Posts Tagged ‘Non Profit Organization’

Non Profit organizations are often criticized for not being run “like a business”. What that means is pretty murky but seems to imply that the Non Profit is wasteful and could do better by following general business practices. This assertion has always amused me. Especially now as we see so many For Profit businesses closing or being bought by others for a small percentage of their worth a few weeks ago. It seems as if being run “like a business” isn’t all it’s cracked up to be!

Non Profit organizations are often run by people who aren’t business majors. They are former teachers, social workers, ministers, etc. Their primary interest in the Non Profit organization is that of providing services. Often the organization was started by volunteers who have a strong interest in a specific social concern such as homelessness, eradication of a disease (breast cancer, heart disease), services to people who have experienced a disaster (Katrina, 9.11.01). Their expertise lies in the direction of providing these services. The lack of business management training among the staff may lead certain observers to criticize the way business is done. In fact a few problems may arise if the staff does not pay sufficient attention to the legal and accounting standards associated with Non Profit management. However, many times these skills can be found in the person of volunteers such as attorneys and accountants. By using volunteer expertise, the Non Profit saves their meager income for the provision of the service which is the core of the mission of the organization.

The advantages which a Non Profit organization has include that it has fewer expenses of doing business. Many Non Profits have free or low cost housing provided by a benefactor. Supplies are often available at lower cost than For Profit business and may be donated. Some staff may be volunteers including fund raisers, officers of the Board of Directors, a speakers bureau who make presentations on behalf of the Non-Profit, and the professional volunteers mentioned above. It is important to hire staff who have expertise in the service which constitutes the core mission of the Non Profit. This means that the quality of the service provided will be top notch. Many Non Profits have a group of dedicated volunteers who have helped the organization for many years. Without these volunteers the organizations would not survive.

It is uninformed to imply that the many Non Profit organizations which are run very competently by a small, dedicated staff and loving volunteers could improve if they adopted the business standards which are rampant today. Perhaps business should consider imitating Non Profits. Being dedicated to a service which is provided could transform many businesses.

When businesses saw their role in the community as very important – important enough to consider the effect of closing the business on the town where it was located, for example – they received more respect and may have been more stable. The employees and town folk are more likely to support such businesses. This same spirit could transform our communities and businesses where profits are the only motive leading to the demise of both.

Imagine the country economy today if the standards of Non-Profits were combined with those of For Profit businesses to the betterment of all!

Maggie Sadler, Retired Non Profit Manager, Teacher and wife of Presbyterian pastor. Worked over 40 years in Non Profit organizations. Recognized by United Way as a successful Non Profit Manager. Most recently Executive Director of a Foundation with net worth of $18 million.

Author: Maggie Sadler
Article Source: EzineArticles.com
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Advertise.Advertise. We hear and read about that “subject of subjects” all the time. Search engines, solo ads, banner exchanges, print ads, paid advertising. I can go on and on. But, what if I’m on a shoe string budget? This article will offer tips for online and offline advertising.

So what are the best ways to advertise cheap? Just think outside of the square for a minute. I’m not an expert, but here are my 10 tips on advertising on a shoe string budget.

1. Car Window Decals

Trust me, people do take notice of these. Most companies have a variety to choose from. There prices are very affordable, and you can order as many as you want, or just one. Just google “web decals”.

2. Use Your Checks

Don’t frown on this one. Simply list your ‘URL’ on both your personal and business checks. It doesn’t cost you anything extra.

3. Your Personal Material

You know what I’m talking about. All of those bills you hate mailing out every month? Include your business card in the envelope. Put your ‘URL’ in the return address.

4. Create A College Scholarship

Talk to administrative personnel at your area colleges. At some colleges a scholarship for a student can be created for as little as $100. All year long your name and web address will go out to thousands of people in information packages. How’s that for great advertising! Plus you will be helping defer expenses for a student.

5. Non Profit Contributions

Often times when you contribute to a non profit organization,your name will be listed in their material. Usually in their newsletter,brochure, or event flyer. Request that your ‘URL’ be listed as well as your phone number.

6. Wearables- Wear Your Business

Have a design created especially for your business. Discount department stores and business suppliers have “transfer papers” available. Make your own wearable advertisement with your computer, printer and an iron.

7. Website Link Exchanges

Be proud of your website! There maybe another site that you would like to promote on your site. Get in touch with the site owner and inquire if they would like to exchange links. Within your personal note to them, state why you feel this would be mutually beneficial.

