MOLIYAVIY RESURSLARDAN FOYDALANISHNING SOF SAMARADORLIGINI BAHOLASH: NOTIJORAT TASHKILOTLARI MISOLIDA
##semicolon##
https://doi.org/10.5281/zenodo.23029481##semicolon##
moliyaviy resurslar, sof samaradorlik, qo‘shimcha xarajatlar, grant, tranzaksiya xarajatlari, hisobot, monitoring, notijorat tashkilotlariAbstrak
Maqolada notijorat tashkilotlarida jalb qilingan moliyaviy resurslarning nominal hajmi bilan amalda foydalanish mumkin bo‘lgan resurs o‘rtasidagi farq tadqiq etilgan. Mablag‘larni jalb qilish, loyiha tayyorlash, hisobot, monitoring va muvofiqlik talablarini bajarish bilan bog‘liq qo‘shimcha xarajatlarni hisobga oluvchi sof samaradorlik koeffitsiyenti taklif etilgan. 2025-yil davlat grantlari bo‘yicha sakkizta tanlov ma’lumotlari asosida tanlov bosimi va budjetga nisbatan arizalar intensivligi hisoblangan. Ssenariy hisob-kitoblari qo‘shimcha xarajatlar 5 foizdan 15 foizgacha oshganda 100 birlik nominal resursning samarali qismi 95 birlikdan 85 birlikka tushishini ko‘rsatadi. Taklif etilgan koeffitsiyent grant yoki donor mablag‘larini jalb qilish qarorlarini sof resurs nuqtai nazaridan baholash imkonini beradi
Yuklashlar
##submission.citations##
1. Tuckman H.P., Chang C.F. A methodology for measuring the financial vulnerability of charitable nonprofit organizations // Nonprofit and Voluntary Sector Quarterly. – 1991. – Vol. 20, No. 4. – P. 445–460. – DOI: 10.1177/089976409102000407.
2. Carroll D.A., Stater K.J. Revenue diversification in nonprofit organizations: Does it lead to financial stability? // Journal of Public Administration Research and Theory. – 2009. – Vol. 19, No. 4. – P. 947–966. – DOI: 10.1093/jopart/mun025.
3. Bowman W. Financial capacity and sustainability of ordinary nonprofits // Nonprofit Management and Leadership. – 2011. – Vol. 22, No. 1. – P. 37–51. – DOI: 10.1002/nml.20039.
4. Calabrese T.D. Running on empty: The operating reserves of U.S. nonprofit organizations // Nonprofit Management and Leadership. – 2013. – Vol. 23, No. 3. – P. 281–302. – DOI: 10.1002/nml.21064.
5. Qu H. Risk and diversification of nonprofit revenue portfolios: Applying modern portfolio theory to nonprofit revenue management // Nonprofit Management and Leadership. – 2019. – Vol. 30, No. 2. – P. 193–212. – DOI: 10.1002/nml.21385.
6. Lu J., Lin W., Wang Q. Does a more diversified revenue structure lead to greater financial capacity and less vulnerability in nonprofit organizations? A bibliometric and meta-analysis // Voluntas: International Journal of Voluntary and Nonprofit Organizations. – 2019. – Vol. 30, No. 3. – P. 593–609. – DOI: 10.1007/s11266-019-00093-9.
7. Thornton J.P. Explaining unrestricted giving by charitable foundations: A transaction cost approach // International Journal of Industrial Organization. – 2010. – Vol. 28, No. 1. – P. 44–53. – DOI: 10.1016/j.ijindorg.2009.06.001.
8. Benjamin L.M. Funders as principals: Performance measurement in philanthropic relationships // Nonprofit Management and Leadership. – 2010. – Vol. 20, No. 4. – P. 383–403. – DOI: 10.1002/nml.20001.
9. Anheier H.K. Nonprofit Organizations: Theory, Management, Policy. – 2nd ed. – Abingdon: Routledge, 2014. – 594 p.
10. O‘zbekiston Respublikasi Prezidentining 2024-yil 26-avgustdagi PF-124-son “Fuqarolik jamiyati institutlarini davlat tomonidan qo‘llab-quvvatlash tizimini yanada takomillashtirish chora-tadbirlari to‘g‘risida”gi Farmoni. – 2024. – URL: https://lex.uz/docs/-7083841
11. O‘zbekiston Respublikasi Oliy Majlisi huzuridagi Fuqarolik jamiyati institutlarini qo‘llab-quvvatlash jamoat fondi. Yagona elektron platforma. – 2025. – URL: https://ngo.gov.uz/







