Board & Administrator for Administrators Only最新文献

Before voting in a new board member, your organization surely conducts a thorough vetting of the candidate and keeps an eye out for any red flags that might be a cause of concern about their future behavior and actions while serving on your board. Even still, there are steps that your nonprofit should take to further instill expectations of responsible, ethical behavior—and at the top of the list is a formal code of ethics that all board members must read, understand and sign, experts say.

Nonprofit leaders are enjoying a steady increase in overall compensation, according to the latest research from Candid. Per the group's 2024 Nonprofit Compensation Report, the median nonprofit CEO compensation reached a new high of $132,077 in 2022, up from $118,541 in 2018.

With nonprofits increasingly seeing the value of digital transformation and adoption of sophisticated information technology in their operations, the issue of digital governance has come to the forefront for their boards.

With all of the disruption in nonprofit operating environments during the pandemic, it may have escaped your board's attention that one or more members of the board have termed out. In fact, it's even possible that the terms of entire boards actually ended during the pandemic and associated lockdowns, without anyone noticing. But does that mean the board's decisions since then are all moot and void? Not necessarily, according to Benjamin Takis, co-founder of Sustainability Education 4 Nonprofits.

Recruiting truly quality individuals to join your board— people who will have a positive impact on your organization and help further its progress towards its mission—is challenging enough. But that's just the start of it, according to experts in the field.

For nonprofit boards with terms that coincide with the calendar year, the next few months might be busy with board member recruitment, with the aim to have new members voted in by the beginning of January.

With the holiday season fast approaching, most nonprofits are gearing up for end-of-year fundraising campaigns that try to leverage the spirit and generosity of the season to drum up donations.

Research looking at nonprofit volunteers and donors consistently shows that individuals who volunteer with a charity are far more likely than non-volunteers to also donate financially to the group. For nonprofit leaders, this offers a clear opportunity to expand their donor base by focusing on those who already support their organization through volunteer service.

Does your board have one or two people who routinely delay major decisions due to insufficient information, leading to grumbling from the rest of the board, executive leadership and staff? If so, your board chair is failing in their duty to corral these unnecessary impediments and keep things on track, according to Eugene Fram, professor emeritus at Saunders College of Business at the Rochester Institute of Technology.

For recently established nonprofits—or those whose boards and executive leadership are new to their positions—the roles of the board's finance and audit committees might seem to overlap. In fact, many boards with a finance committee choose not to have an audit committee at all, believing that the core responsibilities of an audit committee can easily be handled by a finance committee. However, experts argue that both are advisable because of the protection it offers the organization.