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It also highlights identifying succession opportunities at senior levels, training internally for other roles, and developing a plan for leadership continuity.","https://schema.org",{"og:url":32,"og:type":74,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":76,"canonical":32},"index,follow",{"doc_id":78,"site_id":7},303312,1789969671,{"code":4,"msg":81,"data":82},"success",[83,88,93,98,103,108,113,118,123],{"id":84,"doc_module":22,"doc_module_name":25,"category_name":85,"show_sort_weight":86,"slug":87},11,"Presentations",90,"presentations",{"id":89,"doc_module":22,"doc_module_name":25,"category_name":90,"show_sort_weight":91,"slug":92},12,"Resumes",80,"resumes",{"id":94,"doc_module":22,"doc_module_name":25,"category_name":95,"show_sort_weight":96,"slug":97},14,"Invoices",70,"invoices",{"id":99,"doc_module":22,"doc_module_name":25,"category_name":100,"show_sort_weight":101,"slug":102},15,"Posters",60,"posters",{"id":104,"doc_module":22,"doc_module_name":25,"category_name":105,"show_sort_weight":106,"slug":107},16,"Social Media",50,"social-media",{"id":109,"doc_module":22,"doc_module_name":25,"category_name":110,"show_sort_weight":111,"slug":112},17,"Forms",40,"forms",{"id":114,"doc_module":22,"doc_module_name":25,"category_name":115,"show_sort_weight":116,"slug":117},18,"Letters",30,"letters",{"id":119,"doc_module":22,"doc_module_name":25,"category_name":120,"show_sort_weight":121,"slug":122},21,"Paper Templates",5,"papers-templates",{"id":124,"doc_module":22,"doc_module_name":25,"category_name":29,"show_sort_weight":4,"slug":125},158,"general-158",{"code":4,"msg":81,"data":127},{"doc_id":78,"user_id":128,"nickname":42,"user_avatar":129,"doc_module":22,"category_id":124,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":26,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":135,"language":136,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":12,"update_tm":140,"read_time":84},18829141979164,"https://eur-avatar.wpscdn.com/davatar_6f874abed73319feea01a86fa6f0fab8","NONPROFIT RISK:  \nOPPORTUNITIES AND CHALLENGES IN A HIGH-RISK WORLD  \nA GREEN HASSON JANKS REPORT  \n“In the business world, the rear view mirror is always clearer than the windshield.”  \n-Warren Buffet  \nT A B L E  \nO F C O N T E N T S  \nWelcome ............................................................................................................... 4  \nIntroduction ......................................................................................................... 5  \nTHE RISK: Succession Planning.................................................................. 6  \nTHE RISK: Board Effectiveness and Oversight ............................................................................... 8  \nTHE RISK: Financial and Legal Obligations........................................................................ 13  \nTHE RISK: Reputational ................................................................................. 17  \nTHE RISK: Talent................................................................................................. 19  \nTHE RISK: Creating and Executing a Strategic Vision ........................................................................ 21  \nConclusion............................................................................................................ 23  \nSurvey ..................................................................................................................... 24  \nBiographies ......................................................................................................... 26  \nW E L C O M E  \nWorking every day with nonprofit organizations, I have come to appreciate the sector’s myriad of different missions, values, leadership styles and, of course, varying attitudes towards risk.  \nNonprofit organizations should not be afraid to embrace some measure of risk because risk drives innovative thinking. The key of course is taking smart risks, learning from failure and sharing lessons learned. To that end, we turned to a panel of subject matter experts to share how they identify and manage risk and how they turn potential challenges into opportunities.  \nI hope you will find this whitepaper informative and thought provoking – it is part of our efforts to provide value to the nonprofit community. If you have ideas or a story to share, please do not hesitate to contact me.  \nThank you,  \nDonella M. Wilson  \nPartner  \nNonprofit Practice Leader Green Hasson Janks[dwilson@greenhassonjanks.com](dwilson@greenhassonjanks.com)  \n4  \nIntroduction  \nRisk concerns are top of mind for most nonprofits. Uncertain revenue streams,  \ntight budgets, employee retention, board composition and more can all drive risks up to unacceptable levels.  \nTo help better understand this important issue, Green Hasson Janks spoke with some dynamic and prominent nonprofit leaders to get their thoughts on avoiding and mitigating risks. In addition, we surveyed a cross section of nonprofit industry participants.  \nIn the course of our interviews, we identified a number of important risks that nonprofits are facing right now, and our subject  \nmatter experts talked candidly about how they approach those risks in their own organizations. Our topics aren’t meant to be exhaustive, but we hope the discussion will spark ideas and thoughts among nonprofit leaders and boards. Key risks that we discuss in this white paper include:  \n• SUCCESSION PLANNING. Finding and developing successful leaders as a key component of long-term success.  \n• BOARD EFFECTIVENESS AND OVERSIGHT. Selecting, training and keeping board members engaged and accountable.  \n• FINANCIAL AND LEGAL OBLIGATIONS.  \nComplying with applicable regulations and applying ethical standards on an organizational and board level.  \n• REPUTATIONAL. Understanding threats to a nonprofit’s reputation and the impact of externally facing communications and policies.  \n• TALENT. Creating a “best place to work”and creating a culture of engaged and motivated staf","cbCainajaRbBTPNf","https://ap.wps.com/l/cbCainajaRbBTPNf","pdf",1474254,32,"English","# Welcome\n# Introduction\n# THE RISK: Succession Planning\n# THE RISK: Board Effectiveness and Oversight\n# THE RISK: Financial and Legal Obligations\n# THE RISK: Reputational\n# THE RISK: Talent\n# THE RISK: Creating and Executing a Strategic Vision\n# Conclusion\n# Survey\n# Biographies","[{\"question\":\"Why do nonprofits need to address risk rather than avoid it?\",\"answer\":\"The report argues nonprofits should embrace some measure of risk because it can drive innovative thinking. The key is taking smart risks, learning from failure, and sharing lessons learned.\"},{\"question\":\"Which key risk areas does the white paper cover?\",\"answer\":\"It discusses succession planning, board effectiveness and oversight, financial and legal obligations, reputational risk, talent, and creating and executing a strategic vision.\"},{\"question\":\"What does the report suggest nonprofits do regarding leadership succession?\",\"answer\":\"It emphasizes preparing for smooth transitions to protect revenue and mission. It also highlights identifying succession opportunities at senior levels, training internally for other roles, and developing a plan for leadership continuity.\"}]","NONPROFIT RISK: OPPORTUNITIES AND CHALLENGES IN A HIGH-RISK WORLD - A Green Hasson Janks Report | PDF",1789801899]