Bristol Organizations

An Organization Made Up Of Organizations

inTHISissue:

  1. Hard Questions NP's Should Ask
  2. Legal Duties of a Volunteer Board
  3. Elephant in the Room
  4. How to Review Your Executive Director
  5. Board Can Stop NP Leader Burnout

 

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 Nell Edgington

 

I’m a huge believer in questions. Sometimes asking good, hard questions is the only way to get to the bottom of something, to find the right path, to understand motivations, to analyze potential options. So too in the nonprofit sector hard questions can play a pivotal role. It is critically important that we move away from an unwritten rule that “charities” are doing good things that shouldn’t be questioned, to a place where nonprofits are continually asking themselves hard questions to ensure that they are making most effective use of resources and providing real solutions.  To read more.......... Click Here.

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WRITTEN BY SABINE PHILLIPS

Effective not-for-profit boards possess a winning combination of passion and professionalism. It is crucial that all board members understand the personal legal responsibilities they assume when they become a director of a board. Regardless of their connection to the cause, a person should not accept a directorship or remain as director without the appropriate skills and competence to perform their role.

 

Boards can assist their directors in meeting their legal obligations by having clear policies, conducting regular training and reviews of their board, and identifying any gaps in knowledge and skills.  To read more................... 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

BY JULIE GARLAND MCLELLAN

 

In almost every survey of boards, directors reveal that they are unhappy with the performance of one or more of their boardroom colleagues. They usually then continue to reveal that their board has done nothing to remedy the poor performance.


So why are boards so reluctant to address the issue of under performing directors? What practical steps can they put in place to recognize and remedy performance issues?  To read more on this subject............ Click Here

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Guides, Reports & Plans


Suzanne Smith, CEO and Founder

Social Impact Architects

Governance expert John Carver was famous for saying “organizational performance is synonymous with chief executive performance.” In other words, if an organization is performing well, the CEO must be good. And, if an organization is performing poorly, it is the CEO’s fault.

 

This may be true in for-profits, where the buck stops with the CEO, but in the social sector, this correlation isn’t quite as clear. Social sector organizations exist in increasingly complicated environments, face tectonic shifts in technology and have to maintain a tough balancing act between expectations and reality.

 

However, we do believe that an Executive Director's is a crucial element of a nonprofit’s success.  To read more on this topic.............. Click Here.

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BY NELL EDGINGTON

 

 

This summer, after much convincing, one of my clients (who was close to burnout) reluctantly took a long weekend off. She said it felt amazing. But she also felt guilty. It is insane that three very short days away felt somehow wrong to this beleaguered nonprofit leader.

 

But, her plight is so disappointingly normal in the nonprofit sector.

 

I know you see it. As a board member I know you see how worn out your nonprofit’s leader is. And I know some of the blame rests on the shoulders of the nonprofit leaders themselves who are excellent at playing the martyr.  To read more on this subject.............. Click Here.


 
 
 
 
 

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