Summer 2015 Article Reprints
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Nonprofit boards are famously prone to acting in ways that suggest unseen forces.
This soon-to-be-classic article takes on two types of such forces: the dominant
coalition and the inanimate actor. | Resourcefulness
and ingenuity often require looking inward to find those hidden gems of
cost savings or revenue within
an organization. |
When borrowing money, nonprofits are in the position of risking not their own but the public’s assets.
This should compel nonprofits to make judicious decisions about
how much risk they can incur when borrowing, either in the short or long term. | Unbeknownst to much of the nonprofit sector, four of the largest corporate banks in the country have trustees on several prominent charitable foundations. A number of court cases have taken banks to task for improperly using their roles as trustees to further their own self-interests toward maximizing their power and profits instead of the philanthropic priorities of the organizations they are paid to serve. In so doing, money that could have been going to the charities is instead lining the pockets of these banks. |
Directors and Officers Liability Insurance: Why It’s Worth the Cost by Pamela E. Davis (Summer 2015) Do we really need
D&O insurance?
What risks might
we face by deferring this cost? | Your IT system cannot be considered a stand-alone project but rather needs to flow from and integrate into your larger organization—its plan, budget, culture, and capacity. |
When you take the time to update and elaborate on your profile on GuideStar, you’re showing your organization’s commitment to transparency while communicating directly with your stakeholders. | Leverage points are places within a system where a small change can produce
major effects. Recognizing where these points occur and understanding how
best to use them will help you to better manage your organization. |
The Nonprofit
Quarterly invited
readers to
describe ways in
which they were
able to cut costs
within their
organizations
while also
improving upon
their work, and
anchored the
responses to the
Statement of
Functions page
of the Form 990
that all
nonprofits must
complete for the
IRS. This special
insert includes a
blank form that
you can use to
explore your own
cost-saving
opportunities. | Through the smart use of data, organizations can better assess the reach and success of their missions without sacrificing the passion undergirding their work. Learning organizations exemplify the fundamental characteristics required to determine whether an organization is fulfilling its goals—and
if not, how those shortcomings can be addressed. |
Sometimes, taking our nonprofit budgets in hand requires a deeper dive than may feel completely comfortable. Think business model! |
