January 6, 2026

The Ultimate Guide to Bylaws for Iowa Nonprofits

Bylaws are one of the most misunderstood documents in the nonprofit world. They are often treated as paperwork to be copied from a template, adopted once, and forgotten. In reality, Bylaws quietly control how power is exercised, how decisions are made, and how conflict is resolved inside a nonprofit organization. Well-drafted Bylaws make governance feel manageable and predictable. Poorly-drafted Bylaws create confusion, gridlock, and risk, often at the worst possible moments. Leadership transitions, internal disputes, audits, grant reviews, or periods of rapid growth are usually when bylaw problems surface.

This guide is designed to help Iowa nonprofits understand what Bylaws are, why they matter, what Iowa law expects, and how to approach them thoughtfully and confidently.

What Bylaws Are

Bylaws are the internal rules that govern how a nonprofit operates day to day. They describe how authority is exercised, how decisions are made, and how leadership functions in practice. In
short, Bylaws explain how the organization runs once it exists. They function as the organization’s operating manual. When questions arise about who has authority, how decisions are approved, or what process must be followed, the Bylaws are the first place to look.

What Bylaws Are Not

Bylaws do not create the nonprofit. That role belongs to the Articles of Incorporation, which establish the organization as a legal entity and are filed with the Iowa Secretary of State. Bylaws are not filed with the state. Instead, they are adopted by the governing body and kept with the organization’s internal records. They are meant to be used, consulted, and relied upon
regularly.

Think of the Articles as defining the organization’s outer legal boundaries. The Bylaws then step inside those boundaries and explain how the organization actually functions.

Iowa Law and Nonprofit Bylaws

Iowa nonprofit corporations are governed by the Revised Iowa Nonprofit Corporation Act, found in Iowa Code Chapter 504. While the statute does not require nonprofits to file their Bylaws with
the state, it assumes that Bylaws exist and that they address core governance fundamentals.

Iowa’s Default Rules and Why They Matter

Iowa law does not provide a detailed checklist of required bylaw provisions. Instead, it sets default rules that apply unless the Bylaws say otherwise. This flexibility is intentional, but it places responsibility on the organization to make deliberate choices.

If Bylaws are silent on an issue, Iowa’s default rules control. Sometimes those defaults are appropriate. Other times, they do not reflect how the board expects to operate or how the organization actually functions.

The Legal Authority for Bylaws

Iowa Code Section 504.206 allows Bylaws to contain any provision for regulating and managing the affairs of a corporation that is not inconsistent with law or the Articles of Incorporation. This
is where most governance decisions are made in practice. Thoughtful Bylaws allow an organization to customize governance while remaining fully compliant with Iowa law.

IRS Expectations and Bylaws

The Internal Revenue Service does not require nonprofits to submit Bylaws when forming a corporation. However, when an organization applies for tax exempt status, any adopted Bylaws
are typically included with the application and may be reviewed. The IRS does not mandate specific bylaw language. Instead, it looks for evidence of sound governance practices that support the organization’s charitable purpose. The questions on Form 1023 reflect these expectations.

Well-drafted Bylaws help demonstrate that a nonprofit is governed responsibly, that authority is properly exercised, and that safeguards exist to prevent private benefit or misuse of charitable
assets.

Core Provisions Every Iowa Nonprofit Bylaws Should Address

Bylaws are where governance becomes operational. Some provisions are essential for basic functionality and oversight, while others provide clarity and protection as the organization
grows.

Charitable Purpose and Tax Exempt Limitations

Bylaws often restate the organization’s charitable purpose and include restrictions related to private inurement, political activity, and prohibited conduct. This reinforces alignment with federal tax exempt requirements and keeps governance focused on mission.

Board Authority and Governance Role

Bylaws should clearly establish that the board of directors is responsible for managing and overseeing the nonprofit. This includes policy setting, fiduciary oversight, and strategic direction.

Board Size, Qualifications, and Terms

These provisions define who may serve as a director, how many directors may serve, how long they serve, and how turnover is handled. Clear rules reduce uncertainty and help maintain continuity.

Meetings, Quorum, and Voting

Bylaws establish how and when meetings occur, what constitutes a quorum, how votes are taken, and whether electronic participation is permitted. These rules determine when board action is
valid.

Director Accountability and Removal

Clear procedures for resignation, removal, attendance expectations, and vacancies support effective oversight and provide a roadmap when governance challenges arise.

