There are many different possibilities for financing the poor and the rich that communities and organizations can benefit from. From this standpoint, the organization must think strategically about its funding needs to develop a vital approach that allows it to thrive for a long time to come. The financial capability of organizations, which is achieved through financial sustainability, extends beyond the aforementioned financial tools to non-financial tools, including the charitable organization's marketing know-how.

Financial sustainability and marketing cannot be separated, as to be able to attract generous donors and retain and nurture them from donors to advocates, the charitable organization must possess a high level of marketing knowledge and ability. Among the non-financial tools for financial sustainability is the size and depth of the organization's integration into the community. The more deeply rooted the organization is in the community, the better it can build a broad and stable support base in the form of donors and volunteers.

In fact, achieving financial sustainability is a long road, as it has an operational dimension that permeates the daily operations of the organization and another strategic dimension that ties in with long-term goals. It requires the organization to have a financial plan that works in parallel with the strategic plan, and for the leadership of the charitable organization to demonstrate a high level of interest and commitment. Moreover, the charitable organization must go beyond traditional methods of marketing and fundraising.

Financial sustainability does not mean self-sufficiency; the charitable organization is a tree in the community whose fruits are consumed by those in need, while its roots are nourished by donors. The needs of donors are no less than those of the needy. Its effectiveness increases through the nonprofit organization's commitments to other parties or what it owes to them. As for assets, we can categorize them based on when the organization is expected to pay them, referred to as current liabilities, which are obligations that the organization plans to pay within one year. Examples include accounts payable when purchasing goods or services on credit, where the supplier becomes an obligation for the organization, and if this obligation is due within the year, the organization has a current liability.

Additionally, with respect to salaries due, for example, if the organization pays last month's salaries in the first week of the month, this amount is among the expenses of the organization and it has an obligation to pay its employees' salaries for the work they did during the past month plus payroll taxes and social insurance deducted from the salaries. The organization may be required to withhold personal income taxes and social security from its employees' salaries to pay the state on behalf of the employees if these tax reductions were withheld and not directly paid to the state by them, representing a liability to the state.

As for non-current liabilities, they consist of obligations that require payment after a year, along with long-term debts, which may include loans taken by the organization to pay program expenses or general expenses.

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