How Can A Board Be Kept Involved When It Is Only Making Policy Decisions?
By Eugene Fram
The name of the game for the CEO is to communicate the important information to board members and to keep them abreast of significant operational developments. This involves: (more…)
What Are Nonprofit Directors’ Duties During Merger, Acquisition or Being Acquired?
By Eugene Fram
Craig Leonard, Morrison & Foerster, LLP has a comprehensive article in the February 25, issue of Board Member.com covering director duties of for-profit organizations when a takeover occurs. Many of his topics listed also can be applied to nonprofits, (more…)
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:
Executive Director: When Is It An Appropriate Title?
By Eugene Fram
An Executive Director title compared with a President/CEO title for a nonprofit’s chief operating executive is a debate that still pervades the nonprofit governance discussions. Following is a list of situations when the Executive Director tile is appropriate.
Nonprofit Internal Controls – Are They Being Properly Reviewed?
By Eugene Fram
One of the responsibilities of either a nonprofit or a for-profit board is to make certain that internal controls in place are adequate. This task is usually delegated to an audit committee and/or a finance committee. However, what is meant by internal controls can vary greatly depending of the type of nonprofit and the clients that it services.
Fortunately, De La Rosa Nonprofit Consulting has developed a comprehensive checklist that directors can use to frame internal control questions for the auditors. (www.gcn.org/files/InternalControlsChecklist.pdf) Using the list, the committee can chose the relevant questions before meeting with the auditors and then be able to delve more deeply into significant topics for their organization.
To Whom Should Advisory Boards Provide Service?
By: Eugene Fram
I have established or served on a number of nonprofit advisory boards. Based on these experiences, I suggest that board members, along with the CEO (more…)
Should All Board Members Be Required to be Involved With Fund-Raising?
By Eugene Fram
No, just those (more…)
How does a president/CEO turn down advice about operations or internal structure from the board.
With difficulty. It all depends on the type of culture that has been established by the board. Ideally, the president/CEO should be comfortable saying, (more…)
Can a board member ever hold a staff position in the same nonprofit organization?
By Eugene Fram
Sometimes a board member acts not as a director but as a different kind of volunteer. For example, Director Z has a particular accounting skill and wants to utilize it to help the nonprofit. The CEO agrees.
In this instance the board member is not a board member, but a volunteer working under the direction of the CEO. (more…)
Assessing Nonprofit CEO Performance
By Eugene Fram
CEO assessment should be very thorough and take place annually. That doesn’t mean that it always has to take place at one time. In some situations, assessment occurs throughout the year, depending on how the committee members decide to divide their tasks.
After completing the entire review, the assessment committee should make its report to the full board. If the review takes place periodically throughout the year, board updates follow a similar pattern.
(more…)
Nonprofit Management 