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Model Governance

Free tickets to galas may be complicated

blacktieCLIENT ADVISORY
With spring weather usually comes a flurry of invitations to galas and benefits for some of our favorite causes. Thomas F. Blaney, CPA, Partner and Co-Director of O’Connor Davies LLP reminds  foundation board members and foundation senior management of some common pitfalls associated with attending ticketed events that could potentially run them afoul of the self-dealing rules.

Follow this link to read this helpful brief: PF Watch Out for Gala or Benefit Tickets

Stay focused with a Foundation Dashboard

CLIENT ADVISORY

Use the knowledge at your fingertips to stay on track

hand_electricityThe philanthropic sector is more enthusiastic than ever about measurement and evaluation.  In this era of analytics and infographics, some foundations are using dashboards to consolidate the information they need to stay focused on what matters most. The dashboard, configured to reflect their particular mission and goals, becomes a springboard for strategic discussions and organizational learning.

This collection of indicators – a dashboard or a scorecard – is updated and referred to on a consistent, recurring basis.  The visual presentation of simple graphs and brief narrative in one or two pages focuses on the essential elements of measuring results.  In this article, we are referring to grantmaking results.

Independent of foundation size or payout amount, measurement is part of an effective decision-making process. With the right information, both grantmakers and grantees stand to learn, adapt and accelerate progress towards their goals; they can assess their impact. But gathering and analyzing data can be expensive and time consuming.

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Succession Planning in Private Foundations

CLIENT ADVISORY

Knock, Knock.  Who’s There?

Summary:  The perfect succession plan begins with an intentional process that mirrors a foundation board’s culture and its philanthropic mission.  The four-step process involves: (1) assessing governance needs, (2) identifying candidates, (3) preparing successors, (4) gauging success.

Overview
Ideally, an open foundation board seat will be filled quickly with a qualified, prepared and eager successor.  In reality, the task of succession planning is frequently deferred.   Continue Reading »

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