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Support Volunteers Who Drive Your Organization Forward

September 16, 2014 by Spokes For Nonprofits

CalNonprofits is notifying nonprofits of a little-known provision of the Obama Administration’s 2015 proposed budget: an increase in the rate at which volunteers can deduct the costs of mileage when they drive as part of their volunteer work.

CalNonprofits is encouraging nonprofits statewide to send a letter or message to their Congressional Representatives.  Here’s an easy way to get their contact information if you need it, and a sample letter is below.

CalNonprofits acknowledges that, while there are many issues in the budget that have higher impact than volunteer mileage reimbursement, it’s important for nonprofits to speak out on this issue to collectively raise the profile of volunteerism as an important economic and social force for communities.

SAMPLE LETTER


Dear ______

I/we write this letter in support of the Volunteer Mileage Reimbursement Rate portion of the Administration’s 2015 budget proposal. As documented on page 272 of “General Explanations of the Administration’s 2015 Revenue Proposals,” it states:

“Under current law, taxpayers may deduct unreimbursed expenses directly related to the use of an automobile in giving services to a charitable organization. As an alternative to tracking actual expenses, taxpayers may use a standard mileage rate of 14 cents per mile. This rate is set by statute and is not indexed for inflation or otherwise adjusted overtime. . . .  The proposal would set the standard mileage rate for the charitable contribution deduction equal to the rate set by the IRS for purposes of medical and moving expense deduction [23.5 cents per mile].”

We still believe that when taxpayers use their own cars as volunteers to drive patients to doctor appointments, deliver meals to the homebound, or to get to a Habitat for Humanity worksite, they should be able to deduct the same amount per mile that business owners can — which is currently 56 cents per mile. Nonetheless, an increase to 23.5 cents per mile is a helpful improvement from the extremely low and unfair rate of 14 cents per mile.

As was demonstrated in the recent economic impact study of California’s nonprofit sector — Causes Count — more than one in four Californians volunteer, and California volunteers do the equivalent work of 450,000 full-time workers. In nonprofits of all sizes, there are more volunteers than paid staff. In short, California nonprofits are not only major employers, they leverage the work of millions of volunteers in service of their communities. It makes no sense for a lawyer, for instance, to be able to deduct 56 cents per mile when she drives to see a client, but only 14 cents a mile when as a volunteer she drives to a school to talk about the Constitution to high school students.

We urge you to support the inclusion of this provision in the final bill that is passed.

Sincerely,

Name, Title, Organization

10 Tips for Better Board Leadership

February 23, 2014 by Spokes For Nonprofits

  • Understand Your Role
    Are you the champion, visionary, ambassador, auditor, consultant, or investor?
  • Ask Questions
    Play Devil’s Advocate/Devil’s Inquisitor to create transparency and clarity.
  • Remember Why
    Why does your organization exist?  Whom do you serve? Why is it important to you?
  • Be Present
    “80% of success is showing up!” ~Woody Allen.
    Make attending Board meetings a priority.
  • Partner with the CEO/Executive Director
    Mutual respect, trust, commitment and effective communication.
  • Self-Assess
    Conduct regular assessments to measure Board member satisfaction and overall Board performance.
  • Plan, Plan, Plan
    Continually scan the environment for shifts and plan to meet them.  A strategic vision is like a living organism and needs regular attention and care.
  • Focus on Deliverables
    Micro-volunteering, ad hoc committees, internal vs. external committees; define a governance structure that works for you and allows you to best deliver on your goals.
  • Mentor
    Find your replacement and make sure he/she understands his/her role.
  • Operate For Impact
    Evaluate and quantify program impact so that you can obtain partners and investors.

Want more insight on being the best Board Member you can be? Get in touch with us, we’re here to provide resources and solutions. email [email protected] or call 805-547-2244.

Good News Bad News for Boards & EDs

April 15, 2013 by Spokes For Nonprofits

Listen up, nonprofit leaders! I’ve got good news and bad news.

I’ll start with the bad: according to Harvard Business Review’s April 2013 issue, corporations share many of the same governance issues that nonprofits do.  It’s both disheartening and comforting to know that good Board leadership and governance is hard to create, manage and sustain in any sector.

The good news is that the issue – and specifically the article “What CEO’S Really Think of Their Boards” – offers some sound advice for both Directors and Executive Directors/CEOs.

First, the article suggests that Directors:

  1. Focus more on the risks that are the most crucial to the future of the organization. Don’t shun risk or see it in personal terms.
  2. Do their homework to understand the issue/industry the organization addresses.  And, stay consistently plugged in.
  3. Bring character and credentials, not celebrity, to the table.
  4. Do more to challenge strategy constructively.
  5. Make succession less, not more, disruptive to operations.

 

One of the most powerful revelations presented in the article came from former SEC chairman and Aetna CEO William Donaldson: “The Board is a social entity.  And the human beings on it – they act like human beings do in groups. The longer individuals are there, the more allies they have, the more they have their dislikes, the more irrational they become in terms of personal conflict.”  He’s amazed that more work has not been done to illuminate “the social contract within a board.”

