Vision
We envision a world where capital and expertise come together to create a more just and vibrant society.

Mission
NFF unlocks the potential of mission-driven organizations through tailored investments, strategic advice and accessible insight.

Strategy
NFF's strategy is to provide financial resources, in the form of loans, grants, and asset-building programs, in concert with management advice. NFF works directly and with funders to strengthen these organizations and the system by which they are funded.

History Highlights

1980: Began as the Energy Conservation Fund, part of the New York Community Trust.
Combined technical assistance and financing to provide nonprofits a way to alleviate high energy costs.

1984: Left 'incubator' to become an independent nonprofit, ECF Management. Added more hands-on technical assistance and used loan financing as a tool for giving our recommendations a boost toward implementation.

1989: Became the Nonprofit Facilities Fund and expanded lending program.

1992: Created the Cultural Facilities Fund and greatly expanded reach nationwide in the arts. Had expanded with sites in Chicago, San Francisco, Boston, New York and Philadelphia.

1999: Launched the Building for the Future^SM program with funding from Department of the Treasury Community Development Financial Institutions Fund, Metropolitan Life Insurance Company, Charles Hayden Foundation and Citibank, N.A. to help nonprofits plan, build, and manage assets to fund anticipated depreciation with small monthly payments.

2000: Changed name to Nonprofit Finance Fund. Focused on the broader capitalization needs of nonprofits beyond facilities.

2001: Provided $10.1 million in awards to 200 nonprofit organizations in New York City through NFF's Nonprofit Recovery Fund program, aiming to offset expenses and income losses resulting from the World Trade Center attacks.

2003: Launched the Nonprofit Business Analysis (NBA).

2006: Launched NFF Capital Partners to advise nonprofits on how to attract equity-like financing to fund growth, achieve financial sustainability, and increase social impact.

2006: Awarded first New Markets Tax Credits allocation of $20 million, used to attract private capital to provide loans at reasonable rates to nonprofits serving low-income communities.

2008: Awarded $50 million New Markets Tax Credits allocation.

2009: Developed a suite of "Tough Times" services to help the nonprofit sector manage through the recession, aiming to ensure that no high-performing and socially viable organization fails due to financial challenges alone. Opened NFF Los Angeles office and launched $6 million "Nonprofit Sustainability and Effectiveness Initiative" to bolster Los Angeles nonprofits.

2010: The Catalyst Fund for Nonprofits created to support collaboration, shared ventures among New England nonprofit organizations. NFF Capital Partners completed first comprehensive review of performance among SEGUE participants. Found 57% annual growth in program metrics and 36% annual growth in revenue among all participants since participation.

2011: Launched Pay for Success Learning Hub with funding from Rockefeller Foundation to determine feasibility of Pay For Success (Social Impact Bonds) in U.S.  NFF welcomes new CEO, Antony Bugg-Levine, expert in nonprofit management and impact investing.

2012: In partnership with Guidestar, NFF launches Financial SCAN: first online service to offer comprehensive analysis of nonprofit financial health

2013: NFF's 5th annual State of the Sector Survey gathered nearly 6,000 respondents from nonprofits across the country. The results details the substantial changes that many organizations are making after years of economic stress.