Save my nonprofit

10/11/2026

10/11/2026

When The Books Must Close

I write from observation—lessons that come from questions that make me curious. I want to state for the record that I do not like being curious; it unsettles me. Still, I feel the need to find balance and share these experiences so other groups can learn from them—at least in my mind, for the greater good.

My hope is that nonprofits performing vital services will learn from the mistakes of others and make adjustments before repeating them. I also sincerely hope that the groups making the mistakes learn from them as well.

We were all taught as children that mistakes left uncorrected are simply errors. Mistakes that are acknowledged and learned from, however, have value in themselves.

I go through great pains to scrub from these learning experiences names, organizations and places until I am satisfied that any outsiders cannot identify the example origination, and allow all to learn something from the error before a much more costly experience happens.

Please keep that in mind while reading what follows, and please try to take it for how it is meant. Not personal, but to help other struggling groups.

Volunteer organizations are built by people who give their time, energy, talent, and heart. Some members organize events. Some welcome newcomers. Some strengthen relationships with the community. Others bring communication skills, creativity, leadership, or professional experience that benefit everyone.

Those contributions matter.

But every organization also has responsibilities that cannot be separated from its identity. In a fraternal or ritual-based nonprofit, one of those responsibilities may be learning and properly presenting the organization’s ritual work.

That expectation is not intended to diminish anyone’s other contributions. It is not a judgment on intelligence, dedication, personality, or personal worth. It is simply part of accepting a particular office.

When an organization’s rules state that books are not to be used during a meeting except by the designated prompter, that rule must apply consistently. If some officers may read while others are expected to memorize, the organization creates confusion, resentment, and eventually a larger problem. Rules that are enforced only when someone complains are not really rules; they are delayed conflicts.

Still, enforcing a standard and enforcing it well are two different things.

Corrections should be handled with dignity whenever possible. A public reminder may be necessary when a rule affects the entire group, but an individual who is struggling should also receive a private conversation, encouragement, assistance, and a clear path forward.

The leader’s message should be: “Your contributions are valued. This expectation applies to every officer, and I want to help you meet it.”

That conversation should invite questions rather than assume motives. Some people struggle with memorization because of anxiety, unfamiliarity with formal language, attention differences, or fear of making a mistake in front of others. Those difficulties deserve patience. They may justify additional practice, smaller sections, rehearsal with a trusted member, cue cards during preparation, or a gradual transition away from the book.

Support, however, should not quietly become permanent exemption unless the organization’s governing rules specifically allow one.

An officer does not need to be perfect before beginning to learn. But an officer should be willing to learn. There is an important difference between needing help and refusing the responsibility altogether.

The same principle applies in many institutions. Joining a church, team, profession, service organization, or fraternal body often involves more than enjoying its fellowship or benefiting from its opportunities. Membership also means accepting the practices, standards, and responsibilities that give the organization its meaning.

That does not make every rule sacred or beyond discussion. Organizations should review outdated practices and make reasonable accommodations where possible. But changes should be made openly and properly—not through individual exceptions that place one person in conflict with the rest of the group.

Leaders also have a duty to protect both the organization and the individual. They should not embarrass someone publicly, but they should not avoid a necessary conversation simply because the person is well-liked or highly useful. Kindness is not the absence of accountability. In a healthy organization, kindness is the way accountability is delivered.

The goal is not to remove someone who is struggling. The goal is to help them succeed without abandoning the standards that define the office.

When expectations are clear, assistance is sincere, and enforcement is consistent, correction does not have to become rejection. It can become one more way an organization demonstrates respect—for its traditions, its members, and the responsibilities entrusted to its leaders.

10/11/2026

https://www.facebook.com/share/1CWegvCKge/?mibextid=wwXIfr

In Matthew 22, the king invites both the bad and the good to his son’s wedding feast. Nobody has to become a saint before being invited.

But the wedding garment matters. It represents God’s grace welcomed into our lives-and allowed to change us.

We tend to request the opposite arrangement: could God make a few changes to His expectations? Our grudges, habits, and favorite excuses already fit quite comfortably.

Our favorite excuse is “God knows my heart,” as though that settles the matter in our favor.

