Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
A sample set of NGO By-Laws
Hari Srinivas
By-Law? or Bye-Law?? The spellings of both terms 'by-laws' and 'bye-laws' are correct, and both are
widely accepted and used worldwide.
They essentially mean the same - rules of procedure made by an organization for the regulation,
administration or management of its organizational structure and operational activities. They usually
deal with matters of internal regulation, and are binding on all persons within the organization.
While we accept both spellings, for the sake of consistency, GDRC uses 'by-laws' in the NGO Cafe.
A concrete set of By-Laws form the core of an NGO's identity and structure. By-Laws are called by
different names in different countries, including "Articles of Association", "Statutes", "Articles of
Incorporation", "Constitution" etc.
Having a clear set of By-Laws not only provide clarity to an NGO's structure and functioning, it also
provides a basis for trustworthy relationships with other organizations and entities, and in building the
NGO's identity. In many countries, developing and adopting a set of By-Laws (and taking action on the
issues stipulated in the By-Laws) is a critical pre-requisite for its official registration with local
authorities.
The table below provides a standard list of article, their content, and sample text, that can be selected
from, and adopted by, a new NGO.
Note that this set is not targeted at any particular country and is provided an indicator only. It is also in
no way complete. From the list below, an NGO can select only those articles that are relevant and
necessary to their needs.
Specific countries may have their own stipulations for the contents of the By-Laws, and these will have to
be referred to and satisfied, before the By-Laws are drawn and adopted. As mentioned in Articles 47-49,
the By-Laws can also be changed or modified as the need arises.
How to use this document:
1. Check local laws on NGOs or related types of organizations to see if by-laws are needed for
registration
2. If possible, review by-laws of similar local NGOs. Many times, NGOs are required to make their bylaws public. This is a good opportunity to study them
3. Go through the list below and identify which articles are needed and relevant. Not all are needed or
are relevant to the type of NGO being set up.
4. Fill in the content for each article by answering the questions listed, and matching them with your
own organizational plans for the NGO.
5. Consult your NGO Board and staff members for comments, suggestions and endorsement *
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6. Publicize the by-laws to obtain further comments and buy-in *
7. Use the by-laws for registration of your NGO *
8. Regularly review the by-laws (and modify, if needed) every year or two *
* These items can be part of a by-laws article itself!
Suggestions and additions/expansions to this list are welcome! Please send an email to:
hsrinivas@gdrc.org
Article
Content
Article 1:
Preamble
What is the By-Law about? What will it contain?
Article 2:
Name, Acronym and
Logo
What is the name of the NGO? What is its official acronym? If available, how
does its logo design look like?
Article 3:
Applicable laws and
legal status
Under what local and national laws is the NGO set up? Does it have official
consultative status with the UN, or is it UN-accredited? Is it a member of any
national, regional or international network/association/initiative?
Article 4:
Sphere of activities
What activities will the NGO undertake? What will be its spheres (or categories)
of activities?
Article 5:
Location and Duration
Where is the registered office of the NGO located? What is its postal address?
How long will the NGO be set up for - that is, is it for a limited period only, or is it
unlimited?
Article 6:
Aims, Visions and
Mission
What are the aims of the NGO? Have goals and objectives been developed? What
is its vision statement? What will be the mission of the NGO, and who will be its
target beneficiaries?
MEMBERSHIP
Article 7:
Membership
Does the NGO have members? What is the membership structure of the NGO?
Article 8:
What is the qualifications of the NGO's members? Why are such qualifications
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Qualification
needed?
Article 9:
Admission
How will members be invited and admitted to the NGO? What is the procedure?
Article 10:
Responsibility
What will be the expectations and duties/responsibilities of the NGO members?
Article 11:
Consensus Building
How will consensus building be achieved among the members? How will
decisions be taken on the NGO's activities? What are the procedures?
Article 12:
Resignation
What is the procedures for a member to resign from the NGO's membership?
Who should it be addressed to, and how is it accepted and processed?
Article 13:
Expulsion or
Suspension
Under what circumstances can a member be expulsed or suspended from the
NGO? Who will take the decision, and how will it be implemented? What process
of redress will be available to the member?
ORGANIZATION
Article 14:
Organizational
Structure
What is the organizational structure of the NGO? What will be the position of the
staff members responsible for different aspects of the NGO's programmes?
GENERAL ASSEMBLY
Article 15:
Procedures
Will the NGO have a General Assembly? Why is it needed? Who can participate
in the general assembly? Is there a proxy policy? How will the proceedings be
reported to the general public?
Article 16:
Scope
What is the scope of the General Assembly? What will be the duties and
responsibilities of the General Assembly?
Article 17:
Decision-Making
How will the General Assembly decisions be taken? How and who can present
proposals for decision-making, and what is the procedure/process for taking
decisions?
Article 18:
Quorum
What will be the minimum quorum needed to call for a General Assembly, for
the proceedings to take place, and for decisions to be taken?
BOARD OF DIRECTORS
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Article 19:
Composition
What will the Board consist of? How many members will the Board contain?
What will be their positions? Which current working staff members will also be
on the Board of the NGO?
Article 20:
Eligibility
Who will be eligible to become members of the NGO's Board? What will their
qualifications be?
Article 21:
Selection and
Appointment
How will potential individuals be identified and selected to the NGO's board?
How will the appointment be decided and implemented?
Article 22:
Term of Office
How long will a member's term of office be on the NGO's Board?
Article 23:
Vacancies
How will vacancies in the Board's membership be handled? How will the
position be advertised and recommendations/applications be processed?
Article 24:
What will the duties and functions of the Board be? What is the NGO's
Duties and Functions of
expectation of a Board member?
the Board
Article 25:
Decision-making.
Like the General Assembly, how will decisions be taken in Board meetings?
What is the procedure and quorum for a decision to be accepted and
implemented?
Article 26:
Press statements.
Who will prepare Press Statements to reflect the proceedings and functionings
of a Board meeting or NGO's activities? How will a Board's acceptance of
media/press statements be sought?
Article 27:
Meetings.
What is the usual agenda for a board meeting? Who will call it, and how will the
proceedings be handled?
Article 28:
Quorum
What will be the minimum quorum needed to call for a Board meeting, for the
proceedings to take place, and for decisions to be taken?
Article 29:
Resignation
If a Board Member wishes to resign from his/her position, how will it be
handled? What is the procedure?
Article 30:
Removal
Under what circumstances can a Board member be removed (either expelled or
suspended) from the NGO's Board? What is the procedure, and who has the
authority to initiate such a procedure? What process of redress will be available
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to the Board Member?
SUPPORTING COMMITTEES
Article 31:
Running.
What committees will be set up to support the functioning of the NGO? (eg.,
Funding, media, strategy/policy/project development etc.).
Article 32:
Aims and
Responsibilities
Why will these committees be set up? What will be their main aims and
responsibilities?
Article 33:
Election and Term of
office
How will the committees be set up? What is the procedure for the
election/selection of committee member? What will be their term of office?
Article 34:
Duties and
Responsibilities
What function will the members of the committee perform? What will their
duties and responsibilities are? Who will decide the duties and responsiblities,
and how can they be modified?
AUDITOR
Article 35:
Annual Audit.
Will the administration and finances of the NGO be audited? What is the
procedure of the audit? How will findings of the audit be implemented?
STAFFING
Article 36:
Definition
How are staff members defined within the overall structure of the NGO's
organization? How are they different from other types of members (eg. General
Assembly or Board members)?
Article 37:
How many staff members will be working at the NGO (both full-time and partDuties and roles of staff time)? What will be their duties and roles within the overall functions and
members
activities of the NGO?
Article 38:
Hiring and dismissal
How will staff members be hired? Under what circumstances will staff members
be dismissed or suspended? Who is authorized to take such action?
RESOURCES
Article 39:
Sources and uses.
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What is the nature of (financial) resource needs of the NGO? What will be the
primary sources of such resources (including private/personal sources).
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Article 40:
Initial Capital and
Assets
What will the initial capital needs of the NGO be? What kinds of assets (financial
and non-financial) will be needed to start the NGO?
Article 41:
Funding Raising.
What policy will be put in place by the NGO for fund raising? What purposes will
it be used for, and who will be responsible?
OTHER CLAUSES
Article 42:
Liability.
What are the applicable liabilities for the NGO? Under what circumstances are
these liabilities applied? What procedures are in place to activate these
liabilities, and who is responsible for them?
Article 43:
Fiscal year/Financial
Year
What is the duration, and starting month, of the NGO's fiscal/financial year?
Article 44:
Applicable law and
Court
Under what applicable law and court will the NGO be constituted? How will
disputes and other legal matters be handled?
Article 45:
Dissolution.
Under what circumstances the NGO can/will be dissolved? What is the
procedure for dissolution? Who will be responsible for dissolving the NGO?
Article 46:
Liquidation profit.
If profits are generated during the liquidation process of an NGO, how will it be
disbursed? What procedures are in place to handle such matters?
ABOUT THE By-Laws
Article 47:
Coming into force.
When do the By-Laws come into force? What is the procedure to ensure that the
By-Laws are legally accepted and are also informed to all
appropriate/concerned persons?
Article 48:
Validity, and extension
of validity, of By-Laws
What is the period of validity of the By-Laws? What is the procedure to extend
the validity of the By-Laws?
Article 49:
Additions,
What is the procedure for additions, modifications and amendments to be made
modifications and
to the articles in the By-Laws? Who is authorized to undertake the task?
amendments to Articles
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Setting up an NGO's By-Laws
Hari Srinivas
By-Law? or Bye-Law?? The spellings of both terms 'by-laws' and 'bye-laws' are correct, and both are
widely accepted and used worldwide.
They essentially mean the same - rules of procedure made by an organization for the regulation,
administration or management of its organizational structure and operational activities. They usually
deal with matters of internal regulation, and are binding on all persons within the organization.
While we accept both spellings, for the sake of consistency, GDRC uses 'by-laws' in the NGO Cafe. By-laws
are internal documents, a set of rules that enables each organization to conduct its affairs. It is important
they be written clearly and in language that is easily understood by all organization stakeholders. This
document is frequently necessary for the registration of an NGO with national and public authorities.
Typical items addressed in the by-laws are:
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Name and purpose of the NGO. The Purpose is usually a restatement of the NGO's Mission Statement,
but can contain additional details
The frequency, notice, and quorum requirements for organizational meetings. These can be internal
or regular meeting of the NGO, or external meetings such as those for the general public, with other
stakeholders etc.
Voting qualifications, proxies, and procedures for approval of boards. This is related to the
governance structure of the NGO's board.
The number and term for members of the board, scope of authority, method of nomination and
election to the board, and provision for filling vacancies.
List of board officers, method of nomination and election, terms of office, powers, duties, and
succession.
Membership and authority of committees or working groups. Many of a NGOs' work are done through
sub-committees or groups, and provisions need to be made for such committees.
Title and scope of authority for the executive director and other staff members who are responsible
for the day to day functioning of the NGO.
Record-keeping and financial reporting responsibilities. In many countries this is necessary for the
maintenance of the tax-exempt status of an NGO.
Amendment procedures for the bylaws and provisions for dissolution of the organization.
Writing and gaining approval for a set of by-laws takes thought, time, and the involvement of the
organization’s constituents. By-laws should be written with an emphasis on fair treatment and
transparent governance.
By-laws in fact make or break an NGO. We need to remember that everything an NGO does, internally and
externally, are defined and laid out in the by-laws.
http://www.gdrc.org/ngo/sample-by-laws.html Roles of NGOs
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Among the wide variety of roles that NGOs play, the following six can be identified as important, at the
risk of generalization:
Development and Operation of Infrastructure:
Community-based organizations and cooperatives can acquire, subdivide and develop land, construct
housing, provide infrastructure and operate and maintain infrastructure such as wells or public toilets
and solid waste collection services. They can also develop building material supply centres and other
community-based economic enterprises. In many cases, they will need technical assistance or advice
from governmental agencies or higher-level NGOs.
Supporting Innovation, Demonstration and Pilot Projects:
NGO have the advantage of selecting particular places for innovative projects and specify in advance
the length of time which they will be supporting the project - overcoming some of the shortcomings
that governments face in this respect. NGOs can also be pilots for larger government projects by virtue
of their ability to act more quickly than the government bureaucracy.
Facilitating Communication:
NGOs use interpersonal methods of communication, and study the right entry points whereby they
gain the trust of the community they seek to benefit. They would also have a good idea of the
feasibility of the projects they take up. The significance of this role to the government is that NGOs can
communicate to the policy-making levels of government, information about the lives, capabilities,
attitudes and cultural characteristics of people at the local level.
NGOs can facilitate communication upward from people to the government and downward from the
government to the people. Communication upward involves informing government about what local
people are thinking, doing and feeling while communication downward involves informing local
people about what the government is planning and doing. NGOs are also in a unique position to share
information horizontally, networking between other organizations doing similar work.
Technical Assistance and Training:
Training institutions and NGOs can develop a technical assistance and training capacity and use this to
assist both CBOs and governments.
Research, Monitoring and Evaluation:
Innovative activities need to be carefully documented and shared - effective participatory monitoring
would permit the sharing of results with the people themselves as well as with the project staff.
Advocacy for and with the Poor:
In some cases, NGOs become spokespersons or ombudsmen for the poor and attempt to influence
government policies and programmes on their behalf. This may be done through a variety of means
ranging from demonstration and pilot projects to participation in public forums and the formulation of
government policy and plans, to publicizing research results and case studies of the poor. Thus NGOs
play roles from advocates for the poor to implementers of government programmes; from agitators
and critics to partners and advisors; from sponsors of pilot projects to mediators.
Source:
Abstracted from - Cousins William, "Non-Governmental Initiatives" in ADB, The Urban Poor and
Basic Infrastructure Services in Asia and the Pacific". Asian Development Bank, Manila, 1991
Skills required of an NGO
A. COMMUNITY ORGANIZING
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Group dynamics
Community integration
Problem identification
Community investigation
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Facilitation
Mobilization
Communication
Role playing
Objectivity, monitoring and evaluation
B. PARTICIPATORY ACTION RESEARCH
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Identification of research problem
Identification of different research tools
Data gathering
Analysis of data
Consultation with the community and validation of data
Drawing of conclusions
Making of recommendations
C. BUSINESS SKILLS
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Planning
Participatory (circular) management
Accounting and bookkeeping
Marketing and purchasing
Negotiation
Monitoring and record keeping
Technical skill in micro-computers
Organizing cooperatives/credit unions
Handling labor problems
Understanding legal aspects.
D. DOCUMENTATION, DISSEMINATION OF INFORMATION
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Small group formation
Clarification of values and vision
Group dynamics
Different kinds of media production
Communication skills and visual aids
Conscientisation/sensitizing skills (??)
Advocacy
Networking and linkages
E. TRAINING METHODS
Use of cultural forms
Use of media
On-the-job training - participant observation
Workshop organization
Group dynamics
Practice-Theory/Action-reflection
Exposure program
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Group discussion and synthesis, brain-storming
Self-learning kits and modules
F. TECHNOLOGY TRAINING - APPROPRIATE TECHNOLOGIES
Agriculture, fishing, post-harvest technology, energy, housing, health, sanitation,
handicrafts, food technology.
Source:
Notes from the NGO Workshop organized at the Asian Institute of Technology, Bangkok, October
17-21, 1988.
Integrating NGOs and Governmental Action
Integrating NGO activities and government action essentially involves the "sclaing up" of innovative
approaches. Some of the key problems include:
The input of financial and human resources in pilot projects is often too high to be widely replicable within
existing resources. Any single standard package may not have enough flexibility to be adapted to a wide
variety of specific local institutions and cultural contexts. Often voluntary organizations have initiated projects
with no involvement or low involvement of government; thus they have not had to deal with the real-life
constraints of government bureaucracy, and therefore, have less credibility. Sometimes there is not enough
community involvement in all the stages to assure appropriateness, cost-effectiveness, coverage,a nd
continuity. Sometimes the innovative are in too much of a hurry to establish a large program and to go to scale
nationally. Government officials are often skeptical or suspicious of voluntary agencies.
Key issues in Scaling Up:
1. Getting the attention of policymakers and convincing then of the usefulness, practicality, affordability
and explicability of the approach.
2. Scaling up calls for a different kind of managerial capacity which will be less personal and informal at
the top.
3. Selection and maintenance of staff with requisite attitudes, skills and motivation.
4. Training a sufficiently large cadre of field workers and project officers for participatory projects.
5. Maintenance of an emphasis on participatory process, rather than the result alone.
6. Maintenance of accountability to the people at the grass roots by all levels of planners and
administrators.
Modalities of scaling up:
Three ways of scaling up can be identified:
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1. An NGO project is absorbed by the government and becomes an integral part of and helps transform
government programs/projects.
2. A cellular multiplication process, where, based on a service model, the government agrees with
selected NGOs on the functional roles they will play.
3. . . .
Source: Abstracted from - Cousins William, "Non-Governmental Initiatives" in ADB, The Urban Poor and Basic Infrastructure Services
in Asia and the Pacific". Asian Development Bank, Manila, 1991
SOME KEY QUESTIONS CONCERNING PUBLIC SERVICE ORGANIZATION (PSO)
EFFORTS TO PROMOTE COMMUNITY ECONOMIC DEVELOPMENT
1. How should Public Service Organizations (PSOs) go about identifying the professional and technical
skills necessary for successful community economic development, and then proceed to build increasing
levels of staff capability in these areas?
2. What kinds of training concerning community economic development would be most appropriate for
the members of PSO policy-making boards and committees?
3. What centers of expertise in community economic development can be called upon to provide training
and technical assistance?
4. How should a PSO community economic development component be organized and staffed? Where
should it be situated within the PSO organizational structure?
5. What research instruments and techniques are available to study the existing economic structure of a
given community in order to analyze its needs, opportunities, and resources, and to identify its most
promising economic venture possibilities? What staff and budgetary assets will be needed to carry out
such preliminary studies?
6. How can a PSO become fully informed and "plugged in" with regard to the existing and on-going
economic development processes that are continually taking place within the community's private
sector?
7. How can a PSO serve most effectively as a broker, catalyst, and/or facilitator between the lowincome/disadvantaged segments of the community and existing businesses and industries in the area?
8. Are there any types of commercial, service, and/or manufacturing enterprises that are particularly well
suited for implementation by PSOs?
9. What guidelines or standards can be used to help ensure that PSO- sponsored economic development
ventures are environmentally sound and sustainable?
10. To what extent should community economic development strategies emphasize:
o Job readiness and vocational training;
o Business incubator facilities and services;
o Micro-business enterprise development;
o Cooperatives and Credit Unions;
o Franchise enterprises;
o Industrial park development;
o Main street/downtown area/blighted neighborhood revitalization;
o PSO roles in serving as a coordinating center and/or clearing house to encourage or facilitate
community economic activity without becoming directly involved in it in the role of venture
owner/operator?
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11. What procedures are best suited for conducting feasibility studies concerning the personnel, physical
plant, technological, financial, marketing, and organizational requirements of any given economic
development proposal?
12. What specialized methodologies may be most effective for planning, programming, budgeting,
implementing, and managing PSO economic development projects?
13. What procedures should be used to monitor the progress and/or evaluate the performance of PSO
economic development ventures, so that problems can be identified and remedied before they become
serious?
14. What types of training, technical assistance are likely to be needed from external sources to support
PSO economic development projects? To what extent can college or university schools of business
administration or other academic departments provide needed expertise and consultation?
15. What supportive programs and/or sources of funding are available from governmental agencies such as
the Small Business Administration, the Economic Development Administration, and/or other federal
and state agencies for the purpose of assisting PSO economic development projects?
16. What sources of assistance and/or venture loan/grant funding can be identified from among charitable
foundations, major corporate sponsors, church groups, and/or banking and financial institutions?
17. How can PSO projects receiving government or foundation funding operate in such a way as to avoid
engaging in unfair subsidized competition with traditional private enterprises?
18. How can PSO's effectively involve representatives of poor/disadvantaged segments of the communities
being served in the processes of planning, implementing, and evaluating economic development
projects, without excessive conflict with the technical and professional management expertise necessary
to ensure business venture survival in the arena of competitive enterprise?
Source:
Dave Matthews - dmatthews@acf.dhhs.gov
Creating a Nonprofit Board
Guidelines on Building an Effective Nonprofit Board of Directors
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Jan 24, 2007Estela Kennen
A good nonprofit board of directors doesn't just happen. It must be worked on. Here are some considerations
to get you started.
If you want to end up with an effective board of directors for your nonprofit organization, you should
take various factors into consideration.
Size Matters
The number of board members should be not to big, not too small, but just right. What does just right mean? It
depends partially on the functions of the board.
Larger boards, composed of around 15 members are useful when:
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fundraising (or donating) is one of the main functions of the board
many subcommittees will be necessary for the board to fulfill all its roles
Meanwhile, smaller boards, of about 7 members, can operate more informally and possibly make decisions
more quickly. (A small dysfunctional board, however, can be harder pressed to be decisive than a well-run large
board).
Diversify
A diverse group of people is more likely to consider various perspectives on a problem or opportunity, and
more likely to come up with creative solutions. Ethnic and racial diversity is critical – the board of directors
should look as much like the client population or the population of the surrounding area as possible. But other
types of diversity can be important, too.
Geographic diversity can be important. If you represent the interests of a county or state, for instance, it is
altogether too easy to end up with a board that is comprised mostly of people who live in the same city where
the nonprofit is located—people who can have trouble understanding the needs of your other constituents.
One of the most important areas of diversity you should carefully seek is diversity in expertise. You don’t want
everyone in your free clinic’s board of directors to be a doctor, for instance. Nurses, social workers,
accountants, and lay people can all strengthen the board. Here are some common types of knowledge and
abilities you should look for from different board candidates:
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Expertise in the subject matter relevant to the nonprofit (for instance, performing arts or
homelessness, or whatever it is you do)
A solid financial background
Experience fundraising, or the ability to tap into high-dollar donors
Knowledge of program evaluation
Finding Candidates
The executive director of the nonprofit, other key staff, and the members of the current board should
get together to identify people who can strengthen the board. If there is no existing board, the staff
should use their network to ask people to ask people if they are interested in participating.
To save time for more pressing board matters at regular meetings, a subcommittee responsible for
board recruitment can be formed. (Of course, the entire board might want to vote on new members,
but the subcommittee can for a list of potential candidates, approach them, interview them, and present
their findings to the board).
Interview for Fit
Once potential board members have been identified and approached, the next step is to interview them.
You should look for:
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explicit assurance regarding the amount of time they are willing and able to commit
an understanding and commitment to the mission your organization serves
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the ability to feel comfortable speaking up along with the ability to listen to other’s opinions
the capacity to disagree with a board decision but to support the decision and organization once the
vote has been cast
Setting Nonprofit Pay
Creating an Employee Compensation Policy
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May 25, 2009Estela KennenSalary Analysis Template - HR.com
Determining the appropriate compensation for employees of non-profits can be difficult. Fortunately, a
process, using a written policy, exists to help.
The best way to approach employee compensation is in a systematic matter, with a clear policy in
place. That way, the executive director or board member can explain to any employee or potential
donor why the pay rate is what it is.
Create a Compensation Policy
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Create an explicit compensation guideline. For instance,"All positions will be compensated at 90-110% of
median rate for like positions in similarly sized nonprofit organizations in the area" (or adjusted to cost-ofliving for that area). Having a range of possible compensations allows for differences in candidate’s
background/experiences.
Include an explicit guideline for raises. For instance, "Prevailing market salaries will be determined yearly
in order to adjust compensation, funds allowing." Another possibility is to state that salaries will be
increased by the change in the annual cost of living index (COLI). A different inflation measure such as
could be used instead. The important thing is to be specific.
Determine who will have final approval of pay. For most employees, that could be the Executive Directors.
For the Executive Director and other management-level positions (division directors, etc.) that should be
the nonprofit board.
Include a process of appeal. If a person feels their job has been miscategorized or that the salary
information source the organization is using is faulty, the employee should have some recourse.
State in the bylaws that compensation will be set by the compensation guidelines, which will be approved
by a simple majority of the board. Do not actually put the compensation guidelines in the bylaws, as they
are too detailed. Also, having separate compensation guidelines may make them easier to alter should
market conditions or other factors change.
Determine Prevailing Nonprofit Pay
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Write a detailed job description for every job. This will not only help determine compensation rates, but
will help with recruiting and hiring, and help clarify roles and reduce conflict once employees are in place.
Use an online salary service to find out the compensation rates. Make sure the rates are for nonprofits. If
that is not possible, see if the salary service provides information regarding how to adjust the rate
information for nonprofits – or use another salary service.
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By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
For unique positions, it might be necessary to blend job categories. For instance, Adam spends 60% of his
time doing category X at pay rate X$ and 40% doing category Y at pay rate X$. This strategy can help with
both jobs that are a hodgepodge of traditional jobs, or jobs that have an element that is unusual for that
job (for instance, more travel than is usually expected in that kind of job).
Remember that benefits are part of the compensation package. Most small nonprofits offer minimal
benefits- generous personal (ie, vacation + sick) days, free/reduced price services, but no health insurance
or retirement match. It is important to consider benefits along with pay, no matter what size or how many
benefits are offered. If the organizations benefits are considerably more generous than normal, then pay
should be adjusted slightly downward. (The exception to this might be a nonprofit that has the sufficient
funds to seek the very best people to complete its mission; but such an exception is inappropriate for a
start-up with just a handful of employees).
Document the proposed salary, including the explanation for how the salary was derived. (I.e., Executive
Director was deemed to fit fully into the “Executive Director” category. The median salary for this position
at a nonprofit with 3-11 employees is X.)
Have the executive director and/or board approve the salary.
Following this process, or a similar one, will ensure a clear and transparent method of creating and
justifying employee compensation, up to the executive director level, at any nonprofit.
Ways to Thank Nonprofit Volunteers and Board
Ideas for Volunteer Appreciation Gifts and Thank You Letters

