[MUSIC] Has the governance context changed? How has it changed? And what lessons can be applied from the research to increase the leadership capacity of nonprofit organizations and their governing boards? I'm here today with professor Chris Cornforth, a professor of organizational governance and management at the Open University business school. Chris is interested in non-profit governance, nonprofit organizations, cross sector partnerships, and capacity building. I want to welcome you here today, Chris, and thank you for being part of our course. >> Hi, Avon. It, it's good to be talking with you again. >> Chris, you and professor Will Brown of Texas A and M University are editors of a new book on nonprofit governance. What's unique about this book? >> I think there are two things that are unique about the book. first, as well as looking back and summarizing the findings of past research on nonprofit governance, it looks forward to new ways of thinking about and trying to understand non-profit governance. So for example, one chapter examines how learning theory can be used to better understand how boards can learn to work together effectively and govern effectively. Another chapter draws on systems theory to better understand the problems and tensions that can occur in the governance of federal not-for-profit organizations. For example, between the national center and local affiliates. Secondly, it explores new questions that have been little studied so far. So, for example, what makes an effective chair of a governing body? Or how might we involve the wider community that a nonprofit organization serves in its governance? Also, nonprofit organizations are increasingly working in collaboration with other organizations. And this raises the question how should those collaborations be governed? >> Chris, how is it different from other books on nonprofit governance? >> The book brings together some of the latest thinking from many of the leading researches on nonprofit governance in the U.S., Canada, the U.K. and Australia. And as I said before, it also addresses some new questions about governance and brings out interesting new insights from a range of theories that haven't really been used, or, or not very often anyway, to understand governance processes. >> For who is the book intended? >> the, the, the book's intended for students, researchers, the government's advisers and consultants and practitioners who, who'd like to be exposed to some new ways of thinking about nonprofit governance. However, it should be stressed that the book isn't a how to do it book. It, it's more about suggesting new theories and concepts to try and better understand governance, and explore some interesting new questions that haven't really been adequately examined before. And then also to suggest some new, new further directions for research. As a result, some of the chapters might not always be so easy to read for practitioners and, and may require a little bit of extra work. >> Chris you wrote the first chapter in the book on the need for innovative approaches for nonprofit governance research. What has changed in the world of nonprofit organizations and why is research into it important? >> A number of things have changed in the world of nonprofit organizations in recent decades that that have had important implications for how they're governed, and I want to highlight four, yes, four important challenges. Many nonprofit organizations have been increasingly involved in delivering public services as governments have moved to contract out a range of those services. And while this has opened up new opportunities and new sources of revenue for many organizations, it's also created new challenges, both for the organizations and their boards. There's been a growing concern that dependence on government funding has compromised the independence of some organizations, potentially leading to mission drift, and weakening their ability to campaign and challenge government policy. There has also been concern that the boards of smaller organizations may not always have the skills to deal with the risks that organizations may be exposed to in, in this new competitive environment. Secondly, funders, I think, are increasingly concerned that their resources are being used effectively and efficiently by nonprofit organizations to achieve their mi, mission and to meet the needs of beneficiaries. Increasingly, there are calls for nonprofit organizations to measure their impact. And again, I think this raises new challenges for organizations and their boards. And thirdly, the increased scale and public prominence of many nonprofit organizations. And unfortunately occasionally some high profile problems and scandals has opened them up to, to growing scrutiny from both the media, sorry, the media and the regulators with calls for greater openness and transparency. As a result, there is increased pressure on boards to demonstrate that they are exercising adequate oversight of their organization. And fourthly many social, economic and environmental problems these days are too complex to be tackled by government or single organizations alone. And as a consequence, many nonprofit organizations are having to work in cross sector collaborations with a range of organizations. And these collaborations might take a variety of forms from loose networks to formal partnerships. And this raises interesting new questions about, both about how these collaborations and partnerships are governed, and then what the implications are for the actual organizations themselves that are involved. It's important that research examines these emerging challenges that nonprofit organizations and their boards face, and how they might be addressed. Hopefully the book throws more light on at least some of these issues. >> Chris, your chapter will be the subject of a peer learning discussion during the course. What questions might help guide our conversation? >> The chapter in my comments earlier suggests some of the important changes influencing the world of nonprofit organizations, and the resulting pressure these organizations and their borders face. Students might like to reflect on a couple of questions. Do these changes chime with your experience of working in not, nonprofit organizations? And are there other important changes and challenges that you think nonprofit organizations and their boards face? >> Chris, we look forward to reviewing your chapter, and working through this book. Thank you so much for being with us. >> Thanks, Yvonne. I, I've enjoyed talking with you, and I hope the course goes well. [MUSIC] [SOUND]
