Nonprofit Good Practice Guide - Resources

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Basic Guide to Nonprofit Financial Management \| Direct Link This article explains fundamentals of financial management for nonprofit board members and staff. It explains how to design a budget, manage cash flow, read financial statements, hire a bookkeeper, and more. Key Terms: bookkeeping, cash management, financial analysis, financial management, financial statements, governance Author: McNamara, Carter \| Published: 1999 Preferred Practice: Have A Commitment From Members to Both Donate Money Themselves and Help to Raise Money From Others All members must be willing to make a personal financial contribution (many funders will not support the organization unless 100% of board members contribute) and assist in the crucial task of fundraising. Source: Joel J. Orosz, Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership Avoid Real or Perceived Conflicts of Interest and Abuses of Power Continually update and improve financial, personnel, and organizational policies; develop appropriate checks and balances; and have and enforce a conflict-of-interest policy for board, staff, and volunteers. Source: Joel J. Orosz, Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership Pitfall: Presenting Expenditures in Terms of Products or Programs Put the money in the context of impact. Source: Joel J. Orosz, Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership Failing to Communicate Sources of Revenue with a Breakdown of Expenditures Provide clear financial information to anyone who asks, and use simple visuals such as pie charts. Source: Joel J. Orosz, Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership Rubberstamping Financial Statements Scrutinize financial statements thoroughly and have a clear understanding of your nonprofit's current financial realities, past trends and future projections. Source: Adapted From: Practical Problems and Solutions: Governance Do's and Don'ts: An Overview - Institute on Governance Having Board Members Who Do Not Give All board members should be asked to make a monetary contribution in accordance with their abilities to give. Source: Adapted From: Are You Making Fundraising Mistakes? by Bill J. Harrison
Board and Staff Responsibilities \| Direct Link This form lists common activities in a nonprofit organization and explains whether board members, staff or a joint team should perform the function. Following these guidelines helps to define the board and staff relationship and clarify responsibilities. Key Terms: activities, board management, governance, guidelines, roles and responsibilities Author: McNamara, Carter \| Published: 1999
Board Café \| Direct Link This newsletter is designed to be short enough to read over a cup of coffee, while still providing information to help board members increase their effectiveness. Author: CompassPoint
Boards That Love Fundraising: Specific Responsibilities \| Direct Link This article lists four fundraising responsibilities that every nonprofit board member has: to make a financial contribution, to solicit donations, to assist with recruiting new board members, and to oversee organizational fundraising efforts. Key Terms: board development, financial management, fundraising, fundraising consultants, fund development, governance, roles and responsibilities Author: Zimmerman Lehman \| Published: 2004 Preferred Practice: Inform the Board and Staff Train both board and staff to understand fully how money is raised and spent. Source: Joel J. Orosz, Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership Practice Fundraising As An Everyday Art Everyone in the organization should share responsibility for fundraising, from the secretary, to program staff, to volunteers, to the president of the board. Source: Richard Male & Associates Pitfall: Having Board Members Who Do Not Give All board members should be asked to make a monetary contribution in accordance with their abilities to give. Source: Adapted From: Are You Making Fundraising Mistakes? by Bill J. Harrison
FriendRaising: Engaging Your Board by Engaging Friends \| Direct Link This article is a two-part series which suggests reframing the fundraising conversation to one where the mission and organization are put first and the money last. Key Terms: board development, financial management, fundraising, fund development, governance, management Author: Gottlieb, Hildy \| Published: 2006 Preferred Practice: Thank and Appreciate Donors in a Timely Fashion Deposit checks quickly; and send out simple, personal thank-you notes. Source: Joel J. Orosz, Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership Practice Fundraising As An Everyday Art Everyone in the organization should share responsibility for fundraising, from the secretary, to program staff, to volunteers, to the president of the board. Source: Richard Male & Associates Pitfall: Spending Too Little Time on Relationship Building Create trust with person-to-person contact with supporters; and communicate your impact in simple and understandable ways. Source: Joel J. Orosz, Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership
Sarbanes-Oxley Compliance and Non-Profit Organizations \| Direct Link This article explains that all corporations, including nonprofits, are required to follow the whistleblower protection and recordkeeping requirements of Sarbanes-Oxley. Key Terms: accountability, financial management, governance, legal considerations, organizational management, risk management, Sarbanes-Oxley Author: Kipnis, Elliot \| Published: 2005