Association for Research on Nonprofit Organizations & Voluntary Actions
Association for Research on Nonprofit Organizations & Voluntary Actions
EIN: 23-7378021
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Association of Voluntary Action Scholars, ARNOVA is a neutral, open forum committed to strengthening the research about and helping shape better practice in these realms. We bring together both theoretical and applied interests, helping scholars gain insight into the day-to-day concerns of third-sector organizations, while providing nonprofit professionals with connections to research they can use to improve the work of their organizations and the quality of life for citizens and communities.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Annual Conference
The ARNOVA conference is designed to create a public conversation on, aw was as opportunities for presenting research about, pressing issues and vital opportunities facing the voluntary or nonprofit sector.
Over recent decades, the public conversation at our conference has evolved to address new developments in our field, including social entrepreneurship, social economy, and all aspects of civil society, as well as to meet the needs of those who study and lead "the social sector." ARNOVA's Annual Conference is the largest gathering held regularly anywhere devoted to these matters.
Asia Conference
The ARNOVA Asia conference brings together approximately 100+scholars and practitioners from around the world to discuss the latest research on nonprofit organizations and volunteer issues.
Where we work
External reviews

Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
ARNOVA's Goals:
1. Build, improve, disseminate, and promote recognition of knowledge on nonprofit organizations, philanthropy, civil society, and voluntary action.
2. Create an integrated set of programs and activities that support effective education in nonprofit organizations, philanthropy, civil society and voluntary action.
3. Manage ARNOVA's operations so that they are exemplary with respect to strong governance, financial stability, and responsiveness to members.
4. Attract and retain individuals from under-represented groups into all aspects of ARNOVA's
governance, programming, and membership in order to insure that ARNOVA is and continues to be a diverse organization.
(Diversity [here] refers to inclusiveness of race and ethnicity, discipline, national origin, region, and theoretical and ideological perspective, with special attention to groups under-represented due to historical patterns of exclusion, discrimination, and lack of resources.)
(At the November 2013 Annual Membership Meeting, there was significant member sentiment expressed in favor of increased international outreach.)
What are the organization's key strategies for making this happen?
Goal 1 Strategies:
1.1 Provide forums to advance and assess the state of research and emergent issues
in the field.
1.2 Continue to encourage high quality research in the field.
1.3 Continue to strengthen, improve, and increase accessibility to ARNOVA’s publications,
and related services.
1.4 Identify and develop relationships with other scholarly associations, academic
disciplines, policy institutions, funders, and practitioner organizations.
1.5 Promote and publicize research by ARNOVA members.
Goal 2 Strategies:
2.1 Provide an opportunity to critically reflect on deeper and challenging issues and
questions in the field.
2.2 Provide an opportunity to develop, learn, and apply new and effective pedagogical
methods and techniques.
2.3 Actively support the preparation of doctoral students to become effective educators
in the field.
2.4 Work collaboratively in all of our efforts with other associations and organizations
(such as NACC) involved in nonprofit education.
Goal 3 Strategies:
3.1 Strengthen ARNOVA’s governance practices by periodic review and revision
of ARNOVA policies and procedures.
3.2 Maintain financial stability and sustainability of operations.
3.3 Improve services to members and create opportunities for members to participate
in the furtherance of ARNOVA’s mission.
Goal 4 Strategies:
4.1 Institutionalize diversity policies, practices, and procedures into the structure and
culture of ARNOVA and develop a system of on-going accountability to the Board
of Directors.
4.2 Incorporate diversity goals, objectives, and tactics into all aspects of ARNOVA’s
2008-2013 Strategic Plan.
4.3 Insure that current ARNOVA written and informal policies, procedures, and practices
attend to the importance of attracting and retaining individuals from under-represented
groups.
4.4 Develop strategies recruit and retain new members from under-represented groups.
4.5 Increase diversity of attendance and participation of under-represented groups at the
annual conference.
4.6 Ensure membership and participation of under-represented groups on the ARNOVA
board and in board leadership.
What are the organization's capabilities for doing this?
The Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA) is the U.S.-based, national and international association that connects scholars, teachers, and practice leaders interested in research on nonprofit organizations, voluntary action, philanthropy and civil society.
Founded in 1971 as the Association of Voluntary Action Scholars, ARNOVA is a neutral, open forum committed to strengthening the research about and helping shape better practice in these realms. We bring together both theoretical and applied interests, helping scholars gain insight into the day-to-day concerns of third-sector organizations, while providing nonprofit professionals with connections to research they can use to improve the work of their organizations and the quality of life for citizens and communities.
Principal activities include an annual conference, publications, electronic discussions and special interest groups.
What have they accomplished so far and what's next?
For the last two decades, ARNOVA has been a growing Association that played a key role in building the work and service of research and teaching around voluntary, nonprofit and philanthropic organizations.
We have contributed significantly to the growing understanding of the significance and impact of work of these organizations and activities for building healthier societies.
