nonprofit boards. nonprofit directors. nonprofit director term limits

A 21st Century Nonprofit Reality – The Chief Executive Needs to be a President/CEO

A 21st Century Nonprofit Reality – The Chief Executive Needs to be a President/CEO

By: Eugene Fram

Many of my viewers* know that I strongly favor nonprofit boards, which develop a budget level of more than $1 million (US) and employ about 10 full and part time people, should designate their chief executive as the President/CEO. A volunteer director then becomes the board chair. Below, in italics, is a response I received to my viewpoint listed on the Board Source blog site:

Interesting points. However, where I come from, executive director is the recognized title for the heads of non-profits, with the possible exception of multimillion-dollar agencies. Everyone understands it. Even when the ED is recognized (in bylaws and/or policies) as the CEO of the agency, they still tend to use the ED title, The CEO title smacks of the for profit sector, which may be off-putting to the social service sector, perhaps a tinge of “playing out of your league.” President is definitely from the for profit sector, and could be confusing from the perspective that some boards still refer to their chairs as “presidents. (more…)

What’s in a Name? Benefits of the Nonprofit Executive Director Title.

What’s in a Name? Benefits of the Nonprofit Executive Director Title.

By Eugene Fram

The most viewed blog on my nonprofit governance site is an article I wrote in 2008, “What’s in a Name? Benefits of the President/CEO Title. This article has had a stream of national and international viewing, sometimes as many as 50 daily. (Note this is four years after original publication.)

Recently, I read a review of the article, suggesting I didn’t cover the benefits of the nonprofit Executive Director title, probably the more common title for the chief executive of nonprofits. Following is a brief listing when the title is useful. (more…)

Identify Nonprofit Staff Groups To Help Drive Organizational Change

Identify Nonprofit Staff Groups To Help Drive Organizational Change

By Eugene Fram

Nonprofit executive directors tend to think of the staff professionals as individual contributors. These individuals are persons who mainly work on their own and not as team players – for instance, counselors, health care professionals, curators and university faculty. However, many executive directors fail to recognize that these individual contributors can be grouped according to identifiable types, with differing work value outlooks. Each group needs to be managed differently to drive change in today’s fast moving social, political and technological environments. (more…)

ATTN: Nonprofit Directors & Trustees – Find Value From Business Successes.

ATTN: Nonprofit Directors & Trustees – Find Value From Business Successes.

By: Eugene Fram

According to a blog appearing in the September 22, 2012 issue off Board Member. Com, Value Bridge Advisors identified only 34 of 500 S&P members who, “had growth over 3% plus year average annual revenue growth over 10%.” For this highly successful group, the blog also identified what they had in common to achieve a top rating. Following are only the board related items that may be readily adapted by nonprofit and trustee boards. (more…)

What Nonprofit & Trustee Directors Have a Right to Know

What Nonprofit & Trustee Directors Have a Right to Know.

By Eugene Fram

A recent blog was published, “raising some (directors’) questions that go beyond the rules…” (See below) Developed by an international for-profit & nonprofit board expert, they are primarily targeted toward for-profit boards. Following are my suggestions how these questions could apply to nonprofit and trustee boards. In addition, field examples show what happened when they had to be raised in crises situations.

Does bad news rise in your organization?
“You may be the last to know.” For example, the board of a human services organization knew that the professional staff was not happy with a new ED, but the board needed to give him a chance to solve the problem. Directors didn’t know that the staff had been meeting with a union organizer for nine months.
An labor election resulted, with the professionals agreeing to work under a trade union contract. (more…)

How To Develop A Trusting Nonprofit Governance Model

How To Develop A Trusting Nonprofit Governance Model

By: Eugene Fram

A nonprofit governance model that provides a significant amount of trust between board and staff can lead to an entirely new working environment. It calls for a working relationship based on respect for all involved, especially respect for management personnel by the board. (more…)

Choosing the Right CEO: A Nonprofit Perspective

Choosing the Right CEO: A Nonprofit Perspective

By Eugene Fram

According to one well-known analyst, Ram Charon, there are five essential elements for-profit boards fail to consider in selecting CEO’s. Following are my interpretations of how these relate to nonprofit boards: (more…)

Is Your Nonprofit Chief Executive An Effective Fund Raiser?

Is Your Nonprofit Chief Executive An Effective Fund Raiser?

By Eugene Fram

In the past, many nonprofit chief executives, whether they be executive directors or president/CEOs, did not have fund raising responsibilities. They were considered mission specialists by their boards. These specialists did not have enough higher-level community contacts or were not aggressive enough to seek development assets. (more…)

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…)