compliance consultant on call. Segments of the healthcare industry that are heavily regulated, such as Federally Qualified Health Centers (FQHCs) and Certified Community Behavioral Health Clinics (CCBHCs), may be baffling to a seasoned compliance professional who is new to the setting.             

What if you can no longer budget for a full-time compliance officer or need to eliminate your compliance department? 

Salaries for CCOs depend on the healthcare organization’s number of employees, annual revenue, and the type of organization. The HCCA found that compensation increases with an organization’s staffing headcount. For example, a CCO’s salary can range from $138,783 in an organization with 100-249 employees to $163,205 in an organization with 500-999 employees. In the HCCA’s survey, the total compensation of healthcare CCOs in nonprofit organizations was $178,265, which was less than in privately held healthcare organizations ($179,553), governmental settings ($190,743), academic healthcare ($216,291), and publicly traded organizations ($286,019). 

Due to increasing costs, declining revenues, and funding challenges, perhaps your healthcare organization has had to make the difficult budgeting decision to downsize or eliminate its compliance department. If so, then your organization should consider outsourcing its compliance functions. An outsourced compliance officer can provide services that are uniquely tailored to the needs of your organization.  

Need help addressing these compliance what-if scenarios?   

BerryDunn’s healthcare compliance team offers outsourced compliance officer services and on-call consultation across the healthcare continuum. Learn more about BerryDunn’s team and services. 

CMS recently extended the deadline for the mandatory SNF provider enrollment off-cycle revalidation to January 1, 2026.  

As we wrote about previously, CMS issued a significant off-cycle mandate requiring all skilled nursing facilities (SNFs) in the US—both for-profit and nonprofit—to revalidate their Medicare provider enrollment records. Originally due by May 1, 2025, then August 1, 2025, the deadline has now been extended to January 1, 2026, giving facilities additional time to comply. This revalidation is essential to maintain Medicare billing privileges and incorporates more rigorous disclosure requirements than ever before. 

The updated process centers around expanded transparency in ownership and control structures. SNFs must report detailed information on all individuals and entities with ownership or managerial roles, including a new category called Additional Disclosable Parties (ADPs). These include anyone who exercises operational, financial, or managerial control, provides real estate, or delivers services such as consulting or accounting. CMS has updated Form CMS-855A and developed a 20-page SNF-specific attachment to capture this information, along with detailed guidance to help facilities navigate the changes. 

The scope of disclosure has also broadened to include parties with formal and informal influence over SNF operations, such as managing employees, consultants, and organizations with financial or operational oversight. Facilities must report granular data on both individuals and organizations, such as ownership percentages, tax IDs, NPIs, and the nature of their relationship to the SNF. The complexity of these requirements makes it critical for SNFs to assess their internal structures, collect necessary documentation, and continue to evaluate management and other changes on a routine basis. Among the many supporting documents required for this effort, CMS is placing a significant emphasis on an organizational chart that outlines the relationships of all organizations and individuals disclosed within the revalidation application. 

To support compliance, CMS encourages the use of its PECOS online portal for submissions and offers help through various channels. Many SNFs are also turning to legal counsel and credentialing professionals for guidance. Firms like BerryDunn have developed tools and resources to help facilities organize and track the required data. While the new January 1, 2026, deadline allows an additional runway, SNFs are encouraged to complete this recertification as soon as possible. Proactive planning and responding to any additional requests (CMS allows a 30-day window for corrections once applications are submitted) is essential to avoid disruptions in Medicare participation. 

We're here to help 

As you prepare, it can be helpful to work with an experienced team of credentialing professionals who will help you navigate the complex process of meeting the new revalidation requirements. BerryDunn’s Credentialing and Enrollment Team is available to offer guidance and support to client organizations as they collect, organize, and track ownership, control, and ADP information, and to guide them through the CMS revalidation process. Additional CMS resources are available, including a dedicated email, SNFDisclosures@cms.hhs.gov, and PECOS support, via the External User Services (EUS) Help Desk. The Help Desk can also be reached by phone at 1.866.484.8049 or email at EUS_Support@cms.hms.gov. 

