Annually, during Board retreats and/or strategic planning meetings. Succession planning efforts are also opportunities to visit goals and mission.

Crystal clear on one Board. A bit fuzzy and unclear on another Board. It seems that when there is financial stress and/or leadership transition the line becomes less clear and this fuzziness can carry over beyond the immediate stressors.

Thanks for sharing this article. It stimulated a couple thoughts...organizations and funders need to recognize that talking about collaboration is easy, but actually considering and implementing real collaboration is tough, requiring deep planning, a willingness to depart from long standing habits and patterns, and the full buy in from all stakeholders. My other thought about "too many non-profits" is the wide range of organizational effectiveness among the universe of non-profits. I support the idea of having some sort of dynamic rating/mapping system about the effectiveness of a communities' non-profits that speaks to user satisfaction and organizational responsiveness and health. This would not be a static one time scorecard, but rather a dynamic system that allows for continuous user feedback and updates. This would have value for funders, users, and entire communities. It would also inform considerations of mergers, collaborations, and redundancies.

In my experience with Boards we have had either 2 or 3, 3 year term limits.