{"title":"Design onboarding process so that it ‘informs, inspires and initiates’ new members","authors":"","doi":"10.1002/ban.31837","DOIUrl":"https://doi.org/10.1002/ban.31837","url":null,"abstract":"<p>Research suggests that most nonprofit organizations struggle with bringing their new board members up to speed quickly and effectively through a solid onboarding process. In fact, some studies show that as much as a quarter of board members don't have a solid understanding of their organization's mission or strategy—the most basic starting point for good governance and decision-making. Experts say that's due to another survey findings—just about half of nonprofits have any formal onboarding process in place at all for new members—and many of those that do report poor results.</p>","PeriodicalId":100192,"journal":{"name":"Board & Administrator for Administrators Only","volume":"41 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2025-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144536915","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Explore potential partnership opportunities in strategic plan, experts say","authors":"","doi":"10.1002/ban.31832","DOIUrl":"https://doi.org/10.1002/ban.31832","url":null,"abstract":"<p>A nonprofit's strategic plan should address many things, with emphasis on the organization's short- and long-term goals and initiatives and plans for executing them and measuring their impact. Some experts also suggest including an analysis of strategic partnership and networking opportunities as well—an area that some nonprofits aren't exploring enough.</p>","PeriodicalId":100192,"journal":{"name":"Board & Administrator for Administrators Only","volume":"41 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2025-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144536984","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Governance Institute Leadership Conference set for September","authors":"","doi":"10.1002/ban.31836","DOIUrl":"https://doi.org/10.1002/ban.31836","url":null,"abstract":"","PeriodicalId":100192,"journal":{"name":"Board & Administrator for Administrators Only","volume":"41 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2025-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144536977","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Rethinking professional development for nonprofits","authors":"Bethany Friedlander","doi":"10.1002/ban.31829","DOIUrl":"https://doi.org/10.1002/ban.31829","url":null,"abstract":"<p>Walk into any professional development seminar for nonprofit workers and you'll likely see a familiar scene: polite smiles, dutiful notetaking (maybe some doodling) and a general vibe that most folks would rather be somewhere else, ideally out in the community doing the work they signed up for. It's tempting to blame this on a lack of time or resources. But dig a little deeper, and there may be something else going on: in a field built around helping others, the idea of needing help ourselves can feel uncomfortable, even overwhelming.</p>","PeriodicalId":100192,"journal":{"name":"Board & Administrator for Administrators Only","volume":"41 12","pages":"1-4"},"PeriodicalIF":0.0,"publicationDate":"2025-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144536917","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Operating reserves serve both short- and long-term purposes","authors":"","doi":"10.1002/ban.31830","DOIUrl":"https://doi.org/10.1002/ban.31830","url":null,"abstract":"<p>The importance of maintaining adequate operating reserves is widely understood within the nonprofit sector. However, the dual purposes of operating reserves are often not, according to A. Michael Gellman of Sustainability Education 4 Nonprofits.</p>","PeriodicalId":100192,"journal":{"name":"Board & Administrator for Administrators Only","volume":"41 12","pages":"2-3"},"PeriodicalIF":0.0,"publicationDate":"2025-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144536918","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"With more nonprofits using AI, it's the board's responsibility to set usage policies","authors":"","doi":"10.1002/ban.31838","DOIUrl":"https://doi.org/10.1002/ban.31838","url":null,"abstract":"<p>New research from the Blackbaud Institute shows that nonprofit groups with the most technology integration across fundraising, service delivery, supporter experience and internal processes are more likely to report revenue growth.</p>","PeriodicalId":100192,"journal":{"name":"Board & Administrator for Administrators Only","volume":"41 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2025-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144536916","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Design board training programs to serve both new and experienced board members","authors":"","doi":"10.1002/ban.31831","DOIUrl":"https://doi.org/10.1002/ban.31831","url":null,"abstract":"<p>In the nonprofit sector, it's not uncommon for new or existing executive directors to find themselves facing a board with several new members. Due to things such as term limits, changing operating environments or the maturity of the organization itself, the number of board members can change, the existing board members can leave and new members come on board who have varying levels of experience in the nonprofit sector and/or board service.</p>","PeriodicalId":100192,"journal":{"name":"Board & Administrator for Administrators Only","volume":"41 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2025-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144536983","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}