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Contributions of clothing and household items
Section 1216 of the Pension Protection Act of 2006 (PPA) imposes requirements for contributions of clothing and household items to charity. The provision is effective for contributions made after the date of enactment (August 17, 2006).
In general…
The Pension Protection Act of 2006 (PPA) imposes requirements for determining the charitable deduction permitted for gifts of fractional interests in tangible personal property.
What contributions are affected?
These requirements apply to contributions made after August 17, 2006.…
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…
A development plan outlines a foundation’s goals and strategies for developing resources. It explains how staff, board members, and other volunteers should focus their development efforts within a certain period (usually one or two years). A development plan also helps measure progress in the midst…
Keeping donors interested and excited about their philanthropy is a fundamental task for a community foundation. After all, donors are your best source for additional gifts and larger “legacy” gifts in the future.
Community foundations provide donor services to achieve two main goals - to keep…
Many foundations may be uncertain about what’s involved when it comes to succession planning. Some wonder why they should worry about the future at all when they have so much work to do in managing their grantmaking, community leadership and development, and administrative duties.
Succession…
This briefing will help your board consider three main questions: what are the advantages and limitations of CEOs on boards? If the CEO is on the board, should they have full voting rights? How do your colleagues approach this decision?
As family members come together in their collective role as trustees of the family foundation, they must grapple with many issues. Along with their grantmaking responsibilities, they set policies for governance and management and oversee the investment of the foundation’s assets. Unlike officers of…
This document codifies the job functions of private foundation CEOs and the skills and knowledge needed to perform these functions, referred to as competencies.