Nonprofit Board/Staff Relationships: An Uncomfortable Partnership?
By: Eugene Fram Free Digital Image
Viewer Favorite—Updated and Revised
I have always been of the opinion that nonprofit directors don’t give sufficient consideration to the relationships between the board and staff. The following passage reasserts the complexity of such relationships and why misunderstandings might occur on either side of the fence.
The (nonprofit) governance model is … confounded by the fact that the people with responsibility for oversight, resource generation, and the strategic direction are not the same people who show up every day to deliver the work that fulfills the nonprofit’s mission. …. More often than not, however, the nonprofit board is a bit ungainly and leaves board members and staff alike scratching their heads and wondering how they might fix things so it (the organization) does what it’s meant to do … The challenges are often the greatest for the boards of small to mid-sized nonprofits, where the lines between governance and management seem to be more easily blurred. * (more…)
Beyond the Bylaws: A Clarification of Nonprofit Board Responsibilities–Revised and Updated
By: Eugene Fram
A nonprofit director’s duties may be much more difficult than those of a for-profit board member. Both types of directors have the same basic duties: fiduciary responsibilities; establishing, with staff input, mission vision and values; setting policies/strategies; over-viewing outcomes/impacts and conducting annual meetings.
I suggest nonprofit directors may not be fully addressing some duties specified in the bylaws and some which are culturally driven. This latter group might be called “latent duties.” (more…)