non-profit management

Two Nonprofits Merge: Synergy or Collision Course?

Two Nonprofits Merge: Synergy or Collision Course?

By: Eugene Fram

Having led a merger committee that resulted in a successful merger with another nonprofit, I thought my field observations might be of interest to others contemplating a merger. These comments center on a merger of two equal partners, which plan to form a new organization, not the acquisition of one nonprofit by another.

Assuming both organizations have merger committees that meet frequently, over an extended time period, the following initial issues need to be reviewed: (more…)

A Nonprofit Board Balks at a CEO’s Proposal – How to Try to Move Forward

A Nonprofit Board Balks at a CEO’s Proposal – How to Try to Move Forward Move Forward*

By; Eugene Fram

A small nonprofit whose work was receiving positive community attention was suddenly resistant to its CEO’s most recent proposal, according to a staff member I encountered.
The Board, a conservative one, was unwilling to provide leadership for a proposal that would move the organization in a somewhat new direction in assisting community clients.
The CEO and staff provided arguments that showed ample need for the program’s services and even access to sufficient financial support.
Yet, the Board had rejected the suggested foray into moderately uncharted waters. (more…)

Program Reductions Are Mandated—What Can A Nonprofit Do?

Program Reductions Are Mandated—What Can A Nonprofit Do?

The word from management is that the board of directors has decreed there will be program cuts. Regardless of the rationale, be it financial or mission-related, the proposed loss is a source of concern to directors and is a common nonprofit board challenge in the 21st century.
Reactions are varied and I invite you to share your board experience on the topic; here are some deliberations that I have encountered in the past: (more…)

Markers For An Open Culture Within Nonprofit Boards

Markers For An Open Culture Within Nonprofit Boards

By Eugene Fram

Board Culture is really about having chemistry that works. Is there transparency, and by that I mean openness? It is very intangible but critical. Is there a spirit of inquiry? That means, for example, that a director can disagree with another director or with the CEO without actually being hostile or being viewed as hostile. All should be able to have civil but active discussions. Does the board have a few really insightful board members who spark real dialog? I’m talking about people who have an ability to smell and “opportunity” or “problem” or “roadblock.’ Do the organization exude creativity – from the CEO and from board members? (more…)

Why Are Some Nonprofit Boards Missing the Mark? What to Do?

Why Are Some Nonprofit Boards Missing the Mark? What to Do?

By Eugene Fram

Stephen Miles of the Miles group (http://milesgroup.com) recognizes that many business boards are coming up short in performance. As founder and CEO of a strategy and talent development agency, Miles has identified five areas of potential improvement for commercial boards. I believe these categories are also quite relevant to nonprofit board operations in the following ways: (more…)

Retaining Excellent Nonprofit Board Members by Keeping Them Meaningfully Involved – Part I

Retaining Excellent Nonprofit Board Members by Keeping Them Meaningfully Involved – Part I

By: Eugene Fram

In the 20th century, it was not unusual for nonprofit boards to grapple with operational questions related to buying new equipment, firing a custodian, hiring a new program director, choosing new furniture for the reception area, revising budget forms, revamping the accounting department, etc.

In order to retain desirable directors in the 21st century, the board only needs to be generally aware of these types of operational decisions, not make them, and then needs to focus its meeting times on questions such as: (more…)

Establishing Effective Nonprofit Board Committees – What to Do.

Establishing Effective Nonprofit Board Committees – What to Do.

By Eugene Fram

Following are ways that many nonprofit boards have established effective board committees using my governance model as described in the third (2011) edition of Policy vs. Paper Clips. http://amzn.to/eu7nQl

• In the planning effort, focus board personnel and financial resources only on those topics that are germane to the organization at a particular time. For example, financial planning, long-range planning or
short-range planning. However the board needs to be open to generative planning if new opportunities present themselves or are developed via board leadership. (more…)

Once Again: What Makes for a Successful Nonprofit Board? – Reissue

Once Again: What Makes for a Successful Nonprofit Board?

By: Eugene Fram

Successful nonprofit boards come in a variety of organizational structures and sizes, largely determined by the their mission, vision and values. However, Carter Burgess, Managing Director & Head of the Board Practice at RSR Partners, an executive recruiting firm, suggests three of the most prominent success factors. Although his article is directed to for-profit boards, there are many suggestions that apply to nonprofit boards. (more…)

Is Your Nonprofit Strategically Deprived?

Is Your Nonprofit Strategically Deprived?

By: Eugene Fram

A vital concern to the future of any nonprofit organization is frequently neglected. Responsibility for the lack of strategic planning must reside with the chief executive, board members and the tactical challenges that inevitably flow to the board.

Before a nonprofit board can begin successful strategic planning, it must: (more…)

Lifestyle & Behavioral Information – Critical in Seeking Nonprofit Directors

Lifestyle & Behavioral Information – Critical in Seeking Nonprofit Directors

By: Eugene Fram

Over the last two years, I have conducted several nonprofit board recruitment projects. The boards with which I worked had rather similar challenges. (more…)