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Restructuring the National Kidney Foundation.

J L Brand1

  • 1National Kidney Foundation, New York, NY 10016, USA. jbrand@pattonboggs.com

American Journal of Kidney Diseases : the Official Journal of the National Kidney Foundation
|April 15, 2000
PubMed
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The National Kidney Foundation (NKF) restructured its governance after a two-year review. This change aims to improve power sharing between national and affiliate bodies for future success.

Area of Science:

  • Organizational governance
  • Non-profit management
  • Healthcare policy

Background:

  • The National Kidney Foundation (NKF) operated under its original governance structure for 50 years.
  • A comprehensive two-year review of the NKF's organizational framework was conducted.
  • The review involved input from all constituent groups and external consultants.

Purpose of the Study:

  • To restructure the NKF's governance for the first time in its history.
  • To enhance the sharing of power between the national organization and its affiliates.
  • To better position the NKF for its inaugural national fundraising campaign.

Main Methods:

  • Delegation of governance responsibilities to the Board of Directors.
  • Establishment of a General Assembly comprising affiliate leaders and professional staff.

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  • Collaborative decision-making between NKF national and affiliate leaders.

    • Main Results:

    • A new governance model was implemented, centralizing key responsibilities with the Board of Directors.
    • A General Assembly was formed to ensure broader representation and input from affiliate leaders and staff.
    • The reorganization facilitates a more equitable distribution of authority within the NKF.

    Conclusions:

    • The governance restructuring is expected to strengthen the NKF's operational efficiency.
    • Improved collaboration between national and affiliate levels is anticipated.
    • The revised structure aims to bolster the success of the NKF's national fundraising initiatives.