8. Message Boards

They are fun and informative.Visit them and post regularly. Contribute to the thread, say something meaningful, or show your subject knowledge.Then sign with a catchy signature line.

9.Targeted Newsletter Ads

Search for newsletters that have the same target audience as your market. Just take out an ad. Offer a special incentive to respond,such as a free report.

10. Article Marketing

I saved the best for last. Now we are talking “ferrari” when it comes to cheap advertising with high quality results. If you want tons of free traffic, write articles for ezine directories. Don’t forget your bio at the end of the article.

Don’t expect your site to gain world wide attention over night. But with time,persistence, and a commitment from you, it is possible to promote your site.Your business will grow with a little effort. Though you may be on a shoe string budget and have to stretch your advertising dollars you still can get quality prospects for your business.

Debbie Proctor is an informational marketing expert. Do you have an online sales formula [http://themaptoperfectwealth.com]? Was this article helpful to you? I want to show the marketing community how to advertise cheap [http://themaptoperfectwealth.com].

Author: Debbie Proctor
Article Source: EzineArticles.com
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A lot has been written lately about all manner of problems that have befallen the non-profit sector. I know; I have written my fair share. Not that the compliance issues are not important, but the non-profit sector needs to fully embrace the opportunities that are uniquely available to it. And the non-profit sector needs to seize this important opportunity to serve the community through its mission like never before. Simply stated, the non-profit sector needs to rise to its full level of achievement.

Enough executive directors are depressed, stressed, and unsure of their future. Enough board members are unclear about the vision of their non-profit organization. Enough communities and donors have lost faith and abandoned commitment to the mission of the multitude of non-profits striving to make a difference in various specific ways.

How does a non-profit organization go about turning a challenging situation into a true competitive advantage?

This article attempts to answer that question. And, comments from readers are very much invited – and needed. The opportunity for on-line dialogue is readily available through this web site and is much needed in these tough times. We need to commence a fruitful dialogue that leads to solutions.

Let’s talk…

One of the foundational elements of the organization I serve – and my true passion – The Center for Ethics, Governance, and Accountability (CEGA) – is that the Non-Profit Sector enjoys unique opportunities to solve problems and address issues in ways that the other two sectors (Government – i.e. public-sector – and Business – i.e. for-profit sector) cannot. That’s a pretty bold statement and holds high the expectations of non-profits!

Question: How does a non-profit organization achieve excellence in such a challenging time?

Answer: Distinction from its peers + Demonstrated commitment to its mission.

In the remainder of this article, we will focus our attention on 3 issues:

1. What does the Executive Director need to do?

Almost without a doubt, if you are an Executive Director in today’s challenging atmosphere, you probably fear for the future of your organization. This is never a good feeling but, more importantly, it is also never a good strategy for achieving success. Today’s Executive Director needs to focus on leadership and measurable success and not become inundated or distracted by lesser needs. A strong focus on performing at peak ability provides a powerful force in leading the board and focusing the organization.

Discussions about Time Management and core management skills are a bore; the truth is, either you are equipped with the necessary skills to manage your time and manage your organization or you are not. Managing yourself and your team is a Requisite Skill for the position of Executive Director. If you cannot manage yourself and others, you need to find a new career. Sound harsh? No. Not overly so: non-profits (and all organizations) are expected to do a lot with a little – now more than perhaps ever before – so, you are either confident in your ability to manage and lead or you are not. You must decide. Whichever way you decide, you will be dramatically happier once this decision is made.

Let’s assume that your self-assessment determines that you are up to the challenge. You feel good about yourself, your skills, the mission of your non-profit, and the ability to work with your board. If so, you are ideally positioned to make one of the most dramatic steps forward in the history of your organization. Why? Most of your peers do not feel this way. They are either unsure of their mission, crossed up with their board, or confused as to how to best move forward, both professionally and organizationally. You have a decided advantage in a very confusing time.

You are uniquely positioned to rally your staff (which is probably shrinking in numbers and adding predictable stress to every member), the board (which may be shrinking also), the members, donors, and stakeholders of your organization, and the overall community, to achieve greater accomplishments than ever before. My advice is 3-fold:

(a) Be nice, be cooperative, but be confident in your leadership role. You must enjoy what you do and be comfortable in doing it.

(b) Review the mission of your organization, make sure it is on target, be sure everyone in your organization understands it and can easily explain it, and pursue it with every bit of passion you possess.

