Resource Library

Exercises and Handouts

The Nonprofit Diversity, Inclusion and Equity Assessment is designed to help nonprofit organizations assess their capacity and progress in demonstrating best practices in diversity, inclusion and equity. The underlying assumption of this assessment is that all organizations will move back and forth along a continuum of best practices. The framework and the descriptions in the grid were developed based on the input of nonprofit experts and practitioners, literature regarding best practices, and the collective experience of the framing partners
lifecycle and journey towards building and sustaining a diverse, inclusive and equitable
organization. Furthermore, the results of the exercise should be interpreted in the context of the
organization’s stage of development, level of capacity, geographic region, mission area, and
constituency.

BoardSource's report, Leading with Intent, analyzes board composition and governance from every aspect.

This is a short description of a multi-year initiative led by the North Carolina Center for Nonprofits to address the racial leadership gap in NC nonprofits.

Guiding principles and best practices for managing a nonprofit

A comprehensive report of salary and benefit data and trends among North Carolina nonprofits.

A comprehensive report about the economic impact of 501(c)(3) nonprofits in North Carolina.

A report based on NC data and insights to help nonprofits and their leaders navigate executive transitions.

If you're looking for a venue to host your staff retreat, strategic planning, or other meeting for your organization, this list of retreat centers and other regional venues across North Carolina is a great place to get started.

A sample Audit Committee description, which includes the purpose and primary responsibilities of its members.

The board of directors is responsible for hiring, and establishing the compensation (salary and benefits) of the executive director/CEO by identifying compensation that is "reasonable and not excessive," but that also is attractive enough to retain the best possible talent to lead the organization. The recommended process for determining this is explained in this National Council article.

As board members, we have twin responsibilities: to ensure that our organization is making efficient, appropriate use of funds and to ensure that we are reporting our overhead correctly. This article provides eight key ideas to know about overhead.

In many nonprofits, a time comes when the question arises: should the organization accept personal loans from board members? Although this article does not try to answer that question, it does outline some of the choices in how such loans can be made and can be used as a starting point for discussion with your board or personal financial advisor.

Kate Barr, executive director of Propel Nonprofits, lays out how to understand the roles of the treasurer and finance committee, along with how to recruit for these positions.

Whether your nonprofit is more like an intimate family or an enormous well-oiled machine, fraud can occur, and when it happens, it can damage your reputation, relationships with funders, and staff morale. In other words, you can't afford it.