Technical Assistance
Resource Center
Viewing all Posts in Category: Governance and Operational Systems
Jan 13, 2012
Governance and Operational Systems Grantees
Below are organizations that received TA awards for Governance and Operational Systems. One purpose of this site is to encourage potential grantees to contact previous applicants to determine wast made their project successful; who they interviewed; if they had to do it over again, what would they do differently, etc. So look for an organization with whom you would like to connect and explore their process for selecting a consultant, designing the activities, and share your story!
Category: Governance and Operational Systems
Nov 10, 2011
Analyzing Boards of Directors
Because the TA program now has an optional assessment component, we will be providing examples to help spur discussion within your organizations and to help frame the conversation with any potential consultant. Here is one such example.
Category: Governance and Operational Systems
Aug 12, 2011
Money Saving Tips
In the following posting, Seth Winnerman of CityWILD offers some cost saving tips that have worked for his organization. What are some things that have worked for your organizations?
Category: Governance and Operational Systems
Jan 22, 2011
Tell Me How I’m Doing: The Annual Executive Director Performance Evaluation
One of the most basic responsibilities of a board of directors is to evaluate the performance of the executive director. Ideally, there is a job description and annual goals and objectives that guide the executive director’s work. As long as the executive director (ED) is doing a good job and the board is happy with her performance, it’s easy to forego this duty. In fact, quite often it is dissatisfaction with the ED’s performance that prompts the board to do an evaluation. This is a disservice to the executive director, and to the organization. The ED needs feedback on her job performance – in order to improve and grow, and to feel good about her work – and to know if she is doing the job as expected. A board of directors should not wait until there is a problem – or until the ED asks for an evaluation – to plan and implement this essential obligation of board responsibility. Yet many boards fail to do this. The lack of a performance evaluation process is often due to uncertainty about who should perform the evaluation, what aspects of the position should be evaluated and how the evaluation should be done. There are many ways for a board to complete the ED evaluation, but certain practices are better than others. Here are a few recommendations to get the process going.
Category: Governance and Operational Systems
Jan 06, 2011
Long-term organizational development versus daily distractions: the wellness conundrum
When new friends and acquaintances ask me what I do, I share that I work in organizational development. I often get a blank stare. Many nod, but I often feel like they are unsure what I do. Organizational development, or as some in the field say, OD, is a bit abstract—in part because it can cover so many areas of management, program implementation, evaluation, marketing and much more.
Category: Governance and Operational Systems
Sep 03, 2010
Conflict of Interest Policy
The revised 990 asks not only about whether the nonprofit has a written conflict of interest policy, but also about the process that a nonprofit uses to manage conflicts and how the nonprofit determines whether board members have a conflict of interest.
Category: Governance and Operational Systems