10/09/2026

PLANNING A NON-DENOMINATIONAL PRAYER BREAKFAST FUNDRAISER

1. DEFINE THE EVENT

Determine:

- The purpose of the breakfast
- The organization’s fundraising goal
- The expected number of attendees
- The intended audience
- The date, time, and location
- Whether the event will use tickets, sponsorships, donations, or a combination
- How the event will reflect the organization’s mission

The event should be welcoming, voluntary, inclusive, and focused on supporting the not-for-profit’s work.

2. CHOOSE THE FUNDRAISING STRUCTURE

Possible revenue sources include:

- Individual admission tickets
- Reserved tables
- Business and community sponsorships
- Donations during the event
- Matching gifts
- Pledge cards
- Online giving
- Text-to-give donations
- In-kind donations
- Event underwriting

Clearly explain how the funds will support the organization’s programs and services.

3. PREPARE THE BUDGET

Include:

- Ballroom or facility rental
- Breakfast and beverages
- Service charges, taxes, and gratuities
- Audio and visual equipment
- Speaker or musician expenses
- Printing and signage
- Decorations
- Registration supplies
- Payment-processing fees
- Insurance
- Photography or video
- Parking or security
- Accessibility accommodations
- Volunteer or temporary staffing costs
- Emergency contingency funds

Calculate:

Net proceeds = Total revenue minus total expenses.

Prepare conservative, expected, and optimistic attendance projections before setting ticket prices.

4. SELECT A VENUE

Request written proposals from several hotels or catering facilities.

Confirm:

- Room capacity
- Rental fee
- Food-and-beverage minimum
- Menu and per-person pricing
- Final attendance guarantee deadline
- Taxes and service charges
- Room setup and cleanup times
- Tables, chairs, linens, and table settings
- Microphones, screens, projectors, and technical support
- Parking and accessibility
- Outside vendors and catering restrictions
- Cancellation and rescheduling policies
- Deposit and payment deadlines
- Insurance requirements
- Permission to collect donations at the event
- Rules for signage and sponsor recognition

Do not sign a contract until all verbal promises have been included in writing.

5. DEVELOP THE PROGRAM

A 75- to 90-minute program is usually appropriate.

Sample schedule:

7:00 a.m. – Registration and networking

7:30 a.m. – Welcome and seating

7:35 a.m. – Opening prayer

7:40 a.m. – Breakfast service

7:55 a.m. – Organization’s mission presentation

8:05 a.m. – Testimony or program story

8:15 a.m. – Featured speaker

8:30 a.m. – Fundraising appeal

8:40 a.m. – Closing prayer

8:45 a.m. – Thank-you and dismissal

Keep the program organized and concise. Assign one host to manage transitions.

6. MAINTAIN A NON-DENOMINATIONAL APPROACH

To ensure the event is welcoming:

- Make participation in prayer voluntary.
- Use inclusive language.
- Avoid promoting one denomination over another.
- Review prayers, music, and speeches in advance.
- Avoid partisan political endorsements.
- Give speakers clear time limits.
- Welcome people from different faith backgrounds.
- Keep the focus on the organization’s mission and community service.

7. ASSIGN RESPONSIBILITIES

Recommended roles include:

- Event chair
- Board or executive director liaison
- Venue and contract coordinator
- Sponsorship coordinator
- Speaker and program coordinator
- Registration coordinator
- Volunteer coordinator
- Marketing coordinator
- Finance and donation coordinator
- Accessibility coordinator
- Day-of event manager
- Photographer or communications representative

Each responsibility should have one clearly identified person in charge.

8. DEVELOP SPONSORSHIP OPPORTUNITIES

Create a sponsorship sheet that includes:

- The organization’s mission
- Event purpose
- Date and venue
- Expected attendance
- Fundraising goal
- Sponsorship levels
- Recognition opportunities
- Payment instructions
- Contact information

Possible sponsor benefits include:

- Name or logo in the event program
- Recognition on event signage
- Reserved seating
- Recognition during the program
- Listing in follow-up communications
- Inclusion on the organization’s website or social media

Have the organization’s financial adviser or accountant review sponsorship and tax language before publication.

