Deviré Robinson, Vice President, Philanthropic Advancement, Foundation For The Carolinas and Former Board Chair, North Carolina Center for Nonprofits
As Early Voting is underway in North Carolina, I want to use my position as the Center’s Board chair to highlight the Board’s unanimous decision to adopt a written policy allowing all Center staff to take paid time off to vote.
Equity, Diversity, Inclusion: Action Toolkit for Organizations: "This toolkit includes five assessments that focus on governance, mission-driven programs, partnerships, communication, and advocacy. Each assessment allows you to reflect on your organizational practices and identify areas for improvement.
David Hutchinson, President, Cause Leadership
Strategic plans identify actions that enable you to achieve your organization's goals and mission. These plans often pinpoint high-priority directions and goals. Then, they determine the steps needed for meeting these goals and indicators used to measure success and are usually established for three to five years.
In this article, we assess how a strategic plan:
Considering a capital campaign? Where do you start? Start by asking and answering six vital questions designed to prepare your nonprofit to enter the process. Designed for executive directors, development leaders and board members, this session will allow you to consider the questions for your own organization while exploring real-world examples from professionals with more than 18 years of capital campaign fundraising experience.
Are you a nonprofit trying to fundraise? You have a board – and believe it or not, your board should function as a fundraising machine. If it runs more like a college clunker than a luxury sedan, join this webinar to learn to:
What does board commitment to equity look like at this moment in time? This workshop explores 3 key elements: 1. Board readiness: Bringing in new people won’t change anything if the board isn’t ready to listen and change. What questions can boards ask to invite meaningful self-assessment, listening and change ? How do boards intentionally change their culture? 2. Recruiting- Boards generally spend minimal time on recruitment, and lack good systems to build pipelines. Let’s explore good recruitment practices and then apply to a DEI lens. 3.
It’s not always easy to know what good governance is – it’s just a feeling when everything is going smoothly with no major issues. It’s much easier to recognize when good governance is lacking. In this session, we will discuss the roles and responsibilities of serving on a nonprofit board and tangible action items to help your board be more effective.
Disclaimer: This recording is from the 2021 Nonprofit Legal Compliance Workshop, hosted on September 15, 2021. Some laws and rules may have changed since that date.
Under Internal Revenue Code 4958, the IRS prohibits public charity 501(c)(3) organizations from using their income or assets to benefit private interests (e.g. an individual or a for-profit entity) in monetary or non-monetary ways. There are three categories of legal rules that govern a public charity's private benefit issues: the private benefit doctrine, the private inurement doctrine, and excess benefit transaction rules.
Guide to Nonprofit Governance - A substantial 285 page document, intended to help guide nonprofit boards with understanding their responsibilities and establishing organizational policies. For more established boards, it can be referenced to help address any problems via a "Checklist for Directors of Troubled Not-For-Profit Organizations" and related parts of the document.