Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
A Study of Street-Level Bureaucracy: A look at current applications of Michael Lipsky's Street-Level Bureaucratic Theory; defining the bureaucracy, the street-level bureaucratic paradox, the development of routines and heuristics, the innate complexity of bureaucratic work, and coping mechanisms employed
A Study of Street-Level Bureaucracy: A look at current applications of Michael Lipsky's Street-Level Bureaucratic Theory; defining the bureaucracy, the street-level bureaucratic paradox, the development of routines and heuristics, the innate complexity of bureaucratic work, and coping mechanisms employed
A report in Educ 306 Organizational Administration of Philippine Educational Enterprise
Doctor of Philosophy in Educational Management
Mindanao State University Graduate School
General Santos City
It is probably fair to say that public administration scholarship has been more successful in demonstrating the need for theories of bureaucratic politics than in actually producing those frameworks. It has been more than half a century since scholars such as Waldo and Gaus exposed the rickety foundations of the politics administration dichotomy and made a convincing brief that administrative theory had to share common ground with political theory.
The slides discuss the basic idea about public policy, types of policies, nature of public policy, forms of policies and models/ approaches of the public policies.
Successfully Outsourcing Your Accounting Function4Good.org
For startup or small nonprofits, hiring the right financial expertise can be challenging. Outsourcing to a qualified firm allows you to focus your efforts on mission and fund raising, can strengthen internal controls and often results in significant improvements in your overall financial management and reporting. The keys to success are to clarify your expectations for outsourcing and identify the right outsourcing partner with whom your organization can build a collaborative relationship.
Does Goods and Services Tax (GST) Leads to Indian Economic Development?iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
A report in Educ 306 Organizational Administration of Philippine Educational Enterprise
Doctor of Philosophy in Educational Management
Mindanao State University Graduate School
General Santos City
It is probably fair to say that public administration scholarship has been more successful in demonstrating the need for theories of bureaucratic politics than in actually producing those frameworks. It has been more than half a century since scholars such as Waldo and Gaus exposed the rickety foundations of the politics administration dichotomy and made a convincing brief that administrative theory had to share common ground with political theory.
The slides discuss the basic idea about public policy, types of policies, nature of public policy, forms of policies and models/ approaches of the public policies.
Successfully Outsourcing Your Accounting Function4Good.org
For startup or small nonprofits, hiring the right financial expertise can be challenging. Outsourcing to a qualified firm allows you to focus your efforts on mission and fund raising, can strengthen internal controls and often results in significant improvements in your overall financial management and reporting. The keys to success are to clarify your expectations for outsourcing and identify the right outsourcing partner with whom your organization can build a collaborative relationship.
Does Goods and Services Tax (GST) Leads to Indian Economic Development?iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
On Today's Menu: Your Successful Grant Proposal4Good.org
How can you whip up a successful grant proposal? You’ll need just the right proportions of research, planning, drafting, and editing. And don’t forget to garnish with tasty feedback and a dash of good timing!
Foundations and corporate funders are always looking for ways to make good investments in your community. To partner with them, you have to show exactly how you can help make that happen!
Webinar participants will get a special discount on Dalya’s award-winning book, "Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact."
Who should attend: This webinar is ideal for: nonprofit directors, staff, board, volunteers, and consultants who help raise money from foundations and corporations; jobseekers are also welcome.
Childhood Factors that influence success in later lifeiosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
Employee Engagement in a Challenging EconomyTalentMap
Thirty dollar oil. A sixty-five cent dollar. A tanking stock market. Clearly, the economy is providing its challenges for our organizations (public sector included!); but, what about our employees? How does economic turmoil affect employee engagement. If they have their jobs, even if they are secure ones, is it “employee engagement” as usual. The short answer is no. The economy and the environment does have an impact on employee engagement. Moreover, we are coming off the much bigger recession of 2008-09, and we know that most organizations tend to make things worse rather than better.
