Posts Tagged ‘Profit Sector’

If you’re interested in pursuing senior care jobs, one decision that you’re going to have to make is whether to work for a non-profit or a for-profit organization. Many assisted living jobs fall within the non-profit sector; but just as many long term care jobs fall within a for-profit sector. Like anything else, there are definite pros and cons associated with either work environment. The best way to find the nursing home administrator jobs that are right for you is figuring out what the drawbacks and advantages of working for non-profits and for-profit organizations are – then zeroing in on one or the other. An overview of the pluses and minuses of each is outlined below.

Non-Profit Senior Care Jobs

There are many benefits associated with a nursing home job in the non-profit sector. Non-profit organizations tend to offer great benefits, especially if they’ve been around for a while. The waiting period for qualifying for those benefits tends to be shorter than it is within for-profit companies. The atmosphere at non-profit assisted living jobs tends to be laid back; if you like a less stressful environment and slower pace, this type of job may be right for you.

Of course, a non-profit nursing home job has its drawbacks. Salaries tend to be quite a bit lower than they are at for-profit organizations. The same RN job at a non-profit may bring in a salary that’s 25% less than at a for-profit corporation. That being said, jobs for nurse practitioner within a non-profit usually offer great perks like topnotch benefits and plenty of paid vacation time. For many people, those perks offset the lower salary enough to make working an RN job at a non-profit worth it.

For-Profit Senior Care Jobs

One of the big pluses of working at a for-profit company is a higher salary. Most of the time, jobs for nurse practitioner at for-profit organizations come with significantly higher salaries than their non-profit counterparts.

There are many more opportunities to earn a competitive salary at a for-profit nursing home or assisted living facility, like a nursing home administrator jobs. While there are usually great health care benefits and other perks, you’ll usually have a longer “probationary period” to wait through before you can start enjoying them. Finally, for-profit companies tend to have more regimented environments and atmospheres; procedures and protocol tend to be highly important. This is worth keeping in mind if you don’t do well in such environments.

Another item worth noting is the overall intent of the organization and their philosophy toward elder care. Often this alone is a topic that can ignite passion in whomever you speak with. Some people feel that for-profits are always looking for ways to make more money and therefore cutting corners on the care that they provide their patients or residents. Other people feel that not-for-profits are frequently underfunded and thus never have enough staff for proper resident care. In reality, both for-profit and not-for-profit organizations still have to meet their bills and do their best to acquire appropriate funding. This means that the deciding factor on the overall philosophy of care is typically generated by Executive Management and not the tax-filing status of the organization.

Needless to say, some people will prefer the experience of working for a non-profit senior care facility; others will feel more comfortable in a for-profit environment. Consider both options then focus on the type of facility that is right for you.

The National Senior Living Providers Network (NSLPN) is a premiere online community for Senior Care Jobs, news and information for professionals working in the Senior Care Marketplace.

Author: Robert Marcano
Article Source: EzineArticles.com
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I just read a very excellent piece in Newsweek Magazine (“Cross of Gold” by Fareed Zakaria, published April 23, 2010, page 24). You can view it online. There are themes in his piece that have provoked my further thought – and my desire to comment – along with my ongoing desire to adapt all things useful to the non-profit sector that I want to support and serve.

The article is actually about Goldman Sachs. But, what I love about a well-written article is the opportunity to delve into deeper themes that can be applied to any subject. So, while Zakaria writes about issues in the banking sector (and Wall Street), I will write about the non-profit sector (on Main Street).

Here is what he says in his article:

“There’s so much anger and resentment toward banks these days-some of it quite justified-that anything resembling a defense of them is bound to make people angry. But the rage surrounding the Goldman case can cloud our perspective and distort public policy. We’re going through a familiar part of America’s boom-and-bust cycle. Having been mesmerized during the go-go years, having unduly lionized and feted industries, firms, and people as they rode the wave, we now want to throw these people to the wolves. We need to step back for a moment and try to understand what happened and learn the right lessons.

Let’s be clear: all the facts are not publicly available, and evidence may be presented in court that documents specific misrepresentations and false claims, proving Goldman Sachs’s guilt. But much of the public debate has struck me as guided more by emotion than careful analysis. Even if some Wall Street practices strike many people as dodgy, even unethical, that’s not the same as illegal. I want financial reform, but I also want our system of government to be characterized by fair play and equal justice-even for people making $10 million bonuses.”

Well, there is plenty of substance in his article to apply in our non-profit circles!

There appears to be plenty of resentment within and toward the non-profit sector these days. People are tired of program snafus at national umbrella non-profits and behind-closed-doors insider dealing from the board room. Mainstream media has covered a number of these high-profile cases and they are, indeed, disgusting and unacceptable. Just as with the banking industry, the non-profit sector gets casts in a negative light. So, yes, I agree: there is plenty of “anger and resentment” and “some of it quite justified.” Where we need to use caution – in all issues (not just banking or non-profit analysis) – is in the avoidance of painting ALL of anything with the same brush. Are there a lot of problems in the non-profit sector? Yes. Does it affect all non-profits? No.

