Presentation on theme: "New Directions in Nonprofit Governance and their Implications for Practice Prof. Yvonne Harrison, PhD University at Albany, SUNY July 29 th, 2012."— Presentation transcript:
New Directions in Nonprofit Governance and their Implications for Practice Prof. Yvonne Harrison, PhD University at Albany, SUNY July 29 th, 2012
List of Challenges Shrinking Resources Shared Services Fundraising Grant Writing Social Enterprise Management Organization Behavior and Theory Personnel Management Managing Diversity Volunteer Management Strategic Alliances, Partnerships, and Mergers Contract Management Social Media Managed Care Regulations and Regulatory Environment Nonprofit Governance Nonprofit Finance Board Performance and Development Performance Measurement Accountability and Reporting Program Evaluation Strategic Thinking and Planning Information Management Nonprofit Leadership Succession Planning The Next Big Ideas in the Nonprofit World
Governance Opportunity How can we accomplish what was done before with less $? How do we increase self-sufficiency? How do we change the mix of services to maintain our mission? How do we generate a profit from our services? What is our mission going forward and how should we implement it? How do we conduct a strategic review of where we are given the economic situation? How do we develop a plan to use social media?
Strategic Mode: Board has direction Fiduciary Mode: Board has purpose Generative Mode: Board adds value “Governance as Leadership” Chait, Ryan and Taylor, 2005
Influence of Chair Helping the CEO meet specific demands as well as reach higher levels of job performance. Helping the board fulfill its fiduciary governance responsibilities, contribute meaningfully to establishing the strategic direction of the organization, build board morale and clarify roles for individual board members. Having a positive impact on the morale of the organization and organizational priorities and planning. Having a positive impact on the support of external stakeholders.
Recommendations 1.Discuss the role and impact of the board chair and communicate it. 2.Recruit high impact chairs. 3.Clarify chair leadership relationships. 4.Select and develop prospective chairs 5.Provide orientation and mentoring 6.Assess leadership effectiveness and impact 7.Recognize leadership contributions
Summary Hard times present challenges and opportunities for changes in nonprofit governance. Few good governance best practices linked to effective change. For regulatory reform to be effective, nonprofits will need to “govern” change (e.g. through self-regulation). Empirical research shows a link between Chair leadership and nonprofit board, CEO, organizational, and stakeholder(financial support) effectiveness. Findings suggest Chairs can help nonprofits meet effectiveness challenges and expectations. Further research is needed (i.e. longitudinal, large sample).