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Join the founder and president of TalentMap, as he looks to answer your questions related to the challenges associated with employee engagement in Nonprofit organizations. We explore topics such as: What engagement is and how it differs for Nonprofits; the drivers of employee engagement in Nonprofits, and finally, best case practices and recommendations to improve engagement drivers. To register for a live Webinar,please visit us at TalentMap.com
Appreciative Governance: Engagement and Innovation Throughout The Organization4Good.org
Boards of Directors and Executive Management committees come to mind whenever we mention organizational governance. This premise that those at the top are the only ones “governing” has less and less face validity. Wherever people work together, they make choices which influence the organizations direction, choices that set standards of relationship, behavior and accountability and choices that shape fulfillment of the organizations purpose. In other words, they govern. Why not then engage them in governance processes that support sustainable value for all?
Appreciative Governance is such a process. Appreciative Governance (AG) refers to governance structures, practices, and processes that increase the organization’s capacity for innovation, engagement and productivity by systematically engaging more of the system's strengths.
This interactive webinar will explore this new form of governance and invite participants to consider the life-giving structures and processes which would enhance their organization’s capacity to work together in positive, dynamic, and generative ways that enact their purpose.
Nonprofits today are faced with unprecedented challenges, and yet we continue to approach board leadership using concepts from thirty years ago. As our organizations enter into new territory, so our boards need to lead differently - yet we continue to put our efforts into getting the structure 'right'. But there is no magical number of board members or committees, or use of Robert's Rules of Order or Consent agendas, that will transform our boards into the strategic thinkers or powerful decision makers they need to be. Instead, structure must be seen as only the foundation - and board behavior and dynamics approached in a new way - to lead effectively into the future.
Inbound Marketing & Millennial Donors: A Perfect Marriage4Good.org
The Millennial Generation does not want direct mail from your nonprofit, nor do they want generic communications. To get to these early donors, 84% of which donate or want to donate online, you'll need to earn it through transformative content that effectively tells the story of your cause.
In this webinar learn how to utilize inbound marketing techniques to attract Millennial donors who live on their smartphones, and to how incentivize their giving to your fundraising efforts.
Building your brand – A practical guide for nonprofit organizations4Good.org
This "brand 101″ session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand.
Many entrepreneurs – social, triple bottom line or otherwise – do not avail themselves of all potential capital sources when seeking funding to grow or scale, limiting prospects to cash flow their initiatives. This seminar explores a range of options for funding: external in the marketplace, internal within an organization, new ideas and classics not to overlook.
Most nonprofits involve volunteers in program areas and administrative areas. You might not be aware, however, of the many ways you can involve volunteers in your fundraising activities. This webinar will outline ways you can involve volunteers in fundraising, where to find volunteers, how to recruit them, and how to keep them enthused about your organization.
Could your mission statement describe any of several other organizations that are similar to yours? Do you just haul it out once a year for your annual report and 990? If you’ve been around for many years, you’re clear about your nonprofit’s value to your community, your stakeholders and/or your cause, why bother to revisit your mission statement?
The answers to these questions can make the difference between sustainable success and failure in several ways. Organizations that have a page-long mission statements and think that any effort to review it would be just empty wordsmithing may want to join us for this webinar to see what a rigorously crafted mission statement can do for marketing, fundraising, stakeholder loyalty, strategy, and managing change.
Enter your mission statement in the 4th annual What’s Your Mission? Competition, at http://bit.ly.SyPmission
Takeaways:
Why your mission statement is so important.
Why it’s worth editing your mission statement–and how to do it.
What’s in a good mission statement, and what’s not.
How a good mission statement forms the basis for strategic decisions.
How to measure your performance against your mission statement, and why that’s valuable.
e-Strategy for Your Nonprofit (Cast Your NET, Catch More Fish: Effective Inte...4Good.org
This seminar shows how any nonprofit can develop and execute an Internet strategy to further its mission. We’ll examine how nonprofits are using the Internet, how they’d like to be using the Internet, and how they should be using the Internet (but may be unaware of) – and how to bridge that significant gap easily and quickly. You’ll learn how to drive more traffic to and fundraising through your site. We’ll give specific suggestions on how you can improve your website so it will offer lots for your website visitors to SEE and lots for them to DO.
Key Leadership Factors for Fundraising Success4Good.org
As the CEO of your organization, you are tasked with many things from operations to quality improvement; fundraising is only one of your concerns. But did you know that everything you do affects fundraising? In fact, the most important factor in fundraising success is not the competence of your fundraiser but your own leadership and that of your Board of Trustees. Join Susan Black, CFRE to learn the six key factors for fundraising success that every nonprofit leader needs to know.