The specific point in the article that captured my attention and urged me to capture my own thoughts was, “…the rage surrounding the…case can cloud our perspective and distort public policy.” Very excellent point. The same thing is happening in Congress right now with the non-profit sector. Mishaps are being noticed and legislation and regulation is being discussed. Through our services to assist non-profit organizations, The Center for Ethics, Governance, and Accountability (CEGA) continues to urge proactivity in doing the ‘right things’ and creating distance between the ‘good non-profits’ and those with problems. Organizations like ACORN, for example, can indeed “cloud our perspective” and the resulting federal regulation (as I have long predicted) – if it ultimately becomes Sarbanes-Oxley applied to the non-profit sector – could lead us to “distort public policy” to the point that small non-profits are no longer able to serve the community purpose for which they were created due to regulations brought about by non-profits that will continue to thrive despite any manner of regulation.

But, the problems are real. And, the issues really should be addressed. While we do not think of the non-profit sector in terms of cycles of “boom or bust,” the truth is that in challenging economic times, it is more likely for non-profit errors in policy or judgement to surface due to the relative mood of the public. When times are good (what Zakaria calls riding the wave), people can skip along without too much fuss; when times are tough, public sentiment tends to be more critical (throwing people to the wolves). It seems reasonable that no matter what the subject matter, too “much of the public debate…(is)…guided more by emotion than careful analysis.” This particular theme deserves to be highlighted regardless of the issue: we very much need careful analysis (followed by decisive action) by people who are able to be more thoughtful and less emotional.

I was recently in a conversation where I was saying something similar to Zakaria – only I think he says it more succinctly: “We need to step back for a moment and try to understand what happened and learn the right lessons.” Amen! The point I was making in my conversation was that I wanted to see us adjust our approach to problems such that we allowed ourselves to hold onto the problem just a little bit longer – before we rushed to implement solutions – so we could attempt to learn all we could about the causes and the effects. There is little doubt that we will always root out problems, design solutions, and implement corrective actions – no matter what the subject – but it seems we are too anxious to put problems behind us before we have genuinely studied the issues that led to the problem in the first place. Our current analysis is robbing us of the opportunity to “learn the right lessons.”

The set-up phrase that Zakaria uses for his second paragraph is good: “Let’s be clear…” Yes. Let’s be clear indeed! How often do we spend zero time trying to be clear?

“All the facts are not publicly available” is a truism for any organization and any issue. While certain facts are confidential and deserve not to be made public, those are generally fewer for the non-profit sector due to the nature of its business as a public charity serving community interests. We would do well to make sure we find all of the facts and utilize them in the public debate. The public is not required to afford Wall Street practices to Main Street non-profits. If the public seeks opportunities to make quick and decisive changes, it need look no further than its local non-profit organizations where proper analysis and action can deliver tangible results.

It is my intention to encourage the non-profit sector to hold itself to the highest standards, so any discussion about ethics always gets my attention. While actions on Wall Street may not be illegal – but may (technically) be considered unethical – the non-profit sector has the opportunity to focus on ethical standards that distinguish Main Street from Wall Street in a very positive way and a noteworthy time. Proactive ethical behavior by non-profits is not only achievable but would be rewarded by the public.

Within the non-profit sector, I believe “reform” is necessary (albeit regrettable), but I reject an ‘either/or’ situation – I would prefer a ‘both/and’ approach – to Zakaria’s comment: “I want financial reform, but I also want our system of government to be characterized by fair play and equal justice…” I would replace “but” with “and.” I want reform AND fair play and equal justice. This seems to me to be a key difference between Wall Street and Main Street. Non-profits that want to flourish in the future would be wise to take heed of all that is happening around them, making sure to apply the lessons that can be learned before the impending regulation arrives.

Most importantly, I really like the idea of reading articles (such as the one to which I refer) not only for what we can learn directly, but for the thoughtful process that can be applied to any of our many daily challenges. Especially in the non-profit world.

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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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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At The Center for Ethics, Governance, and Accountability (CEGA), we only add value to the non-profit sector if we can identify well-publicized problems, dissect them into meaningful pieces, eliminate confusion or misunderstandings, and make recommendations for positive change.

ACORN – with all it’s reported problems – must surely serve as an excellent ‘case study’ and represent some guidance to other non-profits with regard to issues of governance and accountability. If we can study ACORN – and turn any problems into knowledge – then we have the potential for ‘ACORN’ to serve as an ‘acorn’ in its purest analogy of growth and strength with nurture and care – all of which are required for any non-profit to remain or become a going concern, particularly in today’s economic climate.

This article seeks to identify several important issues that can be applicable to all non-profits.

This article is apolitical – issues of ethics, governance, and accountability should transcend partisan politics and generalizations.

