Greenhill Community Center Case Study

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While reading the Greenhill Community Center case study a lot of unusual events and situation stood out to me. The first event that stood out to me in the Greenhill Community Center case study was the mission statement. According to Worth (Pg. 162), mission is defines as “the reason the organization exist; the starting point for strategic planning.” The main purpose of the Greenhill Community Center is “to provide human service programs for learning, growth, and enrichment throughout life within an intergenerational setting.” The Greenhill Community Center mission addresses their target population and how they plan on achieving their goals of learning, growth and enrichment but it is not clearly defined. The term human service programs can …show more content…
75) If the Board of Directors does not maintain their primary responsibility, then the organization will begin to fall apart, and none of the objectives that the organization wished to complete will be completed. The board boards role in fundraising is to assign jobs and work to member of the organization and being leaders. According to the Greenhill community center when it came down to fundraising events 80% of the revenue coming into the organization was through fees and the other 20% was from fundraising with only collecting an average of $23, so I would say NO that the fundraising was not successful. The Greenhill community center suffered in the fundraising portion of the organization because members of the boards wanted to personalize every event so they could receives some type of …show more content…
I would address the board so everyone can get one the same page. The Executive Director before Leslie had a counseling approach when addressing individuals instead of a firm approach. The previous director let the members and staffs do what they wanted to do. Board members are protectors of their organization’s mission. Every third Monday of the month trustee meetings was held. The meeting would consist of less than half of the thirteen active members. The members saw their role as overseeing the community center’s wellbeing along with setting new policies failing to review their mission over time. When Leslie addressed the board to extend their meeting time for planning, members only wanted to extend their meeting by a hour rather than a day event to discuss different planning strategies. The board failed to work as a group with all thirteen

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