9. MANAGE TICKETS AND DONATIONS

Use a registration system that records:

- Guest names
- Contact information
- Ticket payments
- Sponsorships
- Dietary restrictions
- Accessibility needs
- Seating preferences
- Donation amounts
- Payment status

Provide several ways to give:

- Check payable to the not-for-profit
- Online donation page
- QR code
- Credit-card payment
- Text-to-give
- Pledge card
- Matching-gift opportunity

The organization should issue appropriate donation acknowledgments and maintain accurate financial records.

10. PLAN THE FUNDRAISING APPEAL

The appeal should briefly explain:

1. The need the organization addresses
2. The organization’s accomplishments
3. Why funding is needed
4. What donations will accomplish
5. How guests can give immediately

Use specific, verifiable examples of how contributions support programs and services.

11. PLAN REGISTRATION AND HOSPITALITY

At check-in, provide:

- Guest list
- Name badges
- Table assignments
- Event programs
- Donation instructions
- Volunteers to answer questions
- A clearly marked registration area

Reserve seating for sponsors, speakers, board members, honored guests, and guests requiring accessibility accommodations.

12. ADDRESS ACCESSIBILITY AND INCLUSION

Confirm that the facility provides:

- Accessible entrances and restrooms
- Accessible parking
- Clear pathways
- Appropriate seating
- Large-print materials when requested
- Assistive listening or captioning when needed
- Dietary accommodations
- Proper microphone use
- Service-animal access

Ask guests about accessibility needs during registration.

13. PLAN THE MEAL

Choose between:

- Plated breakfast
- Buffet breakfast
- Continental breakfast
- Family-style service
- Boxed breakfast

A plated or professionally managed buffet often works best when the program must stay on schedule. Confirm vegetarian, allergy-sensitive, religious, and other dietary options.

14. ESTABLISH A TIMELINE

Six to nine months before:

- Set the goal and budget
- Form the planning committee
- Select a date
- Research venues
- Identify potential speakers and sponsors

Four to six months before:

- Sign the venue contract
- Confirm the program
- Begin sponsorship outreach
- Open registration
- Design promotional materials

Two to three months before:

- Confirm speakers
- Promote the event
- Recruit volunteers
- Finalize menus
- Monitor ticket sales and sponsorships

Two to four weeks before:

- Confirm attendance
- Assign tables
- Review the program
- Confirm equipment and staffing
- Prepare printed materials
- Send reminders

Event week:

- Provide the final meal guarantee
- Confirm all vendors
- Prepare registration materials
- Brief volunteers
- Reconfirm speakers and technical details
- Prepare donation materials

After the event:

- Reconcile all income and expenses
- Deposit funds promptly
- Send donor acknowledgments
- Thank sponsors, speakers, volunteers, and guests
- Evaluate attendance, fundraising, and expenses
- Record recommendations for the next event

15. KEEP COMPLETE RECORDS

Maintain copies of:

- Venue contracts
- Vendor agreements
- Receipts and invoices
- Sponsorship commitments
- Ticket sales
- Donation records
- Attendance lists
- Meal guarantees
- Insurance documents
- Donor acknowledgments
- Final income-and-expense report

The not-for-profit’s board and financial staff should approve the budget, contracts, fundraising procedures, and final financial report.

10/09/2026

Lead with the Positive: How Language Shapes Nonprofit Success

I write from observation—lessons that come from questions that make me curious. I want to state for the record that I do not like being curious; it unsettles me. Still, I feel the need to find balance and share these experiences so other groups can learn from them—at least in my mind, for the greater good.

My hope is that nonprofits performing vital services will learn from the mistakes of others and make adjustments before repeating them. I also sincerely hope that the groups making the mistakes learn from them as well.

We were all taught as children that mistakes left uncorrected are simply errors. Mistakes that are acknowledged and learned from, however, have value in themselves.

I go through great pains to scrub from these learning experiences names, organizations and places until I am satisfied that any outsiders cannot identify the example origination, and allow all to learn something from the error before a much more costly experience happens.

Please keep that in mind while reading what follows.

When you work with people—and especially when you work in a nonprofit—there is tremendous value in staying focused on the positive.

That should be easy, right?

Nonprofits exist to create change, solve problems, and improve lives. Shriners help children walk. Food banks help families eat. Shelters help people find safety. Volunteers give their time to make their communities stronger.

With that kind of mission, you would think positivity would come naturally.

But the human brain has a difficult time processing negative instructions.

