Welcome back!
"There are no secrets to success
It is the result of preparation, hard work, and learning from failure"
~Colin Powell, former Secretary of State
Your ideas matter here! Please leave a comment.
18 February 2009
04 February 2009
Workshop on Policy Governance in Whittier
Welcome back!
Save the date for a workshop on Policy Governance (3-hour version) in Whittier, CA on March 28, 2009, 9 am to noonish. If this one fills up, we'll do it again.
Watch this space for further information.
Your ideas matter here! Please leave a comment.
Save the date for a workshop on Policy Governance (3-hour version) in Whittier, CA on March 28, 2009, 9 am to noonish. If this one fills up, we'll do it again.
Watch this space for further information.
Your ideas matter here! Please leave a comment.
09 December 2008
Simply Inexcusable
Welcome back!
In a study from Indiana University’s Center on Philanthropy, initiated by Bank of America
Your ideas matter here! Please leave a comment.
In a study from Indiana University’s Center on Philanthropy, initiated by Bank of America
The #1 reason, cited by almost 60% of respondents, is that they were "no longer feeling connected to the organization."
And how many stopped giving? 38% of wealthy donors stopped giving to one organization in 2007; 26% stopped giving to at least two organizations.
HT: The AgitatorYour ideas matter here! Please leave a comment.
01 December 2008
Looking Ahead: Leadership Strategies for Turbulent Times
Welcome back!
The Center for Nonprofit Management will present a moderated panel discussion on nonprofit strategies during the current financial crisis, Looking Ahead: Leadership Strategies for Turbulent Times, on Tuesday, December 9, 2008, 3 pm - 6 pm. More information and registration here.
Your ideas matter here! Please leave a comment.
The Center for Nonprofit Management will present a moderated panel discussion on nonprofit strategies during the current financial crisis, Looking Ahead: Leadership Strategies for Turbulent Times, on Tuesday, December 9, 2008, 3 pm - 6 pm. More information and registration here.
Your ideas matter here! Please leave a comment.
27 October 2008
What is the definition of Governance?
Welcome back!
I often try to answer questions that come up in our workshops and presentations. On one of the evaluation forms, someone stated the need for a definition of governance. I believe that is definition is extremely important and is foundational to a clear understanding of what the board's job outputs need to be and what the board should expect to do.
Here is the definition:
By making policy, the board governs proactively through explicit statements of values rather than reactively or through event-specific decisions. Boards must be at least as disciplined as they expect their staffs to be.
This definition is clearly different that how many boards define their work. Many boards with which I have worked have started without any clear definition of the work that they are to do. Then act as though the believe that there work is in competition with the role of their chief executive officer or executive director. The role of governance is not management with a megaphone. The role is strategic leadership about the difference the organization is to make in the world, outside the walls of the organization. It is to assure that the difference is made and that unacceptable situations and circumstances are avoided. It is to link the organization to its membership or moral ownership and act on its behalf.
Your ideas matter here! Please leave a comment.
I often try to answer questions that come up in our workshops and presentations. On one of the evaluation forms, someone stated the need for a definition of governance. I believe that is definition is extremely important and is foundational to a clear understanding of what the board's job outputs need to be and what the board should expect to do.
Here is the definition:
The job of the group granted full accountability and full authority for value produced on behalf of those who morally if not legally own the organization. The servant-leadership work of the highest and initial authority within the organization.
By making policy, the board governs proactively through explicit statements of values rather than reactively or through event-specific decisions. Boards must be at least as disciplined as they expect their staffs to be.
This definition is clearly different that how many boards define their work. Many boards with which I have worked have started without any clear definition of the work that they are to do. Then act as though the believe that there work is in competition with the role of their chief executive officer or executive director. The role of governance is not management with a megaphone. The role is strategic leadership about the difference the organization is to make in the world, outside the walls of the organization. It is to assure that the difference is made and that unacceptable situations and circumstances are avoided. It is to link the organization to its membership or moral ownership and act on its behalf.
Your ideas matter here! Please leave a comment.
23 October 2008
Alternative Board Governance Workshop Title
Welcome back!
A friend just sent me this suggestion for the name of my workshop:
"Boards, Bar Fights, and Beautiful Music: A case study in how to avoid the one, and make lots of the other."
I am going to use it in my introduction.
Your ideas matter here! Please leave a comment.
