Generic filters
Exact matches only
Search in title
Search in content
Search in excerpt

Eugene H. Fram, EdD

About Eugene

Executive Director vs. President/CEO Title

Benefits of the President/CEO vs. Executive Director Title: Is It Time to Change Your Title?

Over the last hundred years, senior managers of nonprofits typically have held the title of “executive director.” During the past thirty years, many nonprofits have changed the title to “president/CEO,” following a common business practice. Many more nonprofits need to consider the same change to obtain some subtle but useful organizational benefits.

A wide range of nonprofits use the executive director title: churches, human services agencies, trade associations, governmental departments, and medical facilities. An executive director can be the head of a large governmental system, the only manager of a church with an annual budget of $200,000, or the head of a medical facility with a $10 million budget and 150 employers. These significant differences in responsibility levels can:

  • demean the contributions of many executive directors in the eyes of some important audiences
  • minimize people’s perceptions of the organizations’ contributions.

The Executive Director in Nonprofit Organizations

According to Wikipedia, nonprofit senior managers are called executive directors instead of chief executive officers “to avoid the business connotation which the latter name evokes.” It also distinguishes them from “members of the (volunteer) board of directors and from non-executive directors, who are not actively involved in running the corporation.” (Non-executive directors are volunteers who mentor or advise an operating division within the nonprofit, such as the development office.)

Using the title of executive director made sense during the early part of the 20th century when nonprofit organizations were modest ones with a handful of employees, and volunteers regularly filled managerial or service roles. As late as the 1960s, one occasionally witnessed volunteer board members having internal operational roles. Those who advocate the continued us of the executive director title argue that the title’s use is empirical evidence of the board’s involvement in the organization’s activities. However, the negative side of the argument is that continued use of the title leads to board micromanagement of operations, which stunts organizational growth.

Nonprofit organizations became larger and more complex in the latter part of the 20th century. Local professional societies became regional organizations; hospitals became regional healthcare systems; and so on. The proportion of volunteers involved in management operations and staff work declined. Consequently the trend to use the president/CEO title became more appealing to focus operational responsibility on management and staff. If properly structured, the title requires the chair and CEO to develop a more trusting professional relationship that assures stakeholders of higher levels of performance. Organization results become focused on outcomes, not process.

The President/CEO in Nonprofit Organizations

In the latter part of the 20th century, businesses began to add CEO to the title of either their president position or board chair position.* The objective was to clearly designate which of the two had final operational authority, except for those actions reserved by the firm’s bylaws for the board (usually acquisitions, pension plans, and long-term contracts). In the business environment, as contrasted to the nonprofit environment, both the chair and the president can be corporation employees.

In the 1980s, nonprofit organizations began to mirror business organizations managerially. Many developed marketing departments and installed complex information technology. A few hired experienced business executives to head their organizations. The older philosophy of “avoiding the businesses connotation” was quickly eroded. When hiring new senior managers, nonprofit boards offered titles of president/CEO and made bylaw provisions for others in the senior management teams to become vice presidents.**

Some president/CEOs even became voting members of their boards, if permitted by their state laws. It wasn’t unusual for some incumbent executive directors to seek the new title if it was politically expedient. However, many conservative boards still look upon the change as a managerial power grab, which has slowed the change process.

Three decades have passed since early adopters made the first changes. Yet thousands of complex nonprofits are still headed by managers holding the executive director title, although they may have substantial, complex operational duties.

Changing the title of the chief staff officer to president/CEO can positively influence three things:

1. Perceptions of the Organization

There’s little public understanding of the robust responsibilities of executive directors. Most people holding the title can relate stories of having to describe their jobs to those unfamiliar with nonprofits. But most people recognize that the president/CEO is the head of the organization with authority to lead its employees and to direct operations.

The senior manager from time to time may have opportunities to be interviewed by the media. This can be a critical responsibility when a rapid response to a crisis is needed or an unusual public relations opportunity arises. The president/CEO title enables the senior manager to move quickly and authoritatively; there is no ambiguity related to the leader’s authority.