Consider this:

Don’t think of an elephant.

Of course, an elephant immediately comes to mind.

The brain often focuses on the image or action contained in the instruction—even when that instruction begins with “don’t.” That is why the way we communicate matters so much.

A skier should not be told, “Don’t hit the trees.” The skier may become intensely focused on the trees. A better instruction is, “Stay on the path.”

The same principle applies to pilots, motorcyclists, athletes, teachers, managers, and nonprofit leaders. When people are navigating obstacles, they need clear direction toward the outcome—not repeated reminders about what to avoid.

Positive language creates positive focus

Imagine telling your fundraising team:

“Don’t let this campaign fail.”

The words *campaign* and *fail* may become the emotional center of the message. People begin thinking about losses, disappointing results, and everything that could go wrong.

Now consider a different message:

“This campaign needs to raise $500, and together we can reach that goal.”

The objective is clear. The team can focus on ideas, outreach, creativity, and action.

This does not mean ignoring risk. Nonprofit leaders still need realistic budgets, responsible planning, and honest conversations. But there is a difference between acknowledging a challenge and allowing the challenge to define the entire conversation.

Instead of saying:

- “We cannot afford to lose donors.”
- “We must not fall behind.”
- “We cannot go bankrupt.”
- “Do not make mistakes.”

Try saying:

- “Let’s strengthen our relationships with donors.”
- “Let’s create a plan to reach our goals.”
- “Let’s build a sustainable financial future.”
- “Let’s learn, improve, and move forward.”

The second set of statements gives people something constructive to work toward.

Positive thinking allows ideas to develop

When people feel trapped by fear, they tend to protect themselves. They become less willing to take risks, offer new ideas, or try a different approach.

Positive language creates room for possibility.

It encourages people to ask:

- What solution can we find?
- What resource have we not considered?
- Who else can help?
- What new pattern could work?
- What is the next best step?

That is especially important in nonprofits, where resources are often limited and the problems are often complex. Progress depends on people who can think creatively, collaborate effectively, and believe that improvement is possible.

A positive message does not guarantee success. But it can influence how people approach the work—and that can make success more likely.

The mission deserves an optimistic voice

Nonprofits carry important missions. They serve people, strengthen communities, and address problems that others may overlook.

The way we speak about that work should reflect its purpose.

We should be honest about challenges, but we should not give challenges more power than they deserve. We should identify what needs to change while keeping our attention on what we are trying to create.

Say what you want people to do.

Describe the destination.

Point toward the path.

When nonprofit leaders communicate with purpose and positivity, they help their teams see more than the obstacles. They help them see the opportunity, the solution, and the reason the work matters.

And that is where progress begins.

10/08/2026

When “Covered” Does Not Mean “Compliant”

I write from observation—lessons that come from questions that make me curious. I want to state for the record that I do not like being curious; it unsettles me. Still, I feel the need to find balance and share these experiences so other groups can learn from them—at least in my mind, for the greater good.

My hope is that nonprofits performing vital services will learn from the mistakes of others and make adjustments before repeating them. I also sincerely hope that the groups making the mistakes learn from them as well.

We were all taught as children that mistakes left uncorrected are simply errors. Mistakes that are acknowledged and learned from, however, have value in themselves.

I go through great pains to scrub from these learning experiences names, organizations and places until I am satisfied that any outsiders cannot identify the example origination, and allow all to learn something from the error before a much more costly experience happens.

Please keep that in mind while reading what follows.

A church’s kitchen recently became the center of a larger nonprofit lesson: safety decisions should never be settled by pressure, personalities, or a vague assurance from an insurance office.

The church held four fundraising dinners each year. Before COVID-19, attendance was approximately 250 people. More recently, attendance had declined to between 35 and 50 customers per dinner, producing about $3,600 annually.

During a routine fire-extinguisher inspection, a technician identified several concerns:

- Commercial stoves without exhaust hoods
- No automatic fire-suppression system
- Gas shutoffs located behind the stoves, making them difficult to reach
- Possible noncompliance with applicable fire and building codes

A contractor later estimated that installing the necessary equipment could cost approximately $40,000. Since the dinners generated limited revenue, trustees decided to stop using the commercial stoves. The final dinners were prepared with roasters and other equipment.