Officers and Executive Authority

Bylaws should identify officer roles, selection procedures, term lengths, and authority. This helps maintain clarity between governance and management responsibilities.

Committees and Delegation Limits

Committee provisions define what authority may be delegated and what decisions must remain with the full board. This prevents unintended delegation of core responsibilities.

Optional but Strategic Bylaw Provisions

Many nonprofits include additional provisions that add protection, flexibility, and clarity over time. These provisions often address topics such as executive leadership structure, fiduciary standards, compensation and reimbursement safeguards, limitation of liability, indemnification, amendment procedures, and dissolution approval requirements. While optional, these provisions frequently become critical during periods of growth, leadership transition, or conflict.

Board Managed and Member Managed Nonprofits in Iowa

One of the most important and commonly misunderstood aspects of nonprofit governance is whether an organization has members. Most Iowa nonprofits are board managed and do not have statutory members. In these organizations, the board holds ultimate authority.

Some nonprofits intentionally create members with voting rights. This can be appropriate in certain circumstances, but it significantly changes governance dynamics and approval requirements.
A common problem arises when Bylaws unintentionally create members through imprecise language. This can result in unexpected voting rights or approval thresholds the board never intended.
If an organization does not intend to have members, the Bylaws should say so clearly and explicitly.

How Bylaws Fit Into a Healthy Governance System

Bylaws do not stand alone. They exist within a hierarchy of governing documents. The Articles of Incorporation sit at the top. Beneath them are the Bylaws. Supporting both are board adopted policies and procedures. These documents should work together. When they do not, confusion and risk follow. Conflicting provisions can raise questions about authority, validity of actions, and compliance. Strong governance treats Bylaws as part of an integrated system, not as an isolated document.

Common Bylaw Mistakes Iowa Nonprofits Encounter

Many bylaw problems do not stem from a single bad clause. They arise from practical mismatches between written rules and real world operations. Common issues include:

• Using Bylaws copied from another state
• Creating unintended members
• Adopting procedures that do not match actual practice
• Allowing Bylaws to drift out of alignment with Articles
• Layering amendments instead of adopting restated Bylaws

Templates can be a helpful starting point, but they rarely produce Bylaws that truly fit an organization without thoughtful customization.

Adopting, Amending, and Restating Bylaws

Bylaws are typically adopted by the board at the initial organizational meeting. Once adopted, they should be kept with the organization’s records and reviewed periodically.

As organizations evolve, Bylaws often need to be updated. In many cases, adopting restated Bylaws that consolidate all changes into a single clean document is preferable to layering amendments over time. Clear amendment procedures help ensure that changes are deliberate, properly approved, and well documented.

When Iowa Nonprofits Should Consider Updating Their Bylaws

Certain moments often signal that Bylaws deserve attention. These include leadership changes, organizational growth, IRS reinstatement, internal conflict, grantmaker requests, or major structural changes such as mergers or dissolutions. Addressing Bylaws proactively is almost always easier and less costly than fixing problems after
they surface.

Final Thoughts

Bylaws are not busywork. They are a practical tool that supports effective governance, clear decision making, and organizational stability. When drafted thoughtfully, Bylaws reduce uncertainty and help nonprofit leaders focus on mission rather than mechanics. When neglected, they can quietly undermine even the best intentions. I have worked with hundreds of Iowa nonprofits to draft, update, and align Bylaws with how organizations actually operate and where they are headed. If you are creating new Bylaws, revisiting old ones, or simply want clarity about what yours really say, I am always happy to talk.

Good governance is achievable. And it starts with getting the fundamentals right.

Frequently Asked Questions About Iowa Nonprofit Bylaws

Do nonprofit Bylaws have to be filed with the state of Iowa?

No. Bylaws are internal governing documents and are not filed with the Iowa Secretary of State. They should be adopted by the board and kept with the organization’s records.

Are nonprofit Bylaws legally binding?

Yes. Bylaws are binding on the organization and its directors and officers. Boards are expected to follow them, and deviations can create legal and governance risk.

Can a board ignore its Bylaws if everyone agrees?

Generally no. Even unanimous agreement does not override the Bylaws. If a provision no longer works, the proper solution is to amend or restate the Bylaws.

How often should Iowa nonprofits review their Bylaws?

As a best practice, Bylaws should be reviewed periodically, often every two to three years, and whenever there is significant growth, leadership change, or organizational restructuring.

