Managing Bad News – Winter 2010/2011
It is imperative that nonprofit organizations deal effectively with crisis situations, not only when they occur, but – because many such events can be anticipated – organizations should have a plan in place they can turn to. For this publication of CCE Dialogues, we gathered three experts in crisis management and public relations to lend their perspective as to how nonprofit organizations can better manage bad news. Download a PDF of the Dialogue by clicking the title below.
Identifying and Managing Conflicts of Interest in the Nonprofit Sector – Winter 2009/2010
Managing and identifying conflicts of interest is one of the more important functions of a board of directors. It seems that there is a newspaper headline every week that illustrates examples of corporate and board conflicts of interest and self-dealing. CEOs and board members—especially the chair—must recognize the organization’s increasing statutory and regulatory obligations. These issues may be particularly challenging for a small nonprofit board with few resources and less rigid governance policies, hence outlining core principles of governance is crucial. The Partnership for Nonprofit Excellence and the Center for Community Engagement at St. John Fisher College recently gathered a panel of experts to discuss the topic of conflicts and to suggest some tactics for improved management or even avoidance of such conflicts. Download a PDF of the Dialogue by clicking the title below.
Managing the Transition
Useful Board Guidelines for CEO Succession
by Peter C. Carpino and Howard Berman [View Biography] (Spring 2011)
While the economic downturn of the past few years may have delayed the timing of the estimated 75 percent of sitting nonprofit executives who had planned to retire by 2011, the core issue remains: there’s going to be a “sea change” in nonprofit leadership during the next decade. How will boards deal with this? Will they procrastinate and ignore the inevitable, risking a rushed search with a greater risk of a bad choice–or, worse, an emergency succession? Or will they seize the opportunity presented by the anticipated leave and effectively manage the transition?
Co-authored by Peter C. Carpino, President, United Way of Greater Rochester and Howard Berman, Chair, Center for Community Engagement, this piece lays out guidelines for nonprofit boards to use as they navigate the process of CEO succession. Hiring the chief executive is the board’s most significant operating responsibility and getting the transition right is often the key to an agency’s survival and growth. With clearly delineated steps for effectively managing the transition and arguments for why all agencies should have a transition plan, this article is a must-read for all nonprofit boards.
Download: Monographs – Managing the Transition