That decision was reasonable. The trouble began when some members pushed to reopen the kitchen after an insurance representative reportedly said the kitchen was “covered” if a fire occurred.

The question that should have been asked

The question was not simply:

“Is the kitchen covered by insurance?”

The more important question was:

“Will the insurance company pay a claim if the church knowingly operates commercial cooking equipment without required hoods, automatic suppression, and accessible gas shutoffs?”

Those are not necessarily the same question.

Insurance coverage depends on the policy language, exclusions, conditions, representations made to the insurer, the cause of the fire, and whether a known safety violation contributed to the loss. A verbal answer from a clerk or agent may not resolve how the insurer would handle a major claim.

The organization should request a written response from the insurer’s underwriting or claims department that specifically describes the kitchen’s conditions. The response should address:

- Whether the commercial stoves may be used
- Whether the missing hood or suppression system affects coverage
- Whether inaccessible gas shutoffs create a policy violation
- Whether the insurer requires corrective action
- Whether limits, deductibles, or liability coverage would change
- Whether written approval is required before the kitchen reopens

A general statement that the building is insured is not a substitute for a written determination about the actual risk.

Code compliance must come from the proper authority

Commercial kitchens may be subject to requirements involving ventilation, grease control, cooking equipment, fire suppression, fuel shutoffs, inspections, and maintenance. NFPA 96 is the recognized standard addressing ventilation control and fire protection for commercial cooking operations. It is used by kitchen operators, installers, insurers, fire officials, and inspectors. ([link.nfpa.org](https://link.nfpa.org/all-publications/96/2024?utm_source=openai))

Pennsylvania guidance states that food-facility owners and operators are responsible for complying with state and local building and fire codes. It also addresses ventilation intended to control excessive heat, steam, condensation, smoke, fumes, and grease. ([pa.gov](https://www.pa.gov/content/dam/copapwp-pagov/en/pda/documents/consumer_protection/foodsafety/retail-food/retail-foods-facilities-and-restaurants/documents/remodel%20application%20packet%20_%207.25.pdf?utm_source=openai))

The final decision, however, should come from the local fire marshal, building official, or other authority having jurisdiction. A contractor can recommend equipment, and an insurance representative can explain policy issues, but neither should replace an official code determination.

Alternative equipment is not automatically exempt

Roasters and other appliances may reduce certain risks, but using different equipment does not automatically make the kitchen compliant.

Before reopening, the organization should ask the local authority to identify:

- Which appliances may be used
- Whether the menu produces grease-laden vapors
- Whether ventilation or suppression is required
- Whether electrical circuits are adequate
- Whether extension cords are prohibited
- Whether Class K extinguishers are required
- How appliances must be positioned and supervised

OSHA identifies open flames, grease, dirty ducts, electrical hazards, poor housekeeping, and improperly stored flammable materials as restaurant fire hazards. It also emphasizes knowing how to activate a cooking-equipment suppression system when one is installed. ([osha.gov](https://www.osha.gov/etools/young-workers-restaurant-safety/cooking?utm_source=openai))

The financial decision deserves a full analysis

The $40,000 estimate should be compared not only with annual gross receipts but with the dinner program’s actual net income.

The board should calculate:

- Food and supply costs
- Utilities
- Cleanup and disposal
- Insurance and inspection costs
- Volunteer or paid labor
- Equipment maintenance
- Net proceeds per dinner
- Expected future attendance
- The cost of catering or renting another kitchen

Other options may include:

- Renting a compliant commercial kitchen
- Partnering with another church or community organization
- Hiring a caterer
- Offering fewer dinners
- Switching to takeout-only events
- Limiting the menu to food that can legally be prepared with approved equipment
- Seeking grants or designated donations
- Obtaining multiple independent estimates

If the kitchen produces little or no net income, continuing to operate risky equipment may be financially irresponsible. A nonprofit does not have to preserve every tradition at any cost.

The people problem can become a safety problem

The technical issue was made worse by a governance problem. Concerned trustees were divided from a forceful leader of the women’s group who reportedly interrupted, pressured, and pushed the organization toward reopening the kitchen.

Strong personalities are common in volunteer organizations. But when one person dominates discussion, dismisses technical concerns, or pressures people into reversing a safety decision, the organization has a governance risk—not merely a personality conflict.

