Developing nonpofit management trust

Anticipating Tomorrow’s Nonprofit Crises Today

Anticipating Tomorrow’s Nonprofit Crises Today

By: Eugene Fram

In the decades in which I have been a nonprofit/business board member or consultant, I fortunately have only been in the mire of a crisis situation twice.   In both cases, the board was totally unprepared to take appropriate actions to minimize the turmoil that followed.

Following some guidelines that nonprofit boards can use to plan to respond effectively to crises in the 21st century: * (more…)

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Nonprofit Chief Executives Should Have Title: President/CEO, Updated and Expanded

Nonprofit Chief Executives Should Have Title: President/CEO, Updated and Expanded

By Eugene Fram

This post, over several years, has developed a record of continued viewing interest. Rarely a day passes with the post’s count isn’t one to five views. On a recent day  there were 18 views.  Since originally published in 2013 , this post has had a  total of  about 1400 views. The  year-to-date August 2017 total is 508  views and counting, predicting another record year   Perhaps the controversial nature of topic causes the longevity of interest?

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: (more…)

Are Nonprofit Boards Capable of Evaluating Themselves?

Are Nonprofit Boards Capable of Evaluating Themselves?

By: Eugene Fram

A recent study of business boards by Stanford University yielded the following results:

  • Only one-third (36%) of board members surveyed believe their company does a very good job of accurately assessing the performance of individual directors.
  • Almost half (46%) believe their boards tolerate dissent.
  • Nearly three quarters of directors (74%) agree that board directors allow personal or past experiences to dominate their perspective.
  • And, perhaps most significant, the typical director believes that at least one fellow director should be removed from the board because the individual is not effective. *

Given that many of these business boards have the financial power to employ legal counsel or consultants to conduct a rigorous impartial evaluation, what can a nonprofit board, with limited financial resources, do to make sure that the board and its members are being fairly evaluated to drive change? (more…)

Business Board Experts Offer Nonprofit Board Gems!!

Business Board Experts Offer Nonprofit Board Gems!!

By: Eugene Fram                                  Free Digital Image

The wise person learns from his/h own experiences. The wiser person learns from the experiences of others

The CEO Forum published an article covering the governance views of five business board members, known for their wisdom and vision.   Following are some of topics in the article that relate to nonprofit boards. * (more…)

Wanted: Nonprofit CEOs with Entrepreneurial People Skills

Wanted: Nonprofit CEOs with Entrepreneurial People Skills

By: Eugene Fram      Free Digital Image

Viewer Favorite—Revised and Updated

The need for superior leadership skills is as critical to CEOs in nonprofits as it is in the entrepreneurial world. * Following are four such skills and the unique challenges they bring when employed in the nonprofit environment. (more…)

A Nonprofit Board’s Best Friend: A Robust Business Plan

A Nonprofit Board’s Best Friend: A Robust Business Plan

By Eugene Fram            Free Digital mage

Viewer Favorite—Updated and Revised

In 2014 after a 70-year run and a terminal struggle to keep it alive, the 70-years old New York Opera declared bankruptcy. At the time, Anthony Tommasini noted critic for The New York Times summarily commented, “In short, artistic excellence isn’t enough.” Mayor Bloomberg, observed that the opera’s “business model doesn’t seem to work.” *

The opera’s demise is a classic reminder that all nonprofits, even those offering quality services, need to do deep-dive reviews of their business plans every three to five years. Following are some alternatives that can be developed if changes are needed. (more…)

Beyond the Bylaws: A Clarification of Nonprofit Board Responsibilities

 

Beyond the Bylaws: A Clarification of Nonprofit Board Responsibilities

Viewer Favorite–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 that are culturally driven. This latter group might be called “latent duties.” (more…)