Barriers to Change: Understanding Roadblocks to Progress in Organizations and...4Good.org
We all say that we desire change yet, it seems so difficult for it to actually occur. In this webinar, learn more about the barriers to change that keep us from moving forward in our personal, professional and organizational lives.
Nonprofit Blogging Best Practices: Why Your Nonprofit Needs a Blog and How to...4Good.org
Despite the popularity of social media including “micro-blogging” sites like Tumblr and twitter, traditional blogging is still one of the most important tools in your digital marketing arsenal.
Larger nonprofits have been early adopters of blogging, seeing the benefits in increased website traffic, email sign ups and online donations. A consistent, quality blog has been proven to have a direct benefit on marketing and fundraising efforts – so why do so many nonprofits ignore this powerful tool?
The question remains: How can smaller nonprofits get on board with blogging and create a dynamic outlet that grows their supporters and helps them accomplish their goals?
Why are some nonprofits successful at attracting funding while others struggle? How do funders differentiate between the myriad of nonprofits that want their money? How has the process of successfully approaching funders changed? This cutting edge webinar, based on the practical experience of hundreds of successful funding campaigns, examines the fundraising process from the other side of the desk, that of the funders, and illustrates the techniques that work in today’s economic environment, all designed to help you earn Asking Rights™.
Four Great Hormones to Stimulate Well-Being4Good.org
Recent neuroscience research has verified that the well-being that comes from meaningful conversations depends upon four hormones that we have the ability to either stimulate or depress in ourselves and in others. This Webinar will deal with the four and explain their role in personal and interpersonal well-being.
What do you do when someone signs up for your email list or donates to your organization? Do they have to wait until your next “monthly” newsletter to learn more about who you are and what you do? If so, you are missing out on a huge opportunity to engage, inspire and motivate your supporters to take action.
One of the best ways to engage with new subscribers (or new donors for that matter) is to create what is called a “Welcome Series” of emails. These emails are set to automatically be sent to the individual over the course of a few weeks – Day 1 they get an email, day 4 they get another email, day 8 they get yet another email, etc. These emails are designed to introduce yourself and your organization to the individual, as well as show them the impact your organization is having and why they should stay connected.
Sounds like a great idea and something all nonprofits should be doing right? The problem is that most nonprofits are not currently using a Welcome Series and are missing out on this powerful tool. If this includes your organization, then join us for this jam-packed webinar where we highlight a number of successful strategies and tactics you can start using immediately including:
- Why a Welcome Series is so powerful (Its all about the relationship)
- How to create an engaging and compelling Welcome Series
- How and why you should have multiple Welcome Series’ – subscribers, donors, attendees, etc.
- How a Welcome Series can increase your donor retention
On Today's Menu: Your Successful Grant Proposal4Good.org
How can you whip up a successful grant proposal? You’ll need just the right proportions of research, planning, drafting, and editing. And don’t forget to garnish with tasty feedback and a dash of good timing!
Foundations and corporate funders are always looking for ways to make good investments in your community. To partner with them, you have to show exactly how you can help make that happen!
Webinar participants will get a special discount on Dalya’s award-winning book, “Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact.”
Who should attend: This webinar is ideal for: nonprofit directors, staff, board, volunteers, and consultants who help raise money from foundations and corporations; jobseekers are also welcome.
Mission and Leadership: Work Motivation That Strikes a Chord4Good.org
Most organizations have a formalized mission statement. Too often it is merely posted on a wall in the conference room. Often, employees grow cynical and state that the organization’s mission statement is just that: an empty statement. However, other organizations follow a structured process that allows their managers to lead with integrity while using the core principles of mission-driven organizations.
In this extremely practical presentation, that Dr. Eyal Ronen has never shared in the past, he will describe the practical steps to creating a clear mission, vision, and values for the organization. He will also describe the 4 things every leader must do in order to be effective in accomplishing his or her, and the organization’s mission.
Affordable Special Events Data Tracking and Analysis4Good.org
Special events can be complex and in the process of planning a perfect event, details can be missed. Using data to track the ways in which people participated in the event can help you determine what worked, what didn't work and what people are responding to about your event.