Healthy nonprofit procedures should include:

- A written agenda for safety matters
- Equal opportunity for trustees to speak
- Written inspection reports and professional recommendations
- Recorded motions, votes, and dissenting opinions
- Clear authority over kitchen use
- Written approval before restricted equipment is used
- Conflict-of-interest disclosure when a person’s program is affected
- A respectful-conduct policy for meetings
- No individual authority to override a board decision

The issue should not be framed as “the trustees against the women’s group.” The right question is:

“What operating plan protects people, complies with the law, preserves insurance protection, and makes financial sense?”

A practical action plan

The organization should:

1. Stop using the commercial stoves until the fire or code official provides written guidance.
2. Give the insurer a complete written description of the kitchen conditions.
3. Request a written coverage determination from the appropriate insurance department.
4. Obtain an independent inspection, not only a sales estimate.
5. Correct or relocate inaccessible gas shutoffs if required.
6. Create a written kitchen-use and emergency procedure.
7. Train every person who will prepare food.
8. Compare renovation, catering, kitchen rental, and program-closure options.
9. Record the trustees’ safety concerns in the minutes.
10. Adopt meeting rules that prevent intimidation from replacing due process.

The lesson for every nonprofit

A nonprofit can be insured and still be operating unsafely. It can have a long-standing tradition and still need to change. It can have dedicated volunteers and still require firm governance.

The phrase “the insurance covers us” should never end the discussion. It should lead to better questions, written answers, official inspections, and a documented decision.

Protecting the mission sometimes means protecting the organization from its own urgency to continue business as usual.

This article assumes a Pennsylvania nonprofit and is intended for education, not legal, insurance, fire-code, or engineering advice. I am not a licensed professional in those fields, and I cannot guarantee that every statement is fully accurate, but does generate from documented research with support links included in the article.

09/28/2026

09/25/2026

THE INTELLECTUAL CAPITAL ALREADY AT THE TABLE

A nonprofit can spend thousands of dollars hiring outside consultants while overlooking the expertise already available among its members, volunteers, and supporters. That is not merely inefficient. It can weaken decision-making, discourage participation, and cause the organization to lose valuable institutional knowledge.

Every nonprofit should regularly ask:

What do the people connected to this organization know, and are we using that knowledge responsibly?

EXPERIENCE IS AN ORGANIZATIONAL ASSET

Intellectual property is often understood to mean patents, copyrights, trademarks, or written materials. Nonprofits should use a broader definition that includes professional expertise, specialized training, institutional memory, community relationships, technical knowledge, fundraising and marketing experience, knowledge of the organization’s history, lessons learned from previous projects, and access to trusted professional networks.

A member who has designed conference centers, auditoriums, or recording systems is not simply a volunteer with an opinion. That person may possess knowledge that would otherwise cost the organization thousands of dollars to obtain.

BoardSource recommends that nonprofit boards identify the skills, experience, perspectives, and professional expertise already present on the board, then compare them with the organization’s current needs.

Source:
https://boardsource.org/fundamental-topics-of-nonprofit-board-service/composition-recruitment/

A PRACTICAL EXAMPLE

Consider a nonprofit whose board meets in a large, reverberant chapel. The organization needs reliable recordings so its secretary can prepare accurate meeting minutes.

A small voice recorder is tested. It performs poorly because it relies on a built-in microphone that cannot adequately capture people speaking throughout the room. On a second occasion, it fails completely.

A board-connected audio professional is then asked to help. Drawing on prior experience in television, telecommunications, conference centers, auditoriums, and press rooms, he designs and demonstrates a system that produces a clear recording suitable for transcription.

He is later asked to price a permanent installation. Rather than recommending an expensive professional contractor’s package, he identifies comparable equipment that could meet the need for a fraction of the cost. The proposal distinguishes between new retail pricing and used or equivalent equipment available at substantially lower prices.

The central lesson is not about a particular recorder or sound system.

It is about recognizing the difference between a cheap solution and an appropriate solution.

The original device was not necessarily defective. It was being used in an environment for which its built-in microphone was unsuitable. Expertise made it possible to diagnose the actual problem instead of repeatedly purchasing the wrong tool.