A friend just sent me this suggestion for the name of my workshop:
"Boards, Bar Fights, and Beautiful Music: A case study in how to avoid the one, and make lots of the other."
I am going to use it in my introduction.
Your ideas matter here! Please leave a comment.
21 October 2008
Policy Governance Workshop in Los Angeles, October 28
Welcome back!
I will be giving a workshop at the Southern California Center for Nonprofit Management in Los Angeles. I hope you can come and learn about the most comprehensive system of board governance that installs accountability as an organizational characteristic and adds value to the organization.
More information is here.
Your ideas matter here! Please leave a comment.
I will be giving a workshop at the Southern California Center for Nonprofit Management in Los Angeles. I hope you can come and learn about the most comprehensive system of board governance that installs accountability as an organizational characteristic and adds value to the organization.
More information is here.
Your ideas matter here! Please leave a comment.
19 October 2008
Workshop/Talk about board governance in Miami, Florida
Welcome back! I will be in Miami, Florida talking about Policy Governance.
Friday, October 24: 3:00 - 4:15 PM
Miami, Florida
SHALOM IN THE BOARDROOM
A board of directors needs to know its job and have the right tools. The job of governance is about values, vision, empowerment of both board and staff, and the strategic ability to lead leaders. This workshop looks at a case study of how one board brought added value to a new organization; helps everyone from beginners to veterans.
Co-presenter: GABE VEAS
Room: Granada
The event is: CCDA's 19th ANNUAL CONFERENCE
OCTOBER 22-26, 2008
HYATT REGENCY MIAMI & JAMES L. KNIGHT CENTER
MIAMI, FL
www.CCDAMiami08.org
There is also a workshop coming up the following week in Los Angeles at the Center for Nonprofit Management.
Your ideas matter here! Please leave a comment.
Friday, October 24: 3:00 - 4:15 PM
Miami, Florida
SHALOM IN THE BOARDROOM
A board of directors needs to know its job and have the right tools. The job of governance is about values, vision, empowerment of both board and staff, and the strategic ability to lead leaders. This workshop looks at a case study of how one board brought added value to a new organization; helps everyone from beginners to veterans.
Co-presenter: GABE VEAS
Room: Granada
The event is: CCDA's 19th ANNUAL CONFERENCE
OCTOBER 22-26, 2008
HYATT REGENCY MIAMI & JAMES L. KNIGHT CENTER
MIAMI, FL
www.CCDAMiami08.org
There is also a workshop coming up the following week in Los Angeles at the Center for Nonprofit Management.
Your ideas matter here! Please leave a comment.
05 October 2008
Transparency and Accountability
Welcome back!
The IRS has been in the process of updating its reporting requirements for nonprofit organizations. Specifically, on the filing of Form 990. We had thought that by now the process of changing the form and pubic comment would have been completed. However, they seem to still be in the process of revision and completion of that work. They do have some new items posted for nonprofit including this, on transparency and accountability:
--Governance and Related Topics - 501(c)(3) Organizations, Posted February 4, 2008. irs.gov
For a board that uses the Policy Governance system, the board level policy document will nicely serve as one of the governance process documents to be made publicly available.
Your ideas matter here! Please leave a comment.
The IRS has been in the process of updating its reporting requirements for nonprofit organizations. Specifically, on the filing of Form 990. We had thought that by now the process of changing the form and pubic comment would have been completed. However, they seem to still be in the process of revision and completion of that work. They do have some new items posted for nonprofit including this, on transparency and accountability:
By making full and accurate information about its mission, activities, finance, and governance publicly available, a charity encourages transparency and accountability to its constituents. The Internal Revenue Code requires a charity to make its Form 1023 exemption application, Form 990, and Form 990-T, available for public inspection. The Internal Revenue Service encourages every charity to adopt and monitor procedures to ensure that its Form 1023, Form 990, Form 990-T, annual reports, and financial statements, are complete and accurate, are posted on its public website, and are made available to the public upon request. Organizations that file Form 990 will find that Part VI, Section C, Lines 18 and 19, ask whether and how an organization makes its Form 1023, Form 990 and Form 990-T, governing documents, conflict of interest policy, and financial statements available to the public.
--Governance and Related Topics - 501(c)(3) Organizations, Posted February 4, 2008. irs.gov
For a board that uses the Policy Governance system, the board level policy document will nicely serve as one of the governance process documents to be made publicly available.
