Boardsource

The Nonprofit Board Answer Book

A Practical Guide for Board Members and Chief Executives

• Gebundenes Buch

Produktbeschreibung

Praise for the third edition of The Nonprofit Board Answer Book "This third edition of The Nonprofit Board Answer Book is an excellent resource guide for new and experienced nonprofit board members alike. Grounded in recent research and updated to reflect the changing demands of our times, this edition addresses both the basic questions and offers important new insights with practical answers and action ideas that are presented in a clear and succinct manner. The new Answer Book is a resource that every board leader and member will value having in their library." --David O. Renz, Beth K. Smith/Missouri Chair in Nonprofit Leadership; director, Midwest Center for Nonprofit Leadership, Henry W. Bloch School of Management, University of Missouri-Kansas City; and editor of the Handbook of Nonprofit Leadership and Management "A better, more accessible overview of nonprofit board governance simply does not exist. The Nonprofit Board Answer Book, with its accessible format of 85 questions and answers, addresses every conceivable challenge all nonprofit boards, as well as their key staff, must eventually confront--from ensuring that fundraising is on the board's radar to outlining how new board members should be oriented (to what, for many of them, is uncharted territory) to providing recommendations on how best to navigate the often awkward relations between the board and management. This book is essential reading (and re-referencing) for anyone serious about the role of the board in today's nonprofit world." --Doug White, academic director, Heyman Center for Philanthropy and Fundraising, New York University; and author, The Nonprofit Challenge "The Nonprofit Board Answer Book is a comprehensive guide for small and large nonprofit organizations. The format centered around critical questions and answers makes the information very accessible. Any question a board has about governance can be answered in this book. I was particularly impressed with the activities listed after each question. I would highly recommend The Nonprofit Board Answer Book to nonprofit organizations." --Carol Goss, president and CEO, the Skillman Foundatione

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Produktdetails

• Verlag: Wiley
• 3rd Revised edition
• Seitenzahl: 384
• Erscheinungstermin: 27. Dezember 2011
• Englisch
• Abmessung: 230mm x 162mm x 33mm
• Gewicht: 590g
• ISBN-13: 9781118096116
• ISBN-10: 1118096118
• Artikelnr.: 33876229

Autorenporträt

BoardSource is the premier resource for practical information, tools, best practices, training, and leadership development for board mem- bers of nonprofit organizations worldwide. Through its highly acclaimed programs and services, BoardSource enables organizations to fulfill their missions by helping build strong and effective nonprofit boards.

