Articles in a two part series discuss the legal and risk implications of seeking charitable contributions during the giving season. They can also give the reader some idea of how to address the recent trend of institutional funders asking their grantees to describe general and project-specific risk management strategies in their reports or proposals. (Nonprofit Risk Management Center)
Charitable solicitation compliance is not optional. It is the law. Charitable solicitation is regulated on the state-level and the requirements vary by state. Forty-one states require registration and four additional states require disclosure statements to be included on solicitations. Charitable solicitation can take on many forms of asking for a donation, including fundraising online. In addition to registration, many states require foreign qualification of the nonprofit corporation and appointment of a registered agent.
A memorandum by Dianne Chipps Bailey of Robinson Bradshaw to describe the state and federal rules applicable to the solicitation of charitable contributions by Section 501(c)(3) organizations in the State of North Carolina.
Charitable Solicitation - Licensing, Disclosures and Acknowledgement (North Carolina)
Your Form 990 asks whether a nonprofit has a "gift acceptance policy" that requires the review of any "non-standard gifts" (gifts other than cash or check). Additionally, a written gift acceptance policy can help manage the expectations of donors, (while treating them with respect) and also serve as guidance for board and staff members who are either on the asking, or receiving, end of contributions.
Ethical standards and principles are the foundation for maintaining public trust in your organization and the nonprofit sector as a whole. The Association of Fundraising Professionals (AFP) first published its code of ethical standards for fundraising professionals in 1964, and "believes that ethical behavior fosters the development and growth of fundraising professionals and the fundraising profession, and enhances philanthropy and volunteerism."
Smart nonprofits take risks—many risks—every day. Such organizations are creative, inventive, and continue to succeed despite the changing environment. These organizations know that success demands risk-taking, and they create an organizational culture that regularly assesses risk, favors intelligent risks, and mitigates the impact of known risks. (First Nonprofit Group)
Risk Management: Your Role as a Board Member
Personnel Policies Template - Use this Word file to shape your own organization's policies. Please note: The North Carolina Center for Nonprofits is providing this sample policy to serve as a starting point for your nonprofit's development of an appropriate policy for your organization.
If you have found a board member to be disruptive, unproductive, or otherwise harmful to your organization, but are unsure of what course to take, consider tips from this list of resources to help either improve or to remove board members. (Free Management Library)
This article from the Nonprofit Risk Management Center discusses the damage that "bad actor" board members can cause--ranging from short-term "fixable" issues to lasting harm that proves difficult to repair. In all cases, the solution is preventing bad behavior or poor performance wherever possible, and addressing it in a timely and effective manner when it occurs.