General Resources

Andringa, Robert C.; Engstrom, Ted W. Nonprofit Board Answer Book: Practical Guidelines for Board Members and Chief Executives. Expanded edition. Washington, DC: National Center for Nonprofit Boards, 2002. xii, 299 p. ISBN 1-58686-029-1.

Written in question-and-answer format, provides basic information about the functions, structure, tasks, meetings, and selection of nonprofit boards. Indexed.

Andringa, Robert C.; Flynn, Outi; Sabo, Sandra R. Nonprofit Board Answer Book II: Beyond the Basics. Washington, DC: BoardSource, 2002. xi, 196 p. ISBN 1-58686-063-1.

This companion guide to the Nonprofit Board Answer Book examines more complex issues and challenges that nonprofit boards and staff encounter. Topics covered include mission and purpose, finances, strategic alliances, public relations, and board-staff partnerships.

Chait, Richard P. How to Help Your Board Govern More and Manage Less. Rev. ed. Washington, DC: BoardSource, 2002. viii, 26 p. (BoardSource Governance Series). ISBN: 1-58686-061-5.

Begins by explaining why boards may make the mistake of micromanaging, rather than exercising their appropriate role of governance. Discusses the respective roles of the chief executive and board members in management and governance, and describes six qualities that effective board members should have. With bibliography and index.

Dietel, William M.; Dietel, Linda R. The Board Chair Handbook. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 2001. 36 p. ISBN 1-58686-023-2.

Includes numerous sample documents related to the board chair's responsibilities, such as fundraising letter to board members, job description for board members, and letter requesting termination.

Ingram, Richard T. Ten Basic Responsibilities of Nonprofit Boards. Rev. ed. Washington, DC: BoardSource, 2002. viii, 34 p. (BoardSource Governance Series). ISBN: 1-58686-054-2.

Examines ten fundamental responsibilities of the nonprofit board and clarifies the responsibilities of individual board members. Basic duties include determining an organization's mission and purpose, choosing a chief executive, overseeing finances, ensuring sufficient resources, maintaining integrity and accountability, supporting effective organizational planning, recruiting board members, improving the organization's public standing, determining programs and services, and supporting the chief executive. With bibliographic references and index.

McCambridge, Ruth. "A Gateway to 21st Century Governance: Are We Ready?" Nonprofit Quarterly, vol. 10 (Fall 2003): p. 4-8.

The article introduces this issue of Nonprofit Quarterly, which focuses on governance issues. A preliminary question: To whom is the nonprofit board accountable? Full text: http://www.nonprofitquarterly.org/section/448.html

Martinelli, Frank. "The Board of Directors: Foundation for Success." New Directions for Philanthropic Fundraising, vol. 20 (Summer 1998): p. 25-43.

Wisdom about the responsibilities of nonprofit boards, specifically within the smaller organization, with suggestions for how to deal with common pitfalls. Explains the roles of board committees, such as the executive committee and the fundraising committee. Recommends assessment of board members' performance, as well as self-evaluation, and provides a sample form. With bibliographic references.

National Center for Nonprofit Boards; Suarez, Ray (narrator). Meeting the Challenge: An Orientation to Nonprofit Board Service [video recording]. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 1998. 35:00 minutes.

Covers four critical areas of board responsibility: mission, oversight, resources, and outreach. With accompanying user guide.

O'Connell, Brian. The Board Member's Book: Making a Difference in Voluntary Organizations. 3rd ed. New York, NY: Foundation Center, 2003. viii, 248 p. ISBN: 1-931923-17-5.

Written for board members, this guide to the essential functions of voluntary boards covers such areas as: the role of nonprofit boards; finding, developing, and recognizing good board members; the role of the board president; working with committees; the board's role in fundraising; accountability; and evaluation. With bibliographic references and index. http://fdncenter.org/getstarted/onlinebooks/oconnell/summary.html.

Pointer, Dennis D.; Orlikoff, James E. The High-Performance Board: Principles of Nonprofit Organization Governance. 1st ed. San Francisco, CA: Jossey-Bass Publishers, 2002. xxii, 186 p. (Jossey-Bass Nonprofit and Public Management Series). ISBN: 0-7879-5697-X.

A practical guide providing a comprehensive overview of nonprofit governance. Presents 64 principles of high-performance governance, describing best practices and applications for each one. Includes sample board policies, committee charters, and a board chair position description. With bibliographical references and index.

Spitzer, Eliot. Right from the Start: Guidelines for Not-for-Profit Board Members. New York, NY: New York State. Office of the Attorney General. Charities Bureau, 2000. unp.

