- Paperback: 270 pages
- Publisher: CreateSpace Independent Publishing Platform; 3rd Revised & enlarged edition (March 1, 2011)
- Language: English
- ISBN-10: 1456374052
- ISBN-13: 978-1456374051
- Product Dimensions: 5 x 0.6 x 8 inches
- Shipping Weight: 12.8 ounces (View shipping rates and policies)
- Average Customer Review: 22 customer reviews
- Amazon Best Sellers Rank: #1,620,215 in Books (See Top 100 in Books)
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POLICY vs. PAPER CLIPS - THIRD EDITION: How Using the Corporate Model Makes a Nonprofit Board More Efficient & Effective 3rd Revised & enlarged Edition
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From the Inside Flap
Policy vs. Paper Clips shows how to transform your organization by optimizing:
- Focus on organization strategic issues over operational minutiae
- Encourage directors to bring their own special expertise and cultural values to board decisions
- Develop or enhance a mission focused board structure for growth
- Use task forces more efficiently to obtain time results
- Designate the senior operational manager as the President/CEO to give the position the prestige that it deserves
- Establish a framework for separating policy/strategy development from operational activities
- Make effective use of an executive committee
- Make wise use of volunteers' time to make board recruitment easier
- Reduce or increase board size
- Operate effectively with only three standing board committees
- Make major board structural changes with minimum disruption
- Develop effective audit committee procedures
- Keep board involvement high when developing policies & strategies
- Create a partnership between board and staff built on trust
- Pinpoint management's responsibility and clarify its accountability
- Allow more management flexibility to develop a more entrepreneurial culture
- Increase focus on productivity at the expense of bureaucratic processes
- Develop a more professional and self-managing staff
- Build a working relationship between the volunteer board chair and the CEO
- Evaluate the senior manager fairly, despite only having some imperfect metrics for qualitative outcomes
- Improve the CEO's fund raising capacity to drive development productivity
- Sharpen the organization's client focus to improve mission impact
- Obtain greater efficiencies through lower costs
- Establish a system of organizational checks and balances
- Use the board to provide responsibility for -- and oversight over -- fraud prevention
- Understand the implications of compliance requirements such as IRS Form 990, the Sarbanes- Oxley Act and the Intermediate Sanctions Act
- Understand the need for -- and implement -- rigorous assessment of operational outcome
About the Author
Eugene H. Fram, Ed.D, professor emeritus, E. Philip Saunders College of Business, at Rochester Institute of Technology, is an authority on the Corporate Model. His experience with nonprofit organizations—as consultant, author, volunteer, board director, and board chair—dates back more than thirty years. In addition, he has extensive experience working with business boards of directors. He pioneered the development of the Corporate Model for nonprofit organizations. A frequent lecturer on the Model, Dr. Fram continues to publish articles related to both nonprofit and for-profit governance in professional journals such as MIT’s Sloan Management Review, The Wall Street Journal, Corporate Governance, Leader to Leader, and Nonprofit World. Dr. Fram formerly served as J. Warren McClure research professor of marketing at Rochester Institute of Technology and is the author or co-author of more than 125 published articles and six books. Vicki Brown is associate director of the Center for Governmental Research (CGR), a nonprofit and nonpartisan consulting organization based in New York, where her work encompasses research, analysis, and writing for both nonprofit and government clients. Prior to joining CGR, she owned a consulting firm for twenty-eight years, and directed research, writing, and editing projects for consulting groups, medical centers, major universities, governmental organizations, and businesses ranging in size from one-person firms to Fortune 500 companies. Previously she was a newspaper reporter in Rochester, New York, and a university writer/editor in Atlanta, Georgia. 3740517814569ISBN 978-1456374051
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Top customer reviews
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The author introduces something he calls the "Corporate Model," which is designed to separate operational issues from policy. This approach enables the board to focus on policy rather than getting pulled down into operational issues, which are the "paper clips" of the title.
The book is written as a series of emails between two individuals with one explaining the Corporate Model to the other. This creates a very readable style. Usually I find that type of book taking too long to make its points, but that wasn't so for this book.
It took the board I was on the better part of a year to put these ideas into place, but we were able to start acting on the core idea (focus on policy not operations) immediately. This made the book immediately helpful to us. We give a copy to each new board member and I reference my copy frequently. I've got an underlined passage every 3-4 pages and over a dozen post-its permanently stuck to the pages I refer back to most often.
Unless the board of your trade association or other organization is already running perfectly, you will undoubtedly find this book of tremendous value.
Or, perhaps paradoxically, to a 'graphic novel' approach.
That is , the two extremes of "book" delivery for me are I their own ways each more effective than what I would call 'the dreaded middle.' All too often the middle ground seems to results in a long, seemingly artificial series of communications built around a thin plot line. I feel that the literary devices used in this text are thin to the point of driving my irritation to the point of my muttering ... 'Just get on with it'
That said, the subject matter is critically important and if the approach works to bring knowledge to those in a potential lead's circles, who would not read a more 'weighty' presentation, then by all means invest the short time to read and consider using it as a model for implementation.
What I enjoyed most about the book is that it was written so that the concepts are easily understood through the question and answers presented in each set of emails. In addition, the concept has been successfully implemented in a number of nonprofits around the country that are mentioned in the introductory section of the book and examples in the emails exchanges.
At the end of the book an additional series of questions and answers with suggestions on how to successfully implement the corporate model. An added benefit is that a Leader's Guide is available for use to facilitate a discussion of the corporate model process.
I must admit that nonprofits that are totally volunteer operated or with a limited staff may find the overall process unachievable, but there are many useful ideas within the email exchanges from which small organizations can benefit.
I strongly recommend this book to any nonprofit CEOs or Board Members who feel that too much time is spent on operational issues and not enough spent on planning and policy.