How leaders and organizations are perceived by stakeholders are realities with which leaders must deal, whether or not the perceptions are accurate. Providing the chief staff officer with the president/CEO title can help develop more desirable internal and external perceptions of an organization’s strength and the responsibilities of the person leading it.

2. Organizational Culture

When organizations change the title, they often do so in connection with developing a structure that brings more formality and managerial professionalism to the culture. In the past, years of volunteer involvement in operations often developed a more family culture, which is a positive force when the nonprofit is in its early stages. But it’s hard to maintain a family environment as the number of employees grows. A new formality, brought about with the senior manager’s title change, along with a group of former managers now titled vice presidents, may be seen by older members of the staff as making the operation “uncaring” towards staff and clients.

As time progresses, with the president/CEO being the communications nexus between the board and staff, there will be less personal contact between the two groups. This requires the CEO to be concerned that a mistrusting atmosphere may develop. Under the CEO’s guidance, contact between board and staff can take place on ad hoc committees, on strategic planning projects, at various board orientations, and at organization celebrations. In these ways, the board can seek the participation and advice of all staff in establishing the major programs involved with missions, visions, and values.

The change in top titles and the greater formality it can bring may raise some trust issues with older staff. Management needs to convey a message to the staff that the change is a result of the board placing more trust for operations in the hands of management and staff.

3. Financial Growth

Some nonprofits take the position that fund development is the board’s responsibility, since board members have the broadest range of community and other outside contacts. With a president/CEO in the top management position, fund development becomes the joint responsibility of the president/CEO, the development person — if one is employed — and board members capable of fundraising. The new title gives the senior manager the immediate recognition necessary to credibly approach donors and, with the consent of the board, to make commitments on the organization’s behalf.

To involve the board more directly, the president/CEO can work collaboratively with board members to develop contacts opened by the board. (As one nonprofit executive person explained the situation, “Top people readily communicate with persons in similar positions.”) In seeking support funds, the new title can open doors and communications that might not be available to one holding an executive director title (which conveys such an unspecified range of responsibility). It might even raise an unarticulated question in the minds of some donors as to why the person hasn’t been given the title of president/CEO.

Which Title Will Work Best for You?

Compared to the duties of a president/CEO, the duties of an executive director range much more widely on a management activity scale. Some executive directors are simply clericals while others are sophisticated senior executives. Any organization that ignores this fact can leave a psychological gap in public perceptions relating to the group’s strategic posture and the senior manager as a substantial leader. Where warranted by higher responsibility levels, changing a senior manager’s title to president/CEO can help present a better public posture for the senior executive and a better strategic posture for an organization.


*In the nonprofit corporation, the board chair is usually an unpaid volunteer who also might hold the CEO title, indicating that person has final operational authority. A volunteer holding the CEO title may be subject to more personal liability than other board members.

**This also assumes that those directly reporting to the president/CEO are concurrently given vice president titles.



Copyright © 1992-2020 CharityChannel LLC.



  1. Richard Ambrosius on April 15, 2016 at 3:13 pm

    The time to make the change from Executive Director to CEO was about 25 years ago. Those that made the change are now reaping the benefits.

  2. Don G on August 27, 2016 at 1:53 am

    I reject the idea that a charity organization needs to be seen as a business. In fact, I believe it sends the inappropriate message that financial matters supersede the public benefit that the organization seeks to carry out. I am and have always been against this push to bring too many business practices into the non-profit sector. It is unnecessary and, based on my experience, does not provide any tangible improvement in operations or perception.

    • Stephen C. Nill - CharityChannel on December 24, 2016 at 7:34 am

      Don, I'm of two minds. While I agree with you that the title "CEO" sends an unfortunate less-than-philanthropic message to the public, I do think that it sends the right message to the nonprofit sector, which tends to undercompensate its chief executives. If I were in that role, I would fight vigorously for the title "CEO" while also making darn sure that my board knows I'm worth every bit as much as would a person running a similarly-sized for-profit business.

