Tag Archive: nonprofit board service

Establishing Productive and Effective Advisory Councils for Nonprofits

Diana Kern, Vice President of Programs

Why establish an advisory council/group, board emeritus council, or other such non-governing body?  First, let’s talk about what these bodies are, or can do, for nonprofits.

What is an Advisory Council?  
An advisory council/group is usually a collection of individuals who bring unique knowledge and skills which complement the knowledge and skills of the formal board members in order to more effectively govern the organization. Advisory groups are sometimes formed to provide status to people, for example, retiring CEOs of the nonprofit, exiting board chairs, term-limited board members, or major contributors that have no desire to attend board meetings. Some people form Advisory Groups because they want “recognized names” in the community that they can add to their letterhead with hopes this will draw funds, but they put no formal requests of these people and do not really communicate well with them. Other Advisory Councils are formed to provide subject matter guidance to a nonprofit that might have a scientific or medical mission.  These Advisory Councils are just that, experts that help provide data, thoughts and support to the Executive Director and Board on a specific disease, medical condition or technology.

An advisory group does not have formal authority to govern the organization. Unless otherwise provided for in the bylaws it cannot issue directives which must be followed. Rather, the advisory group serves some purpose (or should), that is missing in any other governance structure.  The advisory group can be standing (or ongoing) or ad hoc (one-time) in nature.

Most governance experts will recommend that you avoid calling this non-governing body a “board.” There is only one fiduciary board and reserving that word for the governing body is best. Some advisory groups feel if they are bringing in the majority of the donations they should be able to make the decisions.  Your bylaws shouldclearly define what body governs the nonprofit.  Just because someone is the largest donor for a charity should not give them ultimate decision making over the mission.

Clarify What You Want From This Group
For Executive Directors/CEO’s and the Board of Directors you must first ask yourself what you desire from an advisory group.  What is your reason for wanting such a group?  You must have a clear objective for establishing this group and then its purpose must be clearly defined and communicated.   Too often the group ends up becoming a long list of names on the nonprofit’s letterhead of old board members, or “name recognition” people that do not even contribute to the organization financially or otherwise and the fiduciary board has little to no contact with these individuals. Is this really effective?  How will the nonprofit benefit from this type of structure?  How can advisory groups be ambassadors for the mission if they are never informed about outcomes and metrics?

Things Your Advisory Group Could Do
Good advisory groups are ones that:
• Have a passion for the mission of the nonprofit
• Are willing to be called upon for assistance with resource allocation, introductions to key people or will be advisors to the board or CEO
• Are willing to make a financial contribution to the nonprofit annually
• Will be ambassadors for the nonprofit in their circles of influence
• Are kept informed about key milestones, metrics or accomplishments so they can spread the word about the work of the nonprofit
• Don’t want to attend monthly, bi-monthly or quarterly board meetings, but are willing to attend one annual meeting a year…a State-of-the-State meeting where they can be educated, inspired and engage in discussion about vision and mission
• Serve a key “advisory” voice for medical conditions or diseases to help the nonprofit ensure their services and programs are helpful and effective and that the mission is the primary focus of the nonprofit.

Good boards will draft a charter for their Advisory Group and then ensure all trustees agree with the focus and function of the group.  Questions that are clarified in the charter are:
1. What will the size of the group be?
2. Will we have term-limits for this group?
3. Will the group have a chair person?
4. Will the group meet?
5. Who will be the staff liaison to this group?
6. What are the types of things they will be called upon to do?

Communication with Advisory Groups
Good boards and CEOs will make sure to support a communication plan with their advisory groups. Good boards know that they must keep their advisory members engaged and passionate about the mission while NOT burdening them with meetings or too many requests. You must be strategic about how you use them and how you honor them.  Ways to communicate with advisory members include:
• Including advisory group members on electronic communication lists for newsletters and event information
• A quarterly letter from the Board Chair and CEO about key activities or metrics meant to inform the member so they are educated and continue to feel inspired
• An annual meeting with the Advisory Group to thank them and educate them on the “state-of-the-state” of the nonprofit and to get their opinion on a key strategy or question facing the nonprofit
• Invitations, with personal notes from the Board Chair or CEO for key events

Before launching an advisory group or continuing with the one you have, be sure you have a clear objective in mind for the use of this group and how they will be engaged and communicated with.   Quality advisory groups can add a significant level of leadership and support for nonprofits.

