An Organization Made up of Organizations
inTHISissue:​
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Don't call it a Crisis Plan
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Best Fundraising Advice
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Board Development & Recruiting
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Board Member Vs. Executive Director Roles
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When a Founder Won't Let Go of the Wheel
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.
Resources & How-To's
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Guide - How to Write Meeting Minutes
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All Volunteer Organization?
Read This:
"All Hands On Board" (PDF)
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Effective Strategic Planning (PDF)
Fundraising
20 Mistakes
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Fundraising
Staging Special Events (PDF)
Fundraising
Step by Step Guide (PDF)
Fundraising
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Fundraising
Part 1- Getting Ready (MSWord)
Part 2- Identifying Prospects (MSWord)
Part 3- Cultivation (MSWord)
Part 4- Solicitation (MSWord)
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Part 6- Preparing Proposal (MSWord)
Part 7- Stewardship (MSWord)
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Leadership for Board Members (PDF)
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Board Manual
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Good Practices Guide
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Board Recruiting Matrix
Sample Board Matrix (MS Word)
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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
Workshop Listing and Description
Emily Davis Consulting
http://emilydavisconsulting.com/
If your organization has planned a recruitment strategy you have most likely considered a nomination committee. The nomination committee is typically responsible for identification and recruitment of potential board members to govern your organization.
I see a board development committee as a better approach to both nomination and a number of other activities related to strengthening your board. Board development includes recruitment and nomination, but also focuses on retention of board members, which comes in many forms. Retention of quality board members begins with a healthy recruitment process.
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To continue reading about Board Development ............ Click Here.
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By: Amanda ReCupido
No one wants a crisis, but with a little foresight and some planning, it doesn’t have to be the end of the world for your organization.
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It’s really all about semantics. Crisis. Scary. Risk management. Sounds financial. Issues mitigation. Now you’re just using fancy words. Whatever you call it, though, you need to plan for it.
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As someone who’s handled many a crisis for many a nonprofit, believe me when I say you need to plan for everything that could possibly go wrong. To continue reading...... Click Here.
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Unknown Author
The more things change, the more they remain the same. Isn’t it strange that after more than eight decades of fund raising, after literally thousands of workshops and seminars, after innumerable barrels of ink have washed over countless books, that after all this, successful fund raising can be distilled down to a mere 16 tenets.
But, come to think of it, maybe that shouldn’t be surprising. There are, after all, only 10 commandments, a mere seven Wonders of the World, and just one Golden Rule.
Granted, you can’t illuminate every aspect of fund raising, every nuance and shade, every subtle underpinning in just a handful of essentials. But it is safe to say, if you abide by each of the principles below, you will almost always experience a startling degree of success.
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To continue reading about Fundraising............ Click Here.
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By Ellis Carter
The old saying that boards govern and staff manage are good guidelines, but they aren’t sufficiently detailed. It’s generally understood that the Board provides strategic advice and counsel to management and plays an oversight role; however, directors should not interfere in the organization’s day to day business. Running the day to day business is the purview of the Executive Director, who may also be referred to as the CEO, President, Principal, etc. Staff report to the chief executive. Often, tension arises because the line between governance and management isn’t always clear.
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To read more on this critical relationship .............. Click Here.
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by Joan Garry
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Stepping back as a founder is never easy. Even with the best intentions, old habits can creep back in. Here’s what I learned the hard way — and the strategies every founder (and new leader) should use to make the transition work.
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Hundreds of founders look to me for advice. I advocate that founders set the new leader up to succeed well in advance of their departure. I advocate that when the new leader takes over, the founders actually depart, offering the new leader the run room to lead, drive, and be in charge.
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To continue reading............ Click Here.
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