By Catherine J. Brown
Nice not-for-profit businesses are outfitted on an outstanding beginning of data, creativity, adventure, and agreed values function. nice Foundations is a pragmatic consultant for individuals operating in not-for-profit businesses, particularly for aspiring board participants, CEOs, and people for whom this is often new territory. The booklet is for those who have the desire to make the best contribution attainable to their selected not-for-profit association. it truly is concerning the value of giving realization to all components of a not-for-profit association and knowing: why, the various time, the again place of work should still quite be entrance of brain * why a slick advertising message isn't sufficient with out a reliable application supply * why one must understand, from a criminal standpoint, what's lower than the hood of a not-for-profit's engine * why considerate making plans and energetic networks are severe to the survival of a not-for-profit. After decades operating as a board member, a attorney, a CEO, and an adviser for not-for-profit businesses, writer Catherine Brown has written nice Foundations to percentage her wisdom approximately not-for-profit enterprises. nice Foundations additionally offers rules approximately adventure in different sectors, which could upload actual price to a not-for-profit board or association.
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Extra resources for Great Foundations: A 360-Degree Guide to Building Resilient and Effective Not-for-Profit Organisations
You should: • Leave your other hats at the door. • Be an active and informed participant at Board meetings: ask questions, read your papers, exercise your judgment, apply your experience and professional skills. • Avoid conflicts of interest and comply with the Corporations Act and the constitution when disclosing and dealing with any actual or perceived conflicts of interest. This can be tricky in the not-for-profit sector where a director may also be a client of a service or even a donor. The conflict of interest provisions in the constitution and the Act should be followed including: 1.
CHECKLIST FOR THE BOARD 1 Do we have a current Strategic Plan for the organisation? 2 If yes, how long is it since we gave it a really thorough review? ) 3 Is the Board monitoring the organisation’s performance against the Strategic Plan? 4 What will the Board do if the performance against the Plan is not what we hoped? Can we obtain more information or more funding to help us do better? 5 Is the CEO clear about the organisation’s strategic direction? Do we as a Board spend too much time pushing the CEO along or, on the other hand, pulling him or her back?
Maybe because a new CEO has arrived or some new Board members with different ideas join the Board. These can be exciting times. However, the Board and CEO need to understand the risks inherent in changing the organisation’s objectives or activities. Preferred tax status, such as being able to receive tax deductible donations, can be lost if the organisation’s objects and activities move out of the Deductible Gift Recipient category for which they were approved. ’ I hear some of you ask. I am going to try and explain in simple terms Australia’s slightly archaic law surrounding charities and other not-for-profits.
Great Foundations: A 360-Degree Guide to Building Resilient and Effective Not-for-Profit Organisations by Catherine J. Brown