Written by Diana Kern, NEW’s Vice President of Programs for the May edition of  NEWs Notes.  Join Diana for the final session of our three-part Webinar series – “Making The Ask: Individuals & Corporations.”  Register here.

Apropos to this week’s National Volunteer Week 2011, and our most recent Spring Into Service event, this week’s blog will cover the topic of volunteer engagement and its contribution to the success of your organization. 

A volunteer is defined as a person who voluntarily expresses a willingness to undertake a service.  In the nonprofit world, recruiting, retaining and managing volunteers is a challenge but volunteers are a great resource that.  If implemented correctly, your volunteer engagement program can create success and will also build a network of supporters promoting the work that your organization does. 

Who Are They, These Kind, Giving, Community-Member-Volunteers?

Community members that voluntarily give assistance to your organization will represent a variety of characteristics (age, orientation to your organization, professional career/specialty), but they will be similar in that they all made the decision to take time to help your organization succeed in the work that you do.  Here are a few different examples of types of volunteers you might hear from or see at your volunteer events:

1)    The Community Volunteer: this volunteer is someone (or a group of someones) who come to support your organization at larger, volunteer-based community events—theater production, meal event, race, building renovation projects such as painting or organizing offices, classrooms or libraries, etc.  They might have found you through community bulletin boards or through an online search Like United Way’s Volunteer Solutions site.  These volunteers can be one-time volunteers or you might see them often.  Both are a consistent contributor to the success of your events in the short term, and to the success of your organization in the long term.

2)    The Long Term Volunteer: this volunteer is someone who has the desire to commit his or her help to your organization for an extended amount of time.  Often this volunteer will be assigned a project like database management, file organization, and other organization-specific projects.  These projects are created by the organization and the volunteer together making sure to have shared goals and expectations.

3)    Your Board! Your board members in particular are the ambassadors of your organization’s mission and vision and serve the purpose of propelling you and your organization towards all the success and recognition that it deserves.  It is important to note that the type of volunteering that board members do for your organization will depend on the age and maturity of your organization, your organization’s internal processes, staff size and mutual expectations between the board and your Executive Director.

Of course, all of your volunteers are ambassadors to your organization and this is extremely important to note as we move into the next section.

A Guide to Working With Volunteers

Above all and any guidelines to utilize when considering incorporating volunteers into your organization’s next fundraiser/5K/dinner event/community speaker/forum/roundtable etc, know this above all else: volunteers are not free help.  There is a structure that must be built around your volunteer engagement program(s) to ensure that both your organization and your volunteers are content with the work being done and the relationships being established.

1)    Empower Your Volunteers: HandsOn Network has tons of resources for developing volunteer programs for your organization that ensures consistency in the interaction between organization staff and volunteer community.  Enabling volunteers to do the volunteer work without too much micro-management is best.  An event that is staffed by volunteers needs to be properly planned to the point where volunteers can feel empowered to do what is asked of them independently (of course, there will always be questions and there must be staff available for this purpose).  Additionally, it is always a good idea to identify volunteers that are consistently helpful, independent, focused and committed to the work that is being done through your nonprofit.  These volunteers can be encouraged to take on a leadership role for future events, and might even have insight on how to run volunteer programs for your organization. 

HandsOn Network has a publication for developing volunteer leaders that can be used as an aid in this process of empowering your volunteers. 

2)    Thank Your Volunteers: This is an integral piece of volunteer program coordination at all levels of volunteer management.  Always keep a record of volunteers who worked at your event or who gave their time to your organization in any way.  Thank yous can be as simple as a card or even an e-mail, and can be as extravagant as a gift bag (gift certificates, t-shirts, mugs, etc.) dependent on the event, your budget, and your volunteer population.

Follow these guidelines, and your volunteer community will increase and recruiting and retaining volunteers will become a more simple and directed process that will lead to a broader community understanding of your organization’s mission, vision and purpose.


Ilana Schuman-Stoler is an employee at Nonprofit Enterprise at Work at our Ann Arbor office as a Program Assistant.  Feel free to contact Ilana regarding any of the advice, tools or service mentioned in this post by email at ilana@new.org or via phone at 734-998-0160 ext. 221

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True Contribution

What we are looking for are happy lifelong donors. Lifelong donors are people who regard your organization’s work as vital and exciting. They are people for whom a gift to your organization is not just a donation, it’s a real contribution.

