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Most boards are aware of their fiduciary duties: Duty of Obedience, Duty of Loyalty and Duty of Care. These administrative matters consume about 80% of the time.
What began as a friendship between two “hockey moms” soon turned into a joint effort to help families emerging from homelessness in the Fargo-Moorhead community. Board Chair Jill Waslaski recalls...
For your board to be as effective as possible, each and every director needs to possess the ability and willingness to communicate civilly and courageously. Poor communication among board members...
Dan Jacobson spent more than four decades as a commercial banker in Fargo and has been involved with charity boards for nearly as long. With his passion for nonprofit service,...
Before you begin the actual planning process, take the time to narrow the scope and focus as much as possible. There are three main buckets for strategic planning.
Dakota Children's Advocacy Center Executive Director, Paula Condol, shares how she is using the IMPACT framework with her Board of Directors to maximize impact
A dashboard isn’t worth much if it’s not measuring the right things. Thoughtful strategic planning is so important with the board and staff being meaningfully involved.
Hospice of the Red River Valley CEO, Tracee Capron, on why she’s never afraid to ask for help, and how cultivating relationships with her board has made a difference.
Measuring the health of an organization can be done by developing a set of performance metrics we at Impact Foundation refer to as an organizational dashboard.
Hospice Board Chair, Erik Barner, explains how a new, more comprehensive and qualitative dashboard has really helped facilitate dialogue among their Board of Directors.
Did you know? The CEO accounts for 60 percent of the organization's success. Here we share more specific ways your board can support and grow your charity’s leader.
Perhaps no regional charity has embodied living as pioneers more than Jamestown-based Anne Carlsen Center, which now more than 4,000 individuals and families.
Having the right CEO accounts for most of the variance among the nonprofits that ultimately succeed and those that fail — about 60% according to some research.
