By Jack B. Siegel
The right way to preserve any nonprofit out of difficulty, operating easily, and reaching its mission"Jack Siegel--lawyer, accountant, administration advisor, and desktop whiz--takes the putative director or officer of a nonprofit association on an invaluable and infrequently enjoyable voyage in the course of the realm of the tax-exempt agencies universe, declaring its quirks, foibles, and felony liabilities alongside the way in which. His instruction manual will make mandatory--and arresting--reading when you are already serving as trustees, administrators, officials, and key staff of exempt organisations, quite charitable ones. Siegel's target, during which he succeeds, is to aid administrators and officials of nonprofit firms 'make higher decisions.' The booklet is filled with huge coverage analyses and paragraphs at the info, similar to board dimension, board committees, board assembly codecs, the contents of mins, and the tasks of officers.Salted with a few first-class real-life examples, what additionally units this ebook except so much in its style is the tone: the writing kind, the brusqueness, the bluntness. He complains that too many administrators 'check their common sense on the boardroom door.' He advises people who 'desire contract and insist adulation' to stick off forums; he insists on 'commitment' and 'institutional rigidity' with the administrative director. He warns potential administrators that a few agencies wish, as well as time and judgment, 'either your funds or your skill to elevate money.' To my pride, he extols the virtues of 'some point of expenses' for certified attorneys and accountants.Please sign up for me in including this such a lot worthwhile instruction manual on your nonprofit library."--Bruce R. Hopkins, lawyer at legislation, writer of The legislation of Tax-Exempt enterprises, 8th version and beginning and handling a Nonprofit association: A felony consultant, Fourth variation
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Extra info for A Desktop Guide for Nonprofit Directors, Officers, and Advisors: Avoiding Trouble While Doing Good
Large boards also tend to shift power to the executive director, which can actually weaken the institution by eliminating an important check on the executive director. In other words, a large board may be good for fundraising but not for governing. There are plenty of ways to reward big donors, including granting naming rights and appointing major benefactors to donor-advisory committees. Those in the room who argued against smaller boards were confusing fundraising with governance. ” Nothing could be further from the truth.
In the long run, truly qualified advisors save organizations money and protect assets. 6 BEFORE STARTING A NEW ORGANIZATION Throughout this Guide, the examples assume that the organization in question is an established one with staff, financial resources, and a clearly articulated mission. However, there will undoubtedly be people who review this Guide as they contemplate starting a new organization. The organization in question will mostly likely be charitable in nature. With that in mind, let’s now briefly address the considerations in starting a charity.
Do not let the attorney handle this process alone. Be sure to review all documents, focusing on governance and the organization’s needs. • Name or elect an initial board of directors.