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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…
Note to the Program Officer
The scope of the program officer job description has evolved. Where it was once primarily tactical—reviewing funding requests and developing requests for proposals—the program officer’s role more commonly includes strategic activities. Program officers must master…
The 2016 Administrative and Program Expense Tables provide foundations with tools to benchmark their expenses – charitable administrative, program service, and qualifying distributions – against peers in the field. Containing data collected through the Council’s 2016 Grantmaker Salary and Benefits…
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…
Question: May a private company foundation support the volunteer activities of the sponsoring corporation's employees?
Answer: Company foundations sometimes play a role in coordinating volunteer activities of the sponsoring corporation's employees. The IRS has approved company foundations'…
Foundation recordkeeping is an inherently dull topic—unless it’s done wrong. The foundation manager who has not kept adequate documentation regarding expenditure responsibility grants risks an IRS audit. Similarly, a foundation manager confronted with a trustee succession battle will find the…
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 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?