Sep 3, 2009Molly ScharCelebrate Volunteers with Volunteer Appreciation - silviogs
Much attention is given to building good relationships with financial donors, but volunteers- those who donate
their time and expertise- deserve similar stewardship.
Many nonprofit organizations rely heavily on the generosity of volunteers. Sometimes these volunteers
are so integrated into the work of the organization that they are referred to as unpaid staff. Other
organizations use volunteers for one-time assignments or for campaigns of a certain length. Making
sure volunteers understand how important they are to a nonprofit is critical in retaining volunteers and
maximizing productivity.
Volunteer Recognition is a Program, Not an Event
An effective volunteer appreciation program should be ongoing and contain a mix of activities. Annual
recognition events are often effective, but should not be the only time an organization thanks its
volunteers.
“Every volunteer, even the purely altruistic one who isn’t trying to advance a career or other personal
agenda, wants to know that he or she is making a difference and advancing the cause. And it’s your
job to tell the volunteer that,” writes Ilona Bray in Effective Fundraising for Nonprofits: Real-Work
Strategies That Work (2008).
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Consider these other ideas to incorporate into an annual volunteer recognition plan:
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Organization-branded gifts such as t-shirts, pens or coffee mugs with the organization’s logo, tagline and
mission statement.
Mission-based gifts specific to the organization. If the nonprofit works with disaster victims, for example,
an emergency flashlight might be a good volunteer gift.
Special access or educational opportunities. For cultural, sports and academic nonprofits, inviting
volunteers to attend classes or events can be very effective.
Awards, certificates and plaques. Certificates can be simple and inexpensive, while awards and plaques
will cost more. Ultimately, they all serve the same purpose – to recognize the work of the volunteer as
contributing to the mission of the organization.
Speaking or writing opportunities. Volunteers are often honored to be asked to make remarks at an event
or to have their story shared in a publication. This is a win-win for the nonprofit because others inside and
outside the organization want to hear from volunteers.
Volunteer newsletters. Articles could be written by volunteers about their experiences or could be an
adaptation of materials already compiled for other publications.
Events. Regular (annual, quarterly or monthly) volunteer events help build camaraderie in the volunteer
corps and give the nonprofit an opportunity to share information about the organization’s work. This
might involve remarks from the executive director, a board member, an outside speaker or a beneficiary
of the organization. Thanks are always in order and special recognition might be given to extraordinary
volunteers.
Volunteer Thank You Letters
When creating a thank you letter to send to volunteers, the key is to recognize the individual
contributions of each volunteer. This might seem to be a challenge when many volunteers performed
the same task or the volunteer work was spread out over many activities. It is the job of the nonprofit,
however to “connect the dots” for volunteers and let them know how their work contributed to the
goals of the organization.
Be sure to personally address and sign the volunteer thank you letter. The signatory should be
someone in the organization the volunteer will recognize – the executive director, a prominent board
member or head of the volunteer’s work area.
Consider these other thank you letter elements:
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Start out by celebrating an achievement – “We did it! Together, we brought 1500 children to the park to
hear world-class chamber music. That’s 500 more children than last year and 250 over our goal!”
Acknowledge the role of the volunteer – “Without you, it never would have happened. Your participation
alone allowed us to bring five additional children to the park and send them home with wonderful
memories.”
Connect the dots to mission – “As you know, Chamber in the Park is our largest event of the year. But we
work year-round to create opportunities for children to expand their cultural horizons. The money we
raise during Chamber in the Park allows us to work with a total of 3000 children here in the metropolitan
area.”
End with thanks – “Thank you for the generous donation of your time and efforts last week, and for your
ongoing support of our work.”
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By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
P.S., Offer contact information – “P.S., I’d love to hear from you about your experience or if you are
interested in participating as a regular volunteer. You can reach me directly at …”
Thank Board Members – They’re Volunteers, Too
The duty of thanking volunteers, staff, donors and community partners often falls to members of a
nonprofit’s boards. But it’s important to remember that board members are volunteers, too (in the
United States and many other countries).
Nonprofit staff should consider ways to recognize and appreciate board members. Inexpensive but
thoughtful gifts are often the most appropriate. One interesting idea is to compile a scrapbook of
photos from events and of the organization’s work, include some testimonials from volunteers and
those who have benefited from the work of the organization, and then present the book as a gift to
each board member.
Finally, appreciation must be genuine. Regardless of the specific appreciation activities a nonprofit
chooses, volunteer recognition requires a sincere thank you.
Creating a Development Plan for Nonprofit Donors
Fundraising Cycle Strategies to Raise More Money
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Jul 24, 2009
Molly Schar
Focus Development Plan on Building Relations - LotusHead
The top reason why donors do not give to a specific organization is actually quite simple. They don't give
because they weren't asked.
Today, nonprofit organizations must build a relationship with each donor so that when the time comes,
the nonprofit's fundraiser can appropriately solicit a donation and get it. An organization’s
development plan should address each step in the fundraising cycle to create a workable and effective
approach to building donor relationships.
A well-thought-out development plan is critical to a successful fundraising program. The development
plan outlines the five W’s of fundraising activities – who, what, when, where and why – in the context
of the different fundraising cycles (identification, cultivation, solicitation, negotiation, stewardship).
Identification of Prospective Individual Donors
Nonprofits must identify individuals inclined to support the mission and projects of the organization.
People will be so inclined for different reasons. They may have been affected by the work of the
organization, or know someone who has. They may live within the community served. Or they may be
friends with a board member or a volunteer.
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Cultivation of Prospective Individual Donors
This is the period when prospective donors get to know the organization, and vice versa. It’s also the
period when fundraisers determine when to ask for a gift, and for how much.
Solicitation and Negotiation of Charitable Gifts
The actual request for funding may take a number of forms. The strongest approach is an in-person
request made by someone the prospect knows and respects (peer solicitation). It might also be made by
another individual in person, by phone or by letter or email.
The prospect may have questions about what the gift will be used for or the amount requested. “No”
rarely means “no.” The job of the nonprofit representative in the negotiation is to determine the real
issue and address it effectively. To do so will result in a gift or formal pledge.
Stewardship of Nonprofit Donors
Last, but not least, comes the stewardship period. Once the gift is made, prompt, genuine thanks only
begin an effective stewardship program. There is much relationship-building to be done during this
period, including ensuring the donor her gift has been put to work, reporting back on results, and
determining when and how to make another solicitation.
Translating the Fundraising Cycle into a Development Plan
It is a fundraising cycle because stewardship circles back to solicitation and negotiation as long as the
nonprofit donor and the organization continue a productive relationship.
For “major donors” – those giving at a level of significance for the organization – the nonprofit may
have an individual development plan for each donor. That’s because organizations should invest more
resources in those donors more likely to give greater amounts.
For donors at lower levels, the nonprofit may have an annual development plan that guides groups of
donors through the fundraising cycle on a more set schedule. This could mean identification by
exchanging a mailing list with a similar organization, cultivation with an informative mailing,
solicitation by letter and stewardship with tailored newsletters and reports.
Creating an effective development plan is important for nonprofit organizations large and small. It
guides the nonprofit to being able to make that all-important ask, and then being able to do it again.
Nonprofit Donor Stewardship
The Most Effective Fundraising Tactic
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Jul 24, 2009Molly ScharStewardship is More Than Keeping a Donor Happy - Cieleke
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Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
With an effective stewardship program, nonprofit organizations can decrease donor attrition and increase
fundraising revenues.
As part of the nonprofit fundraising cycle, stewardship is often downplayed as merely what happens
after a donor makes one gift and before she is solicited for another. Stewardship, some organizations
believe, is keeping a donor happy while waiting for the next fundraising ask. In recent years, a new
philosophy has emerged.
In The Zen of Fundraising (2006), Ken Burnett relays the story of a research survey into donors’
attitudes toward leaving charitable bequests. In response to a question about why a donor would chose
to not alert the nonprofit organization of the gift he intended to leave, the donor wrote simply, “May
change mind.” Indeed, it is during the stewardship period when donors make the most important
decisions.
Shifting from Reactionary to Effective Stewardship
The reactionary stewardship model defines stewardship as what an organization does to, with and for a
donor after she has made a gift. Effective stewardship, on the other hand, sees stewardship as what an
organization does to, with and for a donor before she has made her next gift. Effective stewardship is
an investment in the next gift, with the goal of further engaging the donor to motivate her to continue
giving and increase her commitment.
An organization following the reactionary stewardship model considers its stewardship program to be
part of the cost of getting the first gift. The organization with effective stewardship budgets
stewardship resources as the cost of getting the next gift.
What Donors Say They Want
In her landmark Donor Centered Fundraising (2003), researcher Penelope Burk offers a fundraising
methodology that elevates the importance of stewardship. With her research, Burk reveals the three
things donors report they want from the nonprofit organizations they support. If they can get these
three things, Burk says, they will continue their support and increase their levels of giving:
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"Prompt, personalized acknowledgment of their gifts
"Confirmation that their gifts have been put to work as intended
"Measurable results on their gifts at work prior to being asked for another contribution"
How to Give Donors What They Want
Burk goes on to point out that the first two of these donor centered principles can be addressed with a
proper acknowledgment (or “thank you”) letter. For the nonprofit organization, this highlights the
importance of inspired writing, meticulous editing and speed in sending the letter out.
Providing donors information about their gifts at work can take a number of forms, for example:
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Formal stewardship report
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By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Letter/email from CEO
Memo from staff member or volunteer working in the field
Site visit
Internal or independent analysis of programs
Personal update (by phone or in person) from CEO or board member
Organizational publications such as an annual report
Once a nonprofit organization has satisfied donors’ three requirements, it is time to prepare for and
make another request for funding.
Setting Stewardship Priorities
To put this approach into action, priorities can be set to inform the allocation of resources to the
stewardship program. Planning might begin with a priority list such as this:
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Develop a system in place to get personalized thank you letters out in less than one week
Refresh content of thank you letters, segmenting for donors giving to different programs
Map the donor experience to look for weaknesses and opportunities
Develop a plan to demonstrate donor gifts at work
Thank a donor every day (more than good stewardship, it’s good for fundraiser morale)
Time is Short for Nonprofit Year-End Fundraising
Plan Now to Maximize Holiday Giving by Nonprofit Donors
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Aug 23, 2009 Molly Schar Holiday Giving is Important to Nonprofits - foxumon
Many nonprofit donors write checks at the end of the year to take advantage of the tax deduction. But yearend fundraising requires significant planning and a big push.
A year-end fundraising campaign can be rather hectic for nonprofit organizations. The greatest activity
coincides with the period of time when many staff members request time off to be with family and
friends, and when many direct-service providers serve a higher number of clients. The importance of
year-end fundraising, however, should make it a priority.
Take the Time to Make a Year-End Fundraising Plan
"Too often, for short-term funding efforts, organizations set aside the formal planning process and 'just
do it,'" says Kay Sprinkel Grace in Over Goal: What You Must Know to Excel at Fundraising Today
(2006). Don't miss the crucial planning step.
1. Review the past few years of year-end giving. Was there a formal campaign in place? What was the
strategy? What worked? What didn't? What kind of feedback did donors offer -- with comments and with
their gifts? What about timing? Was there a huge rush at the end?
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2. Look at the calendar. What events are on the books already? Is there a big board meeting in early
November? That will have to be considered. Be sure there will be adequate staff to answer donors'
questions and process donations. Gifts can come in even on the last day of the year and a donor not
getting a response may just go elsewhere.
3. Consider which fundraising activities to use. Will there be an appeal package going out by mail? Should an
email campaign be employed? What about a thankathon? Who will make telephone calls? How about inperson visits?
4. Consider who will be targeted. Individuals, corporations, foundations? Individuals are the group most
likely to make year-end gifts. See which individual donors made big gifts at the end of last year. And what
other past donors have yet to make a major gift this year? It's a good idea to be talking to major donors
throughout the year, but it's not too late to start now.
5. Make an action plan. Who will do what and when? Be as specific as possible. If resources are needed -- like
information packets for in-person visits- list them out.
Year-End Fundraising Activities for Nonprofits to Consider
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The thankathon is an effective stewardship activity and can be done a number of ways. Often, a number of
volunteers will come to a nonprofit's offices after working hours and borrow the desks of staff. From
there, they will make assigned calls to donors with the simple message of "thank you for your support."
They generally read from a prepared script and may leave voice mail messages if they cannot reach a
donor personally. There should be no solicitation during a thankathon, so it should be scheduled early in
the giving season. A follow-up solicitation by mail or phone can be made within a few weeks.
A donation drive is similar to a thankathon, using volunteers or staff members making phone calls to past
donors. In the case of the donation drive, however, there is a solicitation. This is the right option for some
nonprofits and not necessarily the right approach for others. An organization might consider doing a
small-scale donation drive to gauge the response.
Peer solicitation is highly effective. By the third quarter of the calendar year, board members should have
already made their donation or pledge. At this point, they should also be asking those in their personal
and professional networks to consider a gift. If a nonprofit organization does not have a tradition of board
giving and board solicitation, it might be appropriate to engage a consultant to do some board training.
The payoff for this investment is high considering the amount of money board members can bring in when
properly trained and motivated.
Holiday cards, like a thankathon, are generally a stewardship activity, meaning there is no direct
solicitation. Many nonprofits find, however, that holiday cards remind donors of their affection and trigger
a year-end gift. (So get them out early.)
Making an ask at an event can also be a great way to raise money. Of course there are fundraising events
designed to raise money through an ask or other revenue-generating activities. But many nonprofits
neglect to make an ask at "non-fundraising" events like an annual open house or a dinner honoring
volunteers. Simply ask a donor to stand in front of the crowd and explain why she gives to the
organization, say she is making a gift tonight and would like to ask other participants to consider making
one, too.
With good planning, year-end fundraising can be easier and drive more revenue than ever before.
Motivate staff members, board members and volunteers to use this opportunity to raise critical funds
in this challenging year. Don't miss a chance to let donors know how much they are needed and
appreciated.
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Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Optimal CEO and Board President Collaborations
Strategies for Effective Board and Administration Work Relationships
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Sep 7, 2009Michele DaneBoard Room - gracey
Nonprofit organizations depend on a collegial atmosphere between executive directors and their board
presidents. Here are some suggestions for creating that environment.
Successful nonprofit organizations depend on an effective, sound executive director and board
president relationship. It is important that volunteer leaders respect the role and responsibilities of the
organization’s CEO while upholding their fiduciary duties. Here are a few strategies for ensuring a
successful board president and executive director relationship.
Develop and Adhere to Job Descriptions
First and foremost, the most important strategy is to develop and adhere to job descriptions for both
the board president and the executive director. Job descriptions will help establish a healthy working
relationship between management and volunteers by creating clear boundaries and expectations
regarding the responsibilities of each group.
Job descriptions for board presidents should include responsibilities such as:
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Hiring, monitoring and evaluating the executive director's performance
Ensuring that strategic plans, budgets and long range capital plans are in place
Setting policy
Executive directors' job descriptions should include duties such as:
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Implementing board policies; developing procedures
Managing the organization's resources (financial and human resources)
Other Key Strategies
Beyond this, it is important to:
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Presidents should not micro manage and CEOs should not avoid complete and accurate
reporting.According to the Minnesota Council of Nonprofits article on “Governance Basics,” the board
governs and the CEO manages. The executive director is responsible for the day to day operations of the
nonprofit organization while the board president and the other trustees have a duty to set policy. It is
tempting for a president to get overly involved in the workings of the organization. However,
micromanaging may cause an executive director to push back by not being very forthcoming about the
organization’s performance. This may create a negative cycle of more micro managing and more
reluctance to share information.
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Management Lesson
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By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Presidents should be sounding boards but CEOs should not over use that resource.The board president and
board as a whole are a resource for the organization in the person of the CEO. This resource should be
used prudently when a legitimate reason arises. The CEO should resist the temptation to seek advice too
frequently for fear of looking inexperienced and unsure.
Work closely but maintain a professional distance. The board is responsible for evaluating the
performance of the executive director. Consequently, it is important to have a collegial relationship while
avoiding becoming too friendly. The president must preserve a semblance of objectivity because a friendly
bias towards the executive director will not be beneficial for the CEO or the organization.
Maintaining close working relationships between the board president of a not for profit entity and its
executive director offer a foundation for a successfully operating organization. Respecting boundaries
and carrying out the responsibilities associated with each job are central to this working relationship.
Elements of Effective Board Member Orientations
Must Have Components for Successful Nonprofit Trustee Education
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Aug 12, 2009
Michele Dane
Compass - Alisha
A thorough orientation provides the mechanism for informing and inspiring incoming directors. Educating new
members helps them to be productive team players day one.
Serving on the board of a nonprofit organization is a job, albeit a nonpaying one. Like any job,
understanding and complying with clearly defined expectations are key to being a productive board
member. Orientation of new board members is an important process for communicating and beginning
to instill those expectations and duties in new directors. Here are a few tips for an effective board
orientation.
Key Participants
It is recommended that the board president and executive director conduct the orientation. This
conveys the importance of the board member’s duties and role in the organization. This also provides
the president and executive director an opportunity to visit with the new members and begin to get a
sense as to who these new directors are.
Orientation need not focus on just one new individual at a time. Meeting with two or three new
members gives the incoming directors an opportunity to meet and begin to get to know who the others
are.
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Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Elements of an Effective Board Orientation
Orientation should include the following elements:
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Welcome and Introductions - this gives the president the opportunity to communicate just how grateful
the organization is that the new members have agreed to serve.
Mission and Vision – this is the heart of the organization and is the reason new members have
volunteered. Describing the mission and vision tells new members why their work is important and should
inspire them.
Organization History – a brief overview of the origins of the agency provides an idea as to why the entity
came into existence and how it responded to past changes and evolved over time.
Organization Governance – This describes the organization of the board (number of directors, offices,
terms of service, committees, etc) and staff (organizational chart, departments, functions etc). This section
should identify expectations for service such as number of board meetings, committee meetings and
should start to provide new members with an idea as to what their commitment will involve.
Services – new board members need to be aware of and eventually familiar with the services of the
organization.
Review of Key Documents – The strategic plan, budget and financial statements should be reviewed.
Board Member Job Description – the president should go over the actual duties of the board members.
This is the time to clarify the board’s expectations and allow new members to fully consider their ability to
serve.
Questions – new members should be encouraged to ask questions and be told who to contact in the event
they have a concern after orientation is concluded.
New board members should leave their orientation feeling inspired and positive about the work that
they are about to begin. They should be clear about what is expected of them and feel comfortable that
they can meet those expectations.
Helping Board Members Fulfill Their Duties
Strategies to Ensure that Volunteers Succeed in Meeting Board Goals