Guidelines for current or prospective board members indicating their rights and responsibilities. Online resources including the full text of Right from the Start can be located at www.oag.state.ny.us/charities/charities.html, the Web site of the New York Attorney General.

Tebbe, Donald. For the Good of the Cause: Board-Building Lessons from Highly Effective Nonprofits. San Jose, CA: Center for Excellence in Nonprofits, 1998. 134 p. ISBN 0-9663632-0-5.

Based on interviews conducted by the author, the book is directed to executive directors, board chairs, and board committee chairmen. Tebbe outlines five key roles, five success traits, and lessons for nonprofit boards. Case studies of twenty organizations are presented. Each case study focuses on a key challenge faced by the organization, and describes how the board was involved.

Widmer, Candace; Houchin, Susan. The Art of Trusteeship: The Nonprofit Board Member's Guide to Effective Governance. San Francisco, CA: Jossey-Bass Publishers, 2000. xx, 186 p. (Jossey-Bass Nonprofit and Public Management Series). ISBN 0-7879-5133-1.

This guidebook presumes a "contingency approach" to nonprofit governance, advocating that no one single structure can be applied to the workings of all boards. The authors examine the various responsibilities of a board, beginning with devising the mission, then planning, overseeing and evaluating programs, assisting with a communications plan, financial oversight, fundraising, risk management, selection of the CEO, and evaluation of the board. With bibliographic references and an index.

Weisman, Carol E. (comp. and ed.) Secrets of Successful Boards: The Best from the Non-Profit Pros. St. Louis, MO: F. E. Robbins & Sons Press, 1998. 192 p. ISBN 0-9666168-1-2.

Various writers contribute chapters on topics including board meetings, strategic planning, legal issues, relationship with the executive director, volunteers, and use of the Internet.

Collaboration / Partnerships

Eadie, Douglas C. "Boards Can't Go It Alone: How to Forge the Board-Executive Partnership." Nonprofit World, vol. 14 (March-April 1996): p. 16-9.

Describes team-building steps board members and CEOs need to take.

Renz, David O. "Getting in the Game: The Work of the Board in Collaboration." Nonprofit Quarterly, vol. 8 (Fall 2001): p. 49-50.

Describes the role of board members in successful collaboration and explains why boards are often not involved in collaboration.

Simmons, Karen; Stern, Gary J. Creating Strong Board-Staff Partnerships. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 1999. 20 p. (NCNB Governance Series #3). ISBN 0-925299-86-3.

Delineates and discusses organizational issues and practical considerations involved in the effort to create strong bonds between board and staff. With bibliographic references.

Fiduciary Responsibilities

Berger, Steven. Understanding Nonprofit Financial Statements. 2nd ed. Washington, DC: BoardSource, 2003. x, 55 p. ISBN: 1-58686-031-3.

A guide written for board members that explains how to use financial information to evaluate organizational performance and carry out fiduciary and legal responsibilities.

Carson, Emmett D. "A Worst-Case Scenario or the Perfect Storm? Current Challenges to Foundation Board Governance." Responsive Philanthropy, (Summer 2003): p. 1, 15-9.

Carson ruminates on several issues surrounding foundation managers today. The text is excerpted from his address to the Council on Foundation's board of trustees on April 27, 2003.

Chellman, Colin C.; Denison, Dwight V.; Weinstein, Meryle G. "The Role of Nonprofit Boards in Double Bottom Line Investing." Journal for Nonprofit Management, vol. 6 (Summer 2002): p. 18-30.

As explained by the authors, the double bottom line theory refers to the necessity for nonprofits to balance mission objectives with financial stability. When this model is applied to choosing the organization's investments, the concept is socially responsible investing (SRI). Article explains how boards should be involved in, and accountable for, SRI. With bibliographic references.

DiConsiglio, John. "Keeping Up with Sarbanes-Oxley." Board Member, vol. 12 (September 2003): p. 6-8.

The Sarbanes-Oxley Act applied tighter regulations to accounting practices in the business world. The writer claims that nonprofits must heed the principles of the act in order to avoid potential controversies and scandals.

Flather, Newell; Maksy, Pamela Labonte. "This Is Your Final Notice." Foundation News & Commentary, vol. 44 (July-August 2003): p. 30-4.

Fiduciary oversight is a primary responsibility of foundation trustees. This article provides practical advice to foundation board members on safeguarding the funder, and four case studies illustrate potential pitfalls.

Fry, Robert P., Jr. Creating and Using Investment Policies: A Guide for Nonprofit Boards. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 1997. 24 p. ISBN 0-925299-72-3.