In the old fundraising reality, we would be scolding ourselves for not having asked for a check at the Point of Entry®. That was the “strong-arm the Rolodex” model of asking, where the underlying, unspoken assumption was: “Someone around here knows you, therefore we have a right to ask you for money.” Back then, we had short-term goals to meet. Cultivating lifelong donors was not a priority. Each successive wave of board members would solicit their friends. The old reality also presumed a bottomless pit of potential donors. Even if only a small percentage said yes, we could move on to others the next year. Our existence as nonprofit organizations was hand-to-mouth, year-to-year. Building something for the future was only a dream.

In the new reality, giving is an ongoing process of ever-deepening engagement, involvement, and permission from donors to ask them for more. There is a give-and-take which requires a depth of listening skills that was not essential before. There is a respect and honoring of each donor as an individual who is genuinely interested in contributing. There is an interest in building a long-term relationship.

To put it simply, you want to treat each donor as if they have the potential to become a major donor. Regardless of the size of their contribution, treat them with the same respect and dignity you would want to receive.

It is often helpful to begin by recalling that you too, are a donor. Your name is on the donor list of many organizations. Think for a moment of all the places you contributed money in the past year: your kids’ school or soccer team; your church, synagogue, or religious organization; your professional association; your alumni association; the community hospital.

Going back over your list, notice how much money you gave to each of them. Think about the medium by which you were solicited in each case: in person, by mail, by phone, online? Look at how many years you have been giving to each of these groups. Now think about how involved you feel with each organization you give to. How much contact do they have with you in the course of a year? Is there any correlation between how involved you feel and how much you give?

Next, look at your in-kind contributions. Make a similar list of the groups or individuals you have made a non-financial contribution to in the past year. Include any charitable organization where you have given your time, your expertise, volunteered on a board or a committee, planned an event, offered advice, or just listened to a friend in need. Think again of how many hours you spent doing this, the circumstances in which you were asked to make that contribution, and how connected or involved you felt with the organization or individual you gave to. For how many months or years have you been giving there?

Looking back over all the places you have given money or in-kind gifts, ask yourself what qualities were present when you felt good about your giving. You will notice that these same qualities are usually missing when you haven’t felt good about contributing.

In those cases where you felt good about your giving, you probably have felt it truly made a difference. You felt connected or involved with the cause. It related to a personal experience you had been through. You were giving back or repaying a favor or a debt of gratitude. You were memorializing a loved one.

The odds are, if it was truly a contribution rather than giving as a result of feeling manipulated or “strong-armed” by someone, you weren’t even looking for recognition when you did it. The giving itself was a source of personal pleasure. You felt connected in some way to the group or cause. You felt they were making good use of your contribution. You felt that whatever the size of your contribution, they needed it and appreciated it.

That is exactly the way you want your donors to feel when they give to your organization. They should feel so good about their gift they don’t have to tell anyone else they did it —they should feel as if your organization is their special project, their personal indulgence.

You want them to feel as though they have sprinkled “fairy dust” on the most worthy organization in the world. You want them to feel as though they are an insider to your organization, as though they are a true friend or even part of the family. If you have accomplished that, you will have allowed them to truly contribute. That’s the feeling you are after.

Everything you do to connect and reconnect with a potential donor after the Point of Entry, should be designed to deepen and enhance this sense of true contribution. That is what will develop loyal, committed lifelong donors who are giving for the right reasons.


Terry Axelrod is the Founder & CEO of BenevonBenevon has trained and coached more than 3,000 nonprofit organizations to customize and effectively implement the mission-based Benevon Model for nonprofit fundraising from individual donors.  Terry will speaking in Detroit on April 27, free and open to the public on behalf of NEW & The Arts League of Michigan. Terry can be contacted at info@benevon.com. Feel free to contact Dan Robin regarding the April 27 event at drobin@new.org or via phone at 313-887-7788 ext. 300

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By Diana Kern, Vice President of NEW

My favorite line in the nonprofit world is, “If you’ve seen one nonprofit board, you’ve seen one nonprofit board.”  Having served on many nonprofit boards and working with over 50 boards a year in southeast Michigan I see a lot of variations.  Depending on the mission, the board chair, the revenue situation, the strength of the board’s committees and many other assorted factors, I witness effective and productive boards, unengaged and completely detached boards, and all types in between.