Feb 14, 2010Michele Dane
Motivating Volunteers - Mensatic
Enthusiastic, active board members are key assets of any board. Here are strategies to ensure that directors
are motivated and understand what is expected of them.
Volunteers agree to serve on nonprofit boards as directors in a burst of enthusiasm and goodwill. The
hard reality is that true service requires work on the part of the volunteer. What do volunteers need to
understand about their duties relative to their role as a board member s and what does the board
president need to do to get directors to fulfill their promises and assignments?
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Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Motivating Directors A Top Challenge for Nonprofit Boards
According to a 2005 survey done by GuideStar, the top three challenges facing nonprofit organizations
in order of magnitude are:
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Securing the funds necessary to fulfill their mission
Motivating directors to commit to the work of the organizations and recruiting volunteers to accept
leadership responsibility
Raising public awareness regarding the mission and work of the organization
Strategies to Ensure Board Members Are Successful
The desire to make a meaningful contribution is among the greatest assets that board members bring to
their role as organizational leaders. Unfortunately that enthusiasm and ability to complete volunteer
assignments can be depleted in the face of competing demands from their regular, paid employment.
To help ensure that board members are successful in fulfilling their duties, the following strategies can
be deployed:
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During the recruitment phase and orientation, be specific about the tasks they will be asked to do and
clearly communicate the time demands associated with those duties.
Make sure that board duties match the desires and talents of the board member. A board member that is
asked to do something outside their abilities and interests is not likely to complete the assignment
successfully.
Provide support to new directors as they take on a job (e.g. organizing a fund raising event) such as
detailed information regarding the implementation of that task and guidance from other more seasoned
directors. In this way, the new director will be more successful and confident that next time they take on
this task.
Provide indicators of progress. Knowing that your efforts are making a difference is very motivating.
Therefore it is important to provide metrics that reflect progress towards the achievement of a goal or
project.
Counsel those who are not fulfilling their duties – first try to determine if their inability to perform is
associated with too many demands from their regular jobs. If this not the case, then remind them of their
commitment to the organization and determine what can be done to rectify the situation.
Reward and recognition – providing recognition for work well done can help volunteers be more energized
in their work.
Board members want to contribute to the causes supported by their nonprofit organization. Ensuring
that they are able to perform their duties depends on encouragement and direction from the board
president as well as clear communication concerning what is required of them.
Warning Signs of a Struggling Nonprofit Board
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Jul 9, 2011Fawn Volkert
Project Management
How much activity is your board room seeing? - richardspencer
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Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Knowing the signs of a struggling board can initiate its repair. It can also secure a donors charitable
investment.
Laws governing a nonprofit organization require that it is accountable to the public and specifically to
its population served. This is accomplished by establishing an effective board of directors. There are
many factors that can influence a board's effectiveness. Among the many factors of influence are
chemistry, apathy, and inexperience.
Board Chemistry
Poor chemistry among its members can lead a board down a long path of one way communication and
rivalries. Members of this dynamic will often participate in counterproductive triangulation and
undermining of collective authority. Motives become skewed and productivity obsolete.
Board Apathy
Apathetic board members are not engaged in the organization. These board members are typically
unaware of what is going on in the organization, and worse yet don't attempt to find out. Board apathy
is easily identified by poor turnout to or participation in board meetings.
Board Inexperience
Not all effective board members come to the table with previous experience, but they should arrive
with the desire to understand their responsibility. A common problem for board members is that they
just don't know what their job is.
These are common and seemingly obvious causes for struggle. However, many organizations carry on
in this fashion just long enough to stop noticing imminent failure. If you are a board member,
identifying warning signs can help your group to make crucial strides toward repair. If you are a
donor, assessing a board's effectiveness can help you to make informed charitable investments.
Warning Signs of a Struggling Nonprofit Board
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Frequent turnover of Executive Directors and board members;
Difficulty recruiting qualified board members;
Poor board and committee meeting attendance;
Lack of participation or poorly planned meetings;
Triangulation, gossiping, or 'meetings' after the meeting;
Recurring and unplanned deficits;
External request for an audit;
Lack of communication between the Executive Director and the Board;
The absence of or infrequently addressed Conflict of Issue Policy;
Meetings are run by one person talking or "rubber stamping" of the Executive Directors
recommendations;
Disregard for board policy and procedures.
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Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
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As a board member, if any of these warning signs are present among your group, it might be time to
revive it. You can begin with defining the roles of the collective board, as well as those of each
individual member. Consider board training and consulting. Finally, compile all that you have learned
into a board member handbook. This tool can empower effective functioning among future board
members.
As a donor, ask to be invited to a board meeting. This is a step that is not taken by any of the Charity
Rating Companies. Guidstar, Charity Navigator, and the Better Business Bureau primarily rate
financials and the 'word' of the organization. If you want accurate insight into the legitimacy and
credibility of your prospective grant recipient, you will want to observe the governing process and the
basic dynamics among the board and executive director. You might find an overpowering Executive
Director running the show. Alternatively, you might find a strong-arming Board of Directors. Either
way, uninformed members will struggle to put on a performance.
Nonprofit organizations require the optimal co-functioning of donors, an executive team/staff, a
governing board, and the population at large. Understanding this delicate balance is key to success,
while complacency to it can result in ineffectiveness or unethical practices. Whether you are a donor
or a board member, you have front row access into these dynamics, thus enabling you to identify areas
of strength and weakness and the opportunity to respond accordingly.
Board Orientation
An Important Part of Board Development
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Mar 16, 2008Erin Legg
A board of directors that is committed to ongoing development will ensure a board orientation process is in
place.
Board development processes help communicate to the board members the organization’s purpose and
structure. Strategies of ongoing board development provide the directors with the appropriate
knowledge required to be effective decision makers. Board development activities can also help
motivate the members in their positions.
Board orientation is a key element to the board development process. As new directors are recruited,
board orientation assists them with understanding their purpose and the organization. Seasoned board
members appreciate the orientation process as an opportunity to refresh their knowledge of the
organization.
Orientation Sessions
During the beginning of the board’s term, many organizations hold orientation sessions for both the
new board members and the returning board members. These orientation sessions can be in the form of
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presentations, group discussions, or information-sharing meetings. Organizations can also plan a board
retreat to focus on orientating the board.
The board chair can lead a discussion with the new board members of the organization’s values and
services. During the discussion, the chair can refer to the board’s work plan and how it relates to the
organization’s strategies.
Staff members of the organization can lead tours of the facility for the new board members. This will
help the directors to become familiarized with the programs and structure, as well as those involved
with the organization.
The board chair or the board committee chairs can organize a committee orientation presentation. This
can include describing each committee and its purpose, reviewing each committee’s work plans or
assignments, and becoming familiar with each committee’s terms of reference.
Orientation Manual
An orientation manual should be provided to each director at the start of his or her service. This
manual can assist the director with becoming familiar with the organization and its operations, the
functions of the board, and the expectations of each director. Throughout the term, the manual serves
as a useful reference tool for the board and the members.
In order to be effective, the orientation manual should be reviewed with the board members. It should
also be kept up to date as policies change or are introduced. The manual should include:
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the organization’s mission statement;
the history of the organization;
a description of the board’s structure and operations, including meeting dates and job descriptions;
a copy of the bylaws;
a manual containing all framework, self-governance, operational, and advocacy policies;
the organization’s strategic plan;
financial information, including the organization’s budget, audit, investments, insurance and funding
information;
a description of the board’s committees and their terms of reference; and
the names and contact information of each director.
At the completion of the board orientation process, directors can be encouraged to provide feedback
and recommendations. This will help strengthen the process for the future. The board chair can
periodically involve the directors in one-on-one reviews of the members’ progress following the
orientation.
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Board Recruitment
The Continuous Process of Board Development

Mar 16, 2008Erin Legg
A year-round recruitment strategy will ensure that skilled directors committed to the organization represent
the board of directors.
Investing both the time and the resources needed to recruit skilled and knowledgeable members to a
board of directors will have a great return. If the board and the organization share a similar goal of
having skilled individuals serve as directors, the recruiting process can be an effective year-round
element of valuable board building.
The Nominating Committee
Appointed by the board of directors, the nominating committee takes the lead with the ongoing
recruitment strategy. The committee is familiar with the board’s recruitment policies as outlined in the
bylaws and policy manuals, and applies this knowledge to fill current positions and prepare for future
vacancies on the board.
Board Vacancies
When board member appointments are staggered, the arising vacancies will also be spread out over
time. Having experienced board members in place while recruiting and appointing new directors
allows for some continuity to exist from term to term. By monitoring the end dates of the members’
terms, the board can be prepared for the next steps in the recruitment process.
Board Composition
The nominating committee assesses the current board’s qualities and skills set. The committee also
reviews the organization’s short- and long-term strategies and measures these against the analysis of
the current board’s composition. This will identify areas that are to be replaced or acknowledged, and
the recruitment selection criteria are drafted.
The ongoing evaluation process of the board and its processes, as well as the members’ selfassessments may also influence the selection criteria. The evaluation process not only acknowledges
the board’s successes, it highlights areas that need to be strengthened. The recruitment cycle is useful
in addressing the issues arising from the assessment process.
Prospective Candidates
Just as it is important for a company to have in place a succession plan for its executive team, the
board uses the ongoing recruitment process as succession planning for its directors. The nominating
committee, the board, and the organization’s personnel brainstorm on a continuous basis for potential
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members who suit the selection criteria. The candidates are researched and the board position and the
organization are discussed with them by the nominating committee.
New Board Members
Depending on the board’s bylaws, the candidates are either appointed to the board or run in an
election. Once the candidates have been chosen, the board chair will welcome the new members to the
board and ensure that the directors receive proper orientation to their roles.
The appointment of new directors does not end the recruitment cycle. The board must be aware of the
next cycle of board vacancies and be prepared to enlist and help transition new and skilled members
into their roles
The Nominating Committee
Recruiting Prospective Board Members

Mar 16, 2008Erin Legg
The board's nominating committee leads the board recruitment cycle.
Finding qualified team members for the board of directors can be an intensive process. Many boards
establish a nominating committee to conduct searches for appropriate candidates and transition the
new board members into their roles as directors.
Composition of the Nominating Committee
The board of directors appoints members to the nominating committee. The committee represents a
number of different perspectives. Its membership consists of both board directors and key staff
members of the organization who can establish roots within the community that the organization
serves.
Other directors of the board and staff members who have not been appointed to the nominating
committee can also assist the committee by suggesting potential candidates.
Duties of the Nominating Committee
The primary duty of the committee is to lead the recruitment process for suitable members for the
board. Other duties include:
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becoming familiar with the boards bylaws and policies regarding recruiting and nominating new board
members;
ensuring the board and individual board members are evaluated on a regular basis;
maintaining records of current directors’ skills, experiences, and terms of service;
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analyzing the current board’s skills and areas for improvement, as well as anticipating the future
needs of the board;
developing selection criteria to be used in the recruitment process;
initiating the brainstorming of potential candidates with the help of the board and the organization;
screening suitable candidates according to the selection criteria and recommending successful
individuals to the board of directors; and
ensuring the new board members receive proper orientation and other necessary training.
Developing Selection Criteria
To be most effective in ensuring the right candidates are considered, the selection criteria must
consider the composition of the current board, the current directors’ qualities, and the dynamic needs
of the organization.
Some basic qualities that the nominating committee considers in potential board members include the
candidates’:
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overall interest and enthusiasm in serving on the board;
level of integrity;
team work skills;
ability to think for the future;
time availability and time constraints;
ability to support fundraising; and
ability to influence others.
The nominating committee carefully analyzes these qualities with those of the current board and
considers how the prospective members and current members will work together. The committee also
considers how the prospective members will influence the existing board dynamics.
The nominating committee considers how the potential members will fit with the organization both in
its current state and in the future. Factors that influence this include:
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the type of board and its level of decision-making;
the development stage of the board;
the short-term and long-term focuses and goals of the board; and
special projects the board is planning.
Providing Information to Prospective Members
When suitable candidates have been identified, the nominating committee will initiate discussions with
them to gauge their interest and provide answers to any questions or concerns.
For this reason, nominating committees often provide candidates with information about the board and
the organization, including:
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the organization’s annual report, promotional brochures or newsletter;
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a summary of the organization’s services;
a summary of the strategic plan;
board member job descriptions and a list of the board’s duties; and
information on board orientation and other training opportunities.
The nominating committee is fundamental to the board’s recruitment strategy and serves as the lead in
the continuous process.
Job Descriptions for Nonprofit Board Members
Setting Expectations for Participation on Not for Profit Boards

Jun 21, 2009Michele Dane
board room - sideshowmom
Understanding what is expected is key to the optimal functioning of a board of directors. Listing
responsibilities aids in recruitment, orientation and smooth operations.
Executive Directors of nonprofit organizations often complain that their board members are just not
doing what they need them to do. But do new or for that matter current board members really
understand what is expected of them in their role as a director of a not-for-profit entity? The first step
to setting and communicating clear expectations is the creation of a job description for directors.
Expectations Concerning Directors’ Responsibilities on Nonprofit Boards
Fundamentally, not for profit board members are expected to serve the constituents of the organization
by ensuring that there is competent leadership and adequate resources available to accomplish the
mission of the entity. Directors should be available to participate on committees and at board meetings
as fully informed members.
Nonprofit Job Requirements
Specifically, members must:
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Be prepared to contribute their time, money and other resources. Directors should be prepared to
contribute financially to the work of the organization or find individuals who are willing to contribute. In
addition, directors should willingly contribute their expertise (e.g. marketing, lobbying, accounting, legal,
etc) to further the aims of the organization.
Participate fully on board committees as assigned. This means attend the meetings, read the necessary
documents ahead of time and be prepared to discuss the issues at hand. Committee meetings are the
place where key issues are discussed, analyzed and resolved. Recommendations for board action are
formulated at the committee level.
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Recruit, hire, and monitor the work of the executive director. The executive director is the employee of
the board and as such is required to implement policy. It is not the job of the board to engage in the
management of day to day operations.
Advocate on behalf of the organization – directors must be prepared to promote the views of the
organization in order to secure funding, legislation and other support for the organization. This requires an
informed board member.
Ensure compliance with regulations and accrediting bodies
Approve the budget
Report to the president of the board of directors. Individual agendas must be subordinate to the aims of
the organization. Acting out of self interest is to be discouraged.
Keep discussions and reports confidential.
Provide input into the strategic plan and monitor the organization’s progress towards achieving
established goals.
Using the Nonprofit Job Description
The job description is an excellent tool to use during the recruitment of prospective members, the
orientation of new members and evaluation of current directors. During recruitment, it can be used to
inform prospects about the extent of their duties so they can make an informed decision about whether
or not join. As part of orientation, the job description helps outline the expectations for member
behavior while it also serves as a method for reminding current directors of their responsibilities.
A job description for board members helps set expectations and ensures that directors are doing their
utmost on behalf of the organization that they serve.
Building the Best Nonprofit Board of Directors
Nonprofits Poised for Success with Strategic Board Recruitment

Aug 19, 2009Molly Schar
Nonprofit Board Development is Worthwhile - larar
As an organization matures, the composition of the nonprofit board of directors can and should change.
Today's board members must build the board of the future.
Building an effective nonprofit board requires strategic planning to identify and engage board
members committed to the mission of the organization, bringing expertise in a variety of key areas and
offering diverse perspectives.
Nonprofit Board Responsibilities Over Time
The principal responsibility of a nonprofit board of directors is three-fold and is consistent regardless
of the state of the organization. These three areas are:
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To give the organization direction, establishing its vision, mission and values.
To provide oversight, especially in financial matters, to ensure accountability.
To ensure the organization has the resources it needs to do its work.
However, as the nonprofit organization grows, the orientation of the board will shift. In Management
Development for Nonprofit Organizations (2005), Vijay Padaki and Manjulika Vaz offer four stages of
board orientation:
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An "organizing board" that follows a leader in setting up the organization- generally a small and informal
group.
An "organized board" identifies and appoints an individual to lead the day-to-day operations of the
organization (the first executive director) - still a small and informal group.
The "volunteer governing board" that has delegated more responsibility to the executive director and has
shifted to focus on larger issues of governance, accountability and sustainability- this group must get
bigger and more diversified.
The "institutional board" that has two main foci- diversifying funding and higher public accountability. This
group may be much larger than in past stages and could delegate some authority to board-level
committees.
Nonprofit Board Recruitment
"When recruiting board members and volunteers," write Robert W. Kile and J. Michael Loscavio in
Strategic Board Recruitment: The Nonprofit Model (1996), "keep this question in mind: How do you
know if you've found it if you don't know what it is you're looking for. If you know what type of
people- and skills- will benefit your organization, you can go into the community and find them."
Kile and Loscavio advocate drafting position profiles- basically job descriptions- that may change as
the priorities and composition of the board evolve. Start with key positions like fundraising and
marketing chairs, and begin to rotate onto those committees individuals who seem to fit the position
profile to groom them for eventual committee chairmanship, they advise.
Filling committees with volunteers with the potential to meet the needs of the organization is a
standard strategy for board recruitment. It gives the committee member a chance to get to know the
organization better, and to develop relationships with board members and key staff. After serving on a
committee for a year or two, individuals are more equipped to understand the commitment of board
service and the leadership culture.
Special Cases: Boards of Membership Organizations
Traditionally, membership organizations recruit some or all board members from the organization's
membership. This might happen in-person at an annual meeting or by mail, with the nominating (or
governance committee) providing a slate of nominees recommended for election to the board.
Robert C. Andringa and Ted W. Engstrom offer three suggestions to membership organizations to
avoid an ineffective board in The Nonprofit Board Answer Book (2001):
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Avoid setting strict representational quotas or using the board election to repay political favors.
Cast a wide net when seeking nominees.
Present an uncontested slate to the membership- involve the membership in the development of the
slate.
With strategic plans, contingency plans and regular review, nonprofit boards can create the right board
for the particular phase in the life of the organization. Board service is a serious commitment with
significant responsibility to the organization's stakeholders. Great care should be taken to find the right
person for the job.
How to Find Great Nonprofit Board Members
Ideas to Help With Nonprofit Board Recruitment