Guides nonprofit board members through the basics of investing and formulating investment policies for their organizations. Provides sample investment policies. Includes glossary and bibliography.

Hopkins, Bruce R. The Law of Intermediate Sanctions: A Guide for Nonprofits. Hoboken, NJ: John Wiley & Sons, 2003. xxii, 362 p. ISBN: 0-471-22402-2.

Written for nonprofit executives, board members, accountants, and lawyers, this guidebook helps tax-exempt organizations abide by laws that govern excessive compensation or other benefits. Provides detailed analysis of the history, regulations, and court opinions relating to intermediate sanctions. Topics covered include private inurement, private benefit, and disqualified persons. With glossary, bibliographic references and index.

Lang, Andrew S. Checks & Balances: The Board Member's Guide to Nonprofit Financial Audits. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 2001. 36 p. ISBN 1-58686-016-x.

In addition to wisdom about audits, presents alternatives to the standard audit that might be appropriate for new organizations or special circumstances.

Lang, Andrew S. Financial Responsibilities of Nonprofit Boards. Rev. ed. Washington, DC: BoardSource, 2002. vii, 51 p. (BoardSource Governance Series). ISBN: 1-58686-055-0.

Covers financial questions board members should ask, systems that protect nonprofits, various financial roles in organizations, and ways to understand the fiscal condition of a nonprofit; also discusses banking, investments, and insurance. With glossary, bibliography, and index.

Fundraising

Fearless Fundraising: Helping the Board Rise to the Challenge [video recording]. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 2000. 46:00 minutes. ISBN 1-58686-001-1.

Details the fundraising responsibilities of nonprofit board members, and how leaders can help boards to be effective in this role. Accompanied by a workbook.

George, Worth. Fearless Fundraising for Nonprofit Boards. Rev. ed. Washington, DC: BoardSource, 2003. x, 32 p. ISBN: 1-58686-053-4.

Explaining that confidence is essential when board members solicit funds from others, the booklet provides practical guidance about the process.

Greenfield, James M. Fundraising Responsibilities of Nonprofit Boards. Washington, DC: BoardSource, 2002. viii, 42 p. (BoardSource Governance Series). ISBN: 1-58686-057-7.

A guide written for new board members that explains basic fundraising principles and discusses the role of the board. Describes how to recruit board members to assist with fundraising and covers the evaluation of fundraising efforts. With bibliography and index.

Lansdowne, David. Fund Raising Realities Every Board Member Must Face: A One-Hour Crash Course on Raising Major Gifts for Nonprofit Organizations. Medfield, MA: Emerson & Church, 1997. 109 p. ISBN 1-889102-10-5.

Speaking of Money: A Guide to Fundraising for Nonprofit Board Members [video recording]. Washington, DC: National Center for Nonprofit Boards, 1996. (now BoardSource), 30:00 minutes.

Narrated by Hugh Downs, this videotape features several nonprofit board leaders talking about their efforts to carry out the responsibility of fundraising for their organizations. The tape explains why board members are the right people for this duty, how they cultivate donors, create case statements, make the ask, and steward the nonprofit.

Talisman, Barbara. "Board Fund Raising: Fact or Fiction?" Fund Raising Management, vol. 31 (September 2000): p. 33, 42, 48.

Article discusses how to empower current and potential board members for fundraising success.

Weisman, Carol. "Getting Comfortable with the F Word: Fundraising and the Nonprofit Board Member." Nonprofit World, vol. 20 (July-August 2002): p. 10-5.

Provides tips on asking board members for donations as well as getting them involved in fundraising efforts. Includes a sample board commitment letter.

Leadership

Carver, John. Boards that Make A Difference: A New Design for Leadership in Nonprofit and Public Organizations. 2nd ed. San Francisco, CA: Jossey-Bass Publishers, 1997. xxiv, 241 p. (Jossey-Bass Nonprofit and Public Management Series). ISBN 1-7879-0811-8.

Orientates board members to their role as strategic leaders, emphasizing the necessary aspects of governance: making policy, articulating the organization's mission, and sustaining its vision. Helps boards to concentrate their energies on the overall purpose of their organization and guides them in working with managers to accomplish that purpose. Presents procedures for evaluating the executive staff, delegating authority to management, making decisions as a board, and establishing bylaws for the board's self-governance. Bibliographical references.

Eadie, Douglas C. Extraordinary Board Leadership: The Seven Keys to High-Impact Governance. Gaithersburg, MD: Aspen Publishers, 2001. xxv, 243 p. (Apsen's Nonprofit Management Series). ISBN 0-8342-1795-3.

