How does a CEO turn down advice about operations from the board?
By: Eugene Fram
With difficulty! It all depends on the kind of culture that has been established on the board. Ideally the CEO should be comfortable (more…)
Uncategorized
Should a nonprofit board allow its CEO to borrow money?
Should a nonprofit board allow its CEO to borrow money?
By: Eugene Fram
Yes. However the CEO has complete discretion as long as he or she works within the budget and budgetary policies. But if any major changes are needed, the (more…)
Once Again: What Type of Leaders Do Nonprofits Need in Turbulent Times?
Once Again: What Type of Leaders Do Nonprofits Need in Turbulent Times?
By Eugene Fram
Reporter Thomas Betar, writing in the August 5, 2012 issue of the Desert News, makes some interesting points about current leadership challenges (more…)
Nonprofit Alert: How Nonprofit Directors Can Acquire Independent Assurances.
Nonprofit Alert: How Nonprofit Directors Can Acquire Independent Assurances.
According to Dr. Richard Leblanc, York University Law School, “Canada’s bank regulators recommended last week that independent third party reviews of (i) of the institution’s board and committee practices; (ii) the institution’s oversight functions and processes.” He and I feel this can set the tone for non-banks and even for nonprofits (more…)
Once Again: Who Should Be Involved in Fund Development and How?
Once Again: Who Should Be Involved in Fund Development and How?
By Eugene Fram
This is a perennial question. Following are suggestions that many will find of interest.
The Board of Directors
• Board members should a have to provide (more…)
How Can Nonprofit Boards More Clearly Define Operational Responsibilities?
How Can Nonprofit Boards More Clearly Define Operational Responsibilities?
My experience shows that well functioning nonprofit boards establish and monitor the organization’s policies. The board operates through the president/CEO. In turn, the CEO executes policy and is responsible for the prudent and creative operations of the organization. In this role, the CEO exercises leadership resulting in the effective and efficient use of board and of other volunteer time.
Although defining what are policy issues and what are operation issues is not always clear, for both for-profit and nonprofit organizations, following is a useful set of guidelines (more…)
Using Imperfict Metrics Well; Tracking Progress And Driving Change
This article on nonprofit evaluation has appeared in a shortened version in a previous blog. However, based on the attention it has received from all over the world, I thought that some viewers might like a direct link to the full article.
A 21st Century Nonprofit Board of Directors – A Volunteer Director’s View
A 21st Century Nonprofit Board of Directors – A Volunteer Director’s View
By: Eugene Fram
Following are my estimates of the attributes a nonprofit board needs to be considered a high performing board in the 21st century.
Has organizational professionalism, flexibility & efficiency
• Operating managers consider themselves (more…)
Nonprofit & Trustees Personal Liabilities: Another Penn State Impact
Nonprofit & Trustees Personal Liabilities: Another Penn State Impact
By Eugene Fram
All nonprofit organizations should continue to follow the news from Penn state, especially with the insurer’s negative reactions to paying claims related to directors & officers personal liability for the Sandusky’s misdeeds.*
To what extent should nonprofits carry Director & Officers (D&O) insurance?
For example, I recently encountered a nonprofit board (more…)
From Mission Specialist to Nonprofit Manager –What Does It Require?
From Mission Specialist to Nonprofit Manager –What Does It Require?
By: Eugene Fram
In over there decades of nonprofit consulting, I have observed a wide range of nonprofit management skills and backgrounds.. One group is interesting because nonprofit boards often appoint mission specialists to executive director or president/CEO of the organization. Those who succeed (more…)
Nonprofit Management 