(c) Commit yourself – and your organization – to the relentless pursuit of excellence in service to your constituency. Understand the difference between a stand-off, overly competitive and paranoid organization, and one that is confident in its mission, strong and calm, and able perform with confidence as a team member among other non-profits within the community. You must be able to fit your organization into your community structure. If you do not know the structure – or, where your organization is viewed – make it your top priority to find out. You are in charge of the day-to-day operation of your organization. You are the Executive Director.

2. What does the Board need to do?

The importance of board membership cannot possibly be overstated – neither in this article nor any other. However, current reality must be acknowledged: too few board members have time to serve due to their professional and personal constraints, and fewer and fewer companies are willing to support community service by their employees.

Let’s not try to ‘sugar-coat’ the realities of the challenge: as a board member, the likelihood that you are adequately knowledgeable on IRS-required non-profit governance issues is, unfortunately, pretty slim. Sad story; stark reality.

So, what can you, as a board member, do about your current reality?

How did you become a board member? Presumably, you are a good manager, an executive, a known community volunteer. But, almost always, you are perceived by your peers to be a leader in your community. Define that however you will, but that is overwhelmingly the primary reason you are on whatever board you are on: you have been selected by your peers to serve.

Reflecting back on observations over time – both serving as a board member and observing other board members – it has been surprising how many board members seemingly lose their management guts when they walk into the non-profit board room. How can this be? One would expect the typical business manager to be a secure and thoughtful individual, yet dynamic professionals often melt into ‘wall flowers’ once the board meeting is called to order.

Board members must resist shirking their responsibility; i.e. it is far easier to attend a board meeting, say nothing, contribute nothing, and leave. Why does this occur? Almost certainly, the board member is secure in his/her understanding of their business, but is not quite sure of the business of the non-profit. This is no excuse for not asking questions. If you are afraid to speak up in a board meeting, then you have no purpose for serving. My advice is 3-fold:

(a) Be yourself. Participate fully. Bring all that you are, all that you have to offer, to every board meeting and do not let your feelings of lack of knowledge prevent you from asking the tough questions. After all, you would do no less in your ‘day job’ duties! And, you already know how to ask the tough questions without causing a rift among your board peers and the staff, so don’t be afraid to exercise your skills.

(b) Do not get (unnecessarily) crossed up with the executive director, staff, or other board members – unless and until you have thoroughly done your homework. The most common ‘new-board-member’ example is the individual who is unfamiliar with the mission of the non-profit and its operating practices, who decides to ‘drill down’ on the financial statement. Almost always, this is a sign of discomfort on the part of the board member, not a problem within the organization. So, do your homework. Read the board material (arriving at the board meeting with an unopened board packet is a telling sign!). Talk to the board chair and the executive director and seek to learn and understand. Remember that you have only one vote on the board and that you are neither queen/king of the organization.

(c) Understand fully your fiduciary, legal, and community duties as a board member. The fact that you are reading this article is very likely the direct result in the increased regulations the IRS is placing upon non-profits. The relationship between fellow board members is often challenging. Likewise, the relationship between a board member and the executive director is regularly misunderstood. A very fine line exists between demanding performance by the executive director and staff and trying to run the organization from the board level. Learn those intricate distinctions and apply them. But, also, make sure that your board holds the organization in full regulatory compliance. If you have questions about this, do not hesitate to ask.

3. What can the Executive Director and the Board accomplish together that far surpasses what either could do alone?

Ah, now we are talking about surpassing peer organizations and achieving excellence! It is sad to observe the number of non-profits that have all the requisite tools at their disposal, but fail to deliver excellence due to petty issues that arise between board members and/or staff members. While the Board is charged with directing the mission of the non-profit, and the Executive Director is charged with delivering measurable outcomes in keeping with the mission, the reality is that neither is a precise science and it is far too common for the Board-Executive Director bond to fail.

Let us not shrink from the obvious: board members and executive directors are fully capable of selfishly putting forth their own agendas and causing tremendous confusion. When such an issue occurs, other board members must rise to the occasion and refocus their fellow board member. The board must also be able to rise to the occasion and refocus its executive director. There are many reasons why this can sound simple but be very difficult to achieve; but, to achieve competitive excellence, the board and the staff must be capable of working well together. Let me offer 3-fold advice:

(a) The board must be organized in a manner so as to enable it to do its work effectively. Do not hesitate to make use of specific committees (not too many; not too few) with carefully identified deliverables in areas of importance. These include Audit, Strategy, Compensation, and Governance.

