Comments for Nonprofit Management

Comment on NONPROFIT BOARD RELATIONSHIPS – HOW IS TRUST DEVELOPED BETWEEN THE 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.

Comment on NONPROFIT BOARD RELATIONSHIPS – HOW IS TRUST DEVELOPED BETWEEN THE BOARD CHAIR AND THE CHIEF EXECUTIVE by Zoe Rompon

Zoe Rompon — Fri, 20 Jan 2012 16:05:35 +0000

This is an issue with a board I serve on. We’d like to create a succession planning board process which would involve transitioning some members off the board. What is the best way to approach this situation when the chair is one board member that needs to roll off the board?

Comment on NONPROFIT BOARD RELATIONSHIPS – LIMITS ON PRESIDENT/CEO’s FISCAL DISCRETION by eugenefram

eugenefram — Mon, 02 Jan 2012 23:55:50 +0000

I agree that it may not be a viable approach for an early stage organization, or boards under significant political influence. But every mature board, which is not dysfunctional, should be able “trust but verify.” The reports and processes should be reasonably transparent and the senior management’s actions need to be reviewed periodically for being trustworthy ones. It involves following well established board processes and critical thinking by the board’s leadership.

Comment on NONPROFIT BOARD RELATIONSHIPS – LIMITS ON PRESIDENT/CEO’s FISCAL DISCRETION by Mike Burns

Mike Burns — Mon, 02 Jan 2012 23:17:49 +0000

In principle, I find this wisdom difficul to dispute or even question. At the same time, many boards, particularly those connected with politicians, have demonstrated the ability to abuse this principle. But I suppose a simple firing is the correct response but that also suggests that a board has in place both good systems and reports and the ability to review and understand these reports. This is of course where the need to question every potential situation along these lines arises. While this will fly in the face of the father of policy vs. paperclips, I am afraid I do not have total trust or faith in boards, particularly in their earliest stages of development, to practice this principle effectively.

Comment on NonProfit Management/Governance – Avoiding Fraud – Make Certain The Organization Is Paying Its Payroll, Sales Taxes Promptly by danregine

danregine — Wed, 13 Jul 2011 15:33:03 +0000

Companies have to understand that the payroll is the largest expense area for many organizations, and one which should be monitored carefully. Payroll fraud accounts for 17% of all fraudulent disbursements suffered by organizations. Uncovering the fraudulent transaction and, subsequently, proving the payroll fraud can be difficult because of the dollar magnitude and volume of transactions involved. An outside payroll service provider does not protect your organization from payroll fraud.

For more information: http://www.aditime.com

Comment on What’s in a Name? Benefits of the President/CEO Title by Dylan Secore

Dylan Secore — Mon, 07 Feb 2011 12:12:19 +0000

An intriguing reasoning behind this writing. Iâ€™m 1 of those men and women whom are inclined to loose time waiting for things mature just before doing it but also in this example Iâ€™m mindful that inaction results in only failures therefore i will heed your comments and commence to do anything about this.

Comment on What’s in a Name? Benefits of the President/CEO Title by eugenefram

eugenefram — Mon, 09 Aug 2010 17:01:48 +0000

Thanks for your comment. You also might want to see:
http://www.non-profit-management-dr-fram.com for a pdf. copy of my book, Policy vs. Paper Clips – Selling the Corporate Model to Your Nonprofit Board.

Comment on What’s in a Name? Benefits of the President/CEO Title by Henrietta

Henrietta — Mon, 09 Aug 2010 09:47:59 +0000

As a founding member of the npo, with no backgroung of npo operations. This is infor is benefitial in helping me to structure the organisation and clearly define the roles and responsibilities whilst also helping the organisation to be a step above the rest.

Comment on Nonprofit Strategic Planning: Using Imperfect Metrics Well by Lloyd Vanderkwaak

Lloyd Vanderkwaak — Sat, 06 Mar 2010 18:43:31 +0000

One reason why strategic planning often fails is the lack of metrics. Fundamentally there are two types of metrics that all organizations must have:
1. Mission outcome metrics — When do we know when the mission is being achieved? When do we know when the vision is being achieved?
2. Organizational performance metrics — When do we know if the organization is well run?
All stakeholders need to be involved in setting these metrics…especially governance and organizational leaders. The process of setting metrics is a process…not an event as so many seem to think.
Great article…thought provoking and helpful!

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Fri, 05 Feb 2010 05:47:58 +0000

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