Explains the seven key points in building effective boards under the author's "high-impact governance model." Under the model, the board plays a proactive role in adding value to the organization, creates a productive partnership with the chief executive officer, capitalizes on the assets of the board members, carefully designs its mission and structure, accepts the leadership role in producing innovation, takes part in budget and operational planning, and develops external relations using its connections.

Gale, Robert L. Leadership Roles in Nonprofit Governance. Washington, DC: BoardSource, 2002. ix, 24 p. (BoardSource Governance Series). ISBN: 1-58686-062-3. Call Number: 610 BOA GOV Book 9.

Describes the roles of the chief executive and the board chair, providing advice for effective leadership and governance. Appendix includes sample job descriptions. With index.

Managing Change: Lessons Learned from Nonprofit Leaders. Washington, DC: BoardSource, 2002. x, 68 p. ISBN: 1-58686-064-X.

A guidebook on various levels of change at organizations, drawing upon the experience of board chairs and chief executives from 16 nonprofits. The book is divided into four sections that discuss changes in board composition, organizational leadership, organizational structure, and other significant turning points.

Newport, Gus. "Why Are We Replacing the Furniture When Half the Neighborhood Is Missing?" Nonprofit Quarterly, vol. 10 (Fall 2003): p. 10-5.

The executive director of the Dudley Street Neighborhood Initiative in Boston relates how the board members of that agency led community-rebuilding efforts. Full text: http://www.nonprofitquarterly.org/section/445.html

Walsh, Joseph A. "Nonprofit Boards: Eight Leadership Development Stories." Nonprofit World, vol. 20 (January-February 2002): p. 11-6.

Real life observations from the boardroom.

Wood, Miriam M. (ed.) Nonprofit Boards and Leadership: Cases on Governance, Change, and Board-Staff Dynamics. San Francisco, CA: Jossey-Bass Publishers, 1996. xviii, 246 p. (The Jossey-Bass Nonprofit Sector Series). ISBN 0-7879-0139-3.

Contains thirteen cases based on real-life issues in governance and leadership encountered by nonprofit board members, executive directors, presidents, and consultants. Questions for discussion and an annotated interdisciplinary bibliography are included at the end of each case. The cases are divided into three sections covering the role of external stakeholders in governance, complexities in the board-staff relationship, and interpreting mission and accountability. Includes index.

Legal Responsibilities

Herman, Melanie L. Ready in Defense: A Liability, Litigation and Legal Guide for Nonprofits. Washington, DC: Nonprofit Risk Management Center, 2003. vi, 109 p. ISBN: 1-893210-13-8.

Hopkins, Bruce R. Legal Responsibilities of Nonprofit Boards. Washington, DC: BoardSource, 2003. viii, 36 p. (BoardSource Governance Series). ISBN: 1-58686-058-5.

Kurtz, Daniel L. Managing Conflicts of Interest: Practical Guidelines for Nonprofit Boards. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 2001. 28 p. ISBN 1-58686-024-0.

Explains what conflicts of interest are, discussing the legal ramifications. Provides advice on avoiding conflicts of interest, including suggestions on setting up policies.

Lang, Andrew S.; Ricciardella, Tammy. Preventing Fraud: How to Safeguard Your Organization. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 2001. 31 p. ISBN 1-58686-027-5.

Fraud can take many forms, but the most insidious consequence to a nonprofit may be potential damage to the charity's reputation. Explains the types of fraud and how they can be prevented, how to know if fraud is occurring, and what steps to take if fraud is discovered.

Tesdahl, D. Benson. The Nonprofit Board's Guide to Bylaws: Creating a Framework for Effective Governance. Washington, DC: BoardSource, 2003. ix, 32 p. ISBN: 1-58686-066-6.

Provides a basic definition of bylaws and an overview of the issues and areas bylaws should address. Gives examples to illustrate the relationship between state law and bylaws, and also explains how to amend the bylaws. Includes a sample conflicts-of-interest policy and a bibliography.

Zack, Gerald M. Fraud and Abuse in Nonprofit Organizations: A Guide to Prevention and Detection. Hoboken, NJ: John Wiley & Sons, 2003. xvii, 360 p. ISBN: 0-471-44615-7.

Nonprofits can be vulnerable to fraudulent activities in various facets of their operations, including accounting and fundraising. This handbook explains the different types of abuse, where lapses may occur, and how to prevent them. The roles of the management in ongoing daily supervision, and that of the board through policy-setting, are outlined. Appendices contain sample documents that relate to fraud prevention. With bibliographical references and an index.

