201| Members only resource. Boards must be actively engaged in guiding and supporting their organizations’ fundraising efforts. Many boards create a board development committee to coordinate and oversee the board’s work in this area.
201| Members-only resource. How should a nonprofit react when a regular donor sends a gift of stock instead of the traditional generous check? Should a nonprofit accept a contribution to fund a new program that only marginally relates to its mission? Without adequate gift acceptance policies, a nonprofit may be forced to make quick decisions it may regret later.
101 | Community resource. A former BoardSource Senior Governance Consultant discusses a potential conflict of interest for a board that is recruiting a development expert to assist with fundraising efforts.
101 | Community resource. This resource provides tips on how to create a board fundraising policy that specifies level of involvement. It also includes a sample policy that can be adapted by your board.
101| Community resource. Many boards spend considerable time defining the board’s role in securing adequate resources for the organization. Personal contribution is an essential part of that discussion. Each board should determine its own personal giving policy. For boards that raise funds, the target should be to reach 100 percent board member participation.
201| Members only resource. Resurrected during my (Jeff Walker) tenure as board chair of the Foundation, Jeffersonian Dinners turned out to be a great way to build community, connect people, and foment discussions about a variety of Foundation issues. And since then, other nonprofits have used them to create vibrant networks and passionate connections around a host of important causes.
201| Members only resource. To launch a capital campaign is a major decision for any nonprofit. Capital campaigns require considerable financial and human resources, demand an extended time commitment from the leaders of the organization, and necessitate thorough planning to turn the campaign into a victory.
201| Members only resource. Every nonprofit that raises money must be able to convince a potential donor why his or her support is necessary and valuable. With a carefully crafted case statement, an organization outlines the need or problem that it is addressing and a proposed plan of action. A compelling case statement can turn a potential donor into a committed partner.
201| Members only resource. Every tax-exempt organization cannot receive deductible donations, nor are all contributions automatically and fully deductible. This document explains how tax deductibility is calculated and provides information about charitable gifts that nonprofits must provide to donors.
201| Members only resource. The board has the responsibility of ensuring the existence of adequate resources for the organization. However, the board alone should not and cannot handle all fundraising activities. The chief executive takes the leadership role in development planning and engagement of all key individuals. In this brief paper, we introduce you to the chief executive’s fundraising responsibilities.
201| Members only resource. With nonprofits trying to find innovative ways to solicit more resources for their programs, corporate sponsorship agreements have become normal revenue sources. When deciding whether to pursue these relationships, it is important for nonprofits to understand the landscape and the issues that can develop.
201| Members only resource. Over the past several years, corporate sponsorship has become a more recognized and popular way for nonprofits to gain income. These relationships often begin when a company approaches an organization, or when the nonprofit actively seeks sponsors. For many nonprofit organizations these relationships have been quite successful.
201| Members only resource. Creating a separate but affiliated fundraising organization — a foundation for the purpose of raising funds — is not for every nonprofit. If your board is considering the option, it is important to identify the various challenges and benefits such a foundation might bring with it.
101| Community resource. Board members act as trustees of the organization’s assets and must exercise due diligence and oversight to ensure that the organization is well-managed and that its financial situation remains sound. Here is an outline of how board members can fulfill their role as fiduciaries.
101| Community resource. BoardSource has been answering governance-related questions posed by nonprofit leaders for more than 25 years. Here are our answers to some of the most frequently asked questions about financial and fundraising issues.
201| Members only resource. One of the causes for discord in many nonprofits is confusion over fundraising roles. Without a true understanding of fundraising as part of the overall financial plan and without appropriate division of labor, it is difficult to secure a strong fiscal base for the organization.
Conversation starter. The question of whether to reject funding from wealthy donors with tainted reputations is an issue that nonprofits have grappled with for generations.
201| Members only resource. It isn’t rare to detect some resentment among board members who feel that they are doing the bulk of the board’s work in fundraising. This brief paper discusses how to get everyone engaged in fundraising and to share your fundraising tasks.
201| Members only resource. A supporting organization is an independent 501(c) (3) tax-exempt organization, the sole purpose of which is to provide ‘support’ to another nonprofit called a supported organization. Usually the assistance is in form of fundraising but it can also mean running charitable, educational, religious, or scientific programs and services, even unrelated business activities, that further the receiver organization’s tax-exempt mission.
201 | Members-only resource. Nonprofits must be able to cope with an impending deficit when a major funder announces that it will no longer provide operational support. This resource explains common terms for grants, reasons funders might cut funding, and exit strategies for funders and recipients.