While it may be common for nonprofit executive directors and senior staff to attend conferences, join peer groups and network with others in the field, it's not all that common for board members. And that's to their detriment, according to Eugene Fram, professor emeritus at Saunders College of Business at the Rochester Institute of Technology.
For many nonprofits, getting a new, younger generation of supporters to serve on the board can be a challenge. These individuals are typically just embarking on their careers and building their lives, getting married, starting families and subsequently don't believe they have the time to devote to board service.
With any luck, your nonprofit's process for recruiting and onboarding new board members has followed a strategic and nuanced approach that resulted in a diverse slate of candidates based on your organization's needs and aligned with its mission and constituency.
Over the last few years, one thing that has become clear is that being prepared for major challenges—both in terms of finances and limits on operations—helps a lot when unanticipated, “black swan”-type events arise.
A new study from REI Systems, in partnership with the National Grants Management Association and the Trachtenberg School of Public Policy and Public Administration at George Washington University, shows that nonprofit grant managers are struggling with cumbersome software systems and a lack of personnel as they conduct their duties, whether that's awarding and shepherding grantmaker funding to grantees, or managing and reporting on the funds on behalf of nonprofit grantees.
For nonprofits, the applicability of many federal laws and regulations can be quite confusing due to their very nature as a not-for-profit entity. Perhaps nothing demonstrates this more than federal laws relating to employment, specifically the Fair Labor Standards Act. The FLSA lays out a long list of rules and requirements for employers, including.
Does your nonprofit have a formal policy in place for how it handles “non-standard” contributions? If not, you may want to consider such a policy as a way to avoid tricky situations with supporters, board members and other stakeholders whose unorthodox donations may not be worth the hassle they create for the organization.
Hopefully, your board recognizes that strategic planning is critical for the long-term success of your nonprofit. But that doesn't mean their minds are always focused intently during strategic planning sessions, which can frequently last hours and can, unfortunately, allow board members' attention to drift off.
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