Who has the authority to amend nonprofit Bylaws in Iowa?

In most Iowa nonprofits, the board of directors has authority to amend the Bylaws, unless the Articles of Incorporation or Bylaws reserve that power to members.

What happens if Bylaws conflict with the Articles of Incorporation?

The Articles of Incorporation control. Bylaws that conflict with the Articles or with Iowa law can be unenforceable and should be corrected.

Do small nonprofits really need formal Bylaws?

Yes. Size does not eliminate the need for clear governance rules. In fact, smaller organizations often benefit the most from well drafted Bylaws.

Email Me!

My email is:
gordon@gordonfischerlawfirm.com

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June 25, 2025

25 Things Iowa Nonprofits Should Do in 2025

The nonprofit landscape in Iowa is facing a perfect storm of challenges and changes. Federal and state funding is increasingly uncertain. Proposed laws like the so-called “Big Beautiful Bill” could significantly shift how we operate. Diversity, Equity, and Inclusion (DEI)—a cornerstone for many organizations—is facing public scrutiny. And tax law changes, like adjustments to the standard deduction, are making charitable giving more complex and harder to predict.

So how should Iowa nonprofits respond?

Ensure the rest of 2025 is your organization’s strongest year yet by tackling these 25 actionable steps to stay compliant, mission-focused, and future-ready.

1. File and Review Your Form 990

Each year, tax-exempt organizations must file IRS Form 990—a public document that details your finances, governance, and operations. The IRS uses it to confirm your continued eligibility for tax-exempt status.

Here’s why it matters:

• File late? You face a $20-per-day penalty.
  
• File incorrectly? Still penalized.
  
• Miss it for three years in a row? You lose your tax-exempt status and have to start over.
  

A Form 990 Review Policy helps prevent that. It should explain:

• How and when the Board reviews the draft,
  
• Who prepares and edits it,
  
• And how it gets finalized and submitted.
  

2. Define and Revisit Your Mission

Your mission is your organization’s north star.

2025 To-Do: Revisit it. Is it clear? Is it still relevant? Does it align with your current work? A well-crafted mission builds unity and guides better decision-making.

3. Audit Your Articles of Incorporation

Think of this document as your nonprofit’s legal DNA. It outlines your purpose and structure—and both the IRS and the State of Iowa have specific requirements.

IRS Requirements:

• Clear Purpose Statement tied to a recognized exempt category (charitable, educational, religious, scientific).
  
• Dissolution Clause explaining how assets are distributed if the nonprofit shuts down.
  
• Prohibition on Private Inurement (no personal benefit to insiders).
  
• Restrictions on Political Activity (no campaigning, limited lobbying).
  

Iowa Requirements:

• Unique Name and Registered Agent on file.
  
• Purpose Statement aligned with IRS.
  
• Member Provisions (declare whether you have voting members or not).
  
• Dissolution Plan consistent with state and federal law.
  

Go Beyond the Basics:

• List initial directors.
  
• Include indemnification clauses.
  
• Detail your amendment procedures.
  

2025 To-Do: Ensure you meet both IRS and Iowa standards—and go further where it makes sense.

4. Update Your Bylaws

If Articles of Incorporation are your constitution, Bylaws are your user manual. They spell out how your nonprofit actually functions day to day.

Make sure your Bylaws address:

1. Mission & Purpose – Your organizational compass.
   
2. Structure – Board roles, terms, officer responsibilities.
   
3. Meetings & Quorums – When you meet, how decisions are made.
   
4. Financial Oversight – Who controls funds and budgets.
   
5. Amendments – A clear process to make future changes.
   
6. Indemnification – Legal protection for board members.
   
7. Dissolution – A plan for what happens if the organization closes.
   

2025 Best Practice Policies:

• Conflicts of Interest
  
• Confidentiality
  
• Document Retention
  
• Fundraising & Gift Acceptance
  

These policies are specifically referenced in Form 990. Don’t skip them.

Final tips:

• Review Bylaws annually
  
• Share them with all new board members
  
• Work with a nonprofit attorney—don’t DIY
  

5. Enforce a Document Retention Policy

This often-overlooked policy is essential for legal compliance and good governance. It outlines:

• What to keep (tax returns, board minutes, financials),
  
• How long to keep it,
  
• And when and how to securely dispose of it.
  

