for nonprofit organizations and institutions of higher education
This includes the balancing of roles between the chief executives and boards and the need to support this relationship, being mindful of the need of board member to demonstrate they are meeting their fiduciary duties generally, and addressing board conflicts of interest appropriately.
- Attending board meetings
- Drafting board resolutions, board delegations, board policies, board charters
- Advising on board member fiduciary duty obligations
- Creating signature authority processes, forms and policies
- Advising on governance best practices and requirements, including performing gap analyses
Our board undertook a review of its governance infrastructure with Ms. Raattama’s support and guidance. She identified our concerns as board members and, utilizing her knowledge of non-profit best practices, fiduciary duty and our other legal/compliance obligations, created a gap analysis and identified concrete, actionable steps on a workable timeline to address our concerns.
Vendor contracts generate much of a medium to large size nonprofit organization’s contracting activity. Developing a vendor contracting policy and processes, utilizing a reasonable standard addendum setting forth the general business and legal terms acceptable to the organization, and employee training should substantially reduce contract cycle time and improve contract risk management. Step 1: Assessment […]