By Scott C. Stevenson
Originally released via Stevenson, Inc., this functional source offers nonprofit leaders and execs with confirmed tools and methods for expanding profit from first-time gifters. It can provide step by step techniques for motivating nondonors to offer and explains the way to elevate good fortune via junk mail, calls, phonathons, occasions, on-line giving, and more.
Important subject matters lined include:
- Motivating non-donors
- Attracting first-time company donors
- Annual giving concepts: constrained gifts
- Employee giving
- Social media outreach
- In-kind gifts
- Increasing go back on junk mail appeals
- Online giving
- Prospect research
- Monthly and annual appeals
- Expanding your prospect database
Please observe that a few content material featured within the unique model of this identify has been got rid of during this released model because of permissions issues.
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Initially released by means of Stevenson, Inc. , this useful source assists nonprofit leaders and execs in researching new and higher methods of picking out, cultivating, and effectively soliciting extra deliberate presents. as well as actionable information and strategies, this source offers examples from different charities and nonprofit firms in addition to beneficial types and brochures.
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Extra info for 138 Ways to Generate New, First-Time Gifts
3. Should a finance and/or audit committee of the board be established? 2 Financial Planning Checklist for Nonprofit Organizations (continued) 4. Do board and organizational policies ensure management and control of the organization’s resources? ᮀ a. Are prudent-investor rules followed? p. 2 b. Are personal financial interests monitored? p. 2 c. Is there short- and long-term financial and program budgeting? p. 3 d. Are approved plans evaluated systematically? e. Is satisfaction of funding requirements monitored?
Revision of the model was pending as of October 2007. indd 31 12/13/07 12:49:23 PM 32 Structuring the Organization for Fiscal Strength The model says a director’s fiduciary duties fall into two basic categories: the duty of care and the duty of loyalty. These duties require the director or trustee, including his or her duties as a member of a committee, to exercise caution and prudence in establishing policies and making decisions regarding the organization. Traditionally, board members are also expected to respect and adhere to the organizational documents, the charter and bylaws, of the nonprofit in what has been referred to as the duty of obedience.
15 12 Internal Revenue Code § 4941 entitled Self-Dealing, prohibits most financial transactions between directors and trustees and the foundation regardless of the benefit gained by the foundation, but allows the payment of reasonable compensation. Similarly IRC §4958, entitled Intermediate Sanctions, imposes penalties when excess benefits are paid to those that direct and control the charity or civic association. 13 See Conflict-of-Interest Policy later in this chapter. , note 6, Section III, part 10, p.