We know that every nonprofit board should have a good succession policy for its top leadership. The Board developed and adopted these policy statements that will ensure that ABC Nonprofit’s staff leadership continues at the highest level, and to reduce the otherwise damaging results of being unprepared for any eventuality. This document will be reviewed annually and changed by majority vote of the Board as new wisdom and experience guide this policy. Although retention of a CEO is the Board’s responsibility in any nonprofit corporation, this policy was developed with input from our Executive Director.

A strong partnership between the chief executive and board chair is essential to leading an effective organization. When the relationship goes awry, it’s often due to confusion over individual responsibilities. In general, the chief executive’s role is focused on management and working with staff to implement programs and initiatives in support of the mission. The board chair is responsible for governance and oversight, leading the board in evaluating the organization’s work from a macro-perspective and ensuring that the work advances the mission in an ethical and legal manner.

ECFA’s Standard 6 calls for members to avoid conflicts of interest. Conflicts can be avoided most easily when the organization has a stated conflict of interest policy and annually canvasses the Board of Directors and key administrative personnel to document potential conflicts. Attached are several sample copies of conflict of interest policies and questionnaires. ECFA does not endorse any particular document. We are providing these samples to help you develop the documents appropriate for your ministry.

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The Idea of a Board Alumni Group. Best Practices from the Good Governance Toolbox. Why Do? 1. People who serve a long time on a board often become so attached to the mission that they feel obligated to serve beyond their useful service. 2. Nonprofits should have a policy of “never let a devoted supporter lose a meaningful connection” with the organization.

Non-Profit Board's Role in Evaluating and Compensating the CEO: 1. An annual evaluation is very important, both for the board and the CEO. Unless directors/trustees know that they, as a full board, do a good evaluation based on criteria and performance goals they approved, the tendency is for each director to silently (or not so silently) critique the CEO on his or her own criteria. It is impossible to satisfy all directors using their own criteria! Knowing a good evaluation takes place each year gives board members confidence in the organization. It is often the catalyst for changes in the strategic plan. And it often helps clarify the board's role, especially in its relationship with the CEO.