Your ideas matter here! Please leave a comment.
30 September 2008
Assessing Impact Of Financial Crisis On Nonprofits
Welcome back!
NPR's All Things Considered does a story today the impact for nonprofits. You can listen to the story here.
Your ideas matter here! Please leave a comment.
NPR's All Things Considered does a story today the impact for nonprofits. You can listen to the story here.
Your ideas matter here! Please leave a comment.
04 September 2008
Should an executive director be a voting member of the board?
Welcome back!
The answer to the question of whether the CEO, often called an executive director in nonprofit organizations, should be a voting member of the board of directors is found in defining the role of the CEO and the role of the board.
The leadership role of the board is to define why the organization exists, what good is created, who or what will benefit, and at what cost that good will be created. Once they define this organizational result, it is to monitor the extent to which that change is effected in the world and that unacceptable situations and circumstances are avoided. The board’s work is thinking work. It demands discipline, intellectual vigor, and unconflicted commitment to the cause of the organization that is served.
The leadership role of the CEO is in operations—leading the staff of the organization to accomplish the results required by the board and to avoid unacceptable actions even if they work. Authority to get the job done and accountability to the “moral ownership” of the organization through the board of directors define the CEO’s role.
With this clear definition of roles, the CEO has the authority necessary to be a strong leader in the organization. He or she is likely the most informed expert at the table during any board or committee meeting regarding any topic related to the operations of the organization. When the CEO has both the authority and accountability that is clearly articulated and understood there is no reason that a vote on the board would be an effective tool for persuasion whether that vote is in the majority or minority of the board’s vote on any given decision. This is the case with the founding CEO or one that the board has hired.
I recommend that nonprofit boards use a comprehensive model of governance from the beginning whether they consider themselves a “working” board or a policy board. The only thing that a board in name only does is it sends the message to the IRS and congress that the nonprofit world needs more regulation from the federal government. That is not a good plan for governance. The responsibilities required of any board and the servant-leaders that populate them is important and one that should be well considered. The relationship with the CEO is to be both safe and empowering.
It would be great to talk further about the foundational function of the board of directors in your nonprofit organization. Please feel free to contact me directly.
Your ideas matter here! Please leave a comment.
The answer to the question of whether the CEO, often called an executive director in nonprofit organizations, should be a voting member of the board of directors is found in defining the role of the CEO and the role of the board.
The leadership role of the board is to define why the organization exists, what good is created, who or what will benefit, and at what cost that good will be created. Once they define this organizational result, it is to monitor the extent to which that change is effected in the world and that unacceptable situations and circumstances are avoided. The board’s work is thinking work. It demands discipline, intellectual vigor, and unconflicted commitment to the cause of the organization that is served.
The leadership role of the CEO is in operations—leading the staff of the organization to accomplish the results required by the board and to avoid unacceptable actions even if they work. Authority to get the job done and accountability to the “moral ownership” of the organization through the board of directors define the CEO’s role.
With this clear definition of roles, the CEO has the authority necessary to be a strong leader in the organization. He or she is likely the most informed expert at the table during any board or committee meeting regarding any topic related to the operations of the organization. When the CEO has both the authority and accountability that is clearly articulated and understood there is no reason that a vote on the board would be an effective tool for persuasion whether that vote is in the majority or minority of the board’s vote on any given decision. This is the case with the founding CEO or one that the board has hired.
I recommend that nonprofit boards use a comprehensive model of governance from the beginning whether they consider themselves a “working” board or a policy board. The only thing that a board in name only does is it sends the message to the IRS and congress that the nonprofit world needs more regulation from the federal government. That is not a good plan for governance. The responsibilities required of any board and the servant-leaders that populate them is important and one that should be well considered. The relationship with the CEO is to be both safe and empowering.
It would be great to talk further about the foundational function of the board of directors in your nonprofit organization. Please feel free to contact me directly.
Your ideas matter here! Please leave a comment.
18 August 2008
[UPDATE: New Date and TIme] Policy Governance at the Center for Nonprofit Management
Welcome back!
My next workshop on Policy Governance at the Southern California Center for Nonprofit Management will be Tuesday, October 28 2008, 1:30pm - 4:30pm. Details on the workshop and registration are available at the Center's website.
Course Description
Your ideas matter here! Please leave a comment.