Boards that stand out for me are ones that:

  • Have board chairs that create cultures of accountability (meeting attendance, committee work, returning emails, etc.)
  • Have passion for the mission
  • Partner with their top executive and think about ways to relieve pressure from that person
  • Make a meaningful, unrestricted annual donation
  • Are real ambassadors for the services, programs and mission of the nonprofit in their personal spheres of influence
  • Focus on their own productivity, succession and ability to affect mission accomplishment
  • Embrace training and education

What Area Executive Directors Say

In 2009 I engaged in an informal survey of executive directors in southeast Michigan.  I asked them, “Besides fundraising, what is the most important thing you need from your board members today.” Keeping in mind this was at the height of the recession and all of executive directors I spoke to wanted boards that would embrace fundraising, what I heard was really interesting.


They ranked their top three needs in the following order:

  • Passion for the mission
  • Be engaged (come to meetings, read your board packet before you come, provide vision)
  • Be an ambassador


In some cases I had executive directors tell me in confidence that they work around their boards because they provide no real value to mission.   I also had executive directors that are burned out from having to lead their boards through every step.   Sadly, I had many tell me that many of their board members do not even make a personal annual gift to the nonprofit.

Board’s rank a C+

The BoardSource Nonprofit Governance Index 2010, a survey of approximately 1,750 nonprofits from across the country, reported that chief executives give their boards a C+ on overall performance.  I don’t know about you, but if I ever came home with a C+ I would have had to spend evenings and weekends hitting the books!  Where did board members get the most failing grades?   They got poor marks for commitment, engagement and attendance, being ambassadors in the community, engaging in their own self-assessments, recruiting their own peers (building succession for the board) and of course, fundraising.  Interestingly, this national study mirrored my informal responses from southeast Michigan.

[The full report can be downloaded here ]

If you think about it, many of us have professions that require continuing education classes annually so we can continue to be at the top of our games.  However, to be a nonprofit board member you can just move from one board to the next, year after year, with no training.  You might have no idea what it means to be a good board member, what the best practices are today for boards or what the IRS and others are suggesting supports quality governance and transparency yet you could be responsible for oversight of thousands or millions of donor dollars.


Board Members Ask Yourself a Question

As a board member myself, I try to focus on how I can add value.   How do I add value to the board and how do I add value to the executive director?  Showing up to a meeting once a month, signing a conflict of interest statement, and writing a $100 check every year is not the behavior of quality board member in my opinion.    I also focus on avoiding micromanaging but I embrace my role as gatekeeper of the mission with the oversight requirements necessary.


The BoardSource Index also reported that 70% of nonprofit boards now have term limits.  I am a firm believer in terms limits, but that is a story for an entire other blog on another day.   However, when I join a board and I know that I have six years maximum to provide service I ask my self this question. “When I leave this board in six years can I leave knowing I left the nonprofit and board in a better position than when I got there?”  If I can’t, I think long and hard about accepting the volunteer role.   Being a board member today involves some heavy lifting if you take the role seriously.



Diana Kern is the Vice President at Nonprofit Enterprise at Work.  Diana received the Randolph W. White Memorial Award for Community Service in 2003 for her dedication to ser ving the housing community and she is a certified trainer with the Institute of Real Estate Management.   Feel free to contact Diana regarding any of the advice, tools or services mentioned in this post by email at dkern@new.org or via phone at 734-998-0160 extension 230

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Blog contribution by Yodit Mesfin Johnson, NEW (Nonprofit Enterprise at Work) and guest blogger Michele Lewis-Watts, Michigan Women’s Foundation

The  “Power pipeline” (Crain’s Detroit Business 12/12/20) article got us and some other young professionals we know thinking about our role in the rapidly changing SE Michigan region, specifically in the nonprofit sector.

We all know how this starts; nonprofit board service has typically been a rite of passage. Usually, the “mature”, knowledgeable and typically, deep pocketed individuals in our community were invited to serve on the boards of charitable organizations. It was civic duty at it’s finest for Baby Boomers and they served their respective communities well –most of the time.

The Who

When we look at the leadership of most nonprofit boards now, it’s safe to summarize the composition as well, older folk. In some instances it’s a very elite group of well, older folk and in other cases it’s a group of just, well, older folk. Catch the drift?

While we Gen X, Y and Millennials may not be able to stroke a big check, we can show you a thing or two about fundraising on Facebook! As the Crain’s article stated, we want to be asked to be involved.

