The Handbook of Nonprofit Governance
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THE HANDBOOK OF NONPROFIT GOVERNANCE
From BoardSource comes The Handbook of Nonprofit Governance. This comprehensive resource explores the overarching question of governance within nonprofit organizations and addresses the roles, structures, and practices of an effective nonprofit.
The Handbook of Nonprofit Governance covers the topics that are of most importance to those charged with creating and sustaining effective leadership, including building a board; succession planning; policies; financial oversight; fundraising; planning; strategic planning processes; risk management; and evaluation of the board, CEO, and organization.
Praise for The Handbook of Nonprofit Governance
"This is the first book I've found that covers the topic of governance from A to Z. I know what I'll be assigning the students in my governance class as a textbook next semester!"
—TERRIE TEMKIN, founding principal, CoreStrategies for Nonprofits, Inc.
"BoardSource has prepared an exceptional resource for nonprofit boards and leaders. This comprehensive volume offers timely and relevant information about board work and governance, including practical tools and resources that will be valuable to all types of nonprofits."
—DAVID O. RENZ, chair, department of public affairs; Beth K. Smith/Missouri Chair in Nonprofit Leadership; and director, Midwest Center for Nonprofit Leadership; University of Missouri, Kansas City
"If you are involved in nonprofit organizations, and if you ever have doubts about how they are best run, this is the book for you-and BoardSource is the place to turn."
—FISHER HOWE, consultant, Lavender/Howe & Associates, and author, The Nonprofit Leadership Team
BoardSource (formerly the National Center for Nonprofit Boards) is the premier resource for practical information, tools and best practices, training, and leadership development for board members of nonprofit organizations worldwide.
Location of the organization’s office In the Spirit of Service: Introduction to the Nonprofit World 13 • Number, names, and addresses of the initial board of directors • Whether or not it is a membership organization • Provisions for distribution of assets when the corporation is dissolved Amending the Articles of Incorporation Articles of incorporation should remain as general as possible within the framework of state law. The bylaws provide further detail on the governance structure, and
organization. Typical nonprofits reach this point some time after five or six years of operations and when the budget exceeds one or two million dollars. At this stage, the board further reduces its operational role and increases its policy, oversight, and fundraising role. It usually expands, becomes more diverse and more specialized, and formalizes its structure. The mature board continually assesses its own performance and modifies its composition, roles, responsibilities, and structure to
staff to possible effects of impending changes in public policy. If staff are assigned to public policy and/or legislative matters, the committee is defined as an organizational committee. If public policy is important to the overall mission but not an integral part of programs and services, this committee might be a board committee assigned the responsibility of tracking and raising public policy issues. Marketing and public relations committee. This committee develops, oversees, and often
to board service (because board members normally have term limits, staff often stay longer in their positions) Other Considerations When determining the chief executive’s voting status, ask and answer the following questions: • Could the chief executive’s contribution to the board work more efficiently as an ex officio nonvoting member? The Board–Chief Executive Relationship 95 • What are the underlying reasons for why the chief executive wants to become a voting member? Does he or she feel
potential, and determine the staffing needed to implement the plan. Establish program and operational priorities for at least one year. Resources: Board members, planning and management consultant. 6. Develop a budget and resource development plan. Financial oversight and resource development (for example, fundraising, earned income, and membership) are critical board responsibilities. The resources needed to carry out the strategic plan must be described in a budget and financial plan.