Oct 11, 2009
Molly ScharFill Board Room With Effective Board Members - 4seasons
An organization looking for new people to join its nonprofit board of directors should consider people who are
already engaged in the organization or community.
As a nonprofit grows and changes, it is important to recruit new board members. Many nonprofits, in
fact, have term limits for board members to ensure the board benefits from new perspectives, styles,
strengths and energy.
Determine Needed Skill Sets Before Recruiting Board Members
Avoid the temptation to recruit board members based solely on their interest in the organization.
Having passionate and committed board members is essential, but nonprofits should also consider the
skill sets the board members will be able to contribute.
Skills to consider include:
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Fundraising. Keep in mind that all board members should be able and willing to be active fundraisers for
the organization. It is helpful to have at least one board member with significant nonprofit fundraising
experience who can spearhead fundraising efforts.
Financial
Marketing/Public relations
Human Resources
Legal
Strategy/Planning
Expertise in nonprofit’s programs
Technology
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Consider the Diversity of the Nonprofit Board
Nonprofits can fall into the trap of recruiting board members from the same pool time and again. This
can lead to a lack of diverse thinking, which can hurt the organization’s ability to creatively solve
problems, develop effective programs and positively relate to its constituency.
While diversity is often defined narrowly as a “racial and ethnic mix, which is certainly part of it …
diversity of thought, background and experience is just as important,” writes Rebecca Gardyn in the
December 11, 2003 article “Building Board Diveristy” in the Chronicle of Philanthropy.
Finding Potential Nonprofit Board Members That Meet the Criteria
It’s a good idea to seek board candidates from several different sources:
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Consider current volunteers who have demonstrated their commitment and leadership. This should
include volunteers serving on committees.
Financial donors making significant gifts and/or giving over a long period of time are demonstrating their
commitment to the organization.
Check with current and past board members for recommendations. Board members often sit on several
boards at one time and may be serving with someone on another board who could be a good fit.
Look at other organizations in the community with well-performing boards and reach out to the leaders of
those organizations for suggestions.
Let organization stakeholders know there is a need for new board members. Some organizations require
that an organization’s beneficiaries be represented on the board, for example, so recruitment would need
to be targeted to that group. Talk also to political allies, media representatives and other stakeholders to
seek recommendations.
Once the organization has generated a list of candidates, they can be matched against the list of skill
sets and diversity goals generated earlier in the board recruitment process. With a short list of
candidates, board representatives can begin to gauge the interest of potential board members.
The Key to Successful Board Development

Aug 16, 2010
Michele DaneBoard development - mconnors
Recruiting, orienting and raising the skills of board members are the central components to a sustainable,
viable nonprofit entity.
Nonprofit organizations rely on their board of directors to provide the mission, vision and values that
guide the organization. In addition, boards assist with key functions such as fund raising, policy
development and evaluation of the executive director. In short, the staff require strong leadership from
their board in order to ensure a successful organization. That leadership is secured through a strong
board development process.
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Board development consists of the following:
Step 1: Board Member Recruitment
The best board development begins with the recruitment of the most suitable directors. Before
launching a recruitment effort, it is crucial to determine the needs of the organization. A gap analysis
should be conducted to identify the skills and assets of the current board members relative to the needs
of the organization now and into the future. For example, if marketing and communication skills were
lacking and presumed to be of importance to the future success of the organization, then recruiting an
individual with these talents would be desirable.
During the actual recruitment process it is important to convey the mission, vision and values of the
organization to the prospective members. In addition, the nominating committee should provide a brief
overview of the organization such as its history, services and financial status. The prospective member
should also be shown the job description of the board members. At this juncture, information
concerning the organization is offered to help the prospective understand the organization and the type
of commitment required to serve on the board.
Step 2: Board Orientation
This is most effectively carried out by the Board President. Orientation will focus on much of the same
ground as was covered during the recruitment phase but in more detail. The purpose of orientation is
to familiarize the new board member with the organization, the director’s responsibilities and their
legal obligations.
To that end, orientation should include:
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The mission, vision and values of the organization
The history of the organization
Organizational structure – organization chart, by-laws, committees
Services
Staffing
Political environment
Finances – balance sheet, income statement and other key financial statements plus information
concerning sources of funding; budgeting process
Role of the board – governance not micro-management
Review of the board member job description
Step 3: Ongoing Board Development
The purpose of board development is to raise the quality of the board to the next level. A board self
assessment will provide an objective tool for determining the strengths currently available compared to
needs of the organization. The gaps that are identified will form the basis for future training. Topics
for further instruction could include: more in depth financial instruction, the board’s role in
transparency, strategic planning, succession planning and trends in the particular service sector. Board
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education can be provided by outside speakers, internal board presentations, or by sending members to
key programs.
Board development is a three tier enterprise. Each element is important to ensuring that the nonprofit
organization has the best leadership possible.
Can Nonprofit Board Training Fix Board Problems?
Board Development Program May Be Needed to Increase Effectiveness

Sep 29, 2009
Molly ScharBoard Retreats Should Be Held Outside Boardrooms - 4seasons
Nonprofit organizations looking to improve the effectiveness of a new, growing or dysfunctional board should
consider desired outcomes before choosing a board program.
Through the life of a nonprofit, the organization’s board will change significantly. In the beginning,
the board is in organizing mode and functions far differently from the “institutional” board. Boards
will change in composition, foci and levels of commitment, so it makes sense that setting norms and
sharing knowledge will maintain the board’s effectiveness.
Board Training: Classroom-Style Program
A regular schedule of board trainings is helpful in deepening the engagement of board members and
assisting with the learning curve for new board members. In Board Member Orientation: Strategies
for Nonprofit Executives (1995), Holly Kleinsasser offers some topics to address in a program of
regular trainings:
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“Improving the quality of your board meetings
Resolving conflict effectively during meetings
Risk management
Presentations on new laws affecting the nonprofit or board
Presentations from program directors
Developing and assessing long-range plans
The nonprofit’s place in the community or region
Assessing your performance as a board member”
Board trainings can also be held on an as-needed basis to inform board members about their roles and
responsibilities.
Keep in mind that a classroom-like setting may be the most appropriate for this type of instructional
training. A nonprofit should choose the board training method when the problem is a lack of
knowledge or skills.
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Board Development: Addressing Root Problems of Ineffectiveness
The problems of ineffective boards often run deeper than a lack of knowledge or skill. This can be due
to a variety of reasons, and “frequently result from poorly designed, or totally absent, systems,
procedures and behavioral norms for working together,” says Mike Hoff, former nonprofit services
education and consulting director for Center for Nonprofit Management in “Board Training: Are You
Making the Right Choices” on the center’s website.
“Board members ‘know’ what to do, but are inhibited from effective implementation due to any
number of factors,” says Hoff, citing poor leadership and communications and lack of consensus
among the deeper issues.
To address these deeper issues, a board development program should focus on team-building,
clarifying breakdowns in the system and resolving conflicts. It is recommended that a board
development agenda be balanced with relationship-building opportunities and a “group think”
atmosphere of brainstorming and visioning exercises. For this reason, board retreats are often
scheduled away from the day-to-day operations of the organization and in more informal
environments.
Who is Responsible for Orienting, Training and Developing the Board?
Most nonprofit executives would agree that a strong, effective board translates into a strong, effective
organization. It is the joint responsibility of the executive director and the board to create a program of
board orientation, training and development.
Today, it’s common to see the traditional board nominations committee growing to become a board
development committee. As a board matures and becomes more strategic, it begins to seek out board
members to satisfy specific board needs, and this closely relates to the work of current board
development.
Planning a Nonprofit Board Retreat
Board Development Getaways Increase Governance Effectiveness

Oct 1, 2009Molly Schar
Schedule a Board Retreat Away From the Office - BeverlyLR
When simple board training is insufficient to address the more complex issues holding a board back, a board
retreat may be the answer. Learn how to plan for success.
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While board training can and should be done regularly as part of the business of the nonprofit board of
directors, board retreats are often scheduled annually or in a time of special need to address deeper
issues.
Schedule retreats as far in advance as possible and plan for the retreat to last one to two days, with a
number of breaks and social activities.
“A board retreat may be called to devote focused time to the planning process, to inform and educate
the board on significant topical issue, to evaluate the board’s own progress and contribution to the
organization, or to build the relationship between board members and between the board and CEO,”
says David Fishel in The Book of the Board: Effective Governance for Non-Profit Organizations
(2008).
Elements of a Successful Board Retreat
The most important element of a board retreat, says Sandra R. Hughes in To Go Forward, Retreat:
The Board Retreat Handbook (1999), is “a planning process that involves board members.” By
involving the participants themselves in setting the objectives and agenda for the retreat, everyone is
engaged in the process and much more likely to commit to retreat outcomes.
Successful retreats share five other elements, says Hughes:
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Realistic objectives are set, with more time allocated for a few issues instead of a long list of topics to rush
through, and achievable goals for the retreat are set up front
Meaningful topics are addressed – leave the routine and minutiae for regular board meetings
Activities are tailored for each board, taking into consideration the board’s own culture and structure
Flexibility is built into the format, so new ideas can be explored
Opportunities to socialize and strengthen relationships are built in
Possible Board Retreat Activities
Depending on the retreat objectives and available time, retreat planners might consider some of these
activities:
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Setting norms. Ask participants to contribute ground rules (like no emailing while in session) and get
everyone to agree.
Icebreakers. Start the meeting by asking participants to tell a personal story or share the best advice they
ever got.
Pairing up for meals. For working lunches, ask participants to break into pairs and continue their
discussion over a meal. Also consider pairing up board members less familiar with each other.
Social activities. Schedule breaks for social activities like an afternoon of golf, a city tour or massages.
SWOT analysis. This can be a good brainstorming exercise. Have participants identify the organization’s
and/or board’s strengths, weaknesses, opportunities and threats.
What would happen if organization went away. Ask board members to write down what they think would
happen if the organization simply stopped doing its work. This can help focus participants on the mission
of the organization.
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Examining mission and vision statements.
Reevaluating strategic plans in place.
Review of the board’s performance and of each individual board member’s performance.
Facilitating a Board Retreat
While sometimes it is appropriate and effective for an executive director or board chair to facilitate a
retreat, it is generally agreed that engaging a third-party facilitator is best. This person can not only
help set objectives and goals, develop the agenda and keep things moving during the retreat, but she
can also process the work from the retreat and build systems for follow-up.
A good facilitator will be impartial and objective, with experience working with different nonprofit
boards. A scope of work should be developed in advance so everyone is clear on the facilitator’s role
and deliverables.
How to Start and Run A Nonprofit Organization
Keys to a Thriving 501-c-3 Every Nonprofit Leader Should Know

Feb 1, 2010Stephen Raburn
Nonprofits Change the World - Blog Atlas
Running a nonprofit organization is similar to running any business. There are some differences, however,
which should be kept in mind.
Anyone interested in starting a public-benefit 501-c-3 charitable organization should familiarize
themselves with a few core components.
Legal Requirements
First, there are legal requirements: filing Articles of Incorporation with the Secretary of State;
establishing a board of directors (typically a minimum of a President, Treasurer and Secretary serving
as officers is required); and applying for tax-exempt status with the IRS (most major donors,
foundations, etc. will not contribute financially otherwise).
None of the regulatory requirements are difficult, although they can be time-consuming to complete. It
may make sense to hire a nonprofit consultant, accountant or attorney familiar with the nonprofit
sector to assist.
Once the technical aspects of establishing a nonprofit organization are complete, the more interesting
and challenging components come into play, among them:
Fundraising: Developing a broad-based, diverse funding stream to ensure long-term viability.
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One of the biggest mistakes nonprofit organizations make is being overly reliant on any one funding
source. The goal is to create a multi-faceted, diverse fundraising plan. Especially in today’s economy,
no funding source is guaranteed. Ideally, a fundraising matrix should include: private foundation
grants, government grants, community foundation grants, earned income, revenue generated through
events, planned giving, major donors, direct mail solicitation, corporate partnerships, on-line
donations, etc.
Fundraising comes down to relationships. People (and this includes foundations and large
corporations) give to people. Cultivating relationships is key.
Board structure
Critical to the success of the organization is a functional and engaged board of directors, comprised of
a healthy blend of impassioned, committed professionals and influential stakeholders willing to share
expertise, resources and to provide the executive director entrée to leaders in various spheres of
influence.
Committee structure is also important (small, nimble committees are preferable). Typical committees
include Executive, Finance, Marketing, Fundraising as well as a variety of time-limited, outcomespecific ad hoc committees created from time to time. Committee work is a great way to keep directors
involved, engaged.
Relationship/coalition-building:developing stakeholders, political allies, colleagues, constituents,
funders.
Relationship-building is the single most important task of nonprofit executive. Indeed, no one can
accomplish much in isolation, but when we all come together around a common cause, anything is
possible. One important job of the leader of the organization is to engage influential people to “join the
bandwagon.”
Boards can only do so much. And, many influential people won’t serve on yet another board.
However, almost everyone will give 20 minutes of their time, or is willing to sit on a time-limited ad
hoc committee, or serve on an advisory board (with the clear expectation that they can be called on
from time to time for their expertise).
Organizations can save untold thousands of dollars by developing relationships and subsequently
tapping into the expertise of attorneys, accountants, marketing executives, media professionals, etc.,
willing to provide modest pro bono services.
The job of influencing a community or gathering support for a cause becomes much more doable
when the burden is shared with others with clout that can lend credibility and are in a good position to
spread the “virus.”
Outcomes: Determining desired results, best practices to achieve those results, and best means to
measure and report results.
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Critically important is having systems in place to gather, analyze, and report outcomes. Evaluation
plans should be interwoven into program design. Having a clear plan in place for what the
organization is going to accomplish (objectives), how it’s going to go about it (methods), and how it
will know if it does or not (evaluation) is invaluable in satisfying funders, clients and stakeholders as
well for internal analysis.
High quality evaluation/reporting systems are one of the best ways to ensure transparency and earn the
trust of the community.
Quality Assurance:Striving to ensure every component is high quality, conforms to best practice
standards, etc.
Improving the quality components of all programs and the organization as a whole is an on-going
process. It is important to set high standards and to perpetually seek ways to improve - through
researching best practice models, prioritizing staff development and placing a high value on training.
There’s no need to re-create the wheel. Rather, it’s important to identify comparable programs and
learn from the best ones. Borrow well.
Forecasting
Being able to see the forest for the trees is an important attribute for a nonprofit leader. Understanding
trends and patterns in philanthropy, staying on top of legislation, remaining apprised of latest research
and best practice standards… all influence an administrator’s reliability in crafting realistic longerterm agency goals.
Mission/Vision/Policies/Procedures
A thoughtfully crafted mission statement will guide and inform decisions throughout the existence of
the organization. A vision statement sets the course for some period of time. Policies and Procedures
provide framework/infrastructure for day-to-day operations. An evolving organization is advised to
give the formulation (and perhaps revision) of the mission statement, in particular, the proper attention
it deserves.
Personnel (Identifying Needs to be Filled, Job Descriptions)
Finding (and retaining) the best talent possible is always a challenge. Most nonprofit administrators
list “personnel issues” as their top frustration. The job of an administrator is much more manageable if
he or she is surrounded by competent, passionate, skilled staff. Likewise, staff who describe their
supervisor as loyal, supportive, flexible, honest and committed to their professional growth are
certainly more likely to perform well and stay longer.
Identifying the right performance appraisal instrument is important. The tool serves numerous
purposes: to clarify staff expectations; to identify and subsequently monitor progress of objectives; to
provide tangible, well-documented data for the purposes of merit-based salary adjustments and
promotions, etc. Used properly, performance appraisal tool can serve as a useful “road map” and a fair
method to quantify work performance.
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Culture: Creating thoughtful office norms, philosophies, ideals, values.
Shaping a work environment which fosters productivity, loyalty, camaraderie; one which
simultaneously celebrates diversity (in the myriad ways in which the word is defined) while inspiring
unity and cohesion is one of the trickier tasks for a manager. And one of the most fun. A good amount
of time should be spent asking those large existential questions, “Who are we?” and “What do we
value?”
As a supervisor, certain qualities are important to model: a strong work ethic, commitment to customer
service, honesty, flexibility, trust, balance, accountability, individuality, fairness. Hire competent
people and stay out of their way (while always being available for guidance, support). Recognizing
that work isn’t the only important aspect of an employee’s life will earn an administrator reams of
respect from his or her employees.
Trust and respect are at the core of any high-performing organization and should be guiding values
when crafting personnel policies, etc.
Managing Disruptive Board Members
Strategies to Handle and Prevent Problem Behaviors


Aug 1, 2009
Michele Dane
Board - sideshowmom
Unruly directors can prevent nonprofit boards from achieving their goals. Intervening in a timely manner and
employing certain strategies can help eliminate problems.
In the majority of cases, board members of nonprofit organizations work together smoothly,
productively and respectfully in order to advance the mission and serve the cause of the not-for-profit
entity. But, occasionally, boards find themselves with a director who regularly promotes their own
agenda or interferes in the day to day operations of the organization. A disruptive member can cause
good volunteers to resign or cease contributing their expertise to the discussions and work of the
group. Here are a few solutions to resolve the problem as well as some strategies to prevent that
problem from occurring.
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Board Member Disruptive Behaviors Defined
A board member can be considered to be disruptive if he or she exhibits a continued pattern of
behavior that prevents the board from doing the work of the organization. This behavior includes:
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Regularly ignoring the agenda
Pushing their own interests rather than those of the organization
Talking excessively and dominating the discussion
Lobbying for their position with select board members outside of meetings
Missing a significant number of the meetings and making no effort to stay engaged with the business
of the organization
Solutions for Handling Problem Behaviors of Board Members
First, the board president and executive director need to determine the cause of the disruptive
behavior. According to Barry S. Bader et al in their Feb 2007 article, “Disruptive Board
Members”,www.greatboards.org/pubs/advisors-corner-disruptive-board-members.pdf it is important to
identify the source of the difficulty. For example, is the member domineering and aggressive because
that is the expected and condoned behavior at their work site? Is a board member consistently late and
unprepared because he or she didn’t appreciate the level of complexity of the work and didn’t
understand the time commitment required when they agreed to serve? Understanding the cause will
help the board president to craft an effective solution.
Once the cause is identified, the board president should have a one-on-one conversation with the
offending individual. The behaviors that are creating the problem need to be presented in a
dispassionate manner along with a solution (e.g. do not continue to push a point of view that conflicts
with that of the organization and let other contribute). The individual needs to commit to the new
behavior and understand that continued disruptions will not be tolerated.
If the behavior persists and all else fails, then the problem board member must be asked to leave.
Strategies to Prevent Problems Before They Arise
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Careful selection of prospective members by the nominating committee –the nominating committee need
to ask how the prospect performed on other boards and look for any red flags (e.g. short tenure on
boards, lack of a positive recommendation from other boards or groups)
Develop and use a board member job description when interviewing prospective member s and orienting
new members once they join.
Use yearly evaluations to compare board member performance relative to the job description.
Term limits also offer a means of moving directors off, but a problem should not be allowed to persist that
long.
Board members willingly contribute their time and talents to help nonprofit organizations. Their
expectation is that they will not have their time wasted and work disrupted by a board member that
can’t function as a team member.
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Effectively Managing Board Conflict
Successful Strategies For Resolving Disagreements Among Volunteers

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Oct 19, 2009
Michele Dane
Conflict - mickepe
Conflict arises from poor communication and the occasional grab for power. Turning potentially ruinous
situations into positive ones is key to nonprofit sustainability.
Volunteers who agree to serve on nonprofit boards usually do so because they feel passionately about
the mission of that organization. Disparate individuals with strong feelings and varying perspectives
will inevitably stir up conflict at some point. Conflict is healthy if dealt with directly but can become
destructive if allowed to fester. Here are a few strategies for addressing conflict in a positive manner.
Beneficial Versus Destructive Conflict
Conflict can be helpful to an organization or relationship when it leads to a better understanding of the
perspectives of others. It is also beneficial when it leads to the development of solutions to problems
that involve input from everyone. Conflict that leads to consensus is key to the organization's
sustainability and growth.
On the other hand, disagreements can become harmful when they become a personal attack on another
individual or individuals and detract from the important issues at hand. It can also become negative
when it undermines board and staff morale and leads to greater differences rather than fostering
improved team building.
Sources of Conflict
Conflict can be attributed to a number of factors such as:
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Poor communication
A desire for control or power on the part of one or more members
Lack of clarity as to the role and responsibilities of the board, the executive director and staff
An ineffectual board chair – a chairman who is too passive will allow conflict to become destructive while
an over controlling chair may squelch conflict in a misguided effort to keep discussions nonconfrontational.
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Strategies for Successfully Resolving Conflict Among Board Members
Conflict can be managed in a number of ways. These strategies include the following:
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Clarification as to the roles and responsibilities of the board- this can be accomplished through a thorough
board orientation and job descriptions.
Selection of an effective board chair who will be attuned to conflict and will address it directly and
objectively
Annual job evaluations board members
Establishing standards of behavior for the board
Addressing conflict head on when it occurs – remind members that disagreement and open dialogue are
necessary and healthy when done with respect
Foster sound interpersonal communication
View conflict as a “win win" negotiations
It is important to secure outside expertise early on if the situation warrants it.
Disagreements can not be avoided among individuals with differing viewpoints that are striving to
advance and are willing to challenge the status quo. Conflict can help boards clarify important issues
and strategies. Interpersonal problems that are avoided lead to dysfunctional organizations and have to
be dealt with straight on to avoid harm to the organization.
Strategies for Dealing With Difficult People


