Author: eugenefram

Dr. Eugene Fram has over 25 years experience as a non-profit board member, consultant, and author. His model of nonprofit governance has been adopted by thousands of organizaations.

Nonprofit chief executives should have a title, President/CEO

Nonprofit chief executives should have a title, PRESIDENT/CEO

By Eugene Fram

When nonprofit organizations reach a budget level of over $1 million and have about 10 staff members it is time to offer the chief operating officer the title of PRESIDENT/CEO.  In addition, the title of the senior board volunteer should become CHAIRPERSON OF THE BOARD, and the title of EXECUTIVE DIRECTOR needs to be eliminated.   Experience has shown that with a reasonably talented PRESIDENT/CEO at the helm, he/she can provide the following benefits:

  • Build a trust culture between board, management and staff.

    • (more…)

Executive Director: When Is It An Appropriate Title?

Executive Director: When Is It An Appropriate Title?

By Eugene Fram

An Executive Director title compared with a President/CEO title for a nonprofit’s chief operating executive is a debate that still pervades the nonprofit governance discussions. Following is a list of situations when the Executive Director tile is appropriate.

  • When the nonprofit is in a start-up stage, and the board’s management direction, advice, or micromanagement style is needed to stabilize the organization.

    • (more…)

Nonprofit Internal Controls – Are They Being Properly Reviewed?

Nonprofit Internal Controls – Are They Being Properly Reviewed?

By Eugene Fram

One of the responsibilities of either a nonprofit or a for-profit board is to make certain that internal controls in place are adequate.  This task is usually delegated to an audit committee and/or a finance committee.  However, what is meant by internal controls can vary greatly depending of the type of nonprofit and the clients that it services.

Fortunately, De La Rosa Nonprofit Consulting has developed a comprehensive checklist that directors can use to frame internal control questions for the auditors.  (www.gcn.org/files/InternalControlsChecklist.pdf) Using the list, the committee can chose the relevant questions before meeting with the auditors and then be able to delve more deeply into significant topics for their organization. 

Will New York Lead the Way In Changing Nonprofits?

Will New York Lead the Way In Changing Nonprofits?

By: Eugene Fram

In January, Governor Andrew Como place a salary state funded cap of $199,000 for nonprofit executives at (more…)

TO WHOM SHOULD ADVISORY BOARDS PROVIDE SERVICE?

To Whom Should Advisory Boards Provide Service?

 By: Eugene Fram

 I have established or served on a number of nonprofit advisory boards. Based on these experiences, I suggest that board members, along with the CEO (more…)

BOARD MEMBERS & CEOS INVOLVEMENT WITH FUND-RAISING.

Should All Board Members Be Required to be Involved With Fund-Raising?

By Eugene Fram

No, just those (more…)

NONPROFIT BOARD RELATIONSHIPS – BOARD MEMBERS & CEOS INVOLVEMENT WITH FUND-RAISING.

 

Should All Board Members Be Required to be Directly Involved With Fundraising?

By Eugene Fram          Free Digital Image

Based on my experiences, it should be those who have successfully done it previously  or are willing, with some coaching, to try it.  However, board members also need to maximize their colleagues’ contacts.  That may involve teaming someone who does not usually get involved in fundraising with an experienced hand,  especially if the inexperienced person knows a potential donor.

The CEO will also need to be an assertive leader when it comes to fundraising, but all board members will need to play sone supportive role.  Neither board members nor CEOs can abdicate their fundraising roles.

Everyone on a nonprofit board should make an annual contribution. This is often managed through a Give and Get Policy. *  Certainly, the amount depends on each director’s personal situation, but even a token amount or other contribution is significant.  When developing funding grant proposals for foundations or corporations, 21 century funders often want to know whether or not all members of the board are are behind the organization in some personal manner.

*https://www.amyeisenstein.com/set-give-get-policy-for-your-board/

 

How Does A Nonprofit CEO Decline Board Advice?

How does a president/CEO turn down advice about operations or internal structure from the board.

With difficulty.  It all depends on the type of culture that has been established by the board.  Ideally, the president/CEO should be comfortable saying, (more…)

Can a Board Member Ever Hold a Staff Position in The Same Nonprofit Organization?

Can a board member ever hold a staff position in the same nonprofit organization?

 

By Eugene Fram

Sometimes a board member acts not as a director but as a different kind of volunteer.  For example, Director Z has a particular accounting skill and wants to utilize it to help the nonprofit.  The CEO agrees. 

In this instance the board member is not a board member, but a volunteer working under the direction of the CEO.  (more…)

Are Three Standing Nonprofit Board Commmittes Enough?

Are Three Standing Nonprofit Board Committee Enough?

By: Eugene Fram

Nonprofit boards are often known for the proliferation of board standing committees. Current thinking is to reduce the number substantially.   Following is one model, with only three standing committees which has been used by thousands of nonprofit organizations for over 20 years. Ad hoc committees are used when needed for investigation of policy decisions and other major issues such as changes in pension plans.

  1. Executive Committee –  It consists of the CEO, corporate officers and an at-large member elected by the board.  The committee acts for the board between meetings, subject to later board ratification; sets the meeting agendas, reviews reports for board discussion; and appoints all standing committees and ad hoc committees.

    2. (more…)