Opiate Crisis Funding Snapshot
Ohio’s State of Affairs 2019
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Opiate Crisis Funding Snapshot
A guide to election-related activities for 501(c)(3) organizations.
The Center for Community Solutions lays out the fiscal implications of an aging Ohio.
The Internal Revenue Service today issued interim guidance regarding the treatment of qualified transportation fringe benefit expenses paid or incurred after Dec. 31, 2017.
Schneider Downs presentation on the health care tax credit.
Sample performance review form
Partnerships that include “access to justice” as a strategy can address poverty more effectively by extending the impact of narrowly-focused social service approaches supported by funders. During this webinar, you will hear examples of successful Ohio collaborations that advance desired outcomes in health, education, housing and jobs through civil legal aid.
Whenever we note (e.g., in Merging Wisely) that mergers are not necessarily a path to cost savings (at least not to immediate cost savings), we invariably get a few frustrated responses demanding, “Well then what’s the point?” Given the high-profile nature of mergers in the for-profit sector, where financial motivations are paramount and cost savings an immediate and important goal, this question is understandable. Mergers in the nonprofit sector are different, however. Nonprofits are mission-driven, and the ultimate goal of a merger – like any other strategy – is an enhanced ability to advance the mission.
How must the social sector adapt to succeed in meeting 21st Century challenges and opportunities? Emerging Practitioners in Philanthropy (EPIP) and La Piana Consulting launched a joint exploration of this question at the 2013 EPIP National Conference in Chicago.
We regularly remark upon the significance of a great CEO-board chair relationship. A strong, well-functioning board is one of a nonprofit’s most important assets, and one that is often underutilized. It’s only when the CEO and board chair work in concert to support and develop their board, that they get the most out of this valuable resource. The CEO has a challenging role in making this happen. But with the right skills (and a few tips), he/she can engage the board chair as a strategic partner in helping the board – and the organization – drive toward its full potential. The La Piana Consulting team put our heads together to assemble this list of six practical suggestions to build an effective CEO/board chair relationship.
All nonprofits need a strong, engaged board with the skills, talents, knowledge, and expertise to make key decisions and build organizational capacity for producing results. Every organization is different, and each board has a unique culture. However, there are common qualities of a healthy, engaged board that has the capacity to govern effectively and the self-awareness to continue to grow and evolve with the organization. Assessment can help boards examine these qualities and identify where they are doing well, where they could be stronger, and how they should prioritize board development efforts.