Apr 20, 2010
Victoria Rodriguez-Baziuk
Strategies for Dealing with Difficult People - tina cm
Dealing with difficult people is easier when strategies are enacted. These strategies include, interpersonal
communication skills and negotiation skills.
No matter how successful or popular a person is, they are bound to come across someone who is hard
to get along with. This is why it is important to learn how to develop strategies when dealing with
difficult people. Interpersonal communication skills and knowing how to effectively communicate
with people is one way to deal with such obstacles. Other components that are "helpful" include
patience, negotiation skills and effective conflict and resolution strategies.
Whether it is at work, or at home, strategies for dealing with difficult people can make life a lot easier.
Interpersonal communication skills are imperative when learning how to deal with someone who is
difficult to get along with. Maybe it's a clash of personalities, morals, or manners, no matter what the
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reason is, it's virtually always beneficial for one to get along with individuals who have different
personality types.
Interpersonal Communication when Dealing with Difficult People
Interpersonal communication skills are important when dealing with difficult people because it allows
the flow of communication to be open. Allowing each person a voice to speak, makes each person feel
comfortable and able to say what is on their mind. This openness creates a good flow of energy
between the speakers and allows the conversation to flourish.
Just as interpersonal communication is important when dealing with difficult people, listening skills
are equally as important.
In the article in Psychology Today, titled, "Dealing with Difficult People," author Nando Pelusi states,
"Resist the urge to fight to win the argument. Listening and asking questions leads others to their own
better conclusions."
Often people who are dominant in conversation, tend to forget about the other person's opinions or
viewpoints. By allowing each person the same amount of time to discuss their view points, it's less
likely that the conversation will be one-sided.
Negotiation Skills Helps Minimize Conflict, and Resolution Strategies are Maximized
Interpersonal communication skills and negotiation skills are important in minimizing conflict and
maximizing resolution strategies, because each person benefits. When each person discusses what they
want and how they would benefit from what the other person has, both parties are more likely to work
together and come to an agreement.
According to the article, "Effective Negotiation Tools," written by Jan Potgeiter, a member of The
Negotiation Academy, "The most vital portion of a successful negotiation is that it becomes a win
more/win more situations for everyone involved. With the right tools, all parties can exit the
negotiation table feeling satisfied and compensated fairly. With knowledge, skills and practice,
negotiating can become a truly enjoyable and winning experience."
When people possess effective negotiation skills, they learn how to get what they want out of life. It is
also an effective way to minimize conflict, and resolution strategies are maximized. When people are
taught that the world is a give and take environment, relationships will be easier to maintain.
Dealing with difficult people is easier when certain tactics are followed. Interpersonal communication
skills help keep the lines of communication open and sincere, and each person is allowed to speak
their mind. Negotiation skills are equally important because they focus on the give and take aspects of
life that help minimize conflict, and resolution strategies are maximized.
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Tips for Resolving Workplace Conflict
How to Defuse Disagreements on the Job


Apr 28, 2009
Paul Larson
Resolving Conflict - ronnieb
Conflict is a normal and natural part of the workplace and personal lives. Conflict can be helpful in making
necessary changes within a work environment.
Unresolved conflict however can result in feelings of dissatisfaction, unhappiness, hopelessness, and
other sentiments. It can result in emotional withdrawal, resignation from the job, tense personal
relations, and even violence.
Communication can both cause and remedy conflict. As with other management skills, communication
and conflict resolution skills must be learned. Conflict, just like any other key business process has to
be managed.
Many people fear conflict and withdraw into themselves whenever it shows up. The organization can
suffer when this occurs because it is through conflict that an awareness of the need for essential
changes can be made.
Where Does Conflict Come From?
Conflict arises from a clash of goals or values involving a concern where people care about the
outcome. It can start with confusion or disagreement with the common objective and how to achieve
it. This is particularly true when different groups are bent on achieving individual goals within the
organization. The competition for limited resources will also generate conflict.
Increased interaction as organizations get larger can also be an instigator of conflict. As people interact
more frequently they increase the probability for conflict.
Types of Workplace Conflict
Conflict occurs as a result of two or more people interacting and disagreeing. There are three types of
conflict in the work place:
(1) Substantive conflict
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(2) Personality-based conflict
(3) Structural Conflict
The substantive conflict can be dealt with by addressing the specific problem that is the subject of the
conflict. For example, consider two employees who must use the same copy machine. When one has a
big job and ties up the machine, the other is delayed and can't get a document out when promised.
There are times when conflict between employees is simply based on personality and it must be
addressed.
Part of the conflict common to a workplace is structural. For example an accounting manager will
have a different point of view of what reasonable expenses are than a sales manager. This type of
conflict is difficult to remedy by communication. When the leadership at the next level is clear about
the goals of the group as a whole however, it can be reduced.
Preparing People for Conflict
There is an important matter with each of these and that is the importance of teaching people in the
organization how to appropriately talk to each other. The bad news though is most are not born with
good communication skills and must learn them.
Conflict can be fairly easy to avoid but the result will be unresolved conflict costs. The costs can
include turnover, increased absenteeism, health problems, and even stress-related worker's
compensation claims.
Investing in resources to address and resolve conflict and to improve communication is an effective
measure to resolve these issues in the workplace.
There are three main areas to address with this investment and they are:
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Acknowledge that conflict is important. Don’t be overly concerned that people are upset with each other.
That’s what it’s like to manage change.
Do not tolerate personal attacks. There are protocols for the expression of honest disagreement and
training in them is part of this investment.
Provide support. There are trained facilitators available. Seek them out. When you are planning a meeting
that could get ugly, seek a good facilitator to help guide it.
Fight to Advance Your Career
By Picking the Right Workplace Battles
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Apr 19, 2008
Deborah S. Hildebrand
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Argument - Microsoft Clip Art
Not every fight is a good fight. Know when to press a point and when it's time to let go.
Conflict in the workplace is a normal part of work life. Fighting for limited company resources,
fighting over decisions made and actions taken, or fighting for personal and company goals, makes for
a challenging work environment.
Sandwiched in all this conflict are employees trying to maneuver the workplace minefields and
advance their careers. Should they argue with their boss if they disagree with his assessment of a
situation? Should they assert their point of view when asked?
Understanding how to handle workplace conflict can be beneficial to career success.
Determine the Seriousness of the Disagreement
Arguments are bound to happen. When people work side-by-side eight plus hours a day, the workplace
becomes a natural extension of family life. And all families have disagreements.
While there is nothing wrong with coworkers having an invigorating discussion about a topic of
importance, it should not affect customers and customer service or come to blows. According to Sun
Tzu in The Art of War it is knowledge, not force or strength, that is the basis for future success.
Before an employee argues his point until he is blue in the face, he needs to be comfortable in his
knowledge of his topic in order to clearly and succinctly state his case. In addition, it is important to
consider the width of the gap of disagreement. Often people argue only for small points. Instead, try
looking for commonalities in the hope of finding common ground. Be willing to compromise.
Avoid a Conflict When it is Not Necessary
Fighting just to fight or to be right is not the way to go. If there is no danger or if there is nothing to
gain, it makes no sense to fight. While many experts would say that conflict is a beneficial and
necessary part of the work environment because it promotes change, some conflict just emanates from
the day-to-day strife of being human.
Before taking on a battle it is important to determine if the conflict comes from a petty, personal
annoyance or if it is based on a larger personal value or belief. Be sure there is reasoning not just
emotion in the argument.
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Those who find themselves at the center of a workplace conflict need to ask if it is a battle they are
likely to win and if in so doing will it advance their career. Fighting for an idea, a “seat at the table,” or
a promotion, may all be worthy causes, but at what cost? Knowing when to let go is part of the battle.
Choose Battles Wisely
No one wants to be known as being disagreeable or difficult to get along with.
Employees who want to advance their careers understand the importance of team work and by
extension the ability to get along well with others. They know they cannot do their job without input
from coworkers. That’s why it is important for employees to fight for those things that are truly
important and let the small stuff slide.
On the other hand, employees do not want to give in just because it is easy or they will be seen as
weak and spineless. There is some level of expectation that coworkers are going to fight with and for
each other, like when a supervisor has a subordinate’s back. Failing to assert a point of view or stand
up for a team mate may cause a rift in the relationship. It may also send the wrong message to
management.
Though conflict is normal, disagreements should always be handled in a professional manner. How an
employee deals with conflict is the true test of her ability to lead others. For anyone who wants to
advance her career, it is important to pick the right workplace battles.
Conflict Resolution Helps Improve Productivity
Workplace Conflicts Need to be Tackled Promptly and Purposefully
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Sep 15, 2009
T. Gopinathan
Conflict Resolution - Darnok
Conflicts in the workplace can affect employee morale and need to be handled in time. If left to themselves
conflict situations can get worse and affect work performance.
Conflicts are not bad in themselves. In fact, it is conflict of viewpoints that often direct attention to
new and improved solutions. It is when conflict management is poor that it becomes a problem. And
the problem can snowball into a very big problem, seriously affecting business performance.
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Workplace Conflict
This article focuses on workplace conflict which is far more easily manageable when compared to
political and social conflicts. Workplace conflicts, unless they are interpersonal conflicts arising from
ego issues, usually arise from poor management.
Differences of values, perspectives and opinions are unavoidable when a group works together. If
managers have created good teams, their members will have been trained in discussing their
differences in meaningful ways. In fact, vigorous discussions of differing perspectives can typically
produce better ways to achieve team objectives.
On the other hand, managers can contribute to conflicts through:
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Not involving their subordinates in decision-making or explaining reasons for the communicated decisions.
Not defining work roles, leading to confusion on who does what, and often leaving gaps in the sequence of
tasks needed to achieve results. The situation gets worse if the manager tries to pass the buck to someone
else for the lack of results.
Asking employees to perform tasks without providing them needed resources, including training in
carrying out the tasks.
Not taking care to understand workplace realities or the situations employees face, and failing to take
actions to resolve serious issues.
Bad interpersonal relationships arising from value conflicts and an inability to tolerate certain traits in
others.
Minimizing Conflicts
Managers can take certain actions to ensure that conflicts do not get out of hand.
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Most important is defining the work roles of all subordinates, and carefully checking that no task gaps
exist that can lead to incomplete or unsatisfactory work performance.
Equally important is the requirement to cultivate relationships with all subordinates, discussing work
challenges, workplace issues and accomplishments. One-to-one meetings for such a discussion must be
scheduled at least once a month.
Train employees in interpersonal communications and conflict resolution approaches.
Hold periodical meetings for communicating new developments and reporting on the progress of projects.
Conflict Resolution
It is important to attend to one's own internal conflicts. Identify the issues, get some perspective by
looking at them in a conscious manner (preferably write everything down), pinpoint any emotional
issues that are making things worse and explore alternatives to handle the issue at hand. Take specific
actions to resolve the conflict.
If the conflict involves another person, avoid getting heated up. Even if the other person gets angry,
managers can usually calm things down by acting as if a normal discussion is taking place. Take care
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to listen carefully to what the other person is saying. It is a good idea to ask the person to confirm what
they are saying.
Try to summarize the points of agreement and disagreement, and ask the other person for suggestions
on how to act in the situation. Managers can also suggest some specific action and seek the other
person's concurrence.
Often, letting the other person give vent to feelings, hearing the person out carefully without
interrupting, can provide significant relief. This is particularly true if the other person is a subordinate.
If the conflict persists despite all efforts, it might be a good idea to look at the issues involved in terms
of the organizational policies and objectives, and approach a third person for mediation or resolution.
Conflicts and their resolution are unavoidable necessities in group situations. People tend to have
different values, perspectives and opinions. Conflicts are also good because a serious discussion of the
issues can usually lead to a superior solution. Resolution of conflicts is the really important issue.
Resolution is possible by addressing the issues, and developing interpersonal and conflict resolution
skills through training.
Managing Conflict: Conflict Resolution Management
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Aug 21, 2010
Maureen Cutajar
Conflict Resolution Strategies - Marcus Thorsen
The challenge of high performance teams and conflict resolution management is to solve conflict by
collaboration and attain win-win situations.
Conflict might be perceived as negative, but as the English philosopher David Hume claimed, “truth
springs from argument amongst friends”. In fact, any team experiences conflict, disagreement and
difficulties. Almost 30% of the decision-making processes end up in conflict, but the challenge for
every team is how this conflict is solved and its conflict resolution strategies.
Different Types of Conflict
Conflict can occur in one of the following situations:
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Intrapersonal – conflict within oneself;
Interpersonal – conflict between two individuals;
Person-Group – conflict between one person and the rest of the group;
Person-Organization – conflict between one person and the organization;
Inter-Group – conflict between two groups;
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Group-Organization – conflict between a group and the organization;
Inter-Organization – conflict between a two organizations.
Conflict Management Styles
In their conflict resolution studies Thomas and Kilmann identified five modes that individuals use as
conflict management strategies. The Thomas-Kilmann Conflict Mode Instrument or TKI is often used
in problem solving and conflict resolution training:
Avoiding – an individual who prefers to avoid conflict lacks assertiveness skills and does not like to
cooperate with other team members. People who prefer to avoid conflict tend to ignore their own
rights and fail to assist other persons. An avoider typically leaves the room when conflict occurs.
Accommodating – an accommodator is an individual who also lacks assertive communication skills
and attempts to cooperate whenever conflict occurs. However, an accommodator tends to ignore his or
her needs and ignores personal interests as long as the conflict is resolved. An accommodator resolves
conflict by accommodating the other person.
Competing — a competitor is the opposite of the accommodator. Whereas the accommodator seeks to
appease the other person, the competitor lacks cooperativeness but is extremely assertive. This means
that the competitor evaluates his or her own needs without considering the needs of others. A
competitor seeks to win conflict without cooperation.
Compromising – a compromiser can be perceived as the median of the accommodator and the
competitor in that an individual who handles conflict by compromising. The compromiser attempts to
find a middle ground by considering both his or her needs along with the needs of others. The
compromiser displays a balance between assertiveness and cooperation.
Collaborating/Integrating – The collaborator display developed assertive communication skills and
high cooperativeness when resolving conflict. Collaborators consider their needs as well as the needs
of others like the compromiser. However, unlike the compromiser, the collaborator does not consider
giving something up in order to resolve the conflict.
Collaborators display developed conflict resolution skills in their attempt to evaluate and to understand
the problem at hand and achieve a win-win situation where neither party involved loses anything. The
optimum way to conflict resolution is by achieving a win-win situation and hence collaboration is the
best mode when approaching conflict resolution management.
How to Resolve Arguments
Effective Conflict Management Methods


Mar 16, 2010
Jennifer Long
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Conflict Resolution Impacts Close Relationships - Kate Long
Conflict is part of life for everyone, but learning to deal with it effectively can make disagreements less
stressful and also less detrimental to relationships.
In their 2009 study published in the Journal of Social & Clinical Psychology, Gunlicks-Stoessel and
Powers noted that the conflict involved in intimate relationships results in physiological stress, so
efforts to reduce conflicts and deal with them effectively are necessary. Conflicts are a natural part of
close relationships, but understanding them and learning to deal with them positively can be of benefit.
Understanding Resolution Strategies
Before attempts can be made to effectively resolve conflicts, it is important to understand styles of
conflict resolution and know which methods are productive. The three styles of conflict resolution that
are known to be the most unsuccessful are avoiding/withdrawing, accommodating, and
competing/forcing.
Avoiding/withdrawing involves retreating from conflict and acting as if it simply does not exist. This
style is obviously damaging to relationships, as it never leads to issues being resolved.
Accommodating is also ineffective, as it results in one person giving into the wishes of another in
order to solve a disagreement. The person who submits to the wishes of another will build resentment
and eventually feel inadequate and insecure in the relationship.
Opposite from accommodating, competing/forcing is also a poor method of resolving conflict. It
involves one person manipulating another in order to satisfy his or her own needs and desires, with no
regard for the feelings of the other person. Obviously, this method of conflict resolution involves
selfishness and aggressiveness, and results in one person dominating the relationship.
Avoiding/withdrawing, accommodating, and competing/forcing may not be effective methods of
solving conflicts, but compromising and collaborating are proven to be effective. Compromising
involves coming to a resolution in which those involved in the conflict "meet in the middle" to find a
solution with which both parties are content. While compromising is effective, the ideal resolution
method is collaborating, which involves the members of a conflict creating a solution that is of
maximum benefit to both parties.
Applying Resolution Methods
Certain personality traits can aid in applying conflict resolution methods. Assertiveness, which
involves one acting in his or her own best interests, is an important component of conflict
management, as it requires people to directly express their thoughts and needs. Assertiveness is
different from aggression, because assertiveness involves respecting the boundaries of others, whereas
aggression does not.
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Assertiveness may not come naturally to some, but assertiveness training can help. Assertiveness
training aims to make people aware of who intimidates them and why, thereby allowing them to
change the beliefs and behaviors that cause them to be submissive. It also allows them to observe
someone displaying assertive communication and practice communicating assertively themselves,
through role playing or rehearsal.
Conflict Resolution Strategies in the Workplace


Aug 15, 2010
Suzanne McIntyre
Find Business Solutions Using Conflict Management - Salvatore Vuono
Conflict management is a necessary skill to have when supervising numerous people. Use a variety of tools to
help resolve issues.
Conflict is going to exist in any situation that requires people to work together to reach a common
goal. In fact conflict in itself is necessary to achieve success. It provides managers with different
viewpoints and allows for in-depth discussion.
There are numerous ways to approach conflict. How a manager decides to resolve an issue depends on
many factors. How important the issue is, who is involved, and how will it affect the organization are
just a few examples of what should be considered. Here are examples of some common ways
managers resolve conflict.
Avoiding the Conflict
Although this may seem to go against the essence of management, avoidance can be an appropriate
action. There will be times when a situation has been blown out of proportion and the players involved
are emotionally charged. There may be benefits to stepping back and allowing time for everyone to
calm down.
Using this method when the stakes are high can frustrate employees who see the manager as being
inactive. If this approach is used, it needs to be calculated and well thought out. Otherwise there can be
long term damage to the manager-employee relationship.
Management Determines a Solution
Managers pull rank all the time. It certainly removes any conflict on the surface. However, it does not
provide employees with the opportunity to feel they are contributing. Nor will they buy into a solution
that has been forced on them.
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This approach would work well when the solution is already structured. If company policy is clear and
needs to be implemented then this is a good move. It may also be needed when time constraints are a
concern. Use this method sparingly. Employees will stop voicing opinions if they think the only one
that matters is the manager's.
Use Accommodation to Resolve the Conflict
Accommodation occurs when one party gives in completely to the other party. Perhaps the issue on the
table is clearly more important to one person than the other. When the scales are tipped that much it
may be beneficial to accommodate the others needs.
The old adage “pick your fights” may apply here as well. Save the fight for something that is more
important. In fact, the favour may be reciprocated down the road.
Resolution of Conflict by Compromise
Finding a common ground is an excellent way to resolve a conflict. The downside is that both parties
have to give something up to meet halfway. This solution takes time to negotiate and work out the
details, but in the end can lead to positive results.
Compromise can help resolve issues that arise between departments. With different objectives
involved, working to find that middle ground may be the only way to solve a problem.
Conflict Management through Collaboration
Ideally, collaboration is the best way to resolve conflict. Collaboration occurs when both parties work
together to find a solution that satisfies everyone involved. All members will buy into the solution and
change will happen quickly and efficiently.
Collaboration takes much more time than any other method of conflict resolution. When an
organization is making significant changes, collaboration can bring the level of commitment needed to
succeed. Working out a solution through collaboration is well worth the time and effort.
Conflict resolution is an essential part of business management. Find the right way to address issues by
using a variety of tools. Depending on the type of issue choose to avoid the conflict, accommodate
needs, implement decisions quickly, or compromise and collaborate.
Components that Change
as an Organization gets Stronger
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by
Phil Bartle, PhD, bm038@scn.org
Capacity building includes empowerment and strengthening in various dimensions. Here are sixteen
elements of an organization that change as it gets stronger.
1. Altruism
2. Values
3. Services
4. Communications
5. Confidence
6. Context
7. Information
8. Intervention
9. Leadership
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10. Networking
11. Organization
12. Power
13. Skills
14. Trust
15. Unity
16. Wealth
The more any organization has of each of the above elements, the stronger it is, the more capacity it
has, and the more empowered it is.
An organization does not become stronger simply by adding a few more facilities. Strengthening or
capacity building involves social change -- development -- and that, in turn, involves all sixteen of the
above elements of strength.
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How to Write Non-profit Bylaws
Sample Non-profit Bylaws