Have You Been Sequestered?—Developing Diverse Sources of Revenue4Good.org
Many nonprofits are excessively dependent upon a single type of revenue. The classic example is the organization which is only funded through government contracts or grants. Others may be totally reliant upon one or two private foundations or local corporations. In this webinar, volunteer leaders, agency CEO's and chief development officers will learn the value of diversifying the sources of revenue so as to enhance financial sustainability.
Practical Strategies for Writing the Annual Appeal4Good.org
Writing a fundraising appeal is hard work. What’s effective for one organization may not work for another one. We’ll discuss ways to reduce the aggravation and to increase the chances of your letters bringing in more money.
Think of this workshop as a treasure trove of ideas and examples to help you when you write your next appeal. To write a successful fundraising appeal, it’s important that you understand donor motivation and donor response.
Thanks to computers, it is easier to collect and obtain data for a grant proposal than ever before. There’s so much data, though, that it can difficult to determine which data to present—especially when grant applications only allow concise answers.
This webinar explains which data grantmakers are looking for, and where to present statistics and other information within the grant proposal. Multiple examples from actual, funded grant proposals will show how data solves grant writers’ most knotty problems by creating need statements, formulating project objectives, devising evaluation measures, and more.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. E N G AG E M E N T
Engagement Governance for
System-Wide Decision Making
by Judy Freiwirth, Psy.D.
I
Because nonprofits NCRE A SINGLY NONPROF ITS H AV E COME TO cases does not allow constituents direct involve-
recognize that traditional governance ment in the decision-making process. This can rob
are ultimately models are inadequate to respond effec- organizations of their programmatic accuracy,
tively to organizational challenges. This legitimacy, and most convincing champions.
organized to benefit article argues that the structure of most Traditional nonprofit governance approaches
boards of directors prevents nonprofits from a re modeled a fter cor porate gover na nce
their constituencies, being effective and causes them to lose their con- systems, creating a strong demarcation between
nection and accountability to those they serve. board and staff, with the executive director
they have a Why is a more inclusive governance frame- serving as the only link between them. Tradi-
work native to nonprofit work? With their roots tional approaches also create a class system
responsibility to in this country’s early voluntary associations, within nonprofits. The executive director often
nonprofits are vehicles for ordinary people to becomes the sole connector to the external
include their primary accomplish common interests. Thus nonprofits world and filters information about an organiza-
have natural constituencies that can advocate tion’s constituency, which can result in board
stakeholders— the organization’s work with funders and gov- disconnection and inhibit effective governance.
ernment, subsidize the organization’s work Moreover, the trend toward professionalized
their constituents— through voluntarism, and direct the organiza- boards comprising “experts” can deepen the
tion’s perspective on how to address problems class differential between the board and the com-
in organizational and move into the future. munity, further exacerbating the board’s discon-
Even though many nonprofits have become nection from those it ultimately serves.
decision making. professionalized, these qualities provide organi-
zations with programmatic accuracy and visibil- Beyond the Board
ity. And because nonprofits are ultimately Responding to the need for new governance
organized to benefit their constituencies, they model s , a net work of pr a c t it ioner s a nd
have a responsibility to include their primary researchers from across the country has devel-
stakeholders—their constituents—in organiza- oped an expanded notion of governance that is
tional decision making. built on participatory principles and moves
But the hierarchical structure of many non- beyond the board of directors as the sole locus
profit boards ignores this central fact and in many of governance.
A lthough it is still a work in progress,
J UDY F REIW IRTH , P SY . D., is an organizational consult- “engagement governance” is a framework in
ant and founder/coordinator of the Alliance for Nonprofit which governance responsibility is shared
Management’s national network, which focuses on devel- throughout an organization’s key sectors: that
oping new models of governance. is, constituents, staff, board, and other commu-
38 THE NONPROFIT QUARTERLY WWW.NONPROFITQUARTERLY.ORG • SUMMER 2007
2. Community-Engagement Governance
Legend
Desired community impact = primary purpose of governance The four governance functions are the following:
• planning functions range from whole-system strategic direction-
Concentric circles = stakeholder groups engaged in shared gover-
setting, and coordinated planning to input on trends and priorities;
nance
• advocacy functions range from joint decisions about policy and
The circles represent the different layers of engagement in governance,
distributed advocacy activities to participation in needs assessment;
with the primary stakeholders (the constituency/community) serving as
• evaluation functions range from shared participation in design and
active participants in meaningful decision making
implementation and lending resources and expertise to feedback on
Dotted lines between circles = open communication flow and trans- quality; and
parency • fiduciary care activities range from stewardship and resource develop-
ment to defining resource needs.