The problems associated with ACORN have been widely publicized. We will not concern ourselves with a comprehensive review of the problems faced by the ACORN organization; but, rather, we will address two specific issues that can serve to benefit all non-profits:

1. Avoiding numerous ‘affiliate’ or ‘chapter’ offices

2. Maintaining a solid focus on the specific mission

When an organization completes its IRS Form 1023 (recently revised by the IRS in its attempt to strengthen controls on non-profit organizations) the applicant must certify its specific mission and its geographically dispersed offices, if any. These two questions, as specifically addressed in the Form 1023 application, are critical not only to the granting of the 501(c)3 status of a non-profit, but also to the establishment of governance and accountability standards to be enforced by the board of directors of the non-profit.

Before moving forward, let’s take a backward look at ACORN’s formation.

It is interesting to note that ACORN was reportedly formed in 1970, well before Congress sought to strengthen non-profit accountability in the wake of the for-profit Enron fiasco of 1991 or the non-profit United Way fiasco of 1991. The required annual filing by non-profits to the IRS is by way of its Form 990. It would be interesting to review the level of detail in the ACORN filings from years gone by. Similarly, it would be interesting to review ACORN’s Form 1023 filing to see if its mission changed over the years. While these areas of interest are beyond the scope of this brief article, all non-profit entities are encouraged to conduct a periodic review of past certifications to the IRS and make any necessary modifications to remain in compliance.

As mentioned in previous articles – and, as well known by knowledgeable non-profit employees and board members – the awarding of ‘charitable’ status by the IRS is a privilege that comes with appropriate regulations. Note particularly the requirements of Form 1023:

Among other things, Part II of the application requires that Bylaws be produced, Part III requires certification that the organization meets the criteria for charitable status, Part IV requires a narrative that describes the intended activities of the organization – “past, present, and planned” – with a proviso that the narrative must be “thorough and accurate.”

But the application does not stop there. Part V, which includes several sections, seeks to identify employment agreements, compensation justification, potential conflicting arrangements between board members, staff, contractors, etc. Specifically required is a certification as to whether or not the organization has a Conflict of Interest policy. Part VI seeks to determine if individuals or members will receive benefits from the organization. The section also includes the “past, present, and planned” language.

Part VII seeks to determine whether the organization will be taking over the activities of another organization; i.e. becoming a “successor organization.” Part VIII requires the applicant to disclose “past, present, and planned” activities that involve supporting or opposing candidates in political campaigns and/or attempting to influence legislation (i.e. ‘lobbying’).

Additional sections of Part VIII require information on the types of fundraising that an organization receives, whether it is from ‘bingo or gaming’ or other more traditional types of ‘fundraising.’ The section also requires disclosure of any contracts with fundraisers, governmental affiliation, economic development, joint ventures, foreign country operations, a listing of all states and localities will fundraising will be conducted, relationships between any recipient organization, close connections with any organizations, provision of low-income housing, etc.

As can be seen, the Form 1023 is a comprehensive document. This is as it should be; the IRS requests as much information as possible to make its determination of non-profit status.

With this background on filing requirements, let’s turn now to the two issues to be addressed in this article:

1. It is recommended that non-profit organizations avoid having numerous offices, chapters, affiliate organizations, etc. Why? Because the more offices, the more complexity, and the more difficulty in maintaining proper records, knowledge of operations, and acceptable management procedures.

2. It is recommended that non-profit organizations maintain a close watch on all activities to avoid ‘creep’ that would result in activities that are clearly beyond the scope certified in the IRS application. All staff members and board members must be able to speak with certainty when describing the mission and activities of the organization.

When the news reports of the ACORN organization are reviewed, it becomes immediately obvious why its ongoing management was challenging: offices in 75 cities; international expansion; allegations of embezzlement that occurred ten years ago; affiliation with other non-profit organizations; a political action committee (PAC); political organizing programs; alliances with Project Vote and inadequate documentation to determine non-profit and excluded activities; etc.

Of importance is the opportunity for leaders in non-profit organizations to see the specificity of IRS requirements mentioned in this article, compare against the challenges ACORN has created for itself (as widely reported), and make a determination as to how their non-profit organizations will be organized, led, and mission-based. While some may want to argue that it is easy to fall outside of the IRS regulations, the simple facts in this article seem to differ strongly. (The applicant must say what it means and mean what it says.)

From our youth, we are taught that an acorn (essentially a seed) represents a great thing for the future. Carefully planted and nurtured, an acorn can become a majestic oak tree, serving many purposes from CO2 sequestration, to shade, to food for animals, to furniture. The tree may grow in an unruly fashion, but it can be pruned. Disease may set in, but it can be treated. While care and attention can provide the nurturing necessary to see the acorn through to success, the most critical element is ‘paying attention’ to what is actually happening to the acorn.

This appears to be a major problem with the ACORN organization; formed in 1970, just when did it start to veer off course? Who was there to nurture it? What now will be the consequences? Will board members be held personally accountable?

Fortunately, every non-profit organization currently in existence today – or planning to emerge in the future – has the opportunity to be an acorn and not an ACORN. We urge all non-profits to take their charitable status very seriously and to demonstrate excellence in all aspects of their operations. So nurtured, your tree will certainly grow strong.

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 Please check out the website and participate in the ongoing discussion. Your opinions and insights are invited.

Author: Rob Glenn
Article Source: EzineArticles.com
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