Blog

I recently attended a board meeting where a formal conflicts of interest policy did not exist. Thanks to a long-standing senior board member reminding everyone that the financially conflicted board members should not vote, at least some semblance of propriety was maintained. Good governance depends on board members speaking up: about implementing policies; about issues that arise that do not seem right but are not covered by policies; about anything that seems relevant to good governance. Written policies are important, but they are useless if not actively applied. Good governance requires proactive participation at meetings, as well as communication in-between...

I recently received two Google Alert e-mails: The first was an article about the Red Cross scandal in China (explaining the impact on the organization’s reputation from a young woman making false claims of management responsibility within a division of the Red Cross (that the Red Cross claimed did not exist) photographed perched bejewelled on a luxury car). The second explained a new donor transparency regulation in China (requiring disclosure on a range of matters relating to the donation, fund-raising practices, and use of funds). (more…)

I believe in context. Organizations should situate themselves, whether in the external financial environment, governance/accountability best practices, or senior executive compensation benchmarking. Except when an organization faces a governance/accountability challenge. Then, whatever the context, all eyes belong on the organization. I also believe in expert communication. Except when an organization faces a governance/accountability challenge. Then, however necessary and outstanding the media expertise for a current challenge may be, all eyes belong on the organization’s first in class, previously-implemented governance/accountability policies and practices. (more…)

As the financial crisis hits yet the number of non-profit organizations continues to increase in many countries, questions of whether and how certain organizations should continue to exist have become front and center. When is a merger the most effective and/or ethical solution? When should an organization shut its doors? When is a third contractual option such as alliances or partnerships (as opposed to institutional restructuring) most effective? As discussed below, these questions are relevant to all organizations as a matter of on-going oversight, even the most successful. (more…)

Reading through the mainstream press and non-profit sector literature, lists have become the fashion. Top 10 best or worst [you fill in the blank], most highly paid, most effective, most underrated….most….least….. Perhaps this is in part due to the culture of immediacy resulting from a twitter/social medial/internet giving culture. Perhaps we are just increasingly impatient, or dare I say lazy, as a sector.  Either way, in most cases lists do not serve the interests of donors, organizations, or the beneficiaries of non-profit services.  Please note that this blog is not intended as an attack on individuals or organizations generating lists,...