It should also apply to digital files, social media, and even emails.

Tip: Keep it simple and usable. A policy no one understands—or follows—isn’t helpful.

6. Reevaluate Fundraising Practices

Fundraising is a lifeline—and also a compliance concern. The IRS scrutinizes how nonprofits raise money in Form 990. A fundraising policy ensures:

• Ethical standards are in place,
  
• Donors and the public trust you,
  
• And your process is consistent and transparent.
  

7. Adopt or Refresh Your Gift Acceptance Policy

You’ve heard the phrase: “Don’t look a gift horse in the mouth.” In the nonprofit world? You absolutely should.

Imagine your favorite donor shows up with a racehorse—healthy, fast, and valuable. Do you accept it on the spot?
Of course not. You’d ask:

• Who will care for it?
• What are the liabilities?
• Can we even sell it?
• What if it draws the wrong kind of attention?

A strong Gift Acceptance Policy will:

• Prevent costly mistakes or liabilities,
  
• Ensure all gifts align with your mission,
  
• Clarify who approves and handles unusual gifts.
  

Pro tip: Post it online to set expectations with donors upfront.

8. Adapt or Update Your Whistleblower Policy

If wrongdoing is happening inside your organization, you want to know and your team needs to feel safe speaking up.

A whistleblower policy should:

• Cover everyone (employees, volunteers, contractors),
  
• Protect those who report issues in good faith,
  
• Outline how to report and investigate concerns,
  
• Discourage malicious or false reports.
  

It’s about building a transparent, ethical culture. It’s also explicitly asked about on Form 990.

9. Revamp Your DEI Policy

While it is currently under attack, DEI is still foundational. A meaningful DEI policy:

• Attracts diverse and talented staff,
  
• Builds trust with your community,
  
• Drives innovation through varied perspectives.
  

Ask yourself:

• Are your values and goals publicly shared?
  
• Are you transparent about hiring, pay, and promotions?
  
• Are your partners aligned with your DEI commitments?
  
• Are you tracking and reporting on progress?
  

10. Update Your Confidentiality Policy

Nonprofits operate in high-trust environments and a breach of that trust can be devastating.

A strong confidentiality policy should:

• Define what’s confidential (donor data, internal discussions, personal info),
  
• Explain who’s responsible,
  
• Detail what happens if the policy is broken.
  

Confidentiality isn’t about hiding things—it’s about protecting people and building trust.

11. Curate a Specific Social Media Policy

Social media is powerful and potentially risky. Your organization needs a clear Social Media Policy to protect your mission, reputation, and people.

What it does:

• Sets expectations for tone, content, and professionalism online.
  
• Applies to staff, volunteers, board members, and contractors.
  
• Helps prevent missteps that could damage your public image.
  

What to include:

• Platform coverage – From Instagram to blogs and DMs.
  
• Behavior guidelines – Respectful, inclusive language only.
  
• Posting rules – Who has access, and how content is approved.
  
• Confidentiality – No donor data, private info, or copyrighted material.
  
• Personal use – Clarify how personal posts reflect on your org.
  

Keep this policy updated. Online platforms evolve quickly and so do reputational risks.

12. Examine Your Volunteer Policy

Volunteers are ambassadors of your mission. A Volunteer Policy ensures they’re supported, protected, and aligned. 

What to include:

• Purpose and mission connection.
  
• Role descriptions, time expectations, and training requirements.
  
• Code of conduct, confidentiality, and dress code.
  
• Contact and emergency information.
  
• Legal guidelines: liability, insurance, media releases.
  
• Feedback mechanisms to recognize contributions and improve experience.
  

This policy helps everyone feel valued and keeps your organization legally and ethically sound.

13. Set a Solid Foundation With Your Employee Handbook

Your Employee Handbook is more than an HR formality—it’s your culture codified.

Key contents:

• Your mission and values.
  
• Policies on anti-discrimination, harassment, benefits, time off.
  
• Remote work and tech usage.
  
• Compliance standards (tax law, fundraising rules, grant expectations).
  
• Performance review and training structure.
  

Must-haves:

• A disclaimer that it’s not a contract.
  
• An acknowledgment form.
  
• At-will employment clause.
  
• Language reserving the right to change policies.
  

A great handbook reduces confusion and boosts consistency, especially during growth or transition.

14. Ensure Clarity With Employee Agreements

Unlike handbooks, Employee Agreements are individual contracts. They clarify roles, expectations, and legal protections. They are especially critical for executive or specialized roles.