Boomers might say we’re selfish, self centered and disinterested in anything other than ourselves.  And while admittedly there is some truth to this, we’d suggest that another more practical reason that we’ve been disengaged thus far (aside from being broke and not being asked to be on boards) is that 25-40 year olds have a lot going on personally and professionally. The younger end of this spectrum is often finishing school, beginning careers, paying off student loans, building credit and credibility, while the older end of this demographic is busy changing diapers, caring for loved ones or climbing the proverbial professional ladder. We may be involved in church or community groups or clubs but rarely are we involved in—or for that matter invited to be a part of the kind of transformational conversations that move a city and a region forward.

The How


Two years ago when we at NEW were asked by a funder to attract younger, more diverse talent to nonprofit boards, we knew we were going to have to meet that young talent where they were.  That’s the reason we used the premise of “speed-networking” as a platform for learning about service opportunities in SE Michigan. Spring/Fall Into Service was our answer to their request. These seasonal events were designed to appeal, in part, to a younger demographic. It seems to have worked as since 2009, we’ve matched more than 60 attendees to nonprofit boards.


At the  Michigan Women’s Foundation, we recognize that it cannot be business as usual and that texting, Skyping, telecommuting, social media, cloud-based systems and the like must be fully integrated into work plans and work styles; that time-intensive “bored” Board meetings are not the only way to make decisions and get work done, that only looking at the richest donors is not the only way to raise money; that having the usual suspects around the table only gets you the usual answers.

In the article, Terry Barclay of Inforum indicated that these generations “don’t write the checks,”—but  we do write checks.  We just write checks of a different size. It is a mistake to ignore that fact and wait for us to be able to write bigger checks before we are invited to sit at board tables or given more responsibility. We give of our treasures, but are ready to give of our time and talents in many different ways.

The Network

Generation X and Generation Y have different value systems. We want to lead and work differently. We seek better balance among our professional, social and home lives and know that the balance is not only possible, but doable. Older generations see this difference as a lack of commitment to work or that we don’t want to pay our dues instead of recognizing how this difference could benefit the organization and the employees of the organization.  As a result more young people are leaning toward entrepreneurship. Why should I work for you when you won’t ask for my ideas or don’t use them when they are suggested.

The aforementioned Crain’s article discusses some of our colleagues who are doing awesome work in the community (shout out to Vince, Austin, Claire, and Josh) and deserved to be recognized. Now we just need more young folks to step up and be called up. We have to make sure that we don’t inadvertently create a new “usual suspects list”; only younger.

And there’s more, recently I (Yodit) attended an event at the Downtown Detroit Synagogue. Detroit’s only remaining synagogue, this 90 year old institution is being revitalized by an almost exclusively under 40 board of directors. Ever mindful to seek guidance from older leaders (Jewish and not) , these young people are embracing cross cultural, inter faith and inter generational collaborations and epitomize what a group of passionate, engaged, and empowered people can do.

Another great project is  the  Young Nonprofit Professionals Network, we’ve partnered with them for this year’s Spring Into Service event because we want to model what we’re asking of our community; inclusion of young talent. We also believe in their mission; to promote an efficient, viable, and inclusive nonprofit sector that supports the growth, learning, and development of young professionals.

Not only does the field need to encourage your children, employees, neighbors and colleagues to get involved in service activities with organizations like those we’ve mentioned, we must be intentional in recruiting, engaging, mentoring and cultivating young talent.  These jewels will inherit the region and deserve to be a part of shaping and transforming what it will look like the baton is passed. There is much to be done in our great state, let’s be sure we have all hands on deck for this journey.

Read the Crain’s article HERE


Michele Lewis-Watts is the Pr0gram Director at the Michigan Women’s Foundation which seeks to help women and girls achieve economic justice experience their communities as safe places value and have equal access to education and training address gender discrimination in all forms and to transform society.

Yodit Mesfin Johnson is the Director of Business Development at Nonprofit Enterprise at Work.  She was the youngest recipient of the renowned International Athena Award for her contribution to the women’s business community. She currently serves on the Michigan Israel Business Bridge and is an advisor on several local boards and committees.  Feel free to contact Yodit regarding any of the advice, tools or services mentioned in this post by email at ymesfin@new.org or via phone at 734-998-0160 ext. 238

About NEW
NEW’s mission is to help nonprofits succeed by strengthening nonprofit management and offering solutions to issues facing our nonprofit community.

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We Our Tenant Community!

