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Published in 2010, Fair and Accountable: Partnership Principles for a Sustainable H
Endorsed by the Illinois Attorney General, the principles address mission, governance, legal and regulatory compliance, and responsible stewardship of resources.
Donors Forum issued its seminal publication Illinois Nonprofit Principles and Best Practices in 2004 as part of its Preserving the Public Trust Initiative. The publication, which offers guidance to nonprofits and grantmakers on governance and management, was updated in 2008 to reflect regulatory and legislative changes made since 2004, and to align with a set of national principles issued by Independent Sector.
We first introduced the Preserving the Public Trust Initiative to help nonprofit or
Practices that should be followed when the City of Chicago or State of Illinois contract with nonprofits to provide human services.
Daily, over half a million dedicated nonprofit employees work to help strengthen communities, make them livable, solve problems, and meet basic needs like education, health, food, shelter, and the arts. We do this work because we believe in our missions and believe in the role we play in our society – doing the most good for the most needy. And often we do this work while waiting for our contracts to be paid at rates far lower than the cost of providing the services.
This report identifies current (and recent past) results-focused, cross-sector, problem-solving work in metropolitan Chicago and throughout Illinois as well as select and illustrative models from other cities. It provides a landscape scan of exisiting collective action work in the state, and draws out common themes, lessons, and success factors from the initiatives.
In the wake of a politically difficult vote to temporarily increase the state individual income tax, Donors Forum commends state leaders who were instrumental in helping Illinois take the first step of many to rebuild Illinois' fiscal foundation
I once served on the board of a group whose executive director adamantly insisted that managing staff was her responsibility, not the board's. We stayed hands off until we started to hear rumors of favoritism. After we prevailed in a battle with her about getting a listing of staff pay, we were shocked to discover that her assistant was paid $20,000 more than the program director and nearly as much as the development director. A lesson - actually several lessons - learned.
How does one unify a diverse sector and catalyze a grassroots awareness raising effort? Introduce a bill to include private nonprofits in a definition of ‘public bodies.’