Strategic Planning

Axelrod, Nancy R. Chief Executive Succession Planning: The Board's Role in Securing Your Organization's Future. Washington, DC: BoardSource, 2002. v, 67 p. ISBN 1-58686-030-5.

Explains the process of executive succession planning, noting the steps that precede others. Also delves into evaluation tools for both the chief executive and the institution itself, which will be helpful to the process. Fundamental to the effort is a transition plan, to be enacted once the executive is selected. With bibliographic references.

Connolly, Joe. "Brave New Board: Reinvigorating Governance to Reach Unprecedented Goals." Association Management, vol. 55 (June 2003): p. 28-35.

Joe Connolly, national board chair of Big Brothers Big Sisters of America, tells how the organization has achieved rapid growth in service due to a revamping of the board structure and the adoption of a strategic plan.

Grace, Kay Sprinkel. The Nonprofit Board's Role in Setting and Advancing the Mission. Washington, DC: BoardSource, 2002. viii, 50 p. (BoardSource Governance Series). ISBN: 1-58686-059-3.

Discusses the importance of an organization's mission, vision, and values. Describes how to develop a mission statement, explaining how it guides an organization's decision making, advocacy efforts, and board recruitment. With bibliography and index.

Howe, Fisher. The Board Member's Guide to Strategic Planning: A Practical Approach to Strengthening Nonprofit Organizations. San Francisco, CA: Jossey-Bass Publishers, 1997. xiii, 114 p. (The Jossey-Bass Nonprofit Sector Series). ISBN 0-7879-0825-8.

Discusses the importance of strategic planning and explains the board's responsibilities in the process. Provides advice for various stages of strategic planning, from preparation to execution of the plan.

Take Aim Productions, Inc. Blueprint for Success [video recording]: A Guide to Strategic Planning for Nonprofit Board Members. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 1997. 25:00 minutes.

Yankey, John A.; McClellan, Amy. The Nonprofit Board's Role in Planning and Evaluation. Washington, DC: BoardSource, 2002. x, 49 p. (BoardSource Governance Series). ISBN: 1-58686-060-7.

Defines strategic planning and evaluation, explaining why board members should be involved with both. Contains brief chapters on evaluating programs and organizational effectiveness. With glossary, bibliography, and index.

Surveys and Reports

Inglis, Sue; Alexander, Ted; Weaver, Liz. "Roles and Responsibilities of Community Nonprofit Boards." Nonprofit Management & Leadership, (Winter 1999): p. 153-67.

Discusses a study regarding the development of a framework of roles and responsibilities for nonprofit organization board members, and analyzes the results of the survey of executive directors, volunteer board members and executive board members. Includes a review of related literature. With bibliographic references.

Miller, Judith L. "Who 'Owns' Your Nonprofit?" Nonprofit Quarterly, vol. 9 (Fall 2002): p. 62-5.

Analysis based on research with 12 nonprofit boards. Full text: http://www.nonprofitquarterly.org/section/341.html

National Center for Nonprofit Boards; Stanford University. Graduate School of Business. The Nonprofit Governance Index. Washington, DC: National Center for Nonprofit Boards (now BoardSource), 2000. 46 p. ISBN 1-58686-011-9.

The National Center for Nonprofit Boards and the Stanford University Graduate School of Business collaborated in this survey of nonprofit chief executives and board members in 1999. As a follow-up 358 board members were also interviewed. The data gathered is presented in tabular form, and covers such topics as CEO salaries, percentages of female board members, responsibilities and terms of board service, board meetings, policies, and self-evaluation. The questionnaire is reprinted here.

Ryan, William P.; Saidel, Judith R.; Bobowick, Marla J. "Innovation and Inertia: Assessing the Prospects for Changing Nonprofit Governance Practices." Nonprofit Quarterly, vol. 10 (Fall 2003): p. 30-3.

The article introduces case studies that follow. They focus on the Albany Medical Center, the Center Against Spouse Abuse, Mission at Women's College Hospital, Rosie's Place, and the Cleveland Congregation of St. Joseph. Each board faced a challenge and emerged with new governance structures and practices. The case studies were developed for the BoardSource Governance Futures project in partnership with the Hauser Center for Nonprofit Organizations at Harvard University.

Links to Internet Resources

For a list of Internet resources on board-related topics, please see the Foundation Center's FAQ, "Where can I find information on nonprofit boards?" http://fdncenter.org/getstarted/faqs/html/nonprofit_boards.html