Love at first sight

The NEW Center in Ann Arbor is located just outside of town, on a beautiful stretch of the Huron River. Our office looks out at running paths, train tracks and is proudly perched on the entryway to the city of Ann Arbor from M-14.  Once a junkyard (see pictures below), the land was re-purposed in 1993 and dedicated to the nonprofit sector by the McKinley Foundation.  Originally, the idea was to have a large building serve as an incubator for nonprofits to build their base and funding and to move on from there to other office spaces or buildings in the area.  Nonprofit Enterprise at Work was identified to recruit local nonprofits to try working from the Center in a new office space-meets-community concept.

NEW (Nonprofit Enterprise at Work) began to develop a strong dedication to supporting the nonprofits in the building and their daily operations through this unique role.  With a shared kitchen and conference rooms, nonprofits decided to make The NEW Center their permanent home.  NEW’s capacities grew out of this role through the realization that not only is shared space good for resource sharing, but that the resources themselves—tailored computer networks, board development programs, resources for nonprofit management and other general nonprofit consulting services, were of great value to the community, and the NEW staff was excited about the prospect of doing this work with a larger scope.  Additionally, nonprofits enjoyed significant savings on things like utilities and other, sometimes unidentifiable amenities—like Artrain, a tenant since 1993, perched on the railroad track adjacent to our lot!

Multi-Tenant Nonprofit Centers (MTNCs)

The NEW Center was one of the first Multi-Tenant Nonprofit Centers, but we are not alone in what we do.  Multi-Tenant Nonprofit Centers (MTNCs) have been around since 2003, and serve to house multiple organizations and provide healthy, efficient, quality, mission-enhancing workspaces.  There are many shared space nonprofit centers around the country, from California where Tides offers space for nonprofits to “come together, share ideas and work to make their visions real,” to Boston where the The Nonprofit Center in Boston, “supports the needs of its tenants with high-quality on-site property management, building engineering, security, cleaning and recycling services.”  Other shared space centers around the country include Makom Hadash in New York and the Denver Shared Spaces Project and there is even a conference coming up in May, 2011 that features sessions on how to build capacity for such a space!


We LOVE Our Tenants

At the NEW Center in Ann Arbor, we currently provide space and support up to twenty organizations and we have a unique relationship with each one.  Our current tenants include:

The NEW Center is a hub for board meetings, trainings and is a technologically equipped office space.  Additionally, The NEW Center provides a hub for a variety of community events like Huron River Watershed Council’s annual River Roundup.  From services right in our backyard to helping our national and global communities, The NEW Center is always popping with people coming and going and we love to be party to and to support such a community.


Ilana Schuman-Stoler is an employee at Nonprofit Enterprise at Work at our Ann Arbor office as a Program Assistant.  Feel free to contact Ilana regarding any of the advice, tools or service mentioned in this post by email at ilana@new.org or via phone at 734-998-0160 ext. 221

About NEW
NEW’s mission is to help nonprofits succeed by strengthening nonprofit management and offering solutions to issues facing our nonprofit community.

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You Can Change the World

by Diana Kern, VP of Programs for NEW

People I talk with understand how tough things are for many individuals, families and nonprofits in southeast Michigan, but they aren’t sure how they can help. When I suggest they volunteer for a local nonprofit they immediately think about volunteering for a single event, like collecting food, walking dogs at the shelter, or participating in a walk/run to raise money for a cause. These things are great and nonprofits need this type of help, but for those able to make a little bigger commitment, serving on a nonprofit committee or board is way to make a big impact!

There are over 20,000 charitable nonprofits in southeast Michigan, all with a boards and several committees. Community members who are willing to turn off Dancing With the Stars will likely find enough time on their hands to serve well on one of these boards or committees.

If you have never served in this capacity before, talk with people who have. They can share their experience with you. You can also talk to NEW. We can help you navigate this experience and make sure it is as meaningful for you as it will be for the nonprofit.

NEW also offers workshops that teach individuals about nonprofit board service. See below for upcoming dates and locations.

Your brain is needed just as much as your hands. As Margaret Mead shared with us, “never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has”.

Serving on a Nonprofit Board
Wednesday, May 27 | 3pm-6pm at the Chesterfield Township Library, 50560 Patricia Ave., Chesterfield, MI

Thursday, June 18 | 1pm-4pm at the NEW Center, 1100 N. Main, Ann Arbor

For community members interested in serving on a nonprofit board. Learn More. $55 per person, $40 for Detroit Regional Chamber Members, Michigan Nonprofit Association Members & Leadership Oakland Members.  Register now and save $5

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