This article is based on an episode of the Let's Talk Parks with BerryDunn podcast. Listen to the full episode. 

July is National Parks and Recreation Month, and it’s the perfect time to celebrate the people who transform everyday spaces into places of joy, connection, and belonging. To highlight this year’s theme, ‘Build together, play together,’ members of BerryDunn’s Parks, Recreation, and Libraries team share stories of projects that helped communities thrive—and the personal ways they embrace play in their own lives. 

From bustling cities to quiet towns, parks and recreation departments are shaping the future through thoughtful planning, conservation, and inclusive programming. Their work proves that when we invest in shared spaces, we invest in each other. We are proud to support this meaningful work and to share these successes.  

Strategic planning for community growth 

Communities across America are discovering how intentional parks and recreation planning can spark transformation. In Charles County, Maryland, a comprehensive Land Preservation Parks and Recreation Plan (LPPRP) has become a blueprint for community development. 

“Through leadership and strategic guidance, the planning process brought together various voices throughout the county,” says Lisa Wolff, senior consultant with BerryDunn’s Parks, Recreation and Libraries team. 

In Timnath, Colorado, community feedback didn’t just shape ideas—it drove action. When 95% of residents voiced support for a new recreation center, the town moved swiftly from vision to reality. Ryan Hegreness, who managed Timnath’s Parks, Recreation, and Open Space Master Plan, saw firsthand how listening to residents can accelerate change. 

Meanwhile, in Greeley, Colorado, BerryDunn Manager Nikki Ginger has been impressed with how the strategic investment in master planning and facility assessments is helping the Culture, Park, and Recreation Department strengthen diverse communities and meet evolving needs. 

Preservation and heritage 

Parks aren’t just about play—they’re about protecting what matters. In 2023 alone, Charles County preserved 1,700 acres of farmland and forest, secured $1.7 million in open space grants, and obtained over $380,000 in rural legacy funds for conservation easements. 

These efforts safeguard not only natural landscapes but cultural treasures like Mallows Bay, home to the “Ghost Fleet of the Potomac.” Designated a National Marine Sanctuary in 2019, this hauntingly beautiful spot holds nearly 200 historic shipwrecks—the largest collection in the Chesapeake Bay watershed. 

Recreation and community connection 

Park professionals don’t just build spaces—they create moments. Ryan Hegreness’ local pickup soccer group is a daily ritual that brings together teens, seniors, and everyone in between. “It’s a powerful example of how sports can bring people together—not just during your childhood, but throughout your life,” Hegreness shares. 

Lisa Wolff’s journey began as a “parks and rec kid” in Wilmington, Delaware. Today, she hikes, kayaks, and serves on her local Parks and Recreation Advisory Board. Her story reflects the countless individuals who find friendship, purpose, and joy through recreation. 

Professional impact and leadership 

The influence of parks and recreation stretches far beyond playgrounds—it’s about leadership, vision, and lifelong service. Elsa Fisher, newly elected to the Skokie Park District Board of Commissioners, brings four decades of experience to her role. “I am experiencing local parks and recreation with a new perspective,” Fisher says, highlighting her work in budgeting, park development, and community events. 

For professionals like Lisa Wolff, the work is deeply personal. “The quality of my life matters. And that’s why I celebrate Parks and Recreation Month with excitement and gratitude for a career path that really makes me smile pretty much every day.” 

Happy Parks and Recreation Month!  

From strategic planning to conservation, from pickup games to public service, parks and recreation professionals are building stronger, more connected communities. 'Build together, play together' isn’t just a theme—it’s a way of life. And this July, we honor the people who make it all possible. 

Innovative strategies for parks, recreation, and libraries 

BerryDunn's consultants work with you to improve operations, drive innovation, identify improvements to services based on community need, and elevate your brand and image―all from the perspective of our team’s combined 100 years of hands-on experience. We provide practical park solutions, recreation expertise, and library consulting. Learn more about our team and the services we offer.