Bristol Organizations

An Organization Made Up Of Organizations

 

inTHISissue:

  1. Be a Visionary
  2. Turn Board into Ambassadors
  3. Improve Board Attendance
  4. Coaching Executives is Critical
  5. Truths Your Board Should Know

 

Mission Statement 

The goal of Bristol Organizations is to provide service and non-profit Organizations in the NE Tennessee and SW Virginia, the best possible avenue for mutual communication and the greatest exposure to the community.

 


 

Links

 

 







      Resources &

        How-To's

Policy & Procedure Library
  
Complete list of documents


All Volunteer Organizations
All Hands On Board (PDF)

A manual for All Volunteer Organizations

Brochures
   
Distilling you message (PDF)
Communications
  
Getting the word out (PDF)
Strategic Planning 
   Effective Strategic Planning (PDF)

Fundraising
  
20 Mistakes
Fundraising Readiness Checklist
  
Get Checklist


By Ron Ashkenas and Brook Manville


Creating a unifying vision for an organization is a fundamental skill for leaders. A simple, bold, inspirational vision can feel almost magical: it brings people throughout the company together around a common goal and provides a focal point for developing strategies to achieve a better future. Unfortunately, however, building a vision has become more associated with a company’s top-level leadership than the managers in the rest of the organization. Good senior leaders know they are missing critical information: they are far removed from customer experiences, operational realities, and the hopes and dreams of people working for them. To read more on “Helping the CEO Shape the Company’s Vision” ….Click Here

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By Tanya Fitzgerald

 

Engaged board members are instrumental advocates and ambassadors for your nonprofit organization. Identifying and securing them can be challenging, but once they join your mission, they become an invaluable resource.

 

From the initial solicitation through the completion of their terms, your board members should feel valued, accomplished, and tasked. To read more about engaging your board members.............. Click Here

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Newsletters
 
Informing the Publilc (PDF)
Outcome Measurement
 
Demistifying (PDF)
Board
 
Leadership for Board Members (PDF)
Systems Checklist
Get Checklist (MS Word)

Board Manual
 
Checklist
Audit Services
  
List of Audit Firms (MSWord)
Good Practices Guide
  
Non Profit Good Practices
Board Recruiting Matrix
   Sample Board Matrix (MS Word)
Free Downloads
   Kim Konando Downloads (web)

  
More Free Software
Sarbanes-Oxley Act and Implications
   
Implications for Non Profits (MS Word)
Get Corporate Sponsorships
   How can my small charity get sponsorships (MS Word)
Samples and Templates
   Various sample letters, templates, etc. (MS Word)
Specialized  Organnization/Board Workshops

http://strategicawarenessessentials.com/blog/

 

Have you ever had (or heard of) the situation where one or more Board members were either consistently late, or were not turning up on a regular basis (with or without pre-warning). This is one of the most consistent comments we receive from CEOs and Board members when we conduct nonprofit governance audits and reviews. 

 

I would first of all like to make the distinction here between Board member involvement versus Board member attendance. Board member involvement is where the Board member, even if they are unable to attend a particular meeting, has read the papers, discussed issues with the CEO and Board Chairman, and has made a strategic contribution to the meeting’s agenda. To learn more in this topic.............. Click Here

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Guides, Reports & Plans


WRITTEN BY BETTER BOARDS

 

There are very few safe harbours in the world these days and for the isolated CEO or executive carrying all the pressure, providing them with one will make a significant difference to their performance and longevity, and through them, the organization.

 

It doesn’t matter how smart, insightful or even self-aware you are, getting a quality, external perspective helps. Someone to help sort the important from the urgent, who doesn’t have a vested interest in anything other than your success.

 

Even the best of the best (like Richard Branson and Bill Gates) rely on others who complement their skills, who offer honesty where others wouldn’t (for fear of impacting their own position), and who offer a sounding board that safely challenges thinking and comfort zones. 


To read more in this subject ................... Click Here

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 By JOAN GARRY

Let’s say you’ve just joined a nonprofit board. You’re flattered. You really love the work the organization does. You have a general sense of the role of a board member – something about ‘governance’ and yes, you probably heard the word “fundraising.”

 

But you’re also thinking to yourself: I bet I don’t know half of what being a new board member entails. Or even, what did I get myself into?

 

And now let’s say your organization has a harried Executive Director (this may be redundant) who really should have put together a strong board orientation but there just wasn’t time. And maybe the board members who recruited you soft-peddled fundraising or time commitment or all of the above. To read more in this subject............. Click Here

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