Elliptical circles = governance functions
The diagram identifies four governance functions: planning, advocacy, Labels outside of circles = governance competencies
evaluation, and fiduciary care. The circular arrows represent the engage- Competencies intertwined with all areas of effective governance
ment continuum. Within each governance function, the extent to which
each stakeholder group (constituents, staff, board, other stakeholders) is The Alliance for Nonprofit Management’s Governance Affinity Group members
engaged in shared decision making may vary; leadership responsibilities who contributed to this framework development are: Michael Burns, Anne Davis,
within these functions may also vary among the stakeholder groups, Jane Garthson, Sue Hamersmith, Mary Hilard, Michael Kisslinger, Steven Klass,
depending upon the nonprofit. Jeanne Kojis, Tim Lannan, Rae Levine, Deborah Linnell, Debbie Mason, Diane Patrick,
Regina Podhorin, Brigette Rouson and Terrie Temkin.
SUMMER 2007 • WWW.NONPROFITQUARTERLY.ORG THE NONPROFIT QUARTERLY 39
3. nity stakeholders. It is based on principles of those closest to the organization’s work—con-
participatory democracy, self-determination, stituents and staff—are partners with the board.
genuine partnership, and community-level deci- This redistribution of power makes nonprofits
sion making as the building blocks of true more resilient and responsive and creates a
democracy. Although no governance model fits dynamic community presence.
Engagement
all nonprofits, we believe that engagement gov-
governance more ernance more closely reflects the essence of The Framework’s Design Principles
nonprofits by creating vehicles for constituent While this framework is meant to encourage a
closely reflects the empowerment and community change. variety of governance approaches based on orga-
nizational needs, there are a basic set of design
essence of nonprofits The Premises of the Framework principles that any organization should incorpo-
Above all, the nonprofit sector should advance rate into a new system of governance.
by creating vehicles democracy and self-determination rather than • A results-oriented approach. In contrast to
dependency and disempowerment, and the frame- traditional governance models in which the
for constituent work of engagement governance uses this premise primary focus is the effectiveness of the organi-
as its starting point. Our group defines governance zation, our framework situates the desired com-
empowerment and as “the provision of guidance and direction to a munity impact at its core. This reprioritizes
nonprofit organization so that it fulfills its vision results as the central focus of nonprofit gover-
community change. and reflects its core values while maintaining nance.
accountability and fulfilling its responsibilities to • Shared authority among stakeholders. In a
the community, its constituents, and government community-engagement governance framework,
with which it functions.” The following are some there are three layers of an organizational
premises of the framework: system: (1) the primary stakeholders (i.e., the
• Because nonprofit governance frameworks constituency that the nonprofit serves; (2) the
tend to replicate outdated, top-down structures, organizational board, staff, and volunteers; and
they often run counter to democratic values and (3) the secondary stakeholders (i.e., funders, leg-
impede an organization’s achievement of its islators, other nonprofits, and networks).
mission. If those directly affected by a non- As depicted in the Community-Engagement
profit’s actions are left out of decision-making Governance diagram on page 39, each layer
processes, the resulting decisions can be incon- plays a significant role in this shared-governance
gruent with constituency needs, let alone organi- system. The framework allows for various kinds
zational mission.1 of participation by all three layers in the system.
• Governance is a function and a process, not An organization determines, along a continuum,
a structure, so its functions need not be located which layers of the organization currently make
solely within the confines of a board. Tradition- governance decisions, which participants should
ally, governance literature has centered on be involved in future decision making, and how
boards of directors. But legally, there are few decisions will be made. Policy changes, for
requirements about who can partner in gover- example, might first be discussed within groups
nance or participate in a board. Thus a nonprofit representing the interests of each layer and then
has leeway in deciding who will serve on a by the group as a whole or, in very large organi-
board, how members will be selected and zations, within a cross-sectional group chosen
elected, and which decisions will fall under a to represent each sector. Critical organizational
board’s purview.2 Application of engagement and strategic decisions—such as key strategic
governance depends on many factors, including directions or new initiatives—are generally
the organization’s constituency, mission, stage made together by active constituents, staff, and
of development, adaptive capacity, size, and board members.
