Governance Do’s and Don’ts: Practical Lessons from Case Studies on 20 Canadian Nonprofits
By Mel Gill, Institute on Governance, Ottawa, Ontario, Canada
(mel.gill@synergyassociates.ca)
Interest in nonprofit governance issues has increased tremendously in the past few years. Nonprofit executives and their board of directors can choose from a number of different governance models, but unfortunately, many governance models are not easily accessible or well-understood. A recent study by Mel Gill of the Institute on Governance in Ottawa, Canada, looked at the various governance models used in Canadian nonprofit organizations and how a number of factors influence governance practice. The research conducted by Gill and his associates revealed the major concerns of boards as it relates to governance, signs of a board in trouble, and the keys to successful governance. In his research, he also determined that in terms of governance, “one size does not fit all.” Click here for article.

Governance Challenges in Nonprofit Organizations
By Martha Golensky, Grand Valley State University, Grand Rapids, Mich.
(golenskm@gvsu.edu)
According to research done by this author, boards of directors and the chief professional officer share the governance function in most nonprofit organizations. This is in sharp contrast to the once commonly held belief that a board is a “policy maker” and the staff is a “policy implementer.” Unfortunately, the relationship between the board and the chief professional officer (CPO) is complicated by differing opinions on the most desirable use of the board members’ time and the division of responsibility. Golensky’s research is based on two projects in the area of governance. One of those projects shows what the CPO believes is the division of responsibility for various board duties compared to the board’s view of the division of responsibilities. Her research also examined how the board vs. the CPO rated challenges facing the nonprofit organization. In another research project, Golensky examined “best practices” in governance recently employed by a select group of nonprofit organizations. Her conclusion from these two research project is that the issue of clarifying board roles and responsibilities remains an ongoing concern of nonprofit organizations. Click here for article.

Building a Comprehensive Nonprofit Database—The Case of Indiana
By Kirsten A. Grønbjerg, Indiana University, Bloomington, Ind.
(kgronbj@indiana.edu)
Understanding the “big picture” of nonprofits on a local or statewide level--how many there are, where they are located, what they do, and how they are funded or interact with one another--is a critical, if daunting, task. Yet, because nonprofit organizations and local service networks have been asked to play an increasing role in providing social services for a community, it is important to understand the scope of nonprofit organizations within a community. Grønbjerg has developed a comprehensive database of all Indiana nonprofits, including charities, advocacy organizations, congregations and mutual benefit organizations that may serve as a model for other regions. Her next step is to analyze the data to determine the role they play in the state’s economy. Click here for article.

   

Driving Strategic Planning
By Deborah L. Kocsis and Susan A. Waechter; Boardsource (www.boardsource.org), 50 pages (Paperback)
Have you decided to embark upon a strategic planning process, but don’t know quite where to begin? Move this essential task to the top of your ‘to do’ list and start planning to plan. This book will set you on the right path towards initiating a sustainable and dynamic long-term strategic planning process that will grow with your organization.

Managing and Measuring Social Enterprises
By Rob Paton, The Open University, UK; Sage Publications (www.sagepub.com), 208 pages
Managing and Measuring Social Enterprises examines the question of what happens when performance improvement techniques originating in the private sector are applied to public and nonprofit organizations.

Transformational Boards (2002)
By Byron L. Tweeten, San Francisco, CA, Jossey-Bass (www.josseybass.com), 207 pages
In Transformational Boards, Byron L. Tweeten, founder and chief executive officer of Growth Design Corporation, an international consulting firm working with nonprofits, offers an engagement framework for both new and experienced Board members as a practical guide to help Boards lead their organizations through times of change.

   

2003

November 2-4
2003 Independent Sector Annual Conference, The Westin St. Francis, San Francisco, Calif.; Contact: Independent Sector, 1200 Eighteenth St., NW, Suite 200, Washington, DC 20036; Ph: 202-467-6100; website: www.independentsector.org; e-mail: info@independentsector.org.

November 20-22
2003 Annual ARNOVA Conference, Marriott City Center, Denver, Colo.; Contact: ARNOVA at 317-684-2120; website: www.arnova.org.

2004

January 16-17, 2004
2004 National Center on Nonprofit Enterprise Bi-Annual Conference, “Wise Decision Making in Uncertain Times: Using Nonprofit Resources Effectively,” Washington Marriott, Washington, D.C.; Contact: National Center on Nonprofit Enterprise at 703-993-4994 or at www.nationalcne.org.

November 18-20, 2004
33rd Annual ARNOVA Conference, Omni Los Angeles Hotel, Los Angeles, Calif.; Contact: ARNOVA at 317-684-2120; website: www.arnova.org.

   

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