The Challenge: After a long history of great success the organization, a subsidiary of a much larger nonprofit, expanded rapidly, beyond the US without a widely understood strategy or a consensus as to the value and obligations throughout the organization.
The Challenge: The organization, still a major force in its sector, had experienced more than 20 years of membership decline. Its mission, powerful with baby boomers, did not connect with Generation X & Y. Multiple boards were at odds with
The Challenge: After years of division the CEO was on his way out. Half of the staff was gone and the other half felt threatened. Governance/management distinctions had broken down as board members forced long postponed decisions on management and
From “The Spark,” August 2015, a publication of BoardSource (www.BoardSource.org) By Pat Nichols, President, Transition Leadership International from “The Spark,” August 2015, a publication of BoardSource (www.BoardSource.org). “When a nonprofit board faces the painful decision to part ways with its
The Challenge: This large local nonprofit in an urban/suburban community had become estranged from the funder of one major program, a local government. It was not prepared for an imminent federal evaluation of its other major program. A state program