THE LEADERSHIP FAILURE IS OFTEN NOT TECHNICAL

The deeper governance problem arises when an organization asks for expertise but treats the resulting professional judgment with suspicion, ridicule, or hostility.

That behavior produces several costs.

First, it discourages future contributions. Volunteers quickly learn that offering expertise may expose them to criticism rather than appreciation.

Second, it wastes organizational resources. The nonprofit may return to the same failed approach, spend money on unsuitable equipment, or hire outsiders unnecessarily.

Third, it damages trust. People become less willing to share ideas, raise concerns, or challenge ineffective decisions.

Fourth, it creates a false culture of equality. Treating every suggestion as equally informed may appear democratic, but it does not produce responsible governance. A board should welcome every voice while weighing recommendations according to evidence and experience.

Fifth, it drives away institutional memory. When experienced members are ignored or pushed aside, the organization loses knowledge that may never be replaced.

BoardSource identifies effective boards as those that intentionally recruit, engage, educate, and retain members whose expertise aligns with the organization’s mission and challenges.

Source:
https://boardsource.org/fundamental-topics-of-nonprofit-board-service/composition-recruitment/recruiting-your-board/

THE BOARD SHOULD INVENTORY ITS INTELLECTUAL ASSETS

A nonprofit should maintain a confidential skills and experience inventory—not as a way to rank people, but as a way to understand its available capacity.

The inventory might include the following areas:

Finance: accounting, budgeting, audits, and investment oversight.

Technology: audio, video, cybersecurity, databases, and websites.

Legal and compliance: contracts, employment, and regulatory matters.

Healthcare: clinical care, nursing administration, and elder care.

Facilities: construction, engineering, maintenance, and safety.

Communications: writing, publishing, public relations, and media.

Fundraising: major gifts, grants, and donor stewardship.

Operations: process improvement, project management, and procurement.

Community knowledge: local relationships, constituent needs, and advocacy.

Institutional history: prior decisions, past challenges, and organizational traditions.

The board should then identify the following:

What expertise exists?

What expertise is being used?

What expertise is missing?

Which problems require a board committee, task force, advisor, or paid professional?

Which members are willing to contribute time or technical assistance?

What knowledge could be lost when a member leaves?

Independent Sector’s governance principles state that charitable boards should include the professional, organizational, financial, and mission-related skills necessary to advance the organization. When the board lacks those skills, it should seek qualified outside assistance.

Source:
https://independentsector.org/wp-content/uploads/2016/11/Principles2018-Final-Web.pdf

The important point is that outside assistance should supplement the board’s capacity, not automatically replace it.

EXPERTISE MUST BE MATCHED TO THE RIGHT ASSIGNMENT

A person’s knowledge is valuable only when the organization gives it an appropriate role.

If a nonprofit has a member with professional audio experience, that person might be asked to assess the meeting room, define the actual recording requirement, recommend equipment, compare alternatives, demonstrate a proposed solution, identify installation or operating risks, and explain the difference between consumer equipment and professional systems.

The member should not be expected to provide unlimited unpaid labor, guarantee a used purchase, or accept personal responsibility for a decision the board ultimately makes.

A written assignment helps prevent confusion. For example:

“The board requests an assessment of the meeting room’s recording needs, two or three possible solutions, estimated costs, and the risks or limitations of each option. The board will make the final decision.”

This protects both the organization and the volunteer.

RESPECT EXPERTISE WITHOUT SURRENDERING GOVERNANCE

Acknowledging expertise does not mean allowing one person to control a decision. The board still has the responsibility to evaluate alternatives, consider cost, document its reasoning, and approve the final action.

A healthy process includes the following steps:

1. Define the problem.

2. Identify members with relevant experience.

3. Request a written recommendation.

4. Ask reasonable clarifying questions.

5. Obtain independent estimates when appropriate.

6. Compare cost, quality, risk, and long-term value.

7. Record the decision and its rationale.

8. Thank contributors whether or not their recommendation is adopted.

This process allows disagreement without disrespect.

A board member may reasonably ask, “Why is this solution necessary?” A leader should not turn that question into a personal attack or dismiss professional analysis without examining the evidence.

Independent Sector emphasizes informed board deliberation, accountability, ethical conduct, and protection of charitable assets. Those responsibilities are difficult to fulfill when leaders suppress information or punish people for presenting it.

