Not-for-profit governance needs to be taken seriously
Many boards of directors have not taken to heart their responsibilities, opting instead for the easier route of trusting management and operating personnel.
Many boards of directors have not taken to heart their responsibilities, opting instead for the easier route of trusting management and operating personnel.
Rev. Itoko Maeda was a citizen of the world, Japanese by birth, American by choice and also a Hoosier who did a tremendous amount to teach the people of this state Japanese and Japanese culture.
Tip O’Neill once said, "All politics is local." I watched my sister and even my bookkeeper—who hadn’t voted in decades—cheer
when Barack Obama rose far above John McCain in November. Clearly, there was a mandate and Obama’s oratory and messages
seemed to inspire voters across the country.
One of the most pressing questions not-for-profits should be asking is: “How will we respond to this economy?”
There is an essential component missing that I believe service businesses have to pay attention to and offer if they truly
consider themselves “taking care of the city [of Indianapolis] dwellers.” One of them is to-your-door delivery, especially
for food, including groceries.
Instead of four classes, the Indiana Interscholastic Athletic Administrators Association has been surveying member schools
to see if they support or oppose going to three classes instead of four.
It’s the diverse thoughts, backgrounds and experiences people bring that make organizations stand
out and excel.