With all of the talk about the need for good trustees, there are a number of excellent reasons to NOT sit on a particular board of directors. Gene Takagi lists a dozen.
A charity dedicated to clearing land mines linked to the British royal family is in a mess concerning a secret deal to supplement the CEO’s salary with money to send his kids to a private boarding school.
There are potential buyers waiting to be given the chance to buy and resuscitate the New York City Opera, and one of them thinks the board, grinding its way through bankruptcy proceedings, is dragging its collective feet!
Wild ambition to create change and good governance can easily coexist, and NPQ believes that working for the impossible to become possible is what this sector is all about. Perhaps that requires some thinking beyond the most practical of bounds, but we don’t know how many times over this past year we have written the phrase, “But where was the board?” in relation to an enterprise that failed much to the surprise of its governing body. Here, Kathy Ridge discusses what she has found working with organizations on the brink.
As the Nonprofit Revitalization Act of 2013 takes effect in New York, is there anything we can learn from it, or are there any trends we should watch out for?
Many nonprofit cultural institutions operate in facilities owned by municipal governments, but generally with board and staff leadership independent from the city itself. At North Miami’s Museum of Contemporary Art, the lines between board governance and city management have become blurred—really blurred—to the point where an article in the New York Times described the situation as being almost surreal.