      • Douglas Skea on April 20, 2019 at 6:58 pm

        There needs to be universal agreement regarding official elected positions for nonprofits. A meaningful approach must be uniform that removes confusion and outright ignorance. The consequences for not doing so are an absolute loss of public trust. Trust is from top to bottom of organizations. Recently, I relocated where there is a homeowners association. I was alarmed by the misuse of recently elected board members presenting themselves as VP's. The need to educate these people is not only clearly nonexistent, but transcends consistently the failure to elect candidates competent and qualified. This burden could be most effectively dealt with by the organization's auditors and qualified attorneys. Also, as I have discovered, the homeowners association has elected to choose a lesser form of audit known as a review or compilation. There are no risks to the auditor when having a lesser level of inspection. Of course, the board members would be well advised to elect an auditor to prepare an audit, nothing less.

        Comprehensive overhaul is needed.

        • Stephen C. Nill, JD - CharityChannel on April 21, 2019 at 8:13 am

          Douglas, the 50 states and District of Columbia are remarkably consistent in the minimum requirements for a governing board of directors and board officers. Beyond the minimum roles required by law, organizations are free to develop other roles and that flexibility has been, in my view, an important driver in much-needed innovation in the nonprofit sector. The role of "VP" is one that is not typically required by state law, but is certainly permitted. I, myself, have served as a Senior Vice President in a nonprofit hospital system, for example.

          That said, it is certainly possible that a given organization can overdo it. This sort of thing falls more into the area of sound governance than it does law, it seems to me. A board such as the one you describe for your homeowner's association could well benefit from engaging a governance consultant to help it better perform its duties.

          With regard to the level of review of the audit, I agree, that is a concern. There may be legitimate reasons for, say, a compilation report (such as the cost of the audit), but it also means there could be problems not detected by the audit or disclosed in the report.

          • Eugene Fram on April 21, 2019 at 3:54 pm

            Douglas: I agree with Stephen: I also live in condo group that has a compilation report, not a full audit. However, we have a retired accountant who sees every invoice, signs it, and reviews all outgoing checks. Also a retired CPA who serves on the finance committee and helps with other matters, such as the annual report of the Reserve Account. His analyses and projections for the reserve account are sharp. Works like a hot knife cutting through butter. Should either of these people leave, I agree we will need a full audit, although that does not fully guarantee that it will uncover fraud.

  3. Tony Laycock on December 24, 2016 at 5:32 am

    I am creating a nonprofit animal rescue.

    I was wanting to know can I be the President / CEO and have an executive director as second in command that will report to the president and board?

    I have been trying to find in a lot of places on how to set up my nonprofit structure for success to better help fulfill my mission and purpose. Any advice on what positions I should have or create to better my mission and purpose?

    Our focus is to become a 501(c)(3) non profit organization that operates solely from fundraising, income derived from a variety of businesses, organizations, and dog training animal classes, as well as the goodwill of volunteers.

    The mission of Companion K9 Rescue, SPCA (CK9R-SPCA) is to improve the quality of life for all horses, dogs, and cats thereby improve the lives of people through their bond with horses, dogs, and cats.

    Our sole purpose is to rescue, rehabilitate, and help dogs, cats, and horses to become more adoptable. We will create a program to aid in the retirement of working dogs from police.

    Our goal is to have a Search and Rescue Team Program (SAR), Dog Therapy Program, and Animal Cruelty Investigation. We will save animals from euthanasia (from many sources) and foster them for as long as it takes to find a home.

    • Stephen C. Nill - CharityChannel on December 24, 2016 at 7:24 am

      Tony, first of all, I commend you for your vision of creating a nonprofit animal rescue.

      As I understand your question, you plan to serve as President/CEO and have an executive director as second in command.

