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From Policy to Practice: Optimizing Your Nonprofit Personnel Handbook
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How good is your personnel policy handbook?

Whether your nonprofit has 10 employees, 200 employees, or more than 1000, you probably have a personnel policy “handbook.” You give it to new employees and require that they sign to acknowledge receipt.

But do they actually read it? If they do, does it cover the policies you want them to understand? Does it reflect the type of working environment you want to maintain? Does it cover issues required by law? In a way that complies with the law?

Does it cover available leaves? Disciplinary procedures? Remote work? Whistleblower protections? Conflicts of Interest? Social media policies?

Does it protect your ability to change the policies? Do you have a way to update it regularly, with changes going to all employees?

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Do your Bylaws reflect the way you actually operate? Do they protect the interests of those who should be protected? Do they spell out clearly how to deal with governance issues? Or do they create uncertainty for those who have to implement them?

Most nonprofits don't spend a lot of time looking at their Bylaws until there is a question or a dispute. That's when you need bylaws that are clear and unambiguous, so your questions on how to proceed are already answered. That's when bad bylaws can lead to unnecessary controversies or even costly litigation. Nonprofit Issues editor Don Kramer will review your current or proposed Bylaws to see if they work for you.

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SAY THAT AGAIN?

May 30, 2025

The loan agreement says: “All contractual rates of interest chargeable on the outstanding Term Loans shall continue to accrue and be paid even after default, maturity, acceleration, judgment, bankruptcy, insolvency proceedings of any kind or the happening of any event or occurrence similar or dissimilar.”

A former banker friend says that “any event or occurrence similar or dissimilar” is some lawyer “fancy talk” for “the kitchen sink!”

See our "Say That Again" collection

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Increasing Gender Diversity on the Boards of Nonprofit Eds and Meds: Why and How to Do It

This report provides a rare inside view on barriers women face to selection and success that are particular to nonprofit organizations and makes specific recommendations on how to improve the gender ratio.
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How can 501(c)(3) unwind merger?

Should group start over?

What control will I have if I re-grant funds?

May we take bonus before year-end?

May charity “strongly suggest” year-end gift from employees?

How do we avoid improper benefit from improvements?

Must nonprofit post officer’s address?

Should I start foundation to honor my wife?

May charity invest in individual stocks and bonds?

What should we call December gift fund?

Should we incorporate a 501(c)(3) to start sailing program?

Will founder lose control if he forms a 501(c)(3)?

Why don’t crowdfunders have to register to solicit?

May speakers for nonprofit retain speaking fees personally?

May foundation pay for for-profit school building?

May donor have endowment moved?

May (c)(3) member claim deduction for unused services?

May (c)(3) impose non-compete on its employees?

Sale-leaseback arrangements? Do they work?

May group accept donation for seat on the board?