Feb 7, 2007
Estela Kennen
Use this sample bylaw template to help you write bylaws for your non-profit's board of directors.
Bylaws are the ruling documents of an organization or, in this case, the organization’s board of
directors. Bylaws are critical, because they tell the board how to conduct its business. However,
because bylaws are more or less set in stone, it is in the interest of the board to keep them as brief as
possible. Bylaws should set forth the basic structure and abilities of the board. Everything else – such
as policy recommendations – should be kept elsewhere.
Because bylaws are legal documents, and because the inclusion requirements for them vary from state
to state, you should consult a lawyer or other professional before adopting any bylaws. However, the
template below should give you an idea of what to include.
Sample Bylaw Form
I. Name
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Aviation.Unige.ch
1. The name of the organization/agency/group shall be [Name]
II. Board of Directors
1.
2.
3.
4.
5.
The Board of Directors shall serve without pay and consist of [number of] members.
[Eligibility criteria, if are any.]
Board members shall serve [number of years, usually two to four] terms.
Vacancies shall be filled by the Board, with the recommendation of the Executive Director.
Board members with [number] of absences shall dismissed from the Board.*
III. Officers
1. The officers of the board shall consist of a Chair, Vice Chair, Secretary, and Treasurer nominated by
the Board.
2. Elected officers will serve a term of one year.
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3. (a)The Chair shall preside at all Board meetings, appoint committee members, and perform other
duties as associated with the office. (b)The Vice-Chair shall assume the duties of the Chair in case of
the Chair’s absence. (c)The Secretary shall be responsible for the minutes of the Board, keep all
approved minutes in a minute book, and send out copies of minutes to all. (d) The Treasurer shall keep
record of the organization’s budget and prepare financial reports as needed.
IV. Committees
Read This Next



Nonprofit Corporations: Formation, Management, and Tax Exemptions
Before You Start a Non-Profit
Non-profit Board Responsibilities
1. The Board may appoint standing and ad hoc committees as needed.
V. Meetings
1. Regular meetings shall be held on [frequency and time of meetings]
2. Special meetings may be held at any time when called for by the Chair or a majority of Board
members.
3. Agendas shall be provided at least [number of days] in advance.
VI. Voting
1. (a) A majority of board members constitutes a quorum. (b) In absence of a quorum, no formal action
shall be taken except to adjourn the meeting to a subsequent date.
2. Passage of a motion requires a simple majority (ie, one more than half the members present). [Or
whatever your board’s decision-making process is}
VII. Conflict of Interest
1. Any member of the board who has a financial, personal, or official interest in, or conflict (or
appearance of a conflict) with any matter pending before the Board, of such nature that it prevents or
may prevent that member from acting on the matter in an impartial manner, will offer to the Board to
voluntarily excuse him/herself and will vacate his seat and refrain from discussion and voting on said
item.
VIII. Fiscal Policies
1. The fiscal year of the board shall be[start date to end date]
IX. Amendments
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1. These by-laws may be amended by a two-third vote of Board members present at any meeting,
provided a quorum is present and provide a copy of the proposed amendmend(s) are provided to
each Board member at least one week prior to said meeting.
Nonprofit Corporations: Formation, Management, and Tax Exemptions


Nov 9, 2010
Le Bach Pham
Relgious institutions are normally nonprofit. - Ekfin
A nonprofit organization is an entity created to not earn profit. This type of corporation comes with various
tax and liability advantages.
A non-profit organization does not distribute income or profit to members. This type of corporation is
exempt from federal taxation, according to Deborah Bouchoux in her book titled Fundamentals of
Business Organizations for Paralegals, published in 2004. However, starting a non-profit corporation
requires Internal Revenue Service (IRS) approval.
Three Types of Non-profit Organizations
There are three types of non-profit organizations recognized by most states. These are public benefit
corporations, religious corporations, and mutual benefit corporations, according to Bouchoux. A
public benefit corporation is formed primarily for charitable purposes. Religious corporations, such as
churches organize for religious purposes. Mutual benefit corporations form for mutual benefit of their
members.
Formation Non-profit Organizations
In order to form a non-profit corporation one must file articles of incorporation. The non-profit
organization must usually identify its specific purpose when filing, according to Bouchoux. Also, state
incorporation does not automatically qualify the non-profit organization for federal tax exemptions.
The non-profit corporation must file a separate application with the Internal Revenue Services taxexempt status. Non-profit corporations also provide personal liability protection, according to an
article titled “Nonprofit Basics: Nonprofit corporations are entitled to grants, tax exemptions, and
limited liability protection.”
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Public or Private Grants
Non-profit status is usually required for obtaining grants and funds from government agencies and
private foundations. Applying for public and private grants require filing complicated organizational
papers and adopting certain operating rules, according to an article titled “Five Reasons to Incorporate
Your Nonprofit Association,” published on Nolo. Some may form a tax-exempt non-profit association,
rather than a corporation. However, it is usually easier for a corporation, rather than an association to
qualify for grants.
Management of Non-profit Organizations
A non-profit corporation is similar to other corporations in that it governs via an elected board of
directors. The directors manage the affairs of the corporation by following the adopted bylaws,
according to Bouchoux. However, unlike a business corporation, there is no stock sold and there are
no shareholders.
A non-profit organization may earn profit, however it may not distribute profits to members or
managers. Profits must be devoted to the stated purposes of the corporation, according to Bouchoux.
Non-profit organizations may pay their corporate managers a reasonable salary. However, if salaries
are excessive and profits are not used for purported purposes, then the non-profit corporation may be
dissolved by the state or lose tax-exempt status.
Tax Exemptions for Non-profit Organization
Non-profit corporations must apply with the IRS for federal tax-exempt status. The IRS will determine
if the applicant fits its requirements for federal tax exemptions, according to Bouchoux. Non-profit
organizations must file annual reports and pay state incorporation fees, however they are exempt from
state income tax. It is essential to be fully aware of the tax implications of starting a non-profit
organization.
Contributions to non-profit organizations may be deducible for the donor in many cases. Those
contributing to a public benefit corporation qualify for tax-deductions, according to Bouchoux. Donors
for religious organizations may also receive tax-deductions. However, membership fees for mutual
benefit associations are usually not deductible, unless they qualify as business expenses.
The advantages and disadvantages of non-profit corporations depend upon what type of non-profit
corporation. One should seek legal or professional advice if considering starting a non-profit
corporation. Those seeking to contribute to a non-profit organization or becoming a member may want
to consult a tax professional in order to understand all the tax implications involved.
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Before You Start a Non-Profit
Clear Thinking about Starting a Nonprofit Organization


Mar 5, 2007
Estela Kennen
Starting a non-profit organization should not be taken lightly. Here are some questions to ask yourself first.
People often want to know how to start a non-profit organization, but in doing so they usually
overlook a critical question: should they be starting a nonprofit in the first place?
What do I want to accomplish?
This is the most important question you can answer, and one you will have to deal with if you do start
a non-profit, so it is worth taking the time to explore. A lot of charitable sentiment arises from the idea
that “something should be done about X”. If that is as far as you have gotten, you are not ready to start
a non-profit. You should research what, if anything, is already being done to address the issue in your
community or elsewhere. If a true gap exists, you can try forming a coalition of interested parties to
develop a strategy to address the need. If, on the other hand, your response to the question is
something along the lines of "X is a need, and Y is a way to fill it,” then you are ready to take the next
step. (Should you decide to start a non-profit, your response to this question can be the basis for
developing vision and mission statements.)
Is a starting new nonprofit really the best way to proceed?
There are nearly 3 million non-profit organizations out there. Chances are, someone somewhere is
already doing your idea. Instead of going through the time and expense to start up a new organization,
and instead of competing for limited funds, you might be better off partnering with an existing nonprofit. You can volunteer, become a board member, or even work for the organization. You can start a
local chapter of a national effort. Or if an organization is doing something related to what you
envision, you can see if there is room to grow under its umbrella. If you truly care about your mission,
you will not start a non-profit as a vanity project, but because it is truly needed.
Am I the right person to do this?
Do you have what it takes to start a new organization? A good – or even – great idea is not sufficient.
A kind heart is also not enough. Even passion won’t get you there. You have to have a mixture of
skills – energy and patience, vision and attention to detail – for a non-profit to get off the ground. You
will have to muddle through – or pay someone to go through – a lot of paperwork at the local, state,
and federal levels, create articles of incorporation, recruit a board of directors, find funding, etc. In
other words, even if a non-profit should be created, perhaps you are not the best person to do it. There
is nothing wrong with being a dreamer, if you are one, but you might benefit from handing the reins to
a doer. Perhaps you can meet with key stakeholders and pitch your idea. You might end up chairing
the board, but letting someone else run the show.
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Am I willing to give up control?
If you start up a non-profit, you can be the board chair or you can be the executive director, but you
can’t be everything. You can hand-pick board members, but you have to be careful to make legitimate
appointments or your organization will lose credibility. You need to be able to attract donors if you
want to sustain your efforts – and some ideas are more fundable than others. In other words, even
though you will still have some – possibly even most of the say – in what happens, once you start a
non-profit, “your baby” takes on a life of its own.
Decide whether you should start a non-profit after you’ve researched what related groups exist and
after you’ve answered the questions here.
Non-profit Board Responsibilities
Overview of Non-profit Board Governance


Feb 21, 2007
Estela Kennen
A non profit's board of directors has several important responsibilities to fulfill. This article reviews basic nonprofit board governance.
A board of directors is the governing body of a non-profit organization. It has many serious
responsibilities, which can be loosely categorized as follows:
1. Setting the policy for the organization. This is done by:



Creating or updating the mission and vision statements.
Determining the organization’s programs and services.
Approving the strategic plan.
2. Monitoring the organization’s operations:






Hiring and periodically evaluating the organization’s executive director.
Working with and providing support to the executive.
Approving the annual budget, annual report, etc.
Approving major contracts and grants.
Soliciting and reviewing program evaluations.
Troubleshooting as necessary.
3. Serving as a public figure for the organization


Fundraising, by directly donating to the non-profit and soliciting donations from others.
Advocating for the organization.
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4. Fufilling other board responsibiltiies
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

Documenting policies and decisions to create an organizational memory.
Preparing for and attending board meetings.
Researching and discussing issues before decisions are made.
Replacing and orienting board members when a vacancy arises.
A board of directors also has certain legal obligations, known as duties. While the details may vary
from state to state, here are some common legal responsibilities for members of non-profit boards to:




Take reasonable care when making decisions for the organization (called “duty of care”)
Act in the best interest of the organization (called “duty of loyalty”)
Act in accordance with the organization’s mission (called “duty of obedience”)
Stand aside when there is a conflict of interest (called “recusal”)
While there a board has many responsibilities, there are also things it should avoid. Basically, board
members should avoid being over- or under-involved. More specifically, the board of directors should
not:


Concern itself with the day-to-day management of the organization. That is the executive director’s
job.
Rubber stamp decisions. While the board should take the recommendations of the organization’s
director, staff, and members into consideration, the board needs to be an independent decisionmaking body.
More on Non-profit Boards of Directors:




Creating a Board
Board Bylaws
Board Officers
Board Subcommittees
Non-profit Hiring Process
The Role of the Executive Director and Board of Directors


Sep 10, 2007
Estela Kennen
Sometimes executive directors and non-profit boards do not see eye to eye regarding what their roles in the
employee hiring process should be. Here are some options.
"I am the Exec. Dir of a non profit community center. I was wondering in your opinion what role the
Board (Personnel committee) has in hiring staff. I believe that it is the role of the Board to hire the ED
but the role of the ED to hire additional staff with the advisement of the Personnel committee."
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In general, yes—among the Board’s customary responsibilities is hiring the Executive Director; the
Director then is responsible for all other hirings. The full answer, however, depends on various factors,
such as the size of the nonprofit organization and the level of involvement of the board. In deciding
what role the board should have in hiring decisions, people should first defer to the board bylaws. If
the bylaws do not explicitly delineate the Board’s role, the Executive Director should suggest a
process that works within the context of that particular non-profit.
In an organization that is big enough, program directors might be directly responsible for hiring
lower-level personnel within their departments. In such cases, the executive director basically just
signs off on decisions (after, perhaps, looking through resumes and/or getting a brief report on why a
certain selection has been made.) The board in these cases is strictly hands off, just being informed
that such and such hiring has been made. However, the board may be responsible for directly hiring
not just the Executive Director, but also the Chief Financial Officer and other top management
positions, should they exist. The Board may also be involved in the hiring decisions of program
directors (perhaps in a fashion delineated below).
In smaller organizations with active boards, the situation might be different. In this case, the Board
may appreciate being involved in each step of the hiring process. An Executive Director can keep the
board well informed while maintaining a degree of autonomy by formulating and presenting the board
with a plan. For each step of the plan, the Executive Director can either seek approval or just inform
the board of what actions have already been taken.
If the board has a candidate in mind, going through the already established steps of a hiring plan can
ensure that the best person for the job is hired. “Forcing” a candidate to jump through hoops can be
insulting to board members, but there are good reasons to do so:



It creates a paper trail to ensure that the selection process is legitimate.
If the board’s choice is not the best applicant, it is easier to make a case for another person if
everyone has gone through the same steps.
It exposes the board and staff to potential hires for other positions at the non-profit
Non-Profit Organization: Role of Management in the Community


Jul 13, 2011
Constance Woloschuk
Non-Profit Community Partnerships - teaksato
The Executive Director/CEO of a nonprofit organization is responsible for the agency's reputation and position
in the community.
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Although it is hoped that board members will participate in advocacy initiatives and fundraising events
on behalf of the organization, it is the Executive Director/CEO (ED/CEO) who is usually the
community face and voice of the nonprofit agency. This is the person on whom rests the credibility of
the organization. The principal stakeholders include service partners, funders, politicians, media, and
the general public.
Role of ED/CEO
The ED/CEO is representing the agency as a whole and should be reflecting the position of the board
in any public statements and actions. Not every senior manager is comfortable in this role that requires
so much external contact. However, it is an essential part of the senior job in a community-based
nonprofit organization.
Community Activities for ED/CEO
The extent of community involvement can be determined by the mission of the nonprofit organization,
the kind of work done, and the expectations of the community. Following are some typical activities
expected of an ED/CEO of a nonprofit.

Attend and participate in events that are relevant to the work of the organization. This includes
fundraisers, forums on client issues, chairing debates on social issues that have an impact on the
agency’s client and anything else that is pertinent.
 Develop and maintain effective, outcome based service partnerships. This includes working with other
agencies to provide services to clients in common. It is usually the front line workers in both agencies
who provide the direct service and need to collaborate for the sake of the clients. However, it is
important that management of both agencies develop the service protocol, policies, and procedures
that will provide the reference frame for that front line work.
 Negotiate with funders. Although the board usually has to sign off on funding contracts, it is the
ED/CEO who negotiates the terms of agreement. This can be as formal as responding to a Request for
Proposals for client services to taking initiative in approaching a community foundation. It is up to the
ED/CEO to ensure that the nonprofit has the capacity to provide the expected services and will receive
adequate funding to do it properly. There is often a great deal of tact and patience required to
develop a good working relationship with funders.
 Participate in coalitions and associations that are active in advocating for client-focused changes in
public policy, funding and/or service delivery. The board will set the parameters for this kind of
advocacy and might even take part in such initiatives. Usually, though, it is the ED/CEO who
participates in such advocacy groups to ensure that client interests are foremost and that the position
of such groups is aligned with the overall mission and philosophy of the nonprofit organization.
 Work with media. An effective nonprofit ED/CEO understands both how to respond to media inquires
and how to initiate contact. Media people usually call key community contacts when there is a crisis
that involves the client population, funding, and/or a political debate. This means that management
should always have key messages ready, plus a thoughtful analysis of current situations. There are also
times when it is appropriate for the ED/CEO to approach media contacts him/herself to see if they are
interested in featuring an incident, a client, or an issue.
 Network with politicians. The ED/CEO might want to connect with elected officials at whatever level of
government makes the policy and funding decisions that are relevant to the nonprofit’s area of
service. Although systemic issues might be dealt with through an advocacy coalition, the ED/CEO of
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one nonprofit agency can still do his part of making the politicians aware of the current issues and
offer suggestions for improving the situation. It is always appropriate, and often very effective to offer
opportunities for politicians, their staff and families to volunteer in providing service to clients in the
community.
Resources Needed to Support ED/CEO in the Community
In even the smallest nonprofit organization, the ED/CEO needs access to resources that will help him
be an effective representative among community stakeholders.

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
Board support. It is important that the nonprofit board understand the benefits of having an ED/CEO
who is a confident, credible presence in the community. Board members can support the ED/CEO by
attending functions with him, understanding and confirming key messages for stakeholders,
confirming scope of advocacy initiatives, and developing a network of allies and supporters in the
community at large.
Professional coaching. The ED/CEO might need this coaching, particularly for effective communication,
from developing to delivering the key messages, appropriate to various audiences. Then, he will be
able to speak clearly and purposely about the organization’s mission and operations, its needs and its
position.
Time to participate in community events. The ED/CEO needs to know that there is time within his
schedule to participate in community planning meetings, attend fundraising events, contribute to
advocacy initiatives, and anything else that furthers the mission of the organization.
The organization, as a whole, from board members to front line staff and volunteers has to recognize
that all this external work is an integral part of the job of the nonprofit ED/CEO. It is not ‘extra’, nor is
it an option. The ED/CEO will be best able to fulfil his role in the community if his own capabilities
are strengthened by the support of the entire agency.
Non-Profit Organization: Implementing the Strategic Plan