      Let's start at the basics. Your organization will have a board of directors. The board sets policy and is the ultimate authority of the organization. The board will have board officers, including, minimally, the board chair, the board secretary, and the board treasurer. The role of the board president is to preside over the board, most typically at board meetings, and to speak for the board in interfacing with the staff. Most notably, the unpaid, volunteer board chair role does not contemplate running the organization's day-to-day operations. Day-to-day operations are the responsibility of a paid staff member with the title of executive director or, as is increasingly popular, President/CEO. (For the sake of simplicity, I'll just use "President/CEO.")

      The President/CEO, the highest ranking staff member, is responsible for implementing board policy and, in a healthy relationship, will have good communication with the board chair while running the operations and supervising any staff. Sometimes an organization will have another staff member run operations, typically the COO (chief operating officer).

      While everything I just said is "textbook," in new, struggling organizations, the foregoing is often more of a fantasy than a reality. Board members often are involved in the day-to-day operations and board chairs serve double duty not only as board chair, but as the defacto President/CEO. This is not a bad thing as long as the organization is striving to grow and eventually evolve to the ideal.

      Now, to address your question: No, it doesn't make sense to have you serve as a President/CEO and have an "executive director" as a subordinate. The simple reason is that a President/CEO is just another title for executive director. Instead, if you've been following along, your role might better be as the volunteer board chair, working with your board to set policy, while the President/CEO implements it. Alternatively, you can serve as the President/CEO and also as a volunteer board member (maybe even the chair), but this route sets you up with so much power in the organization that it can lead to problems (think about avoiding founder's syndrome).

      Before you make your decision, I recommend two books to you that we publish:

      I hope that this is helpful. Good luck with getting your organization up and running!

      • Tony Laycock on December 24, 2016 at 8:05 pm

        Thanks so much for your wisdom. I was hoping to make a career as a paid staff and also have influence on the board.

        I am not looking to be King Kong of the rescue I am founding but at the same time I don't want to end up being fired or let go simply because of my experience.

        What position would be best for me as the founder and also be a paid staff member?

        It might be best to have someone with more experience then I do run the organization to it best potential.

        Do you know of anyone who can help me to layout a structure?

        People I have talked to said they would love to be apart but they want to see a form of structure before they join. I have been giving an example, Nobody want to get on a ship that they aren't sure it will stay afloat or sink. They want to see a basic Form of structure and positions. Then it can be edit later.

        I understand I have a

        Board of Directors

        President, Secretary, and Treasure,

        These are positions I have but not sure how to set them up and was wondering if you a company who could help me?

        Senior Vice President, Chief Operations Officer (COO)
        Senior Vice President, Chief Financial Officer(CFO)
        Senior Vice President, Communications
        Senior Vice President, Development
        Senior Vice President, Animal Anti-Cruelty
        Senior Vice President, Chief Legal Officer
        Senior Vice President, Community Outreach
        Interim Senior Vice President, Animal Health Services
        Senior Vice President, Certification and Training

        Community Relations Director

        Senior Rescues Coordinator
        Youth Dog Trainers Challenge, Coordinator
        Youth Event Coordinator
        K9 Search and Rescue (SAR) Coordinator
        Volunteers Coordinator
        Therapy Coordinator
        Horse Rehabilitate / Adoption Coordinator
        Cats Rehabilitate / Adoption Coordinator
        K9 Rehabilitate / Adoption Coordinator

        Natural Disaster Response Team Coordinator

        Programs Manager
        Grant Writer

        Any clue how I can turn this into a structure people would be willing to be apart of?

        I am really seeking help because this is my dream, my vision, and I have a desire to provide aid to people and animals.

  4. Eugene Fram on December 24, 2016 at 11:27 am

    I take Stephen's 'two minds' further. First a naive volunteer who has title president/ceo in some states may acquire personal liabilities not incumbent on other board members. Second, it also demeans the work of capable managers who deserve the VP title.

