Do Nonprofit & Trustee Boards Need A Conflict of Interest ‘Parliamentarian”? –Second in a series of two.
By Eugene Fram
There is ample news about conflict of interest on nonprofit and trustee boards. Based on several decades of board experience, I can’t remember a single instance where the topic has become a material issue. However, Google, taking only .29 seconds, lists over about 422,000 placements, related solely to nonprofit and trustee boards. (more…)
Interesting Conflict? Two Nonprofits Boards, Seeking Same Funding & Clients, Has One or More Board Directors Who Are the Same? — First of a series of two.
By Eugene Fram
It is not unusual to for two “competing” nonprofit’s to have a person(s) who fills a position on both boards. Examples: universities, and health care agencies. This dual volunteer deployment (more…)
Can A Nonprofit Organization Have A President/CEO & An Executive Director?
By: Eugene H. Fram
Yes, if the organization has the following structure:
Board With A Volunteer Chairperson
President/CEO With Full Authority for Operations
Executive Director for Division A
Executive Director for Division B
However this structure (more…)
Trustee’s Lament: “We are accountable for what’s happened… We are deeply ashamed.”*
Like the Penn State trustee, who bemoaned the board’s inaction, other nonprofit trustees, directors and managers easily can find themselves in similar situations, if they fail to impartially investigate negative news or even rumors. In fact, those who serve on small and midsized nonprofit organization’s boards may even be in more perilous situations than larger nonprofits for four reasons. Small & midsized companies may be affected for some of the same reasons. (more…)
Although this article may focus on for-profit boards, there is a great deal in it for nonprofits to ponder. It again shows that although the mission vision and values differ between the two types of boards, operationally there is much that can be learned from each other
How successful Nonprofit Chief Executives Should Operate
By: Eugene Fram
Successful nonprofit chief executives, like those in the commercial positions, should share similar perspectives and beliefs. Author Jeff Haden writing in the June 25th issue of INC Magazine. about for-profit executives suggests, “9 Beliefs of Remarkably Successful People.” Following is his list and how I see how his ideas may apply to chief executives of nonprofit organizations
Nonprofit & Trustee Boards: Any Side Effects From Health Care Act?
By: Eugene Fram
Obviously the Supreme Court’s health care decision will have significant impacts on nonprofit and trustee boards of health related organizations. However, like any large dose of medicine, the dose from the health care act will have kinetic effects on the cultures and operations of other types of nonprofit and trustee boards. They can range from Animal shelters to Zoos. Here are some, which I think are the most obvious. (more…)
The 21st Century Nonprofit President/CEO
Nonprofit presidents/CEOs in the 21st century should have much more responsibility for their organizations than do executive directors in traditional nonprofit groups. (more…)
Nonprofit Evidence Based Evaluations: Using Imperfects Metrics Well
By: Eugene Fram
The Office of Management and Budget has issued a call for more rigorous program evaluations. According to Jeffery Zients, acting OMB director, “Where evidence is strong, we should act on it. Where evidence is suggestive, we should consider it. Where evidence is weak, we should build the knowledge to support better decisions in the future.”[i] Assuming this directive will trickle down to many nonprofits using federal dollars, using imperfect metrics for evaluations are becoming accepted, especially for smaller nonprofits, which can’t afford statistically significant studies. These resources are needed to deliver services. In addition, evidence based imperfect metrics can help track progress and drive change. (more…)
How Long Should A Nonprofit Director Serve?
By: Eugene Fram
Nonprofit board terms are like clothing sizes. They come in all shapes and sizes!
Some terms are as short as two years, with the charter specifying the person remain off the board for one year. Other charters have systems that allow a director to remain for decades. The most common format allows the director a two three-year terms, with some exceptions relating to whether the person is originally filing an interim year or chairs the board in his/or her final year. (more…)
Nonprofit Management 