Jun 28, 2011
Constance Woloschuk
NPO Board Develops Strategic Plan - star-one
Senior management of a nonprofit is responsible for developing the workplan that will guide the
implementation of the strategic plan approved by the board.
Project Management
Page 70 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
The nonprofit board confirms the organization’s vision, mission, core values, and philosophy of
service delivery. They review the current services areas and any emerging issues that might affect
services and the way they are delivered.
Once the context is established, the board identifies goals for the next three to five years. These goals
should be reflective of the mission statement, and be specific, measurable and achievable within the
identified timeline and resources. This is all outlined in the non-profit organization’s strategic plan.
The board might or might not go so far as to develop an implementation plan for their strategic
directions. Typically, though, the Executive Director/CEO of a nonprofit organization consults with
his staff to turn the strategic plan into an organizational workplan, ready to implement over the next
few years.
This workplan is simply the framework for management to organize all the work of the nonprofit
organization, delegate it to the appropriate staff or volunteers, monitor for success, and review and
revise, as necessary.
When to Develop the Workplan
A workplan is usually completed annually at least 6-8 weeks before it begins; e.g. by November for
2012. Workplan discussions should be integrated into the annual budget discussions among
management personnel. For example, a plan to increase number of clients served will have an impact
on budget and staffing requirements.
The workplan could also have an impact on services delivered elsewhere in SGH. If services are
increased in one program, they might have to be decreased in another. This is information needed by
senior management to make decisions for the entire organization.
Who Participates in Workplan Development
The workplan will be used by management at each level to accomplish the goals of the overall
strategic plan. However, it is important that all stakeholders are involved in developing the actual plan.
This includes staff and volunteers who are actually do the front line work and those who provide
administrative support to them.
It is important for provide this opportunity for participation so there is a sense of ownership on the part
of the people actually providing service to the public. It also allows the staff who supply behind-thescenes support to have a better sense of the value of their work.
What the Workplan Looks Like
The scope of the workplan can vary from the high level of the work of the entire organization to the
workplans for services units and even for individual staff. However, the key elements are basically the
same.
Typically, all the necessary information is formatted in a table with the following components.
Project Management
Page 71 of 124
Management Lesson
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By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Key areas of activity.
Specific tasks.
Person/work unit responsible.
Resources needed.
Deliverables.
Timelines, including key milestones over the duration of the plan.
Expected outcomes and success indicators.
Regular updates on progress.
Recommended Steps to Follow
Following are guidelines for this process that will end with a completed workplan. If this is a multiservice agency, the plans for the various work units or branches can be submitted to senior
management for ratification. Then, they are rolled up into an integrated plan for senior management to
use.
These are the steps that each manager can use for the workplan of a specific work unit. Or, if the
organization is small, this might be all that is needed for the ED/CEO.
1. Identify each component of the service.
2. Confirm any services that will continue unchanged; document on workplan.
3. Identify any changes in services that should be discussed; e.g. expansion, reduction, elimination,
different focus, shared staff, etc.
4. Develop rationale for these changes; this might include emerging issues about clients and various
services in the service system; e.g. Agency X has received funding to help with applications for
disability pensions which means the organization no longer needs to offer this service.
5. As part of the rationale, all staff should understand the links of that service to the mission, overall
goal, and philosophy of service delivery for the nonprofit organization.
6. Identify resources needed or to be eliminated as these changes are implemented.
7. Identify the timeline for the various tasks.
8. Identify the lead staff who will be responsible for implementation.
9. Identify the expected deliverables and outcomes.
10. If this is the workplan for just one service unit, submit it to senior management for approval or
revision and integration into overall organizational workplan.
11. Once implemented, regularly review the details of this workplan at staff or management meetings at
least monthly; document progress.
12. Revise workplan, if necessary over the course of the year; document rationale for revisions.
13. Take any revision to senior management team for information and/or ratification . If this is the overall
organizational workplan, the ED/CEO takes any significant issues or strategic changes to the board for
approval.
14. Use all the progress information to begin the annual cycle again.
It is important that the ED/CEO and all the staff and volunteers do not feel overwhelmed by the work
to be done. Regular updates at staff meetings, celebrating success and finding ways to address
challenges can help everyone feel that they are moving ahead. A strategic plan is an evolving
document. The workplan that frames its implementation is also being continually reviewed and revised
so the organization can plan and then recognize all the good work it does in the community.
Project Management
Page 72 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Non-Profit Organization: Board Supervision of CEO
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
Nov 15, 2010
Constance Woloschuk
Non-Profit Board Supervision of CEO - clix
The board of a non-profit organization is responsible for supervising the CEO. Here are guidelines for
successful supervision of this senior manager.
One of the primary responsibilities of a non-profit board is to ensure effective supervision of the senior
management person, whether s/he is called Chief Executive Officer (CEO), Executive Director,
Director, or even President.
It is surprising the number of boards who do not understand or accept this responsibility even though
they are absolutely accountable for the organization and have authority over all its operations. The
CEO is hired to implement the strategic plan developed by the board. All other CEO responsibilities
fall out of that plan, and the mission statement on which it is based.
Following are the reasons for this supervision, who actually performs the supervisory functions, and
the process to follow.
Reasons for the Non-Profit Board to Supervise the CEO
The main reason is that the CEO of the non-profit is the person carrying out the directives of the
board. The board is legally and ethically accountable for the operations of the entire organization. In
order to be accountable, the board has to know that the CEO is actually doing what s/he is directed to
do.
If there is no direct supervision, it is possible that the CEO, without any malicious intent, could stray
down a program path that the board would not approve. It is very easy for a client-focused service
agency to push the limits of its mandate in order to meet the needs of the clients who come in their
doors every day.
Effective supervision is supportive supervision. This means that ongoing supervision of the CEO is
one of the ways the board supports her/his efforts in carrying out the significant responsibilities. The
board is there to discuss emerging issues, to determine whether or not an additional service is simply
an enhancement or a new venture, and to be the back-up for serious staff problems.
Project Management
Page 73 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Most CEOs want to know where they stand with the board, if they are seen as doing a good job, and
have opportunity to discuss the relationship from their point of view.
The Non-Profit Board as Supervisor of the CEO
There is always the question of who on the non-profit board actually performs the supervisory
functions. It is probably easiest to look at this supervision in two parts.
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Ongoing monitoring of the CEO’s performance. The board as a whole will have a sense of the CEO’s
effectiveness through update reports and proposals that the CEO brings forward at the monthly board
meetings. In addition, the board chair usually schedules regular, individual meetings with the CEO.
Performance review. The official performance review of the CEO should involve a small executive or HR
committee, or even an ad hoc committee created for this purpose. If a 360-degree performance review is
done, staff will also be involved.
The Process for Supervising the Non-Profit CEO
To best understand this process, it is broken down into three kinds of interaction. All of this work
should be done to ensure the most effective supervision possible of the non-profit CEO by the board.
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Board meetings. The regular board meetings provide opportunity to see the non-profit CEO in action. This
is the time for board members to ask questions to clarify operational direction, to provide useful input,
and, if necessary, approve a proposal or not. It is at board meetings that the CEO should be given clear
direction for the operation, for financial management, and for involvement in the community. These are
the instructions and assignments that will be the reference points for a formal performance review. This is
also the time to express appreciation and support of the work of the CEO.
Meetings between board chair and CEO. Regular, informal meetings help the board chair keep in touch
with the day-to-day operations, emerging issues and staff problems, and support the CEO, without
micromanaging. There are usually issues that the CEO does not feel s/he can discuss with subordinate
management, but s/he would appreciate advice or input from someone who understands the
organization.
Formal performance review of CEO. This evaluation review process begins with a review of the
responsibilities listed on the CEO’s job description. Added to that are all the directions, instructions, and
assignments that the board has given throughout the review period. This information forms the base of
the performance criteria for the CEO in the context of the organizational goals and outcomes in the
strategic plan. The board will follow the standard process for conducting a performance review of the
CEO, culminating with identifying goals and performance criteria for the next year.
Summary Note for Non-Profit Board Supervising the CEO
If all board members are doing their jobs, there will be no surprises in the supervisory process.
Expectations will be clear from both the board’s and the CEO’s perspectives. Ongoing communication
will be open, honest and timely. The CEO will be comfortable and confident in bring issues, ideas, and
opinions to the board. The board will be accountable in both asking the tough questions and
recognizing the CEO’s significant accomplishments.
Project Management
Page 74 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
However, if there are difficulties in performing these supervisory functions, it might be worthwhile for
the board to meet with an HR consultant who is experienced in this non-profit service sector. That
person can help the board work through the process and the necessary documentation to make sure
that the CEO is supervised and supported for the benefit of all stakeholders in the non-profit services.
Non-Profit Organization: Management Roles and Responsibilities
Tweet
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Nov 12, 2010
Constance Woloschuk
Non-Profit Management Roles and Responsibilities - ljleavell
The primary management responsibility in a non-profit organization is to implement the strategic plan of the
board. Here are some guidelines for success.
The board of the non-profit organization confirms the mission statement and the philosophy of service
for the non-profit organization. It also develops the strategic plan and direction, the goals, and the
objectives for the work to be done.
One of the most important responsibilities of the board of a non-profit is hiring the best CEO or
Executive Director (ED) possible to implement its strategy. To do so means that the board has to have
a clear understanding of what is included in that job. Recruiting someone with effective management
skills to lead a non-profit agency, especially a smaller one that provides direct client service in the
community, is not easy.
Here are some guidelines for expectations of management in a non-profit organization and the
management skills required to achieve results.
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Project Management
Page 75 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Primary Responsibilities of Non-Profit Management
It does not matter if the senior manager is called a CEO, an ED, or something else. The primary
responsibilities are the same.
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Develop the workplan that will frame the implementation of the strategic plan. This includes the tasks
to be done, lead staff person or unit, resources needed, timeline, and expected outcomes.
Recruit, train, and supervise senior management staff, supporting them all as a functioning leadership
team.
Make sure that the organizational structure and staffing model is appropriate for the work to be done.
For example, in a large community drop-in with many programs for low-income people, there might
need to be a branch that oversees the direct client service and another branch that provides the
administrative and property support services.
Oversee the development and delivery of client services to ensure that service outcomes are
consistent with the mission and the strategic plan.
Oversee all human resources management to ensure that qualified staff are hired and supervised to
provide both the client services and the administrative and property support services.
Oversee financial management, including budget preparation, ensuring all reports are submitted to
government and funders, and accessing funding grants.
Liaise with, and support the board administration, providing it with regular progress reports on the
strategic plan, emerging issues, and proposals for new initiatives.
These responsibilities are carried out using the four basic management functions of planning,
organizing, directing, and controlling.
Community Role and Responsibilities
A non-profit organization that provides client service in the community also needs a CEO/ED who
projects a positive image among all stakeholders. This includes service partners, funders, media, and
the general public.
This is a management role that takes the CEO/ED beyond the walls of the organization. Not everyone
is comfortable in this role that usually includes the following responsibilities.
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Represent the agency at public functions, speaking succinctly and articulately about the organization’s
mission and operations.
Working collaboratively with other service agencies to achieve community goals. An example of this
kind of effort is working together to ensure that every child goes to school with breakfast and lunch.
Negotiate with government agencies or foundations for funding for ongoing services or for projects.
Advocate for change. This could include working through advocacy associations that are advocating
for changes to social policies in order to increase quality of life for clients.
Communicate strategically. This includes, dealing with the media, knowing when and how to approach
them, and how to respond to queries about difficult situations. Ensuring a credible profile in the
community is often a challenging responsibility.
Project Management
Page 76 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Role of Non-Profit Management in Fundraising
This kind of fundraising is beyond the scope of writing proposals for government or foundation
funding. It is developing and administering initiatives for soliciting donations, all aligned with
strategic communication. This could be on a small scale with a few activities throughout the year or a
large, professional campaign.
The board will have to make the decision whether this is one of the regular management
responsibilities or if there will be a separate branch or foundation with its own management, perhaps
even its own board. There are a few factors for the board to consider.
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Amount of funds to be raised. For example, if $10,000 a year covers the value-added client service, the
CEO/ED could probably organize events, especially if there is a board committee to spearhead the
work.
Size of the organization. If the organization is small enough that the CEO/ED is heavily involved in
client service and community work, it is probably more effective to hire a fundraising consultant to
oversee an event or two with the support of the board. And, if the organization is large, perhaps at
least an $8 million budget, and is planning significant capital projects, then it is important to have a
separate unit or even agency foundation to look after this work.
Skills and expertise of the CEO/ED. Although this should not be the deciding factor, a board will often
want to hire a CEO/ED to do this fundraising. This responsibility will actually be in the job description.
The caution here is the responsibilities of an operational manager and a fundraising manager require
different management skills, not easy to find in just one person.
Many non-profit organizations have a board committee that oversees all fundraising activities,
working closely with the CEO/ED, as necessary, but not adding to the management workload.
Relationship of Non-Profit Management with Board
The non-profit CEO/ED is the primary liaison with the board. Besides fulfilling the liaison
responsibilities listed above, it is important that the CEO/ED and the other non-profit management
have an open and honest relationship with the board.
Just as the non-profit board should be committed to supporting management in implementing the
strategic plan, the CEO/ED and other senior managers should be prepared to accept that support, ask
for help when necessary, and make sure that the board has no surprises because they have not be told
of difficult, emerging issues.
Non-profit management is challenging work, with multi-faceted roles and responsibilities. If the board
hires the right person and provides ongoing support, the personal and professional rewards are
incredible.
Project Management
Page 77 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Non-Profit Organization: Implementing the Strategic Plan


Jun 28, 2011
Constance Woloschuk
NPO Board Develops Strategic Plan - star-one
Senior management of a nonprofit is responsible for developing the workplan that will guide the
implementation of the strategic plan approved by the board.
The nonprofit board confirms the organization’s vision, mission, core values, and philosophy of
service delivery. They review the current services areas and any emerging issues that might affect
services and the way they are delivered.
Once the context is established, the board identifies goals for the next three to five years. These goals
should be reflective of the mission statement, and be specific, measurable and achievable within the
identified timeline and resources. This is all outlined in the non-profit organization’s strategic plan.
The board might or might not go so far as to develop an implementation plan for their strategic
directions. Typically, though, the Executive Director/CEO of a nonprofit organization consults with
his staff to turn the strategic plan into an organizational workplan, ready to implement over the next
few years.
This workplan is simply the framework for management to organize all the work of the nonprofit
organization, delegate it to the appropriate staff or volunteers, monitor for success, and review and
revise, as necessary.
When to Develop the Workplan
A workplan is usually completed annually at least 6-8 weeks before it begins; e.g. by November for
2012. Workplan discussions should be integrated into the annual budget discussions among
management personnel. For example, a plan to increase number of clients served will have an impact
on budget and staffing requirements.
The workplan could also have an impact on services delivered elsewhere in SGH. If services are
increased in one program, they might have to be decreased in another. This is information needed by
senior management to make decisions for the entire organization.
Project Management
Page 78 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Who Participates in Workplan Development
The workplan will be used by management at each level to accomplish the goals of the overall
strategic plan. However, it is important that all stakeholders are involved in developing the actual plan.
This includes staff and volunteers who are actually do the front line work and those who provide
administrative support to them.
It is important for provide this opportunity for participation so there is a sense of ownership on the part
of the people actually providing service to the public. It also allows the staff who supply behind-thescenes support to have a better sense of the value of their work.
What the Workplan Looks Like
The scope of the workplan can vary from the high level of the work of the entire organization to the
workplans for services units and even for individual staff. However, the key elements are basically the
same.
Typically, all the necessary information is formatted in a table with the following components.