    May i also suggest a third book, recently published? Going For Impact The Nonprofit Director's Essential Guidebook: What to Know, Do and Not Do based on a veteran director’s ample field experience (Amazon)

  5. Stephen C. Nill - CharityChannel on December 24, 2016 at 11:43 am

    Eugene, interesting point about liability. And congratulations on your latest book, Going For Impact The Nonprofit Director's Essential Guidebook: What to Know, Do and Not Do based on a veteran director’s ample field experience, available on Amazon here:

  6. Eugene Fram on December 25, 2016 at 3:10 pm

    Tony: I suggest Founder & Development Director. Your experienced operational Manager should be President/CEO, so that it is clear who has final operational authority, except for those powers still retained by the board. In addition to Going For Impact, listed above that may be appropriate, for all your new directors, my book, Policy vs. Paper Clips 3rd, should be of specific interest to you. Some of it will be appropriate for your start-up stage and moving forward.

    As they say in the venture capital world, it's great that you recognized the need for an experienced "adult" to be your first CEO.

  7. Corrina T. on January 31, 2017 at 4:26 pm

    A disclaimer first, I'm fairly new to the inner-workings of non-profit management, so please bare with me here...

    I'm involved in a rapidly growing not-for-profit. I had a recent conversation with our President/CEO and she questioned that, as the organization continues to gain momentum, does it make sense for her to remain in her current role (as President/CEO). From there she asked for me to do a little research to help her make this decision one day.

    So here I am with a few questions of my own:

    Can a not-for-profit have a separate President and CEO? If so, what is the difference between the two? Or, are the terms President/CEO synonymous in the non-profit world?

    Is there a position on a non-profit's staff that is more visionary compared to operational?

    And, what other thoughts, feedback or advice can you share to help in the decision-making process? FYI - there are no hard dates on any kind of transition; we're just trying to do a little forward thinking with this.

    Thank you for your time and consideration!

    • Eugene Fram on June 2, 2017 at 6:29 pm

      It also depends who carries the title of CEO. This is preferable:

      Board Chair--a volunteer
      President/CEO--Person in charge of operations, if a voting board member
      Then secretary or treasurer.

      Although not attorney, all three look fine to me, as along as none of the the three do not carry the CEO title which may have responsibilities, not encumbrant on other directors or trustees.

    • Eugene Fram on June 2, 2017 at 6:30 pm

      It also depends who carries the title of CEO. This is preferable:

      Board Chair--a volunteer
      President/CEO--Person in charge of operations, if a voting board member
      Then secretary or treasurer.

      Although not attorney, all three look fine to me, as along as none of the the three do not carry the CEO title which may have responsibilities, not encumbant on other directors or trustees.

  8. Jan Monroe on February 25, 2017 at 3:31 pm

    I have enjoyed reading this information and would like to add my own related questions. If they have already been covered fully in the information above please reference it for me. I am the co-founder of STEP VA, Inc. (Sensory + Theatre= Endless Possibilities) We are a 501(c)(3) and have been in operation for three years. My title is President/Co-founder. We have a board of three to include myself as essentially board chairman, a treasurer, and VP of Program Development and a fourth person that helps with marketing. We are a fully working board to support our periodic programming for children and adults with special needs. We have 0 paid staff other than pay for leader/teacher roles during work shops and camp sessions. My experience is as a pediatric therapist, however I want to grow into more of a leadership role in this non profit and not hinder its growth as well. Would it be best to look for a board chairman, so I can transition to a ED position, or look for others to take over both? Then CEO or ED? I shy away from titles myself but I see clearly how they can help with roles and responsibilities and accountability. Above all I want this organization to thrive. Thank you in advance for any suggestions.

  9. AEL on June 1, 2017 at 4:32 pm

    I have a question: On a 1023 long form the IRS requests the names of 3 officers.

    Can you tell me all the titles that can be used for an officer?

    I know there is the president- secretary - treasurer.


  10. Rhonda Daniels on June 27, 2017 at 10:41 am

    Our nonprofit has a President / CEO. Is it workable for our DBA to have an Executive Director? We need that level over our DBA facility.

    Thank you

  11. Eugene Fram on June 27, 2017 at 11:09 am

    Is the president/CEO a volunteer? If yes, he/she may acquire some personal liabilities that other directors don't have. Then best to use ED/CEO title. However, if the president /CEO is the operating head of the organization reporting to a board with a volunteer board chair, no need for the ED title, per my article. Use VP title for all divisional direct r=reports to the preside/CEO.