(b) The role of chairperson is extremely misunderstood. Per most bylaws, the chair rarely has any authority beyond conducting the board meetings; however, in reality, the chair is almost always the ‘point person’ for the organization. From a practical point of view, it is truly important for the chair and the executive director to bond – not to the exclusion of other board or staff members – but to enable the support required of each to the other. It may be critical to establish an executive committee – or a non-board advisory committee – but, importantly, both the board and the executive director must recognize the mutual need for reinforcement, coaching, and overall support/counsel in order to address the daily and strategic challenges of the organization.

(c) Experience indicates that successful board/executive director relations is much more of an art than a science; and, unfortunately, too often a dream instead of a reality. Especially in today’s challenging climate, boards and executive directors must possess a workable dynamic that assures excellence within the organization. There are no rules or easy fixes by which to make these challenges easier. But, only the organization that can find the right mix between board and staff will achieve the excellence that we suggest is available.

So, let’s have some dialogue on these issues. Every non-profit can benefit from these introspective studies. While there will always be mediocrity, there is also opportunities for fully exploiting strengths in an appropriate and competitive manner. The issues in this article are meant to help you determine whether your non-profit is ready, willing, and able to achieve the success needed by today’s society. Let’s begin the dialogue.

The non-profit sector has much to contribute toward the future success of our communities. And, very different from the opportunities you may have in the private or public sectors, you can become fully involved – in a cause of your choosing – and truly make a difference.

Rob Glenn is the founder and president of The Center for Ethics, Governance, and Accountability (CEGA). His organization seeks to provide non-profit organizations with compliance policies that will provide a competitive edge for grant writing, donations, and charitable support. More information about CEGA can be found at http://www.centerega.com.

Author: Rob Glenn
Article Source: EzineArticles.com
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Whether you are a start up or established business, and whether you are a non-profit organization, writing a business plan can be one of the most useful things you can do for your business. Obviously there are different types of business plans depending on the nature of your company or organization. It’s not enough that you have a “hunch” your new start up will be a roaring success, or you believe your latest web. 2.0 idea a surefire “ten bagger” success for the lucky venture capitalist. There are people who need to take a close look at your business plan; whether it’s you, internal management or external investors. In this article, we will look at the top three reasons for writing business plans.

First to answer the question: “Is the business feasible?”

Before you actually commit funds, manpower and time on starting a business, it helps to actually have a “dry run” to see if the venture you have in mind has a good chance of success. The business planning process forces you to look at what your competitors are doing and to ask yourself how you can differentiate your product or service. Typically we call this a SWOT analysis – Strengths, Weaknesses, Opportunities and Threats. At the same time you want to identify, as clearly as possible your unique selling proposition. This can be a special feature or something unique about your branding. Just be different and attractive in the eyes of your target market. Going through this process will give you a better idea of you chances for success in the marketplace.

Then look at your projected financials – do you have the required funds to start your business? Where are you going to raise the capital? How soon will the business break even? All of them are pertinent questions.

Secondly, a business plan is used to help secure loans from banks or financing from outside investors. Typically if you are a start up, you will find it very hard to get any financing from your local bank unless you have landed collateral, regardless if you have a plan written or not. If your business is established for several years and have healthy cash flow, then the bank will definitely want to see your financials before given you any loans or bridge financing.

If you are looking for angels or venture capital investment, then a business plan, particularly the executive summary is what they will require. What’s more important to these investors, more than the plan itself, is the entrepreneur’s track record and the strength of your management team. Be sure to include these important points in your bplan.

Last but not least, a written business plan should be constantly evolving. It acts as a blue print to guide management in the execution of business strategy and to meet goals. By constantly reviewing and updating the plan, it is used as a useful communication tool within the company to guide business growth.

We’ve looked at some good reasons from writing business plans. Now, if you don’t think you know how to write one, help is available. Look for a template online, such as at the site given below. Or better still get business plan software. The good ones, such as Business Plan Pro 2007, are easy to use and will guide you to input the necessary text and numbers and come out with a complete plan for you. There’s absolutely no reason why any business person should not have a business plan blueprint.

For more on business plans, and tips and templates to help you write a winning business plan for different types of start ups, established businesses and non profits, go to www.businessplans4u.com

Author: Louis Zhang
Article Source: EzineArticles.com
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