community readiness. • Open systems, ready access. An open
• Governance is about power, control, author- system provides ready access to information
ity, and influence. With engagement governance, needed for effective decision making at every
decision making—and thus power—is redistrib- level. The “Community-Engagement Gover-
uted and shared, creating joint ownership, nance” diagram illustrates an open system
empowerment, and accountability. As a result, between concentric circles, representing the
40 THE NONPROFIT QUARTERLY WWW.NONPROFITQUARTERLY.ORG • SUMMER 2007
4. ongoing information flow, transparency, and tions, the board can take on the role of coordi-
communication among the stakeholders and nation. Although the extent of a board’s role will
organizational components. After experiment- vary among organizations, in some cases a
ing with this framework in various organiza- board may design and coordinate the gover-
tions, we’ve learned some key lessons, including nance decision-making process for the organi- Rather than focus on
the importance of ongoing communication and zation. For a board to be effective in this role,
transparency at all organizational levels. however, its composition must truly reflect the the common list of
• Redistributed decision making. Rather organization’s constituency.
than focus on the common list of governance We have also learned that it can be more governance roles and
roles and responsibilities, it is more useful to effective to organize a cross-sectional team
focus on governance functions and then look (comprising the board, staff, and primary and responsibilities, it is
creatively at how they can be redistributed. The secondary stakeholders) to serve as a coordinat-
Community-Engagement Governance diagram ing council. This team coordinates governance more useful to focus
identifies four key governance areas to explore: responsibilities by determining the key gover-
planning, advocacy, evaluation, and fiduciary nance decisions as well as who should be on governance
care. In the diagram, these governance func- involved and how decisions should be made.
tions are shared by the different groups of par- In many cases, a board will continue to functions and then
ticipants, as represented by the “slices” within assume the fiduciary care role by overseeing the
the concentric circles in the diagram. These financial management and resource develop- look creatively at
functions represent a decision-making engage- ment functions. It may also coordinate an exec-
ment continuum. The level and design of shared utive director’s evaluation process. how they can be
decision making will vary given organizational
type. It may be appropriate for a board to take a Next Steps redistributed.
greater role in fiduciary care to ensure an orga- The engagement governance framework contin-
nization’s sound financial management and ues to evolve as we get feedback from practition-
resource development. ers and governance experts. We hope that you
• Competencies. Organizations must have will offer your thoughts and experience. We have
individual and organizational competencies for already received thought-provoking feedback
an effective shared-governance system. Outside about engagement governance, including ques-
the concentric circles in the diagram, four gover- tions about the definition of “community” and
nance competencies appear: strategic thinking, the makeup of stakeholder layers, how to set up
mutual accountability, shared facilitative lead- systems for shared accountability, how best to
ership, and organizational learning. These com- resolve differences in inclusiveness, and how to
petencies are intertwined with all areas of address issues of cultural competency and class
governance work and organizational compo- differences in this shared-governance model.
nents and contribute to organizational adapt- Our next step in developing the framework is to
ability to environmental changes. design processes that help organizations shift to
this new governance framework.
Making the Framework Work We look forward to your feedback on how to
Where does a board fit into this shared-gover- help nonprofits become more inclusive, account-
nance system? How does an organization able, democratic, and influential.
manage the decision-making process so all orga-
nizational layers effectively participate in deci- Endnotes
sion making? Doesn’t redistribution of decision 1. Judy Freiwirth and Maria Elena Letona, “System-
making get unwieldy and inefficient? Wide Governance for Community Empowerment,”
As we have experimented with this frame- the Nonprofit Quarterly, Vol. 13, No. 4, 2006.
work in several organizations, we have learned 2. Internal Revenue Service “Good Governance
that an organization must designate one group Practices for 501(c)(3) Organizations,” February 2,
to be responsible for coordinating the different 2007.
layers and components of governance.
This approach also addresses how a board R E P R I N T S of this ar ticle may be ordered from
can fit into the new system. In some organiza- store.nonprofitquarterly.org, using code 140207.
SUMMER 2007 • WWW.NONPROFITQUARTERLY.ORG THE NONPROFIT QUARTERLY 41