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Types of Strategic Planning

In Strategic Planning by Geoff Burns

So you want to move your organization forward, and you think that strategic planning will make everything better. Well, if you do it right, it could. Notice I did not say it will. Strategic planning is something that typically takes a significant amount of experience to become proficient. In many organizations, the directors may have some experience in the business …

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SWOT-Internal Analysis

In Board Development, Evaluations, Strategic Planning by Geoff Burns

Ah yes, the SWOT analysis. IF you don’t already know what that is, SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. This analysis breaks down in to two different components, the internal (strengths and weaknesses), and the external (opportunities and threats). For the purposes of this post, we will focus on the internal environment. Before we begin to analyze the …

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Part 3:Duty of Obedience

In Board Development, Evaluations, Strategic Planning by Geoff Burns

Duty of Obedience This is part 3 of a three part series on the duties of board members. Duty of Obedience deals with the legal issues. Board members are responsible for making sure that the organization complies with applicable laws and regulations as well as its own internal documents and policies. Obedience to the central purpose, ie. mission, must guide …

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Clergy Conflicts

In Board Development, Strategic Planning by Geoff Burns

While it might seem strange, having a member of clergy on the board of your religious charity may not be the best idea, especially when it comes to advocacy and fundraising. Who wouldn’t want the leadership and direction of clergy when addressing the issues facing a religious organization? Clergy provide sound doctrinal advice, are passionate about ministry, have access two …

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How to Tie a Shoe

In Board Development, Evaluations by Geoff Burns

For organizations that are under duress, board members frequently avoid the crucial issues and get sidetracked on mundane concerns. Think for example the process of bringing in a new Executive Director. In most cases, new Executive Directors do not get the support and “Onboarding” needed to fully integrate in to the culture and mission of the organization. (Click here for a …

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Part 2:Duty of Loyalty

In Board Development, Evaluations, Strategic Planning by Geoff Burns

Duty of Loyalty This is part 2 of a three part series on the duties of board members. Continuing on from Part 1: Duty of Care, lets now look at the Duty of Loyalty. Board members have a responsibility to put the interests of the organization and its objectives ahead of any personal or professional interests. This includes the interest …