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Why Should Organizations Plan?

Sometimes board and staff members need to be convinced about the enormous benefits that strategic planning can bring. More...

Electing a Devil Advocate and Devil Inquisitor

To push a board into thinking more creatively or to unblock tendencies of stagnation, the board may want to create an official position of a devil advocate. More...

Beyond Political Correctness: Building a Diverse Board

Exceptional nonprofit boards recognize that diversity is essential to the success their organization. More...

Benefits, Challenges of Virtual Meetings

Virtual board meetings offer flexibility to board meetings. They allow individual board members to participate when they otherwise would not be able to attend a meeting. More...

Ten Rules for Developing Your Nonprofit Story

A good story can give your fundraising efforts a viral boost. More...

What to Do When the Wheels Fall Off

Practical steps to take if the investment strategy of your organization produces severe losses. More...

Case Study: Failing to Use the Board

What to do when the chief executive fails to use the talent of the nonprofit board for constructive purposes. More...

New publication helps nonprofits set chief executive compensation with transparency, integrity

With compensation coming under increased scrutiny by the IRS, state regulators, the media, legislators, and potential funders, nonprofit boards will find this up-to-date guide an extremely valuable resource. More...

Grow Better Boards

A group of local board and staff leaders met in Brattleboro for Growing Better Boards with Anne Lezak of ADL Consulting. The workshop wrapped up Common Good Vermont’s 2010 Road Show! Anne serves as a grantwriter, consultant and board member to a host of organizations in the Rutland area and participates in an innovative and [...] More...

Nonprofit Conflict of Interest: A 3-Dimensional View

Tug of war photoMost nonprofit discussions about conflicts of interest are similar to those in the for-profit sector: they focus on financial benefit to board members or staff to the detriment of the nonprofit organization. The classic examples: the nonprofit buys something unnecessary or overpriced from a board member's business, or the nonprofit hires an unqualified, overpaid family member of the executive director.

But nonprofit conflicts of interest are often more subtle, more multi-dimensional, and more unexpected than these classic examples. For instance, what about the board member who also sits on the board of a competitor? Is this a good idea that facilitates collaboration or does it pull that person in two different directions? What about relatives of the executive director who hold important staff positions . . . but as volunteers? And perhaps least talked about:…

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