American Forests Financial Statements
In the last few years, American Forests has undertaken major transformational changes with one goal in mind: to better accomplish our mission of protecting and restoring forests to help preserve the health of our planet for the benefit of its inhabitants. With the support of our board of directors, American Forests has undertaken efforts to reorganize and realign departments, hire highly qualified staff and upgrade technology and resources.
Below are the financial documents for our last three fiscal years, which reflect our commitment to the success of our important programmatic work by building a robust organizational infrastructure and ensuring proper funding and expertise are available for forest restoration projects, urban forest research and assessment, big tree protection, advocacy for sound forest policy and public education on the value of forests and trees.
FY2012 (January 1-September 30, 2012)
In order to better align with our traditionally strongest revenue quarter, in FY12, we decided to make a major change to our fiscal structure by changing the reporting dates of our fiscal year. As a result, our FY12 financials represent a “stub year,” as only nine months of financials are represented, excluding what is traditionally our strongest quarter of the year.
By beginning our fiscal year in October, we can base our budget on a larger percentage of actual revenue instead of largely on anticipated revenues. In addition, we work closely with the federal government on grants and other projects, and since the government’s fiscal year begins in October as well, aligning our fiscal year with the federal system helps streamline those relationships.
FY2011 (January 1-December 31, 2011)
FY2010 (January 1-December 31, 2010)
For more information on the importance of nonprofits investing in infrastructure and overhead to improve programmatic impact, please read this open letter from the heads of GuideStar, Charity Navigator and BBB Wise Giving Alliance. The letter details how “Organizations that build robust infrastructure — which includes sturdy information technology systems, financial systems, skills training, fundraising processes and other essential overhead — are more likely to succeed than those that do not.” (The Nonprofit Starvation Cycle)