Include:

• Names and start date.
  
• Job duties, pay, benefits, and review schedule.
  
• Termination conditions.
  
• Legal protections (non-competes, dispute resolution).
  
• Signature lines for all parties.
  

A solid agreement protects everyone now and during leadership changes.

15. Outline Your Compensation Policy

A Compensation Policy ensures fairness, transparency, and IRS compliance, especially for executive pay.

Why it matters:

• Boosts staff morale and retention.
  
• Reassures donors.
  
• Prevents inconsistent or inflated pay practices.
  

What to include:

• Who approves salaries.
  
• How often compensation is reviewed.
  
• How comparability data is used.
  
• Rules for executive compensation and conflict-of-interest recusal.
  
• Revision procedures.
  

This policy should align with your budget, values, and public accountability.

16. Protect Your Nonprofit With a Conflict of Interest Policy

A Conflict of Interest (COI) Policy isn’t just best practice—it’s IRS-required.

It prevents:

• Insider deals
  
• Reputational harm
  
• Compliance violations
  

Your policy should cover:

• Definitions of conflicts
  
• Annual and ongoing disclosures
  
• Recusal processes
  
• Documentation procedures
  
• Regular training for board and staff

Transparency builds trust—inside and out.

17. Craft an Investment Policy

If your organization has reserve funds or endowments, an Investment Policy helps you manage them responsibly.

Include:

• How investments align with your mission.
  
• Who makes decisions (board, committee, advisor).
  
• Guidelines on risk tolerance, diversification, and returns.
  
• When funds can be used.
  
• How performance is monitored and disclosed.

Don’t have investment expertise? Bring in a professional and review your strategy annually.

18. Ensure Transparency With a Public Disclosure Policy

Nonprofits are legally required to share:

• IRS Form 990 and 990-T (last 3 years)
  
• IRS determination letter
  
• Form 1023 (exemption application)
  

A Public Disclosure Policy outlines how you’ll comply and what else you’ll proactively share (like Bylaws or Compensation Policy).

Openness builds credibility and reassures funders, partners, and the public.

19. Use Independent Contractor Agreements

Working with freelancers or contractors? A written agreement protects everyone.

Must-haves:

• Nature of the relationship (not an employee!)
  
• Scope of work and deliverables
  
• Compensation terms
  
• Deadlines and termination terms
  
• Confidentiality clauses
  
• Liability and insurance provisions
  

Iowa has strict rules—misclassification can lead to tax, insurance, and even criminal consequences.

20. Solidify Your Financial Policies and Procedures

Financial health = mission success.

Your Finance Policy should cover:

• Budget creation and approval
  
• Spending limits and authorization
  
• Cash handling protocols
  
• Monthly/quarterly reporting
  
• Audit guidelines
  
• Investment and reserve use
  

Review this annually to adapt to growth and challenges.

21. Update Your Personnel Files

No one loves filing—but consistent Personnel File Policies protect your nonprofit.

Include:

• Job descriptions, performance reviews, background checks, signed agreements
  
• Records of promotions or disciplinary actions
  
• Retain files for at least 4 years after employment ends
  

 Do not include:

• Medical records
  
• Informal supervisor notes
  
• Investigation reports
  

 Keep access limited and organized for legal compliance and continuity.

22. Effectively Measure Your Impact

Data tells your story.

Develop metrics that:

• Measure the effectiveness of your programs
  
• Align with your mission
  
• Are easy to track, analyze, and share
  

 Use this data in annual reports, grant proposals, and donor updates to show what you’ve accomplished—and what’s next.

23. Invest in Capacity Building

Growth isn’t just external, it starts inside with staff, tech and more.

Capacity building means investing in:

• Staff and volunteer training
  
• Technology upgrades
  
• Process improvements
  

It enhances your ability to deliver services, adapt to change, and deepen impact.

It’s not overhead—it’s infrastructure for mission success.

24. Update Job Descriptions

Clear roles = empowered leadership.

Roles to define:

• Board Members – Strategic oversight and governance.
  
• Officers – (President, VP, Treasurer, Secretary) handle operations and compliance.
  
• Executive Director – Staff leadership, fundraising, DEI, and board collaboration.
  

 Keep these updated in both your Bylaws and written descriptions—and get legal help where needed.