My next workshop on Policy Governance at the Southern California Center for Nonprofit Management will be Tuesday, October 28 2008, 1:30pm - 4:30pm. Details on the workshop and registration are available at the Center's website.
Course Description
Policy Governance® enables a board to:
- Lead on the larger issues
- Delegate with clarity
- Control management's job without meddling
- Rigorously evaluate the accomplishment of the organization
- Truly lead an organization
Your ideas matter here! Please leave a comment.
IRS information on the new Form 990
Welcome back!
The IRS website has a summary of the changes we are anticipating for the Form 990 for the 2008 tax year. You can read that information here.
There will be some new reporting requirements including disclosure of business or family relationships on the board of directors. There will also be a requirement to describe the board's role in reviewing the the board's responsibility for the information on the Form 990.
I will post more about the changes when the new instructions are released and after I hear from other clients about their concerns and thoughts.
Previous CPG clients will already have satisfactory conflict of interest policies to regulate and monitor related individuals and self-serving.
Your ideas matter here! Please leave a comment.
The IRS website has a summary of the changes we are anticipating for the Form 990 for the 2008 tax year. You can read that information here.
There will be some new reporting requirements including disclosure of business or family relationships on the board of directors. There will also be a requirement to describe the board's role in reviewing the the board's responsibility for the information on the Form 990.
I will post more about the changes when the new instructions are released and after I hear from other clients about their concerns and thoughts.
Previous CPG clients will already have satisfactory conflict of interest policies to regulate and monitor related individuals and self-serving.
Your ideas matter here! Please leave a comment.
12 August 2008
Are corporate bylaws filed with the Secretary of State?
Welcome back! This question has been asked again recently. For the state of California:
The source of this information is California Business Portal, Secretary of State Information site.
Your ideas matter here! Please leave a comment.
Corporate bylaws are not filed with the Secretary of State. Bylaws are kept at the corporation's principal executive office (if located in this state) or the corporation's principal business office in this state. The bylaws shall be open to inspection by the shareholders at all reasonable times during office hours. If the principal executive office of the corporation is outside this state and the corporation has no principal business office in this state, it shall, upon the written request of any shareholder, furnish to such shareholder a copy of the bylaws as amended to date.
The source of this information is California Business Portal, Secretary of State Information site.
Your ideas matter here! Please leave a comment.
26 July 2008
Board Member Recruitment [New and Improved]
Welcome back! I put out the question a couple of days ago on the My Questions feature on LinkedIn. I got some very good input and made some revisions to my training packet. The new version of the Characteristics handout:
What characteristics should we look for in prospective board members once we have articulated the job outputs of the board of directors? Do not confuse management skills as substitutes for any of these characteristics.
The work of the board is thinking work more than doing. People who have the interest and discipline to work in the abstract might be good board members. The big job of a board of directors is to ensure the organization does what it should while avoiding unacceptable situations and circumstances. Job outputs include: (1) explicit board policy to articulate the values of the organization, (2) monitoring, and (3) linkage to the moral ownership.
A couple of really good suggestions that I haven't added to the handout, but I will certainly share in the workshops:
From Dan: I would add under characteristics "Alligator hide" and a no "BS" sort of guy/gal or in more appropriate words "intentional and focused, result oriented." I am always repeating this to ED's and management.
From JB: "While I think a creative thinker is important, I also believe it's important for board members to be able to think independently and question the status quo. Whether the status quo is represented by staff or other board members. I've been on enough boards to know that many board members don't ask tough questions and are willing to let the past guide the future. While history is important, it's also the board's responsibility to set the future of the organization and understand what the organization must have for today to be successful. Ultimately the board must ask the question, what is the reason for this organization to exist, and is it still valid today."
And for those who suggested management skills such as fundraising, I am still not convinced. While there is a board role in resource development it is not the core of governance. Successful organizations are going to hire those skills as part of operations and hold the results accountable. Individual board members will certainly participate as volunteers but not in a role confined to board members. My experience clearly shows that there is no reason to confine the fundraising work to the board. Some significant donors and volunteers told me that they are . . . "happy to give and volunteer--but don't put me on the board, that's just not my thing."
Your ideas matter here! Please leave a comment.
What characteristics should we look for in prospective board members once we have articulated the job outputs of the board of directors? Do not confuse management skills as substitutes for any of these characteristics.
