nonprofit executive director

Can Nonprofit Boards Strategically Reinvent Themselves?

Can Nonprofit Boards Strategically Reinvent Themselves?

By: Eugene Fram

Not many nonprofit boards look to strategic renewal/reinventing as viable options. Dedicated to a specific mission, boards may merge with related organizations as their prospects decline or simply declare victory. March Of Dines has been a classic case of redefining its mission when The Salk Vaccine limited widespread polio epidemics. Today, the nonprofit’s programs serve people with disabilities: children, adults, seniors, military personnel and veterans. (more…)

Can Nonprofit Management Usurp Board Responsibilities?

Can Nonprofit Management Usurp Board Responsibilities?

By Eugene H. Fram

On balance management will always have more information about the organization than volunteer board members. As a result, directors must be proactive in seeking information from management and a variety of other sources, even if they must involve employees other than senior management. Following are three field examples showing what has happened when boards failed to be proactive (more…)

Top Factors For Improving Nonprofit Directors’ Board Experiences

Top Factors For Improving Nonprofit Directors’ Board Experiences

By: Eugene Fram

Spencer Stuart, an international placement firm, recently asked 500 directors who serve on for-profit boards to name the top factors that would reasonably improve their board experience. (http://bit.ly/1D14NFU) Their answers also resonate in the nonprofit arena. (more…)

How Competent Are Nonprofit Boards In Strategic Planning?

How Competent Are Nonprofit Boards In Strategic Planning?

By: Eugene Fram

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“Unfortunately, boards of directors have no clear model to follow when it comes to developing the strategic roles that is best suited to the (organization) they oversee. … More importantly, the board must play a role that matches the strategic needs of the (nonprofit) and the state of its (mission’s) sector.” (http://bit.ly/16e4kT8) For both nonprofits and for-profits the strategic plan needs to be updated or revised every three to five years in a 21st century environment. (more…)

A Nonprofit’s Reputation Rests on the Quality of its Directors

A Nonprofit’s Reputation Rests on the Quality of its Directors

By: Eugene Fram

Reputations are universally seen as valuable, but reputation risk is poorly understood. As a result, reputations are left unnecessarily at risk.*

Reputation matters in the nonprofit world. Few nonprofit boards exist today that don’t worry about how they are perceived in the communities or associations they serve. And to make sure their images remain pristine, many turn to crisis consultants and other forms of expert assistance. A tarnished reputation can have a huge impact on a vast network of stakeholders as confidence in the organization ebbs and support starts to dwindle. Nonprofit board members must be sensitive to signals of impending reputation risk and immediately roll up their sleeves in an attempt to rebuild confidence. (more…)

Strategic Planning: Nonprofit Board Orphan?

Strategic Planning: Nonprofit Board Orphan?

By: Eugene Fram

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According to a 2015 BoardSource study, nearly 35% of over 836 nonprofit chief executives gave their boards a C, D or F grade in strategic development efforts. In addition, only 35% reported, extensive use of “meetings focused on strategy and policy.” * This is further evidenced in the frequent absence of long range planning items on nonprofit board agendas. What are the root causes of such a deficit in an area that is of critical importance to the future of the organization? One or more of the following challenges may apply: (more…)

Nonprofit Boards Prepare – The Millennial Workforce Is Coming!!

Nonprofit Boards Prepare – The Millennial Workforce Is Coming!!

By: Eugene Fram

In January, I presented a well-viewed post on the potential impact on the nonprofit board if a new CEO is a millennial – born roughly between 1980 and 2000. (http://huff.to/1zMGi9N) This current post broadens the discussion. Unlike for-profit directors, nonprofit directors are more likely to have contact with millennial staff personnel on task forces and on special projects. (The staff organizationally can be only several levels below the board in nonprofits.)

There is no question that the nonprofit workforce mirrors or exceeds the national workforce in percentages of millennials — expected to be 50% in 2020 and 75% in 2025. Their values center on finding meaningful work, being respected/praised for their accomplishments and having a flexible work environment. Although these working requirements and values, at first, will puzzle older board cohorts, millennials’ dedication to the mission will be outstanding. But nonprofit directors and the public will have to adjust their views because a new generation’s working styles will require changes. (more…)

Once Again: How Should Nonprofits Conduct Board Evaluations?

Once Again: How Should Nonprofits Conduct Board Evaluations?

By: Eugene Fram

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Recent (2015) data from BoardSource show that only about 52% of boards have had “formal, written self-assessment of board performance in the last three years.” (http://bit.ly/1xJvf6x) With the rapid turnover of directors that nonprofit boards traditionally experience, this seems inexcusable. As a “veteran” nonprofit director, following is what I think can be done to improve the situation. (more…)

Nonprofit & Business Directors Must Be Vigilant – Board Liability Costs Could Be $2.2 Million!

Nonprofit & Business Directors Must Be Vigilant – Board Liability Costs Could Be $2.2 Million!

By: Eugene Fram

The personal cost of director inattentiveness is made painfully clear in an important federal appeals court decision. The U.S. Court of Appeals decided the decision, in re Lemington Homes, on January 26, 2015 for the Third Circuit. … [T]hese difficult facts arose from a small, nonprofit organization. … (more…)

What’s Needed To Become a Nonprofit Board Change Agent?

What’s Needed To Become a Nonprofit Board Change Agent?

By Eugene Fram

Nonprofit board members with business backgrounds often become frustrated with the moderate pace for change that is characteristic of nonprofit boards. Most resign or remain on the board as passive directors, not wanting to create internal conflict in organizations that are dedicated to developing positive social programs. Here are some qualifications for unusual board members that want to become change agents and lead boards and/or organizations to making substantial positive changes. * (more…)