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.
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Employee engagement is multi-dimensional and in addition to competitive benefits, mentorship, state of the art facilities etc., cause programs are hallmarks of the best workplaces. Here are the data points you need to make the business case for creating a holistic employee engagement strategy that includes community impact.
Having a well-promoted CSR program in place will not only benefit your company’s brand, but potentially your company’s bottom line too.
The Internal Revenue Service today issued interim guidance regarding the treatment of qualified transportation fringe benefit expenses paid or incurred after Dec. 31, 2017.
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 Ewing Marion Kauffman Foundation launched the Kauffman Campuses Initiative (KCI) in December 2003 to encourage new, interdisciplinary entrepreneurship education programs throughout American colleges and universities. The Foundation sought to make entrepreneurship a campus-wide experience, to help schools become more entrepreneurial, and to ensure that thousands of students on diverse campuses would begin to see their own knowledge and resources from a more entrepreneurial perspective. Eight universities were part of KCI when it launched in 2003.
Schneider Downs presentation on the health care tax credit.
Sample donor advised funds document from Greene County Community Foundation.
Questions about Requirements for Exempt Organizations to Disclose IRS Filings to the General Public
The Greater Cincinnati Foundation (GCF) assists donors and advisory committees (Fundraising Group) contemplating fundraising to benefit component funds at the Foundation. This document defines the legal and administrative issues that underlie fundraising activities and must be followed closely by those parties contemplating such activities.
For the past 19 years, the Humboldt Area Foundation (HAF) has brought a fervent belief in inclusive, engaged communities to its work in California’s Pacific Northwest. These practices have been well accepted by increasing numbers of residents, community leaders, activists, and local institutions and have been adopted by some foundations both in and out of the region. We do not hold ourselves up as a “model” or as an example of best practices. We do know, however, that as a foundation inseparable from our larger community, we have learned a lot. We know, too, that the work is organic and iterative and that many open questions remain. While we have much yet to learn, we have much to share with others interested in this work.
While technology in and of itself will not save lives or end world hunger, it can have a powerful effect on every organization’s mission. Properly supported, the right technologies can build your grantees’ effectiveness and efficiency and multiply the impact of your other grants and programs.
Rigorous, extensive data now prove that investments in early childhood are vital for helping children start down the path of educational attainment and productive adulthood. Evidence-based early childhood programs, including
quality early education; physical, mental, and dental care; and voluntary home visiting/parent mentoring, have been shown to improve outcomes in a diverse array of areas, including high school graduation, employment, substance abuse, crime, and teen pregnancy.
This report examined the actions of four distinct types of organizations.
Project Streamline has a simple premise: that the cumulative impact of grantmakers’ distinct and often laborious application and reporting requirements undermines nonprofit effectiveness, causing grantseekers to devote too much time to seeking funding (often without payoff) and reporting on grants (often without benefit) to the detriment of their mission-based work.