When a 10-year board member says, “I’ve never seen any minutes. I’ve never had any involvement with the board at any level. I just agreed to serve,” maybe something isn’t quite right with the nonprofit’s governance.
The uses and abuses of the Trump Foundation have been reviewed extensively. But court cases take longer to bring, and the N.Y. Attorney General’s office appears determined to bring one now—potentially, if reports are to be believed, with the help of insider Michael Cohen.
A nonprofit, after being investigated for the misuse of organizational funds, puts in place a set of safeguards, but the response includes a large dose of overreaction.
This NPQ classic discusses in a practical but unusual way a question every board of directors should be able to ask and answer.
The board met monthly over lunch, but so much power was vested in the CEO and a strong executive committee that the board believed that the CEO was one of the “best in the country” even as most indicators showed declining impact.
Do you ever get the feeling that the behavior of your board is cyclical? Miriam Wood asked the same question nearly 20 years ago and answered, “Yes.” In this archival classic from NPQ’s Spring 2011 issue, Julia Classen digs in to see if Wood’s assertion still holds true despite the sector’s exponential growth and increased professionalism. Here’s what she found.
We’re bringing this classic NPQ article back in preparation for a series next week on reconceptualizing governance for nonprofits.
A horse rescue nonprofit in California paints itself as a “lone wolf” operation that is willing to go to extremes to outdo its “competitors” to prevent animal suffering. The realities of its operation may be even worse than what that revealing statement suggests.
In a pattern reminiscent of the Catholic Church, USA Swimming left its swimmers acutely vulnerable by internally flagging those accused of sexual misconduct but not banning them from work in the sport.
A look at Black Parent Initiative’s response to charges of sexual misconduct against its CEO illustrates what is an appropriate response, and what is not.