    BTW: This is not legal advise. I am not an attorney. Only based 30+ years of experience with the corporate model in nonprofit and business settings.

  12. Kady on August 16, 2017 at 6:33 pm


    I am needing some help! I am the Director of Relations for a law firm, and my boss (the attorney) wants to develop a private, operating foundation through the firm. Problem is, I am having issues with titles. Technically, he is the founder, and will make all financial decisions. It is profits that he will be funding through his company directly to the non-profit, so it is just he and I that will be running the foundation. I have a lot of connections in the community for non-profit organizations, which is why he hired me. So I will develop the relationships, decide what to give to a different charity each month, and my boss will financially approve it and show up for events specifically to that non-profit. I hope I am making sense in terms of our goal and our roles. No one else will be involved. I personally would like an executive title for resume purposes, but I don't know how that will work. Do we have to have a Board of Directors? Any advice you could give me would be greatly appreciated!

  13. Fred on April 5, 2018 at 10:25 am

    Can a not-for-profit have a separate President and CEO, both paid professional positions within a large, complex, non-profit organization? Are there examples of how the job of President and the job of CEO can be delineated?

  14. Eugene Fram on April 5, 2018 at 3:07 pm

    Yes. I have seen it in business where the organizations where the the titles are separate--they have a President who has board responsibility for policy and a CEO who handles operations and has ultimate responsibility day to day isssues. However, it is more common to see the person listed as Vice president and CEO. A volunteer who has the title of President/CEO may incur liabilities that other directors do not have.

    In nonprofits it is more common to have a Board Chair (volunteer) and a paid president/CEO. For more details see:

  15. Roberta Jannsen on May 2, 2018 at 1:30 pm

    I am on the board of a non-profit that has one paid employee (and some paid contractors). Historically, that paid staff member was only a few hours/week and the title was Coordinator. We now have someone full-time who really runs the organization from board work to fund-raising to program oversight to being a leaders in the community. I believe we should change her title from Coordinator to Director. Even though her duties wouldn't change, it seems as if it would be helpful from the perspective of external constituents (grant writing, serving on certain committees), but also acknowledges all she does. Are there guidelines for non-profits in terms of title choices? Would you agree from the above description that we should change her title? We are not in a position to give her a raise with this, so it would just be a "prestige" promotion. Please give me your thoughts.

  16. Mark Kingdeski on June 3, 2018 at 3:28 pm

    Hello. Two years ago I (we) started a not-for-profit organization for suicide prevention and awareness. I lost my son at the age of 23 in 2015. I have given up my other dreams in order to save a life. I have taken two acres of my business and constructed an amphitheater that can hold more than 3,000 people for fundraisers.

    I recently hired an ED after reviewing over 450 candidates. I hired this gentleman because he had heart and his knowledge in not-for-profit organizations stood out. The board of directors he has put together have proven records as well.

    Maybe I have some that founder's syndrome setting in? I have funded more than $850,000 of my own money to support this foundation. Failure is not on my future list. When I structured the organization, I put the position of president down for myself. Should I keep that position or change? I want to have some control, but still want the ED to run with the ball.

    The bylaws are still being written for the organization. Yesterday, I was asked what term limits do I want on being the president? I have a meet-and-greet with the board members next week. I have formed three corporations in my lifetime, but never a not-for-profit corporation. Everyone around me is very excited for me and Central New York. It's becoming the new buzz that has a different approach when it comes to suicide prevention and awareness. Last year alone I've logged in over 2,400 hours and I run another business as well. The word "Founder" makes me sound old, laughing.... I'm a virgin! I need to save that one life! Just one! As a former Marine, I know that just one battle can change a war!

    Those of you who have saved a life, I want to thank you! May God Bless you and keep your families safe as well. Our website is going live sometime in the next few weeks as

    Looking forward to your input on the above matter.

