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The Treasury Department released its report on donor advised funds (DAFs) and supporting organizations (SOs) in December of 2011. This report, mandated by the Pension Protection Act of 2006, was due in August 2007.
The report is 109 pages, including appendices, and is divided into five chapters…
This is a sample document to guide the development of your Board of Directors election and retention policy.
Both the board and CEO advance each foundation’s mission. They hold different responsibilities, but they need to support and balance each other.
The board chair-CEO partnership is crucial to your foundation’s effectiveness, as well as to your success as a CEO. As one CEO said, “To have a…
You can use this document to guide the development of your disclosure and confidentiality statement for staff and board of directors.
A Toolkit for Community Foundations
“Impact investing” is the practice of investing for social and environmental impact while generating financial return. For community foundations, impact investing represents a new, complementary tool for achieving community change. Community foundations are…
Family foundations must grapple with many questions when determining who will serve on the board. For example, who is eligible for board service? The easy answer for many foundations is that all family members are eligible, but how do you define "family member"? This document highlights some…
Introduction
Should your foundation board members be compensated for service, or should they serve in a voluntary capacity? Whether you are considering this issue for the first time, or whether it’s a question that has arisen before, compensation has become more than an internal management…
This article will help your board consider three main questions:
What are the advantages and limitations of large versus small boards?
What size will help us best accomplish our mission?
How do our colleagues approach this question?
Although board size varies significantly among…