Nonprofit Boards: Roles, Responsibilities, and Performance

by Diane J. Duca

Book Overview

Any nonprofit that wants to survive beyond the nineties had betterbe governed by an effective, flexible board of directors. But whatrole should a nonprofit board play in fulfilling the organization'smission? How should the board carry out its responsibility to seethat funds and other resources are used in the most efficientpossible manner? How can the board perform its duties withoutalienating staff members? What pitfalls can divert a nonprofitboard...

• Format: Hardcover
• Language: English
• ISBN: 0471130206
• ISBN13: 9780471130208
• Release Date: October 1996
• Publisher: Wiley
• Length: 208 Pages
• Weight: 1.25 lbs.
• Dimensions: 0.9" x 6.2" x 9.2"

Customer Reviews

Right on target . . . .

I cannot imagine any development officer, who must expend enormous time, energy and resources recruiting, nurturing, and equipping board members, not wanting perhaps the best-written book on the subject now in print.  Nonprofit Boards not only discusses traditional board models -- such as the "tripartite" system of board of directors, executive, and staff -- but suggests alternative models.  In so doing, it gets us thinking:  Is it okay to reconsider how we do things?  Are there other approaches that would make us a more effective organization?  How can board members be more effective in fund raising?   Diane Duca, executive director of the Edmonds Alliance for Economic Development, writes from more than 20 years experience in the nonprofit sector.  She has written is a practical guide to helping nonprofit board members, chairpersons, and executive directors develop and manage effective boards.  Her ample use of studies and illustrations, drawn from real-life examples, makes this a practical, usable resource.     Importantly, the author cites a 1994 survey of the National Center for Nonprofit Boards which reported that executives most often cited their boards' "lack of fund-raising capability and lack of commitment and involvement" as a major weakness.  She points out that less than five per cent of the respondents cited fund-raising as a board strength.  Duca hits this vital issue head on.  Those of us in fund development will find her discussion right on target.