Inhaltsangabe

About BoardSource v
Introduction: The World of Nonprofits xv
Part One: Basic Board Functions
1 What are the basic responsibilities of a nonprofi t board? 3
2 What are the legal duties of a board member? 6
3 What is the board's role and involvement in mission, vision, and values?
9
4 What is the board's role in fi nancial management? 12
5 What is the board's role in strategic planning? 16
6 How does strategic thinking contribute to board and organizational
effectiveness? 20
7 What is the board's role in fundraising? 23
8 What is the board's role in organizational evaluation? 27
9 How does the board avoid the extremes of "rubber stamping" and
micromanaging? 32
10 Why is connecting and communicating with constituencies an important
task for the board? 36
11 How does a board function as a team? 40
12 What are the attributes of a high-performing board? 43
Part Two: Board Structure
13 What is the best size for our board? 49
14 How should we structure our board? 52
15 What types of board committees should we have? 55
16 How can our committees be most effective? 58
17 Does our board need an executive committee? 62
18 Should our board have advisory councils? 65
19 What is the role of the board chair? 69
20 What board offi cers should we have? 73
21 How should we select our board offi cers? 76
22 What kind of board does an all-volunteer organization have? 79
Part Three: Board Member Selection and Development
23 How can we recruit active, involved board members? 85
24 How can we use a board matrix to identify recruitment needs? 89
25 What is the chief executive's role in board recruitment? 93
26 How can a membership organization build an effective board? 95
27 How can our board become more diverse and inclusive? 98
28 What should we tell our prospective board members? 101
29 What should we include in our board orientation? 106
30 Should members of the same family serve on a board? 109
31 Should constituents serve on the board? 112
32 What should we do about uninvolved board members? 114
33 Should we have term limits for board members? 119
34 How can we engage former board members and chief executives? 122
35 Should board members be compensated? 126
36 How can our board assess and improve its own performance? 130
37 Should individual board members be evaluated, and, if so, how? 136
Part Four: Board and Committee Meetings
38 Is a board legally required to hold open meetings? 141
39 How often and where should we meet? 144
40 How can we improve our meetings? 147
41 How can we encourage debate while promoting civility in the boardroom?
154
42 What is the purpose of a board retreat? 158
43 Who should attend board meetings, and what are their roles? 160
44 How should staff members participate in board and committee meetings?
163
45 What are the different ways boards make decisions? 167
46 How should board minutes be written, approved, and kept? 170
47 How can e-governance improve board and committee work? 174
Part Five: The Board's Role as a Fiduciary
48 How does a board help ensure the organization's long-term viability? 181
49 What does the board need to know about reserves and investments? 185
50 What is the board's role in the budget? 190
51 What is the board's role in the annual financial audit? 193
52 What are the signs of fi nancial distress in an organization? 197
53 What should we do if we suspect fraudulent activity? 200
54 What policies and practices should we adopt to manage confl ict of
interest? 205
55 How can we protect the organization-and ourselves-from lawsuits? 210
56 What is a Form 990? 216
57 Why should every board member make an annual monetary contribution? 219
58 How can we develop board members' fundraising skills? 222
59 How can we generate revenue beyond fundraising? 225
60 How does a nonprofi t operate a for-profit subsidiary? 230
61 What's the best way to keep track of board policies? 236
Part Six: Board-Staff Relations
62 How does an all-volunteer organization make the transition to paid
staff? 243
63 What is the board's involvement in staff selection and management? 247
64 What is the ideal relationship between the board chair and the chief
executive? 251
65 Should the chief executive have a vote on the board? 257
66 Should board members be hired as staff members? 259
67 How should we evaluate the chief executive? 261
68 How do we set fair compensation for the chief executive and the staff?
265
69 What is the chief executive's role in improving the board? 269
70 What is the board's role in relation to the staff? 273
71 How can the senior staff contribute to board effectiveness? 276
72 How can we facilitate the end of a chief executive's employment? 280
73 What characteristics should we look for in a new chief executive? 286
74 How do we fi nd a new chief executive? 291
Part Seven: Organizational Change
75 What is the typical lifecycle for a nonprofi t organization? 299
76 How do we ensure that the organization thrives after the founders
depart? 304
77 When should an organization consider revising its mission statement? 307
78 When should we enter into strategic alliances with other organizations?
310
79 When should we consider a merger or acquisition? 313
80 How can we expand the organization's scope to an international level?
318
81 Should our charitable organization engage in lobbying? 323
82 How should we respond to an organizational emergency or controversy? 326
83 What is the board's role in hiring a consultant? 330
84 When should the board consider closing a nonprofit organization? 332
85 How does the board keep up with organizational change? 335
Conclusion 339
Index 343

