Emerging Forms of Nonprofit Governance
VOLUME 19, ISSUE 4 | Winter 2012
Yesterday, NPQ published "Is Your Board 'Normal'?" That feature took a look at some of the findings of "Leading with Intent," the 2014 BoardSource Governance Index. While we had your attention drawn to the topic of governance, we wanted to provide you with some other valuable thinking on the topic via this review.
How can we make board work more meaningful for serving members and more consequential for their organizations?
This article proposes that nonprofit leaders are increasingly focused on secondary issues, and asks, What does the sector stand to gain as a result of retraining our focus from structural concerns to the central questions and principles of nonprofit governance?
The most substantive decisions on your organization’s governance are likely happening far from the board room. How should your governance systems respond?
In this unique study, nonprofits report on their transactions with board members—some for the better and some for the worse.
A decade since the Sarbanes-Oxley Act first appeared, organizations still worry that aspects of the law will continue to seep into the sector. But doesn’t the sector actually have little to worry about and much to gain?
Diversity on boards has to be good, right? So how is it that study after study suggests the opposite? A closer look at boards today reveals that exactly how we diversify makes all the difference.
It’s a wonder that social-movement networks survive long enough to make an impact. What’s the secret sauce of these organizing efforts?
Does governance only reside in the board? Most of us know that it is more widely held than that, but few really design their governance systems to make full use of the intelligence and energies of their stakeholders.
Whether by the book or ad-hoc, the defining feature of successful boards is not the model but the people who make it work.
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