Source:
https://independentsector.org/research/principles-for-good-governance/

DO NOT CONFUSE THE LOWEST PRICE WITH THE LOWEST COST

Nonprofits must be careful with limited funds, especially when operating over budget. However, financial discipline does not mean automatically choosing the least expensive item.

The relevant question is:

What solution provides the required result at the lowest reasonable total cost?

That calculation may include the purchase price, installation, training, repairs, replacement, staff time, failed meetings, poor records, compliance risk, lost productivity, and reputational damage.

A low-cost device that cannot capture a meeting may be more expensive than a properly designed system that works reliably for years.

A responsible recommendation should clearly separate new retail cost, used-equipment cost, comparable alternatives, installation cost, donated or excluded labor, warranty and support, and risks or limitations.

Transparency is especially important when equipment is purchased through informal channels or when a volunteer is donating labor.

LEADERSHIP SHOULD NEVER PUNISH INITIATIVE

The most damaging message a nonprofit leader can send is this:

“Do not use your expertise unless you are prepared to be criticized for it.”

That message spreads quickly. Other members stop volunteering for difficult projects. Committees become passive. Skilled people withdraw. The organization then complains that no one takes initiative.

Leaders should instead establish a culture in which people can say:

“This approach has already failed.”

“The room requires a different solution.”

“I have relevant experience.”

“I recommend another option.”

“Here are the risks.”

“I may be wrong, but this is what the evidence suggests.”

BoardSource describes effective governance as requiring engaged members, strategic focus, intentional recruitment, education, and meaningful use of board members’ expertise.

Source:
https://boardsource.org/resources/recommended-board-practices/

THE SAME PRINCIPLE APPLIES TO MEMBERSHIP PROGRAMS

The issue is broader than audio equipment.

If a nonprofit member has published expertise in membership development, fundraising, communications, or organizational growth, the board should understand how that knowledge could help the mission. Assigning the work elsewhere may be entirely appropriate, but removing an experienced person from a project without discussion can waste knowledge and damage engagement.

A strong board distinguishes between who deserves credit, who has relevant knowledge, who has time to do the work, who should supervise the work, and who is accountable for the result.

Those are not always the same person.

The objective is not to give every expert control over the organization. It is to make sure the organization does not ignore the very capabilities it recruited or inherited.

A TEN-QUESTION LEADERSHIP TEST

A nonprofit can evaluate its treatment of intellectual assets by asking the following questions:

1. Do we know what professional skills our board members possess?

2. Do we know which members have relevant lived or institutional experience?

3. Do we consult expertise before making technical or strategic decisions?

4. Do we distinguish disagreement from disrespect?

5. Do we document recommendations and the reasons for rejecting them?

6. Do we use committees and task forces to match people with meaningful work?

7. Do we provide clear assignments and expectations?

8. Do we recognize donated labor and professional knowledge?

9. Do we protect members who raise legitimate concerns?

10. Would a skilled volunteer recommend this organization to another professional?

If the answer to several questions is no, the organization may have an intellectual-capital problem, not merely a personnel problem.

CONCLUSION

A nonprofit’s greatest underused resource may not be its cash, building, or equipment. It may be the knowledge already sitting around the board table.

Leaders who inventory, respect, and properly deploy that knowledge can improve decisions, reduce waste, strengthen accountability, and deepen member engagement. Leaders who dismiss or ridicule it may save a few dollars in the short term while losing volunteers, credibility, and mission capacity.

The goal is not to make every expert right.

The goal is to make sure the organization is wise enough to listen before deciding.

SOURCES

BoardSource. Board Composition and Recruitment.

https://boardsource.org/fundamental-topics-of-nonprofit-board-service/composition-recruitment/

BoardSource. Recruiting Your Board.

https://boardsource.org/fundamental-topics-of-nonprofit-board-service/composition-recruitment/recruiting-your-board/

BoardSource. Recommended Board Practices.

https://boardsource.org/resources/recommended-board-practices/

Independent Sector. Principles for Good Governance and Ethical Practice.

https://independentsector.org/wp-content/uploads/2016/11/Principles2018-Final-Web.pdf

Independent Sector. Principles for Good Governance.

https://independentsector.org/research/principles-for-good-governance/