Donaldson’s comments underscore two key similarities – and often functional roadblocks – in corporate and nonprofit Boards: ownership and the importance of relationship.  Directors of public corporations do not own the companies they are directing.  They sit in their Director roles in service to the shareholders of the company.  Nonprofit Board members also do not own the organizations they lead and are in service of their stakeholders (or beneficiaries of the nonprofits programs and services).

Regardless of the sector, Directors must put aside personal agendas when they step into a Board meeting and abide by the social contract they hold with one another and their shareholders/stakeholders.

The article concluded by identifying three key takeaways:

  1. The entire organization will get more value if the partnership between the CEO and Board is strong.  If governance isn’t working, it’s everyone’s job to figure out why and to fix it.
  2. Most boards aren’t working as well as they should.  Although governed by bylaws and legal responsibilities, interactions between CEOs and Directors are still personal, and improving them often requires the sorts of honest, direct and sometimes awkward conversations that serve to ease tensions in any personal relationship.
  3. The best leadership partnerships are forged where there is mutual respect, energetic commitment to the future success of the organization, and strong bonds of trust.  Great boards support smart entrepreneurial risk taking with prudent oversight, wise counsel and encouragement.

I encourage you to share this summary in your next Board meeting packet and set aside some discussion time to explore everyone’s thoughts and reactions to the article’s findings.  Perhaps doing so could present you with a wonderful opportunity to strengthen your partnership and refine your collective focus for the rest of 2013.

If you would like to read the entire article, please feel free to stop by Spokes.  And, as always, if your organization would like a little extra encouragement, coaching or assistance in facilitating these sometimes daunting conversations, Spokes is here to help.  Just call – 805-547-2244!

You Can’t Change the Tire When Driving 65 MPH

November 28, 2012 by Spokes For Nonprofits

My Board President, Jami Fawcett, and I attended the Community Foundation’s Annual Professional Advisors Luncheon recently, and were rocked by special guest speaker Kat Taylor. She is the true vision of an individual who does charitable work with a business mindset. She and her husband, Tom Steyer, are Founding Directors of One Pacific Coast Bank and TomKat Ranch Educational Foundation, have been involved in numerous nonprofit organizations, and is very active in social business, public benefit and philanthropic ventures.

During her talk she made a statement that resonated with what Spokes aims to do everyday. She said “you can’t change the tire when you’re driving 65 MPH.” It is so easy for nonprofit and for profit organizations to get caught up in driving full speed toward their goals that they just can’t put the brakes on to analyze and implement the day-to-day operational changes so essential to their ongoing growth and success. While our clients are moving their nonprofit 65 MPH, it’s our job to help put the spokes in place so that they can be more efficient in their actions.

If you want to keep moving at 65 MPH, let Spokes be your pit crew and we’ll work together to get you back up to speed.

Be Outspoken!

What are you pain points? Let us know how we can get in and help you most efficiently.

Not Your Mother’s Board – Jan Masaoka Event Recap

November 20, 2012 by Spokes For Nonprofits

Last week’s Jan Masoaka event “Not Your Mother’s Board…” was a sold out success. She has this amazing ability to show the nonprofit sector how to solve “complex” Board issues with organized and simplistic action items. Below we outlined how to simply identify critical paths for the year, how to identify the boss, and how much of an impact nonprofits and our Boards have on our organization and economy.

Identifying Critical Paths in Strategic Planning

Rather than getting caught up in everything that needs to get done to make your nonprofit run, dial in the make or break items that have to happen in order to keep your organization alive and thriving. Ask these two questions in strategic planning and identify all action items and people needed to make them happen.

  1. What are the two most important things our organization needs to accomplish this year?
  2. What are the two most important things for our BOD to accomplish this year? Do we have the right people on the Board to make these things happen?

Understanding Who Really Is The Boss.

Is the Board of Directors or the Executive Director the boss? In a nutshell, pieces of advise are always welcome from individual board members, but only the Board as a whole is the boss.

In a Governance Role, the Board is the Boss:

  • Oversight
  • Hire/Fire CEO
  • Big Decisions
  • Planning

In a Support Role, the Executive Director is the Boss:

  • Fundraising
  • Advice & Ideas
  • Community Ambassador
  • Help & Volunteer

Understanding our Impact.

  • Get guidance from trusted resources. Jan is ranked 1 of the top 50 influential people in the nonprofit sector. For those of you who have heard her speak, you know why!
  • Only continue with something if it’s working. Jan believes that standard processes for board orientation and board buddies maybe work 1 in every 100 times; if these or other standard processes are not work for your organization then stop implementing them.
  • Nonprofits created Boards! The 1st corporation in the world was a nonprofit organization – Harvard College.
  • Nonprofits mean business. The NFL is a nonprofit.
  • Boards hold power and impact. Annually, $65 Billion in tax dollars are managed by nonprofit Board of Directors.
  • Keeping Boards accountable ensures forward motion. To keep your Board members accountability to the items promised to complete at the latest Board meeting, notate action items and those accountable to them at the top of the Board Meeting Minutes, for all to see.

We certainly took away valuable information and tips from Jan! Check out the “Critical Path for the Board” hand-out that covers more of what was discussed in her presentation. Another great resource straight from Jan is her non-profit publication, Blue Avocado magazine.

Thanks to Jan Masaoka, Leadership SLO, Jaffa Cafe, SLOUMC and all of our attendees for making this event a success!

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