fundraising, and financial planning.3 In BoardSource's Nonprofit Governance Index 2007, chief executives gave only average scores to board performance in critical areas such as strategic planning, fundraising, and monitoring organizational performance.4 Poor board performance takes its toll most immediately on chief executives. Daring to Lead 2006 reported that only one in three executives surveyed view their boards as an engaged leadership body, and executives who are unhappy with their

The first five days after a nonprofit chief executive’s departure becomes official are a crucial time. Regardless of the circumstances, the departure management process is the same: organize, stabilize, understand, plan, and execute.

institutions. The strategic planning conversation resumed, with a more intentional focus on the needs of different constituents and the relationship between programs. · · Executive Succession planning. Nonprofit boards cannot delegate responsibility for hiring the chief executive, and one often-overlooked step in this process is Succession planning. Just as the board needs to pay attention to its current chief executive, it also needs to pay attention to future leadership needs. Some

nonmembers Chief Executive Succession planning: The Board's Role in Securing Your Organization's Future By Nancy R. Axelrod How prepared are you for the departure of your chief executive? Discover why it is important for your board to have a leadership transition plan whether or not you anticipate an upcoming executive search. Learn how to devise an ongoing chief executive Succession plan that is linked to the strategic plan, mission, and vision of your organization. Help your board prepare

· Presenting: Strategic Planning: Choosing the Right Method for Your Nonprofit Organization (#342) This resource will help you create a road map to navigate the Planning process. · Driving Strategic Planning: A Nonprofit Executive's Guide (#319) This book will put you on the path toward initiating a sustainable and dynamic strategic Planning process. · Managing Conflicts of Interest: A Primer for Nonprofit Boards, Second Edition (#325) Explore the meaning of conflicts of interest and

· Presenting: Strategic Planning: Choosing the Right Method for Your Nonprofit Organization (#342) This resource will help you create a road map to navigate the Planning process. NEW EDITION COMING IN LATE NOVEMBER · Driving Strategic Planning: A Nonprofit Executive's Guide (#319) This book will put you on the path toward initiating a sustainable and dynamic strategic Planning process. NEW EDITION COMING IN LATE NOVEMBER · Managing Conflicts of Interest: A Primer for Nonprofit Boards,

Nonprofit fundraising, new board of directors, mission statement, mission statements, strategic thinking, Non-profit resources.

As the nonprofit sector continues to feel the impact of our turbulent economy, it is critical that organizations be able to look to their boards for leadership and stability.

were granted perpetual succession -- which gave them the right to appoint their successors and to elect officers. The corporation appointed 13 men, chosen for their honesty, wisdom, and expertise, to manage the colonial government. The charter also specified the times at which the government of the corporation should assemble (at least quarterly) and the number necessary for a quorum and empowered them to make laws and ordinances. The Massachusetts Bay Company's charter -- which created

can help -- just ask. 6. Plan for the arrival and departure of individual members. The AVO board is also responsible for finding and training its own replacements to ensure the smooth transition of leadership. In large corporations, a succession Plan is an important task for the chief executive. In an all-volunteer organization, the departure of key leaders may be an even more critical crossroads for the organization. If your organization has trouble keeping volunteers, there may be