Building effective and ethical nonprofits through
governance education, advising, and consulting.
A four-part, web-based, learning series designed for Board Chairpersons (both current and aspiring), Board Members, and Executive Directors who want to explore, in an ongoing conversation, how the chairperson’s role can improve their board’s effectiveness.
Find out what nonprofit boards gain from working with us.
Good governance practices are associated with lower fraud occurrences and, if a theft or embezzlement does occur, a quicker recovery. That’s the finding of a trio of researchers who used four years of IRS Form 990s to test the impact of governance on nonprofit organizations’ ability to avoid and weather asset diversions.
The Wells Fargo fake-accounts scandal led to $185 million in fines, the resignation of CEO John Stumpf, and the firing of some 5,000 employees. In the midst of that fall-out, the company’s independent directors released the results of an internal investigation that provides food for thought for leaders in all types of organizations. Three lessons emerge for leaders seeking to prevent unethical behavior and encourage good decision making within their team, department, or company.
The public expects that nonprofits will be accountable for achieving some public good. But who should judge that achievement? That’s another way of asking: to whom should nonprofits be accountable? Helpfully, researchers have provided new ways of understanding the multiple meanings of accountability.
You are thinking of starting a nonprofit: you have passion, expertise, and perhaps even a small group of supporters. What challenges will you face as you launch this new organization? Researchers at Syracuse University provide insight into that question in a survey of some 1,000 nonprofit organization founders.