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What do you do?
You know when you have a client that just like to take their sweet time to get you the information needed in order for you to proceed with their project, don’t get frustrated just laugh and be sure to document the conversation.
Believe me when I tell you that in a few days the client will call ask what is the progress of the project, just refer to your documentend conversation and inform the client that because of their lack of urgency the project is being delayed. Once you’ve told them that watch how fast they begin to get items to you.
A Commitment to Community
Do you want to be part of something great?
You have the opportunity to be part of the restoration of Detroit, a comeback story that could be powerful enough to become a model for metropolitan revitalization.
Like many great stories, this is one of coming together as a community. The City of Detroit, Mayor Dave Bing’s Detroit Works Project and Citizens Bank are here to be a part in Detroit’s rebirth.
For more information please visit www.myhome.citizensbanking.com
There are several reasons for a business plan. One is to please your funders, who are increasingly interested in seeing business plans with measurable results. a plan provides a way to measure progress toward your goals. It is the base for objective and measurable outcomes that charitable foundations and agencies such as the United Way are now demanding. No measurable outcomes? No money!
One can use a business plan to model the results of the many decisions you have to make in a changing enviroment. What if you add an employee? What will the financial impact be, not just for the hire but also for overhead, effect on the ED, (Executive Director), and other staff, delivery of service, and so on? One could examine the risks of various scenarios. What if giving is down? What if the demand for your services grows more quicckly than expected? What if you move to more expensive facilities to be closer to your clients?
You will find that the planning process teaches you a great deal about running your organization and how to improve its prospects. This alone justifies the time and effort business planning takes.
How long should a board member’s term be? How many consecutive years should a member serve? should former board members be invited to join the board again? If so, how long should they be off the board before rejoing it?
There are no hard and fast rules here. Term limits are intended to provide a smooth turnover of the board. Scheduled turnover is inteded to prevent board stagnation, boards that don’t turn over tend to freeze in predictable patterns. For gradual turnover, start with staggered terms: one, two, or three years.
Three years with one renewal (total of six consecutive years) is common. This allows for some continuity but builds in turnover. Board members who are superannuated can always choose to remain actively involved on committees and advisory boards, though even then they may be well advised to take a sabbatical to refresh. A good rule of thumb is that a board member should take a break from duties for at least one full term in order to rekindle his or her enthusiam and develop new ideas.
1. Regularly attends board meetings and important related meetings
2. Makes serious commitment to participate actively in committee work.
3. Volunteers for and willingly accepts assignments and completes them thoroughly and on time.
4. Stayes informed about committee matters, prepares well for meetings, and reviews and comments on minutes and reports.
5. Gets to know other committee members and builds a collegial working relationship that contributes to consensus.
6. Participates actively in the committee’s annual evaluation and planning efforts.
7. Participates in fundraising for the organization.
