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The IRS asks tax-exempt organizations on the IRS Form 990 if they have a process for determining executive compensation that requires an independent review (and approval) of the proposed compensation, the use of comparability data, and contemporaneous substantiation of the deliberation and decision. This template policy meets those criteria and provides a roadmap for properly approving executive compensation. -
Although applying for an employer identification number (EIN) for a nonprofit organization can be a simple process, founders who are not in the know can waste time and money when applying for EINs. This guide sheet walks through the process step by step, warning of possible pitfalls.
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An organization that doesn’t have 501(c)(3) status yet but needs to communicate with donors about its tax status can use this letter to recognize donor contributions. This letter also includes language organizations can post on their websites while they are waiting for the IRS to recognize their tax-exempt status. (See also our Donor Acknowledgement Letter – Post-501(c)(3) Status.)
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An organization that has 501(c)(3) status and needs to communicate with donors about its tax status can use this letter to recognize donor contributions. This letter also includes language organizations can post on their websites about their exempt status. (If your organization’s exemption ruling is pending, see also our Donor Acknowledgement Letter – Pre-501(c)(3) Status.)
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This sample document is for a Pennsylvania nonprofit corporation that has sole Member who is a living individual, and who would like to appoint a successor sole Member to the organization. If you designated yourself as a sole member when founding a nonprofit corporation, and are developing a succession plan, this sample succession planning document is a great resource.
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The IRS asks tax-exempt organizations on the IRS Form 990 if they have a written conflict of interest policy – and it’s never a good sign when organizations can’t answer ‘yes’ to this question. Pennsylvania’s charity regulators care, too. Even if an organization is not a charitable organization, Pennsylvania law only allows for related-party transactions in certain circumstances. This template policy is designed to help nonprofit leaders fulfill their fiduciary duties and keep their organizations in compliance. This version is a good starting point for boards that take conflicts of interest seriously and that want something more robust for identifying and screening conflicts of interest. It includes an annual disclosure form and provides a roadmap for screening and vetting conflicts.
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Quality bylaws that reflect contemporary best practices help keep nonprofit organizations healthy. This is our basic tried-and-true template, which provides a great start for most startup organizations that have two founders. (See our sample Bylaws - One Founder as the Sole Member if the organization has only one founder.)
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Quality bylaws that reflect contemporary best practices help keep nonprofit organizations healthy. This is our basic tried-and-true template, which provides a great start for most startup organizations that have a single founder. (See our sample Bylaws - Two founders as the Only Members if the organization has two founders.)
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Quality bylaws that reflect contemporary best practices help keep nonprofit organizations healthy. This is our basic tried-and-true template, which provides a great start for non-member organizations (i.e., organizations that just have board members and do not have voting members in addition to board members). This template works for organizations that are either adopting bylaws for the first time or want a template to work from to amend and restate their existing bylaws. This version provides for a self-perpetuating board of directors (i.e., a board of directors that elects successor board members). It also includes a cover note about special considerations, calling out provisions that organizations may want to pay closer attention to or tailor to their needs.
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Use this template board service agreement to set clear expectations for your board members. This document includes a summary of board duties and other provisions that can protect your organization and help it grow strong.
