nonprofit executive director

Reissue: Nonprofit chief executives should have a title, PRESIDENT/CEO

The overwhelming international response that I have had to my blog, “What’s in a name? Benefits of the President/CEO Title,” has motivated me to reissue this blog, which originally appeared in March, 2012

Nonprofit chief executives should have a title, PRESIDENT/CEO

By Eugene Fram

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…)

Custom Designing A New Nonprofit’s Chief Executive Orientation

Custom Designing A New Nonprofit’s Chief Executive Orientation

By: Eugene Fram

Under a customized format, the nonprofit board tailors a program that helps the new executive develop a solid base in the organization and understand its unique climate and culture. Properly structured, this orientation takes about a year to complete. (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…)

Is Your Nonprofit a “Slim & Smart” High Performance Nonprofit?

Is Your Nonprofit a “Slim & Smart” High Performance Nonprofit? 

By Eugene Fram

The “slim and smart” nonprofit approach does not involve specific steps but instead calls for management to develop an overall transitional framework and climate for the organization.[i] It does, however, require planning with sufficient lead-time. (more…)

How does a CEO turn down advice about operations from the board?

How does a CEO turn down advice about operations from the board?

By: Eugene Fram

With difficulty! It all depends on the kind of culture that has been established on the board. Ideally the CEO should be comfortable (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…)

Nonprofit Alert: How Nonprofit Directors Can Acquire Independent Assurances.

Nonprofit Alert: How Nonprofit Directors Can Acquire Independent Assurances.

According to Dr. Richard Leblanc, York University Law School, “Canada’s bank regulators recommended last week that independent third party reviews of (i) of the institution’s board and committee practices; (ii) the institution’s oversight functions and processes.” He and I feel this can set the tone for non-banks and even for nonprofits (more…)