Another in a series of articles related to association management selected from our reading list by:
Robert O. Patterson, JD
CEO/ Principal
The Center for Association Resources, Inc.
From NonProfit Quarterly:
In “Reframing Governance II,” David Renz makes the point that some of the most powerful decisions affecting the communities and mission work of nonprofits are made at levels outside the purview of the board. Rather, they are made at the network level and often involve advocacy. So, do you and your board know how to deconstruct your state’s budget, or about the legal parameters about lobbying and campaigning in your state? These skills and knowledge bases should be required for many nonprofits because it allows them more influence over the policymaking and money flows that in many cases define how their missions can be actuated, but few funders and capacity-builders promote them as core competencies. Read More
