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An Action Plan on Behavioral Health Workforce Development
2008-02-05
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Across the nation, there is a high degree of concern about the current state and future direction of the workforce for preventing and treating mental health and substance use disorders.
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Policies and Procedures: The Nuts and Bolts That Keep Your Nonprofit from Crashing
2007-10-08 Topic: Administrator's Corner
By Elizabeth Schmidt
Think of this article as a wake-up call. It is time to stop the inertia and begin formulating those policies. I recently heard that a fifty year-old organization with $50 million in assets instituted its first conflict of interest policy last year. That organization provides proof that it is never too late to tighten the nuts and bolts within your organization. You could be staving off a major catastrophe.
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Founder's Syndrome
2006-11-28 Topic: Administrator's Corner
By Carter McNamara
This syndrome occurs when, rather than working toward its overall mission, the organization operates primarily according to the personality of a prominent person in the organization, for example, the founder, board chair/president, chief executive, etc.
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The Change Book
2006-07-06 Topics: Administrator's Corner | Of Interest To Everyone
By NFATTC
If you haven't seen this publication it's worth the time to download and review, especially if you are undergoing, or plan to undergo organizational change. This is a new edition of the step-by-step handbook that includes the Principles, Steps, Strategies and Activities for achieving effective change.
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Mission Statements
2005-08-29 Topic: Administrator's Corner
By Richard Green
Most businesses should consider adopting a mission statement. Included in the statement should be several items, including a statement about the nature of the company and the products/services it provides.
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Strategic Planning - Why Bother?
2005-08-26 Topic: Administrator's Corner
By Richard Green
Statistics show that businesses that plan run a better chance of succeeding. Even when faced with such data, many small business owners deny the need to use their time for planning. They question the applicability of such efforts to operations like theirs, and insist the ideas in their heads are enough.
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