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About BoardSource v

Introduction: The World of Nonprofits xv

Part One: Basic Board Functions

1 What are the basic responsibilities of a nonprofi t board? 3

2 What are the legal duties of a board member? 6

3 What is the board’s role and involvement in mission, vision, and values? 9

4 What is the board’s role in fi nancial management? 12

5 What is the board’s role in strategic planning? 16

6 How does strategic thinking contribute to board and organizational effectiveness? 20

7 What is the board’s role in fundraising? 23

8 What is the board’s role in organizational evaluation? 27

9 How does the board avoid the extremes of “rubber stamping” and micromanaging? 32

10 Why is connecting and communicating with constituencies an important task for the board? 36

11 How does a board function as a team? 40

12 What are the attributes of a high-performing board? 43

Part Two: Board Structure

13 What is the best size for our board? 49

14 How should we structure our board? 52

15 What types of board committees should we have? 55

16 How can our committees be most effective? 58

17 Does our board need an executive committee? 62

18 Should our board have advisory councils? 65

19 What is the role of the board chair? 69

20 What board offi cers should we have? 73

21 How should we select our board offi cers? 76

22 What kind of board does an all-volunteer organization have? 79

Part Three: Board Member Selection and Development

23 How can we recruit active, involved board members? 85

24 How can we use a board matrix to identify recruitment needs? 89

25 What is the chief executive’s role in board recruitment? 93

26 How can a membership organization build an effective board? 95

27 How can our board become more diverse and inclusive? 98

28 What should we tell our prospective board members? 101

29 What should we include in our board orientation? 106

30 Should members of the same family serve on a board? 109

31 Should constituents serve on the board? 112

32 What should we do about uninvolved board members? 114

33 Should we have term limits for board members? 119

34 How can we engage former board members and chief executives? 122

35 Should board members be compensated? 126

36 How can our board assess and improve its own performance? 130

37 Should individual board members be evaluated, and, if so, how? 136

Part Four: Board and Committee Meetings

38 Is a board legally required to hold open meetings? 141

39 How often and where should we meet? 144

40 How can we improve our meetings? 147

41 How can we encourage debate while promoting civility in the boardroom? 154

42 What is the purpose of a board retreat? 158

43 Who should attend board meetings, and what are their roles? 160

44 How should staff members participate in board and committee meetings? 163

45 What are the different ways boards make decisions? 167

46 How should board minutes be written, approved, and kept? 170

47 How can e-governance improve board and committee work? 174

Part Five: The Board’s Role as a Fiduciary

48 How does a board help ensure the organization’s long-term viability? 181

49 What does the board need to know about reserves and investments? 185

50 What is the board’s role in the budget? 190

51 What is the board’s role in the annual financial audit? 193

52 What are the signs of fi nancial distress in an organization? 197

53 What should we do if we suspect fraudulent activity? 200

54 What policies and practices should we adopt to manage confl ict of interest? 205

55 How can we protect the organization—and ourselves—from lawsuits? 210

56 What is a Form 990? 216

57 Why should every board member make an annual monetary contribution? 219

58 How can we develop board members’ fundraising skills? 222

59 How can we generate revenue beyond fundraising? 225

60 How does a nonprofi t operate a for-profit subsidiary? 230

61 What’s the best way to keep track of board policies? 236

Part Six: Board-Staff Relations

62 How does an all-volunteer organization make the transition to paid staff? 243

63 What is the board’s involvement in staff selection and management? 247

64 What is the ideal relationship between the board chair and the chief executive? 251

65 Should the chief executive have a vote on the board? 257

66 Should board members be hired as staff members? 259

67 How should we evaluate the chief executive? 261

68 How do we set fair compensation for the chief executive and the staff? 265

69 What is the chief executive’s role in improving the board? 269

70 What is the board’s role in relation to the staff? 273

71 How can the senior staff contribute to board effectiveness? 276

72 How can we facilitate the end of a chief executive’s employment? 280

73 What characteristics should we look for in a new chief executive? 286

74 How do we fi nd a new chief executive? 291

Part Seven: Organizational Change

75 What is the typical lifecycle for a nonprofi t organization? 299

76 How do we ensure that the organization thrives after the founders depart? 304

77 When should an organization consider revising its mission statement? 307

78 When should we enter into strategic alliances with other organizations? 310

79 When should we consider a merger or acquisition? 313

80 How can we expand the organization’s scope to an international level? 318

81 Should our charitable organization engage in lobbying? 323

82 How should we respond to an organizational emergency or controversy? 326

83 What is the board’s role in hiring a consultant? 330

84 When should the board consider closing a nonprofit organization? 332

85 How does the board keep up with organizational change? 335

Conclusion 339

Index 343