25. And Always… Celebrate Successes

Finally, don’t forget to celebrate. Mark progress. Honor your team. Share wins with donors and the community.

Whether it’s a major milestone or a mission-aligned moment, celebrating builds morale, momentum, and unity.

Final Thoughts

Iowa nonprofits are resilient. With thoughtful planning, clear policies, and mission-driven leadership, you can survive and thrive in the shifting landscape.

Start where you are. Pick a few priorities. And let 2025 be your most intentional year yet.

Email Me!

My email is:
gordon@gordonfischerlawfirm.com

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June 17, 2025

Investing in the Future: What Iowa Nonprofits can Learn from Hometown Hero Caitlin Clark

After missing five games, Caitlin Clark is back in action with the Indiana Fever and my Iowa heart is happy! In typical Clark fashion, it was not a quiet return to the court, but a commanding reminder of who she is, even after working through an injury.

Her 32-point, 9-assist, and 8-rebound showing on Saturday reminded all of us in Iowa (and across the country) of the power of resilience. Iowa nonprofits—and particularly their boards of directors and officers—should approach financial stewardship with the same mindset. One crucial tool in doing so is a strong, clearly articulated Investment Policy.

Planning Before the Pressure

Just like Clark didn’t wait until tip-off to prepare for her return, your nonprofit shouldn’t wait until a financial crisis to get serious about investment oversight. Clark’s head coach, Stephanie White, also emphasized the importance of taking a “long-game approach” to address the injury to prevent lingering issues throughout the season.

Nonprofit officers and directors hold a fiduciary responsibility to steward assets wisely. Part of fulfilling that duty means knowing how exactly your nonprofit’s funds are invested. That’s where your Investment Policy comes in.

Think of it as your organization’s recovery and resilience strategy: it defines who is accountable for investment decisions, offers guidelines to grow and protect assets, and ensures you have access to liquidity when it’s needed most.

The C.L.A.R.K. Principles

Here are key elements of a nonprofit Investment Policy. Each one echoes the same principles Clark demonstrated in her return, aka, the C.L.A.R.K. Principles of Nonprofits:

Clarity in Roles = Everyone Knows the Play

Who makes the decisions? The Investment Policy should clearly authorize certain staff to make day-to-day investment choices, while preserving board oversight. Like a coach assigning positions, this clarity helps avoid confusion when quick action is needed.

Liquidity Matters = Expecting the Full Court Press

A great team knows how to respond under pressure. Likewise, your organization should always be ready to access cash when needed. Your Investment Policy should address liquidity—ensuring that funds are available for operational needs, emergencies, or strategic opportunities without disrupting long-term investments.

Alignment with Mission = Playing the Right Game

Every decision should serve a purpose. Your investments should support your nonprofit’s mission and values. The Investment Policy should align financial goals with your organization’s purpose, outlining strategies that reflect your risk tolerance and ethical considerations.

Risk and Return = Balanced Play

Clark doesn’t win by scoring alone—she balances offense with solid defense. Similarly, your Investment Policy should carefully weigh risk against potential return. Striking the right balance through diversification, asset allocation, and loss prevention strategies helps protect your nonprofit’s assets while still pursuing meaningful growth.

Knowledgeable Support = Build a Strong Bench

If you work with a financial advisor or investment manager, the Policy should outline their role and responsibilities. This ensures everyone’s playing from the same page and upholding fiduciary standards.

Caution over Convenience

The IRS Form 990 doesn’t require an Investment Policy, but it makes clear that investment oversight is essential. Without a defined policy, your organization risks falling behind when it matters most.

Clark’s comeback wasn’t just about her personal grit, it was about preparation, guidance, and knowing her role in the bigger picture. Clark and the Fever staff knew it would disappoint fans to miss multiple games, but with eyes on a playoff run, they knew they had to invest in the team’s future success.

Your nonprofit deserves the same foundation: a forward-looking plan that helps you weather challenges and keep driving toward your mission.

Whether your nonprofit is bouncing back from a tough year or simply planning for a stronger future, a well-crafted Investment Policy is a cornerstone of organizational health. It turns uncertainty into strategy and risk into opportunity.

At Gordon Fischer Law Firm, we help Iowa nonprofits craft Investment Policies that stand up to scrutiny and support your long-term mission!

Email Me!

Questions about Investment Policies? Email me now!

My email is:
gordon@gordonfischerlawfirm.com

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