Nonprofit governance
Clear, honest writing on the governance questions that come up when you're running a nonprofit board without a staff of ten.
A plain-language walkthrough of every section a small nonprofit bylaws document needs, with sample language and notes on what state law requires versus what's optional.
A step-by-step guide for nonprofit founders assembling their first board: who to recruit, what roles to fill, how to set expectations, and the governance documents to have in place from day one.
A practical template for nonprofit board meeting minutes, with annotated examples of what to include, what to omit, and how to write minutes that satisfy legal requirements.
A plain-language breakdown of the three legal duties — care, loyalty, and obedience — and what they mean day-to-day for members at small nonprofits.
A practical template for structuring a nonprofit board agenda, from consent items to major decisions, with notes on timing, pacing, and what to cut.
Everything a new nonprofit board member should receive, read, and understand before their first meeting — and how to structure an orientation that actually prepares them to govern.
A template and guide for writing a nonprofit board member job description that sets clear expectations, helps recruit the right candidates, and gives prospective members a realistic picture of the role.
The board governance requirements tied to maintaining 501(c)(3) status — independent directors, compensation oversight, conflict of interest policies, and Form 990 disclosures — and what happens when they slip.
What fiduciary duty actually means for nonprofit board members — the duty of care, loyalty, and obedience — with real-world examples of what each looks like and how boards fall short.
The categories of risk nonprofit boards are responsible for overseeing — financial, legal, reputational, and operational — and how to build a simple risk awareness practice without overbuilding.
The legal and practical distinctions between a governing board and an advisory board, when each structure makes sense, and how nonprofits use advisory boards without creating governance confusion.
A practical guide to the parliamentary procedures that matter for small nonprofit boards — motions, seconds, voting, and amendments — without the 700 pages most organizations don't need.
When a retreat is worth the time investment, how to structure one around strategic questions instead of reports, and how to turn the day into decisions the board actually acts on.
The step-by-step process for updating your governing document: notice requirements, vote thresholds, and what to file with your state afterward.
What executive session is for, when to call one, who stays in the room, and how to document it — including the common ways boards misuse it.
The governance case for different board sizes, how state law and bylaws constrain the range, and the practical tradeoffs between a large board and a small one.
The warning signs of board fatigue in small nonprofits, what drives it, and how to build realistic expectations that keep good members engaged longer.
What quorum means for nonprofit boards, how to calculate it, what to do when you can't reach it, and how to prevent it from derailing your meetings.
What needs to happen before, during, and after the nonprofit annual meeting: elections, quorum, minutes, and the governance items that get missed every year.
How to adapt your nonprofit board meeting structure for video calls, keep participation high, and avoid the pitfalls of virtual governance.
How boards contribute meaningfully to organizational strategy without crossing into the ED's operational domain — and where that line tends to blur.
A realistic breakdown of the treasurer's responsibilities: financial oversight, working with auditors, and how to find the right person for the role.
A practical approach to annual board evaluation — what to ask, how to collect honest input, and how to turn the results into something the board acts on.
A clear-headed guide to setting term lengths, staggered cycles, and renewal policies that keep your nonprofit board healthy, compliant, and moving forward.
Why reactive board recruitment fails, and how to build a living pipeline of strong candidates you can draw from when seats open up.
Practical structure for agendas, quorum, minutes, and follow-through — without the meetings that could have been an email.
The practical boundary between board governance and staff management, and the patterns that make this relationship go sideways in small nonprofits.
The governance process for removing a board member who isn't engaged or is causing harm — including when bylaws apply and how to minimize damage.
A clear look at the board chair's role in governance, meeting facilitation, and the ED relationship — including what the chair should stay out of.
What belongs in nonprofit board meeting minutes, what doesn't, and the common mistakes that turn your legal record into a liability.
The governance case for a dedicated audit committee, what it oversees, and how small nonprofits can meet the intent without overbuilding.
A plain-language overview of the compliance obligations that matter most for small nonprofits, and what happens when they slip.
Practical approaches for inviting someone to consider a board role — what to say, how to say it, and how to handle the conversation when they have questions or say no.
How to identify the skills and perspectives your board is missing, and use that analysis to drive smarter, more intentional recruitment.
A practical guide to the first 90 days: what to share, what to explain, and how to help new board members show up ready to contribute.
Common committee models for small nonprofits and the governance mechanics that keep them focused, accountable, and worth the meeting time.
The essentials of COI policies: what to include, when to enforce them, and how to make annual signing painless for board members.
Why most small nonprofits don't plan for leadership transitions until it's urgent, and what a simple succession plan actually involves.
How to articulate give/get expectations without making board members feel coerced, and how to handle it when someone isn't meeting them.
The provisions that matter most in your governing document, what's commonly missing or outdated, and when it's time for a formal revision.
A plain-language guide to the balance sheet, income statement, and cash flow statement — what each shows and what questions board members should ask.