We aspire to help create increased knowledge and develop a new cohort of researchers, teachers, and practice leaders to move this vital work forward.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2019 info
4.74
Months of cash in 2019 info
9.9
Fringe rate in 2019 info
6%
Funding sources info
Assets & liabilities info
Association for Research on Nonprofit Organizations & Voluntary Actions
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Association for Research on Nonprofit Organizations & Voluntary Actions
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Association for Research on Nonprofit Organizations & Voluntary Actions
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Association for Research on Nonprofit Organizations & Voluntary Actions’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
Profitability info | 2015 * | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$166,281 | $57,034 | $223,875 | -$244,624 | $39,642 |
As % of expenses | -24.0% | 5.3% | 23.4% | -16.1% | 2.5% |
Unrestricted surplus (deficit) after depreciation | -$171,443 | $53,784 | $220,433 | -$247,348 | $37,311 |
As % of expenses | -24.6% | 4.9% | 22.9% | -16.2% | 2.4% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $877,524 | $1,179,492 | $1,666,902 | $1,570,234 | $902,068 |
Total revenue, % change over prior year | -0.5% | 34.4% | 41.3% | -5.8% | -42.6% |
Program services revenue | 25.3% | 30.3% | 25.4% | 21.7% | 45.7% |
Membership dues | 10.6% | 10.1% | 8.8% | 10.3% | 16.0% |
Investment income | 0.3% | 2.9% | 1.8% | 1.2% | 2.2% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 49.4% | 35.7% | 48.9% | 56.9% | 15.3% |
Other revenue | 14.5% | 20.9% | 15.1% | 9.9% | 20.8% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $692,405 | $1,086,126 | $957,134 | $1,520,613 | $1,571,805 |
Total expenses, % change over prior year | 18.2% | 56.9% | -11.9% | 58.9% | 3.4% |
Personnel | 48.0% | 27.2% | 32.5% | 29.6% | 24.7% |
Professional fees | 3.0% | 10.8% | 9.2% | 6.5% | 5.8% |
Occupancy | 1.5% | 1.1% | 1.2% | 0.8% | 0.8% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 47.5% | 60.8% | 57.1% | 63.1% | 68.6% |
Full cost components (estimated) info | 2015 | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $697,567 | $1,089,376 | $960,576 | $1,523,337 | $1,574,136 |
One month of savings | $57,700 | $90,511 | $79,761 | $126,718 | $130,984 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $3,030 | $0 |
Total full costs (estimated) | $755,267 | $1,179,887 | $1,040,337 | $1,653,085 | $1,705,120 |
Capital structure indicators
Liquidity info | 2015 | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|---|
Months of cash | 20.4 | 12.2 | 23.8 | 10.1 | 9.9 |
Months of cash and investments | 20.9 | 12.2 | 23.8 | 10.1 | 9.9 |
Months of estimated liquid unrestricted net assets | 12.0 | 9.3 | 13.4 | 6.5 | 6.5 |
Balance sheet composition info | 2015 | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|---|
Cash | $1,178,082 | $1,107,729 | $1,899,211 | $1,282,159 | $1,301,246 |
Investments | $30,000 | $0 | $0 | $0 | $0 |
Receivables | $307,679 | $272,178 | $242,852 | $1,006,407 | $499,921 |
Gross land, buildings, equipment (LBE) | $44,143 | $19,798 | $20,548 | $23,578 | $18,991 |
Accumulated depreciation (as a % of LBE) | 92.4% | 67.2% | 81.5% | 82.6% | 79.9% |
Liabilities (as a % of assets) | 6.0% | 8.6% | 4.8% | 11.3% | 15.6% |
Unrestricted net assets | $698,358 | $848,731 | $1,069,164 | $821,816 | $859,127 |
Temporarily restricted net assets | $557,261 | $404,665 | $988,471 | $1,199,832 | N/A |
Permanently restricted net assets | $19,175 | $19,175 | $19,175 | $19,175 | N/A |
Total restricted net assets | $576,436 | $423,840 | $1,007,646 | $1,219,007 | $670,222 |
Total net assets | $1,455,091 | $1,272,571 | $2,076,810 | $2,040,823 | $1,529,349 |
Key data checks
Key data checks info | 2015 | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|---|
Material data errors | Yes | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Dr. Lynnette Cook
Lynnette holds degrees from the University of North Carolina at Chapel Hill (PhD in Psychology with a focus on Social Psychology) and The Ohio State (BS in Psychology), and brings experience from the United Way of Central Ohio, Ohio Department of Health, Thoughtwell (formerly Community Research Partners), and most recently, RootStrike Labs, which provides agents of social impact the guidance, space, and context to reframe and to develop creative capacities.
Number of employees
Source: IRS Form 990
Association for Research on Nonprofit Organizations & Voluntary Actions
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Association for Research on Nonprofit Organizations & Voluntary Actions
Board of directorsas of 06/16/2022
Board of directors data
Angela Eikenberry
University of Nebraska at Omaha
Term: 2018 - 2020
Pier Rogers
North Park University
Rene Bekkers
VU University Amsterdam
Thad Calabrese
New York University
Helen Liu
National Taiwan University
Brenda Bushouse
University of Massachusetts
Cristina Balboa
City University of New York
Curtis Child
Brigham Young University
Mirae Kim
Georgia State University
Esi Ansah
Ashesi University College
Jasmine Johnson
George Washington University
Khaldoun AbouAssi
American University
Mary Kay Gugerty
University of Washington
Shena Ashley
Urban Institute
Lindsey McDougle
Rutgers Newark
David Suarez
University of Washington