Comments for Nonprofit Management

Comment on How Nonprofit Board Members/Management Can Make Sense of Sustainability by eugenefram

eugenefram — Mon, 07 May 2012 01:15:19 +0000

I agree. Under my model both the ED and the board have joint responsibility for fund raising. The ED acts as the scout and brings in the board to do the “ask” and complete the deal. Also, depending on the size of the organization, the chief executive should be the president/CEO and the senior volunteer the Board Chair. Much better title for fund raising. See third edition (2011) edition of Policy vs. Paper Clips on Amazon.com

Comment on How Nonprofit Board Members/Management Can Make Sense of Sustainability by Miguel de la Vega

Miguel de la Vega — Sun, 06 May 2012 22:02:22 +0000

Thanks for the post. Interesting on the board “spending more time on generative thinking” although it would be desirable this time won´t oversee time expent on the board´s responsabilities, like getting involved directly on fundraising strategies. A balance between strategic thinking and direct support to the ED is always desirable.

Comment on Some Nonprofit Directors Never Attend Meetings! What to do? by eugenefram

eugenefram — Fri, 13 Apr 2012 18:29:20 +0000

Under operational, a board director can handle specific duties, such as being responsible for adverting or accounting. I have even seen one case which staff people each reported directly to a board director for counsel or direction before taking an issue to the CEO.

Under my model (See:Policy vs. Paper Clips, third edition 2011 on Amazon.com),the board, with advice from the CEO, decides what are operation type issues and what are policy issues. Then the CEO then has responsibility for all operational issues (staff hiring, vendor selection), and the board for all other issues (major contracts, financial policies, new programs). A true partnership is developed between board and staff.

Once a nonprofit moves beyond a start-up stage, it is best to move to a corporate model, similar to the one cited in the above book. Otherwise, the board ends up micromanaging the organization, i.e. focuses on paper clips, instead of policy, strategy & generative thinking.

Comment on Some Nonprofit Directors Never Attend Meetings! What to do? by Marian Casey

Marian Casey — Fri, 13 Apr 2012 14:22:56 +0000

Can you explain the difference between a director operational involvement format versus policy and strategy format?

Comment on Once Again! Should a Nonprofit CEO Be a Voting Member of the Board of Directors? by Henry Garcia

Henry Garcia — Thu, 29 Mar 2012 23:41:29 +0000

It was really a very confusing question before i read your article. Thanks for sharing.

Comment on Once Again! What Does Nonprofit Board Oversight Mean? by eugenefram

eugenefram — Wed, 21 Mar 2012 19:44:20 +0000

Thanks for your comment. We re clearly on the same page.

Comment on Once Again! What Does Nonprofit Board Oversight Mean? by Diana Kern

Diana Kern — Wed, 21 Mar 2012 18:30:55 +0000

Dr. Fram,
I love reading your blog! I have been serving on nonprofit boards for years and I also work with about 50 nonprofits a year. I laughed when I read, “Once Again?” It seems boards often forget the basics of oversight. Your list is spot-on as usual!

One thing I have shared with boards is “Four Questions to Ask When the CEO Presents a New Program/Service”. They are:
1. Does this meet our mission?
2. How will we pay for this on an ongoing, sustained basis?
3. Who will benefit? {Since boards should be gatekeepers of resources we need to know if we authorize a new service and program how many of our target constituents will benefit? Thus, do we want to authorize expenses and staff time?}
4. How will we measure the impact/outcomes?

Comment on Nonprofit CEO Board Chair Relationships – Anything Works by eugenefram

eugenefram — Mon, 19 Mar 2012 18:06:01 +0000

I agree an annual retreat can be helpful. But the CEO or minster still has to be a visionary and at the state of the art in the field, even when the board is composed of field experts from the field. He or she has to be a peer not a powerhouse!!

Comment on Nonprofit CEO Board Chair Relationships – Anything Works by servantnetwork

servantnetwork — Mon, 19 Mar 2012 15:35:58 +0000

Agreed! There is a clear need to articulate the lines between operational matters and governing matters. The relationship is key… When trust is earned and present, the CEO can be free to lead and dream. Stay current, and maybe “do life” together in a retreat setting once a year. Maybe those who play together are more apt to stay together.

Gary Coiro, nonprofit leader and former pastor

Comment on How Is Trust Developed Between The Nonprofit Board Chair And The Chief Executive? by eugenefram

eugenefram — Fri, 20 Jan 2012 19:14:11 +0000

Zoe:
There are several “generic” ways to approach these situations, depending on the details of your local situation (!) ask the person(s) to step off the board – he/she may be tired and wiling to do so. (2) ask the person to form a distinguished outside advisory board which will meet with the CEO quarterly to provide counsel about current challenges (3)have an honorary board membership. I remained as an honorary on one small board for about 10 years and alone raised anywhere from 10 to 30% of its annual budget. (4) have a special honor for the person in some way. (5) have a board reorganization which clearly shows the need for a new person to fill his or her slot. Commercial: The third (2011) edition of my book Policy vs. Paper Clips, Amazon.co may be of some assistance. If you would like to review any of these suggestions offline on a pro bono basis, please e-mail me at: eugenefram@yahoo.com
Best wishes for a successful transition. Changing the board culture will probably be your biggest challenge.