In the ever-evolving landscape of the arts and culture sector, strategic planning is not merely a beneficial exercise but an essential framework for organizations striving for sustainability, relevance, and growth.
LCT created this Code of Conduct to serve as a guide for the relationship between employees, board members, contractors, and volunteers.
Boards are not — and should not — be static. To be effective, they must change and evolve as their organizations change and grow. Many years ago, Karl Mathiasen III wrote a paper for BoardSource in which he identified three different and quite distinct types of nonprofit boards that develop as their organizations grow and change.
This simple "memo of understanding" lists what board members are expected to provide and what board members can expect in return. The document is to be signed by both the board member and the board chair/president. [Adapted from Great Boards for Small Groups, by Andy Robinson. Emerson and Church, 2006]
Strategic Planning in Nonprofits (SPiN) covers six planning elements: preparing, listening, envisioning, planning, executing, and evaluating. SPiN anchors each unit in why it matters and provides tools to help learners act on what they learn to better achieve their nonprofit’s mission.
As most employers know, it is unlawful to discriminate against an individual based on their race, color, religion, sex, national origin, sexual orientation, gender identity, genetic information, age, pregnancy, or disability. When asked incorrectly, even a seemingly innocent question can violate these rules and support a claim that a hiring decision was based on impermissible criteria. This article from 2021 provides a helpful guideline for appropriate interview inquiries. Employment laws are ever evolving and may vary by state or province.
"Getting Your Board Members to Give, Get or Get Off: A Best Practices Report from Bristol Strategy Group" explores a way to frame the conversation about your board’s give-‐or-‐get policy so that you can gain consensus from all board members and come to a satisfactory conclusion.
Meeting time represents an enormous investment for organizations, including salaries, benefits, meeting space, refreshments, and, most importantly, time and energy taken from other priorities and productivity. However, research indicates that many of these meetings are not only ineffective but are often considered to be a waste of time and a source of frustration and resentment. This article provides nine easy-to-apply tips for increasing meeting effectiveness, inspired by research, data, and best practices.