- People who can think about principles and values
- People who can enjoy creating the future rather than merely evaluating the past
- People with moral courage strong ethics, possess integrity
- People who are willing to let others be strong
- People who are intelligent and willing to learn, creative, open-minded
- People who can be team players
- People with an ability to empathize with the owners
- People who have demonstrated commitment to the values and mission of the organization
- People with connections to the “moral ownership” and resources
- People with time and energy to meet
- What other characteristics would you add?
The work of the board is thinking work more than doing. People who have the interest and discipline to work in the abstract might be good board members. The big job of a board of directors is to ensure the organization does what it should while avoiding unacceptable situations and circumstances. Job outputs include: (1) explicit board policy to articulate the values of the organization, (2) monitoring, and (3) linkage to the moral ownership.
A couple of really good suggestions that I haven't added to the handout, but I will certainly share in the workshops:
From Dan: I would add under characteristics "Alligator hide" and a no "BS" sort of guy/gal or in more appropriate words "intentional and focused, result oriented." I am always repeating this to ED's and management.
From JB: "While I think a creative thinker is important, I also believe it's important for board members to be able to think independently and question the status quo. Whether the status quo is represented by staff or other board members. I've been on enough boards to know that many board members don't ask tough questions and are willing to let the past guide the future. While history is important, it's also the board's responsibility to set the future of the organization and understand what the organization must have for today to be successful. Ultimately the board must ask the question, what is the reason for this organization to exist, and is it still valid today."
And for those who suggested management skills such as fundraising, I am still not convinced. While there is a board role in resource development it is not the core of governance. Successful organizations are going to hire those skills as part of operations and hold the results accountable. Individual board members will certainly participate as volunteers but not in a role confined to board members. My experience clearly shows that there is no reason to confine the fundraising work to the board. Some significant donors and volunteers told me that they are . . . "happy to give and volunteer--but don't put me on the board, that's just not my thing."
Your ideas matter here! Please leave a comment.
23 July 2008
Board Member Recruitment
Welcome back!
What characteristics should we look for in prospective board members once we have articulated the job outputs of the board of directors? Do not confuse management skills as substitutes for any of these characteristics.
Your ideas matter here! Please leave a comment.
What characteristics should we look for in prospective board members once we have articulated the job outputs of the board of directors? Do not confuse management skills as substitutes for any of these characteristics.
- Ability & discipline to think
- Recruited for demonstrated commitment to the values and mission of the organization
- Connections to the “moral ownership” and resources
- Creative Thinker, Open Minded, Team Player
- Time and energy to meet
- Strong Ethics, Possess Integrity
- What other characteristics would you add?
Your ideas matter here! Please leave a comment.
26 June 2008
Foreclosure Prevention Seminars
Welcome back!
Foreclosure Prevention Seminars
Hilton Los Angeles Airport
5711 West Century Boulevard,
Los Angeles, California 90045
(310) 410-4000
**There is no fee to register, but space is limited so register early. Online registration. The agenda is here.
Your ideas matter here! Please leave a comment.
Foreclosure Prevention Seminars
The Federal Deposit Insurance Corporation and NeighborWorks® America are hosting a series of one-day informational seminars in high-foreclosure cities around the country to help support counseling, mitigation and outreach efforts to distressed homeowners.
These seminars will provide participants with an overview of the foreclosure process and industry access that will be helpful in providing guidance to their clients and constituents at risk of foreclosure. Discussions will focus on opportunities and strategies for working with financial institutions and loan servicers in each area to help troubled borrowers.
For information on these seminars, click here.
The event is Los Angeles is Tuesday July 29, 2008.Hilton Los Angeles Airport
5711 West Century Boulevard,
Los Angeles, California 90045
(310) 410-4000
**There is no fee to register, but space is limited so register early. Online registration. The agenda is here.
Your ideas matter here! Please leave a comment.
04 June 2008
Travel to Oakland, CA
Welcome back!
I will be in Oakland, CA on June 23 for a meeting that ends at 1 PM. I don't have to be at the airport until about 6 PM. If you'd like to meet, give me a call or an email and we'll make plans.
Your ideas matter here! Please leave a comment.
I will be in Oakland, CA on June 23 for a meeting that ends at 1 PM. I don't have to be at the airport until about 6 PM. If you'd like to meet, give me a call or an email and we'll make plans.
Your ideas matter here! Please leave a comment.
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