Reward failure? Recent Congressional hearings regarding corporate bailouts, Wall Street vs. Main Street and the woeful economy in general have increased the focus on an atmosphere of “pay for failure” among America’s corporate executives. Those are the guys who receive million-dollar bonuses while presiding over the disintegration of companies and massive increases in national unemployment numbers.
There’s team. And, there’s work. And occasionally, the two come together in a happy way that produces results.
Few, if any, nonprofit leaders would deny that there are goals for their organizations, and there is general agreement on the need for goals.
The more money people give you, the more money you have. So far, so good.
Selection of members of the board of a nonprofit has become extremely important, crucial for many organizations. Speaking at the recent AICPA Not-For-Profit Financial Executive Forum held in Anaheim, Frank L. Kurre, national managing partner of the not-for-profit industry practice at Grant Thornton, offered several items of due diligence practice for selecting board members.
Assessing just how well an organization is doing can be cumbersome even if it is necessary.
What’s between not knowing anything and knowing way too much?
Having a high-minded, wide-ranging, noble vision for an organization is great, but any vision can come up against realities that can cause a screeching halt to any endeavor.
Residents of the United States and Canada can make deductible charitable contributions across the border that the USA does not allow for most countries.
In addition to being prepared for audits when federal funding comes into play, nonprofits also must know something about what kinds of costs are allowed.