  17. Chris Becicka on May 9, 2019 at 3:00 pm

    Here is the issue: my chapter is one of 22 of an nfp all-female association. Our "Executive Director" is a consultant for an association management firm. He is in charge of our annual convention, running elections, taking in membership fees, communications, no real leadership responsibilities. Many of the members of my chapter are upset with his title -- our association's purpose is to further women's leadership and believe this title sends the wrong impression. My question is, what title can we give him that conveys his purpose and job for our organization? Any help on this would be appreciated. Chris

    • Stephen C. Nill, JD on May 13, 2019 at 8:33 am

      Chris, what an interesting question. I can see how the optics of a male "executive director" for an all-female association would be all wrong.

      I'm sure there are good reasons for having a management firm in the role (offloading day-to-day administration is often necessary), but in the case of an organization with the mission of this organization, not having a real chief executive who is female actually conflicts with the mission.

      One idea is to have a volunteer female chief executive and then give the title of "manager" or "assistant" or "consultant" or something similar to the consultant. The volunteer chief executive would be expected to show real leadership, but the day-to-day administration would be handled by the consulting firm.

      Dr. Eugene Fram, this article's author, is active in responding here so I look forward to what he has to say.

      • Eugene Fram on May 13, 2019 at 4:24 pm

        Chris: I assume your chapter organization is a small one, since you are utilizing an association management group. I have advised some nonprofits utilizing outside help to handle day-to-day operations to have an active board that focuses on the governance function, including these positions: Chair, VPs, Secretary and Treasurer. For the operations person you can use the title of President/CEO or Executive Director/CEO. A Board volunteer should never have the CEO title since it might indicate she can acquire liabilities not incumbent on other board members. Also the Chair needs to have a two-year term.

  18. Hermann Steyn on January 13, 2020 at 11:29 pm

    Eugene, I work for a sports organisation in South Africa and we are a non-profit organisation. Our Executive Committee consists of a Chairperson, Vice-Chairperson, Treasurer and Executive Secretary. We would like to change the title of our Chairperson to President to fall in line with other sports organisations. I would like to send a notice of a constitutional amendment to our membership that we will change the title at our AGM. Please help me with the wording of the notice and how to motivate the change?

  19. Maritza Parrilla on March 9, 2020 at 12:07 pm

    I ran across this article and I find it very informative. My daughter just recently started a nonprofit organization. Although an attorney did the paperwork, he listed my daughter, myself and another person as Directors. Then my daughter was told that she should be the Founder/CEO/President. I am not sure if this is correct. Her heart is into helping kids in trouble and homeless families. Her previous experience is working with the elderly, disabled children and troubled children. I have had my own for-profit businesses but never a corporation. After reading some of the things in this article, I am not sure of what our titles should be. My daughter would like have a say on what goes on and within the next two months she should have her Bachelor's degree as a social worker and plans to go for her Masters. I am also a retired Officer and was advised that I should be the VP/Treasurer but not sure, and that the other person should be the Secretary. We need some help in trying to get this organization structured. As of right now there are only three of us. I am assuming that my daughter will always like to have a part in the organization and I am not sure if this is possible. We have two more individuals that we would like to ask to be part of the Board but before we move forward we need to get the structure part correct. Can you be of any assistance in directing us?

  20. Alycia Humphrey on November 9, 2020 at 3:45 pm

    Hello Eugene,

    I have read all these comments, hoping to find my answer. But I still have a question. I am in our third year as a nonprofit and I am listed as the president/executive Director. I am also the one who is currently handling the daily operations for the nonprofit. I do receive a small monthly salary for my work. What, exactly, are the responsibilities of the president vs chairperson? We also have a VP, treasurer/secretary, and four board members. Three of the four board members only contribute to the overall vision at the annual board meeting. My husband is on the board too, but doesn't have a specific title. I have been told that as the executive director, I don't have a voting right at the meetings, since I receive a salary. Is that true? We do have a volunteer bookkeeper.

    Thanks in advance for all your assistance.

Leave a Comment