Key areas of activity.
Specific tasks.
Person/work unit responsible.
Resources needed.
Deliverables.
Timelines, including key milestones over the duration of the plan.
Expected outcomes and success indicators.
Regular updates on progress.
Recommended Steps to Follow
Following are guidelines for this process that will end with a completed workplan. If this is a multiservice agency, the plans for the various work units or branches can be submitted to senior
management for ratification. Then, they are rolled up into an integrated plan for senior management to
use.
These are the steps that each manager can use for the workplan of a specific work unit. Or, if the
organization is small, this might be all that is needed for the ED/CEO.
1. Identify each component of the service.
2. Confirm any services that will continue unchanged; document on workplan.
3. Identify any changes in services that should be discussed; e.g. expansion, reduction, elimination,
different focus, shared staff, etc.
4. Develop rationale for these changes; this might include emerging issues about clients and various
services in the service system; e.g. Agency X has received funding to help with applications for
disability pensions which means the organization no longer needs to offer this service.
Project Management
Page 79 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
5. As part of the rationale, all staff should understand the links of that service to the mission, overall
goal, and philosophy of service delivery for the nonprofit organization.
6. Identify resources needed or to be eliminated as these changes are implemented.
7. Identify the timeline for the various tasks.
8. Identify the lead staff who will be responsible for implementation.
9. Identify the expected deliverables and outcomes.
10. If this is the workplan for just one service unit, submit it to senior management for approval or
revision and integration into overall organizational workplan.
11. Once implemented, regularly review the details of this workplan at staff or management meetings at
least monthly; document progress.
12. Revise workplan, if necessary over the course of the year; document rationale for revisions.
13. Take any revision to senior management team for information and/or ratification . If this is the overall
organizational workplan, the ED/CEO takes any significant issues or strategic changes to the board for
approval.
14. Use all the progress information to begin the annual cycle again.
It is important that the ED/CEO and all the staff and volunteers do not feel overwhelmed by the work
to be done. Regular updates at staff meetings, celebrating success and finding ways to address
challenges can help everyone feel that they are moving ahead. A strategic plan is an evolving
document. The workplan that frames its implementation is also being continually reviewed and revised
so the organization can plan and then recognize all the good work it does in the community.
The Long Range Capital Planning Process
Nonprofit Boards Must Plan Ahead for Their Resource Needs to Thrive
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
Dec 13, 2009
Michele Dane
Developing a Long Range Capital Plan - lisasolonynko
Identifying future equipment, building and inventory requirements is a key function of not for profit
leadership. The steps for establishing a plan are explained.
Board members of nonprofit organizations have a variety of duties as part of their directorships. These
include the creation and communication of the business’s mission, vision and values as well as the
development of and adherence to a long range capital plan and budget. The following addresses the
importance of long range capital planning as well as the steps involved in developing a plan.
Project Management
Page 80 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Definition of Capital and Capital Planning
Capital is a productive asset such as equipment, buildings or inventory that is used to produce a good
or service. Nonprofit entities like other businesses rely on capital in order to be able to perform. These
items wear out, need to be replaced or upgraded over time. In addition, new forms of technology come
into the market and the organization must prepare to acquire them.
The long range capital plan projects the equipment, physical plant and other tangible capital needs of
an organization into the future (e.g. at least a five year time period).
Importance of the Long Range Capital Plan
The long range capital plan is essential if a business is to attain its mission and vision because this plan
identifies the resources needed for future sustainability as well as the sources of funds necessary to
obtain them.
Consequently, the plan is important because it:
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Identifies the equipment, physical plant needs (expansion and/or new acquisitions of land or
buildings) and other tangible, major assets needed by the organization to do business and achieve the
goals of the strategic plan.
Ascertains the costs of these items and potential sources of funding. This allows the nonprofit to plan
ahead regarding how it will go about acquiring what it needs through retained earning, the bond
market, debt, etc.
The development of this plan and adherence to it puts everyone in the organization on the same page
in terms of priorities.
Process for Developing a Long Range Capital Plan
The development of a long range capital plan involves the following steps:
1. The long range plan is developed by the key leaders of the organization. They identify the physical
plant, the new buildings, land and equipment required for five years into the future and the
anticipated cost of those items.
2. These items with their costs are assembled into a single list.
3. The list is prioritized by the Chief Financial Officer, committee or executive director. Who is
responsible for prioritizing often depends on the size of the organization. Prioritization is based on
criteria such as ability to achieve a strategic aim, cost/benefit, “must have” nature of the item, and
other metrics.
4. Potential funding sources are identified. For example, revenues are projected over the five year
period. In addition, sources of funding are identified that can be tapped to obtain needed assets.
5. The board then reviews and approves the long range capital plan. The plan needs to be reviewed and
updated regularly to ensure that new critically important capital can be added and less important
items taken off the list.
Project Management
Page 81 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
The long range capital plan is an essential tool for any business, whether profit or nonprofit.The
creation of this plan is a key function of the organization's management and board of directors.
Succession Planning - Replacing Key Leaders in a Non-Profit
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
Sep 30, 2010
Constance Woloschuk
Succession Planning - Choosing Key Leaders - spekulator
The Executive Director resigns and the HR staff retires. Who is left to run this service agency? Non-profit
boards might want to consider these guidelines.
Small non-profit service agencies are usually so busy doing their good work that they do not take the
time to plan ahead for significant personnel issues such as replacing key leaders. Their energy goes
into serving vulnerable clients in their communities and searching for more funding to keep them in
business.
Then, when the Executive Director (ED) is ready to retire, the Board is stumbling. The solution to this
situation is called succession planning. The following points summarize the need for this planning and
guidelines on how to make it happen.
What is Succession Planning?
Succession planning is planning far enough ahead to ensure that there are talented staff internally who
are prepared to succeed the person who leaves by stepping immediately into key management and
other positions that are difficult to fill. The board's responsibility is to make sure that these staff are
actually ready to make this move.
Why is Succession Planning Important?
There are several reasons that it is important to plan for all eventualities of key people leaving the
organization. Succession planning does the following.
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Minimizes the disruption of an unexpected events; e.g. the ED has a health emergency and retires
immediately, the Finance Director has to be fired because of accounting irregularities, or the only HR staff
goes on maternity leave.
Ensures that the public face of the organization continues to function seamlessly for the sake of the
clients, staff, and the credibility of the organization.
Project Management
Page 82 of 124
Management Lesson
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By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Provides opportunity to prepare and train the person so there will be no hesitation in assuming the new
position immediately.
Usually results in raising the standard of training and development throughout the organization.
Anticipates the current and looming workforce shortage in certain areas of experience and expertise.
Steps for Successful Succession Planning
This is where the non-profit board and the ED need to work closely together. The ED is in the best
position to initiate planning for some of the key positions. However, the board is responsible for the
selection of a successor ED. Here are the steps for the board to review and put into practice, working
with the ED. Depending on the size of the board and the organization, it might be just a personnel subcommittee that oversees this process.
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Identify the key positions that will be the focus of succession planning. These are usually the ED position,
financial management, Human Resources, and any senior management position responsible for the actual
service delivery.
Identify what is already known about retirement dates, parental leaves, or any other planned events.
Identify the knowledge, skills, and experience needed to fulfill the responsibilities of these positions. Take
into consideration any planned changes to the operations of the agency.
Develop an inventory of relevant, current competencies among staff.
Involve HR and senior management, which might be only two or three people, in using a staff performance
appraisal process that includes a discussion about career goals, and training and development that might
be needed to achieve those goals.
With that information, the board and ED are able to identify possible candidates and work with HR to
design training opportunities, including external professional development.
Consult with all key stakeholders. This includes making sure that the potential successor is appropriate
and interested. Not everyone wants to move into management.
Communicate the main ideas of the succession plan throughout the organization so the process is as
transparent as possible.
Include in the implementation plan increased responsibilities with ongoing coaching, and supportive
monitoring by the incumbent with support from HR.
Conduct regular reviews to ensure the effectiveness of the succession plan.
If these reviews indicate that the successor is not proving to be suitable, take the opportunity to stop the
process before a final appointment is made.
Succession planning is usually focused on the potential of current staff. However, if the organization is
small, it might be more realistic to also consider someone who is working within the same service
sector as the successor. When the opportunity arises, this candidate could go through a regular
recruitment process with the understanding that there will be opportunity to be groomed for a position
identified in the succession planning.
No matter what the size of the non-profit organization, it is never too soon to begin succession
planning in order to have a smooth transition, whether through a planned retirement or an unexpected
crisis.
Project Management
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Non-Profit Organization: Strategic Plan as a Board Responsibility
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May 29, 2011
Constance Woloschuk
Board Developing Implementation Plan - wagg66
One of the primary responsibilities of a non-profit board is to develop and monitor a strategic plan for the
organization's client services.
The board of a non-profit is responsible for laying out the path for the organization to follow over the
next few years. No matter what the size of the agency, this is an essential component to ensuring
success in its endeavors.
The process for strategic planning is straightforward. However, it is sometimes difficult to keep the
board discussion at a level high enough to be truly strategic. It is highly recommended that an external
person facilitate the process and that the planning discussions include senior management of the
agency.
Review Current Situation
This step includes reviewing all aspects of the current situation to make sure that everyone understands
exactly what is going on right now.
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Confirm the organization’s vision, mission, core values, and philosophy of service delivery. There are not
usually any revisions to these foundational statements, but, occasionally, the language needs to be
updated or refocused.
Review current service areas with enough detail about strengths and challenges to bring the services to
life for board members.
Consider any emerging issues that might affect services and the way they are delivered. These might
include a change in the client demographic, a significant decrease in funding opportunities, the opening of
more community agencies doing similar work, or even increased staff turnover.
Distribute this information to the board ahead of time so they are well prepared for the discussion and
decisions. This information provides a rationale for any changes to services over the next few years.
Three years is usually the minimum duration for a strategic plan that is reviewed and updated
annually.
Identify Goals for the Next Three Years
The overall purpose of the organization is turned into specific goals that are still in keeping with the
mission statement.
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Identify primary areas of service activity. For example, these might be maintaining supportive housing for
young, single mothers, operating an alternate school for single parents, and coordinating grocery
programs for the entire service network.
Set goals for each area of activity. The board has an informed discussion about appropriate goals for each
primary service area for the next three years. These goals might be stabilizing and maintaining a current
service, expanding another service, or even eliminating a service.
Be specific and measurable. For example, “by December 2012, there will be a 30% increase in donations of
money and goods to the grocery program” or “by March 2013, the school program will be merged with
that of (name of other agency) and separated from the two agencies with its own board of governance”.
Explore options. For example, a pilot project to be reviewed after six months might be more feasible than
an ongoing commitment to a new service.
Reality Check for the Strategic Plan
Once these goals are established, the board needs to do a reality check to ensure the following.
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The goals are achievable. Due consideration is given to any significant barriers to changes in service. These
might include restrictive legislation, funding mandates, union contracts, or community and political
resistance.
The agency has the resources to achieve the goals. Resources include funding, staff, volunteers,
community partners, facilities, or whatever else is needed to operationalize the goal.
The timeline is reasonable. The board sets a realistic timeline for meeting each goal. It is better to allow
extra time for unexpected situations, and then finish early, than to fail at meeting an unrealistic deadline.
Ensure consistency of all goals with the vision, mission, and core values of the organization. Non-profit
organizations are notorious for taking on too much in the name of well-intentioned client service.
Mandate drift dilutes resources so all stakeholders and all services suffer.
Develop the Strategic Implementation Plan
The implementation plan is the workplan that provides a framework for management to get the work
done to achieve the goals. Here are the usual components.
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Areas of activity
Specific tasks
Person/work unit responsible
Resources needed
Deliverables
Timelines, including interim benchmarks over the three years
Expected outcomes and success indicators
Not everything has to be done at once. There will be more positive results from working wholeheartedly on just one goal at a time then scattering resources over several. Build those staggered
timelines into the implementation plan, if necessary.
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Communication About the Strategic Plan
Communicate the main points of the strategic plan to the key stakeholders. This includes the staff and
volunteers, funders, community partners, politicians who can influence decisions about policy and
funding, and the clients. As appropriate, let each group know what is being planned and how they
might be involved.
Be willing to accept feedback and even make revisions based on pertinent information. If there are
going to be formal evaluations of certain services, let these stakeholders know how and when they will
be able to contribute.
Role of the Board in Implementing a Strategic Plan
One of the board's primary responsibilities is to develop this strategic plan to give direction to
management. However, they do not just hand it over and check in three years later. Here are a few
ideas for ongoing monitoring and support.
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An update on significant progress and challenges from the Executive Director/CEO to the board chair
at their regular monthly meetings.
A formal progress report from the Executive Director/CEO on progress of the plan’s implementation is
a regular agenda item for the board at least quarterly. This might be a time for review and revision.
Management accessibility to individual board members for input, professional advice, and support on
specific tasks as the plan progresses.
Ongoing informal encouragement of board members to management and staff with more formal
celebrations of benchmark achievements.
In diligently following this entire process, the non-profit board develops a tool for planning and
monitoring the work of its organization at a strategic level. This is the greatest support it can offer
management, staff, and volunteers who perform the day-to-day work of client service.
Using Strategic Planning in Non-Profit Organizations
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Dec 5, 2010
Tracey Lloyd
Strategic Planning Can Help Non-Profits - arinas74
Strategic planning is important for non-profit organizations as it will assist the group to identify threats and
opportunities.
Many community and non-profit organizations do not undertake the important process of strategic
planning. Reasons vary but include:
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beliefs that undertaking strategic planning will take too much time;
not understanding how to do strategic planning; and
thinking that strategic planning is only for large corporations.
Strategic planning does not have to be a difficult or time-consuming process. In fact going through the
process of strategic planning can enable a non-profit organization to discover insights into the
organization, its processes, people and clients or members.
The Theory of Strategic Planning
According to Armstrong (1982) formal strategic planning is the deliberate examination of future
capabilities, opportunities and threats, and the process requires the support and commitment of key
stakeholders such as board members, managers, employees, clients and members.
Strategic planning encourages considering the bigger picture of the organization and the longer-term
view. The use of formal strategic planning processes and systems can also provide direction, control
systems and metrics for a non-profit organization (De Wit & Meyer, 2004).
Benefits of Strategic Planning
For community and non-profit organizations the process of strategic planning has many benefits
including gaining understanding of the current state of the organization, providing an opportunity for
new ideas to surface and identifying potential opportunities and strategic alliances. The strategic
planning process can also be used as a team-building exercise and an opportunity to increase
engagement of staff, members and clients in the organization’s future.
Using a Formal Strategic Planning Process
Using a formal process to undertake strategic planning in a non-profit organization will assist the
organization to identify all possible impacts on an organization. Armstrong (1982) recommends using
a four-step process and an ongoing seeking of commitment from key stakeholders.
The four steps in Armstrong's process are:
1.
2.
3.
4.
Specify objectives;
Generate strategies;
Evaluate strategies; and
Monitor results.
Using these steps in conjunction with an external facilitator can assist non-profit organizations to
ensure that a considered response can be provided for any future impacts on the organization.
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Elements to Consider When Developing a Strategic Plan
At its heart, a strategic plan is a review of current and past performance of the organization and a best
guess of the likely impacts on the organization in the near to mid-term future and plans for how the
organization will react to negative impacts and maximize growth potential.
Non-profit organizations should consider their funding base. Questions to ask include:
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Is the organization dependent on funding from a statutory body?
What is the chance that the organization will lose this funding in the future?
Is there an opportunity for any increased funding?
Are the members satisfied with the current services offered by the organization?
Will the members or clients have changing needs over the time frame of the strategic plan?
Will the potential member base expand or contract over the time frame of the strategic plan?
Will there be a need for a major infrastructure developments or changes in the way the organization
may be required to do things, for example the need to obtain licenses in order to operate?
The process of strategic planning is important for community organizations as it allows the
organization to review the resources it currently has and identify where gaps may need to be filled in
the future or where there is a potential for a new service or strategic alliance. The overarching
objective for the organization can also be set which allows an organization to respond to challenges in
a considered manner.
References
Armstrong, J. S. (1982). The value of formal planning for strategic decisions: review of empirical
research. Strategic Management Journal, 3, 197-211.
De Wit, B. & Meyer, R. (2004). Strategy process, content, context: an international perspective (3rd
edition), Thomson, London
Essential Elements of Strategic Planning in Non-Profits
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Aug 19, 2010
Robert Elkington
Strategic Planning Sets Direction - clarita
There are four essential elements for effective strategic planning in Non-Profits: Leadership, Strategy,
Organizational Culture, and Operations.
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When developing a strategic plan, a non-profit will need to identify and list the essential elements
(McDonald, 1999) in setting direction. Once the essential elements have been identified and
catalogued, the team can move on to the process of setting direction through developing a strategic
plan.
The Four Essential (Key) Elements in Strategic Planning
1.
2.
3.
4.
Leadership (Key people),
Strategy (Key choices),
Organizational culture (Key understandings) and
Operations (Key capabilities).
Eseential Element Number One: Leadership (Key People)
One of the key determinants of the health and vitality of any organization is the current state of the
leadership within the organization. The strategic planning team should be made up of those who are
leaders within the organization. As both Kotter (1996: 175-186) and Collins (2001: 12-64) point out,
in the 21st century every person within the organization should have leadership capacity. This means
that good leaders will first choose the right people before embarking on a journey of doing the right
things.
If a non-profit is to develop an effective strategic plan it will first need to identify who the key people
(leaders) are within the organization and then bring those people together to collaborate on and support
all of the elements of the emerging strategic plan. The following criteria should help in selecting those
within the organization who are leaders:
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Competence: These leaders are people who have exhibited key competencies in their areas of focus, but
more than this, these are people who exhibit a tendency to life-long learning.
Credibility: These leaders are people who are respected and listened to within the organization.
Commitment: These leaders have shown remarkable commitment to the organization through innovation,
hard work and endurance in tough times.
Courage: These leaders have emerged within the organization because of their remarkable capacity to
take risks and to act ethically, even when to do so may have been costly.
Essential Element Number Two: Strategy (Key Choices)
The second aspect of setting direction for a non-profit organization is the need to work with the
leadership to develop a strategic plan. The world of the 21st century is a complex network of
interconnected systems. Within complexity, often, there are not solutions, only choices.
Developing a strategic plan does not necessarily identify solutions to what may be perceived of as
problems. Rather, a strategic plan enables the non-profit to make some key choices based upon
effective contextual research and collaboration. In order to set direction for a non-profit, a strategy
needs to be developed. The strategy will include the following core elements.
Strategic Framework: How Will This Non-Profit Derive a Strategic Plan?
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The strategic framework refers to the specific mechanism/s that will be utilized to develop the strategic
plan. Some examples of approaches to strategic planning are:
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SWOT analysis
Organic strategic planning
Emergent strategic planning
Systems theory planning
Simple linear process of strategic planning.
Driving Force: What is the Driving Force of This Particular Non-profit?
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Why was this non-profit started?
What was the passion of those who started this non-profit?
What is the passion of those who currently lead this non-profit?
Essential Element Number Three: Organizational Culture (Key Understandings)
The organizational culture of a non-profit is extremely important. The strategic planning team can get
a read on the organizational culture by researching and by brainstorming together concerning the
following areas:
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Values: What does this non-profit value? Our documents may state that we value those who are poor, but
if we never work with the poor, never assist the poor and have no programs to uplift the poor and to
engage poverty reduction, can we truly say we value the poor?
Traditions: What are the traditions that are held precious by this non-profit? What can be jettisoned and
what must be maintained even though it may be archaic and outmoded? Many a strategic plan falters
because it does not have buy-in from key people within the organization because at some point it defies,
ignores or undermines some long held and precious tradition within the organization.
Norms: What are the accepted ways of functioning within this non-profit? What aspects of the strategic
plan will challenge accepted norms? If the employees of the non-profit are used to working thirty hours
per week and this is the agreed upon norm, but the strategic plan identifies a need for thirty-five hours
per week, how will this norm be challenged or changed or addressed?
Adaptability: How reflexive is this organization? Is it so bound by traditions and norms that it cannot
quickly respond to a changing environment? How will the strategic plan address this question of
adaptability?
Essential Element Number Four: Operations (Key Capabilities)
It is helpful, when developing a strategic plan, to be aware of current resource strengths and resource
limitations. Some core areas to be identified when reviewing the operational capacity of an
organization are:
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Structure: is the organization hierarchical or flat in its leadership/management profile?
Resources: What is the current resource profile with respect to:
Financial capacity?
Human resource capacity?
Donor capacity?
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Good will?
Record, Review, Reflect and Refine the Essential Elements
The strategic planning team will need to work through each of the four areas mentioned above. It is
extremely beneficial to codify findings through clearly and carefully written notes that are available to
the entire team for review and for reflection. It may be extremely beneficial to compile the notes,
review the notes, reflect on the notes and then return as a team to refine the four essential elements of
setting direction.
Sources:
Collins, J. 2001. Good to Great: Why Some Companies Make the Leap and Others Don’t. New York, NY. Harper Collins.
300p.
Kotter, J. P. 1996. Leading Change. Boston, MA. Harvard Business School Press. 173p.
McDonald, P. 1999. "Strategic Planning and Goal Setting." Doctoral lecture notes
For-Profit Marketing for Nonprofit Communication
Comprehensive Nonprofit Marketing Strategy to Meet Multiple Goals
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Jul 26, 2009
Molly Schar
Hit Targets with Nonprofit Marketing - jaylopez
Nonprofits may lack the resources and know-how to implement an organizational marketing strategy
employing effective marketing tactics used by corporate counterparts.
For organizations designed to operate without profit, marketing is often seen as an unnecessary
expense. The gap between spending on marketing – and the corresponding results – by for-profit
corporations and nonprofit organizations is substantial. It is often a philosophical difference.
Corporations believe they exist to make money. Nonprofits believe they exist to perform the work of
their mission. But where will the resources to do that important work come from without effective
marketing?
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Employing an Integrated Nonprofit Marketing Strategy
An integrated marketing strategy will tie together all nonprofit communications with a unified
approach and consistent branding. While marketing functions often exist in different departments in an
organization – fundraising communications in the development department and volunteer recruitment
communications in the program department, for example – it is possible to create a comprehensive
marketing plan to reach all stakeholders (groups that have a meaningful interest in the organization,
such as donors, volunteers, employees, board members and governmental agencies).
In Nonprofit Marketing: Marketing Management for Charitable and Nongovernmental Organizations
(2006), Roger Gomes and Patricia A. Knowles outline the dimensions of nonprofit marketing:
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Planning – The marketing plan must be tied to the strategic plan of the organization. Research during this
stage will help inform the overall marketing plan. It is often helpful to bring in staff members who
communicate with specific groups of stakeholders to gather input and build consensus.
Positioning – Nonprofit organizations compete for attention not only with other worthy causes, but with
all marketing messages bombarding stakeholders. The first challenge for a nonprofit, say Gomes and
Knowles, is “becoming well-known to the community it serves.” The next step is to influence the public’s
perception to create a favorable image. Finally, the nonprofit tackles the task of differentiation to frame
how people perceive the organization in the context of similar nonprofits.
Communicating – A variety of tactics can be used to communicate with different stakeholders. Each
audience will require its own set of tactics, such as press releases for members of the media and
advertising for volunteer recruitment. The list of communications activities will likely be long, and should
be coordinated so that individuals from more than one stakeholder group receive consistent information
in a respectful timetable.
Attracting Resources – The ability of most nonprofits requires the attraction of time, talent and treasure.
Time and talent refer to the contributions of volunteers, who might support an organization’s service
delivery, help with back-office operations or perform leadership roles. Treasure refers to the role of
financial donors, both large and small, in providing the organization with money and in-kind contributions
to pay for the organization’s activities. This marketing dimension must be carefully coordinated to
conform to best practices in volunteer management, leadership development and fundraising.
Nonprofit Online Marketing Can Help
An online presence with a website is no longer optional for most nonprofit organizations.
Communication by email is rapidly replacing costly postal mail as the preference of organizations and
their stakeholders. To translate this move to online communication, from email blasts to interactive
websites to social networking platforms like Facebook and Twitter, nonprofit organizations must
employ new technologies.
Nonprofit marketing software providers such as Convio, Compass and Groundpring offer solutions
that work directly with an organization’s database to automate marketing communications with
segmented audiences. This will not replace the integrated marketing plan, but rather become an
important part of that plan.
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Successful nonprofit organizations can embrace the marketing strategies of for-profit corporations
while honoring their mission and commitment to good stewardship of donated funds. Marketing for
nonprofits need not be – or create a perception of being – expensive, but it should be professional.
Creating Strategic Business Plans - Acquisitions
Professional Small Business Development - Plan Components
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May 28, 2010
David Zietlow
Success - jscreationzs / FreeDigitalPhotos.net
Growth through strategic acquisition requires well reasoned and actionable strategy. Key stakeholders require
comprehensive business plan detail.
Organizational senior leadership must articulate a clear strategic rationale and the benefits derived
from an acquisition. Small and start-up business are particularly challenged to create these
professional business plans to meet the need of diverse and demanding groups of stakeholders.
Identification of target investors, superior actionable market strategies, realistic financial models,
combined company synergies, cost of culture acclimation, and strategic vision are essential elements
of the business plan.
Components - Small Business Plans
Identifying actionable strategies supported by meaningful data is the cornerstone of an effective
business plan. The utility of the plan is in the articulation and execution of its strategy. Components of
business plans focused on growth through acquisition are:
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Executive summary - Tightly worded discussion that centers around current business situations and
prospective acquisition. Acquisition discussion encompasses markets, products, sales channels,
potential synergies, cost savings, price opportunities, risks, operational issues, and financial impact.
Alternate organic strategies should also be communicated.
Individual sections focus on complementary, redundant, or strategic gaps, including: market positions;
product portfolios; sales channels; overhead; operations; brands, and human capital.
Detailed realistic financial projections.
Effective action plans driving outcomes for each of these sections need to convey focused, data driven
statements.
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Characteristics - Professional Business Acquisition Strategies
Each component section of the business plan is driven by common characteristics of success. The
successful integration of a strategic acquisition is dependent on identifying synergies, financial capital
impact, and risk vs reward. A strategic business plan needs to be developed for the current business in
order to assess the impact of an acquisition.
Identifying synergies focuses on the prime rationale for that acquisition. Development of these
synergies through fact based data analysis requires answering penetrating questions. These questions
are particularly important for small businesses and include:
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Do the combined organizations fill a critical product gap?
What is the cost of filling that product gap through new development vs acquisition?
Do the combined companies open new market channels for existing products?
Do the integrated companies gain geography or an international presence?
Risks vs rewards inherent in an acquisition must be honestly and objectively assessed. Questions that
need to be answered include:
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What are the business cultures and how can they be integrated?
What are the best practices of the combined companies and how will these be assessed?
How will the rationale of leadership, people, and facilities be handled?
What are the potential cost savings?
What are the market share gains?
What are the risks of intellectual property loss and key customer losses?
What is the impact upon the sales forces?
What is the real financial cost of this transaction?
Balance these answers against the systematic risk involved. Most small businesses over-estimate the
benefits and understate the integration risk. These strategies need to be objective, data driven and
realistic to develop an effective business plan. The financial acquisition model developed must be
honest and objective in its assessment.
Assistance - Developing Acquisition Business Plans
Advice for developing business plans is readily available. Libraries and bookstores abound with
resources. Many local colleges offer courses with government grants potentially available.The
leadership team's need for assistance is dependent on the complexity of the acquisition transaction, the
investment capital required, and potential investor makeup. Consulting firms focused on guiding
company leadership through the process, such as Bizplanit, offer professional templates and advice on
accessing capital markets. The organization's leadership should weigh the cost of professional
assistance on a case by case basis.
Growth through acquisition is not a panacea for all organizations. Tough questions regarding culture,
customer, brand, and human capital integration require answers. This analysis forms the basis for the
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acquisition integration strategic plan. The plan should be actionable, measurable, and be accountable
for delivery of the identified synergies
Action Plans Make Strategic Planning Meaningful
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Jul 9, 2010
T. Gopinathan
Action Plan Template - Ivan Walsh
Without detailed and measurable action plans to implement the strategic plan, the latter will remain just a
dream, of no use to the organization.
Businesspersons can write the best small (or large) business plan based on carefully developed
strategies. However, these will remain paper plans so long as the plans do not include specific action
steps to implement the strategic plan.
What are Strategic and Action Plans?
Strategic plans are broad indications of how an organization plans to achieve its mission. For example,
a small business might plan to use guerrilla marketing tactics to generate sales for its product, which is
supplied by many other competing suppliers. It might even indicate the specific tactics to use.
The plan so far is only an indication of the business' intentions. It is action planning that results in
actionable specifics that will really help make these plans a reality. Without such specifics, actions
could be wasteful and even fail completely in producing desired results.
Action planning focuses attention on the ground realities and forces the planners to come up with
specifics such as, the ad agency to approach to conduct a campaign, the person who will work with the
agency, the amount of money needed to conduct an ad campaign, the target areas to be covered by the
campaign and several other details.
Action plans thus add the dimension of realism to top level plans. Action plans are developed for all
the functions and departments involved. Ideally, every individual employee must have an action plan
tailored to higher level plans. Together, all the action plans will lead to accomplishing the top level
strategy.
How are Action Plans Developed?
When developing a business plan, even a small business will find it helpful to start with broad, top
level plans outlining the mission and vision, and the overall strategies to be adopted for achieving
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these. Development of broad strategies for marketing, operations (e.g. the technology to be used) and
financing (e.g. the approach to use for raising needed funds) can provide a sense of direction on how
to proceed.
Accomplishing each of the strategic goals will typically involve breaking it down into several
subsidiary level goals, objectives and results. For example, the broad goal of raising 50% of needed
finance from banks might involve developing a detailed project report that will be acceptable to banks,
approaching several banks and other institutions with the report to gauge their response, and
negotiating a loan on terms the business can afford.
Top level plans are converted into next level plans by going into needed details to identify the specific
steps needed to accomplish the higher level goal. Action planning will be complete only when the
planners have reached the bottom level of "to do" lists of detailed actions, such as phoning the
manager of a particular bank for a presentation appointment.
In addition to action descriptions, action planning also involves:
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Identifying the sequence of the actions
Specifying who will do what and when, e.g. the persons and timelines
Identifying the personnel, equipment and other physical resources needed to accomplish the goal
being pursued, e.g. completing the bank loan negotiation will typically require the help of a finance
specialist
Estimating the monetary resources needed to make the physical resources available and to take all
needed actions
Describing how progress in achieving the goals will be monitored; this is typically done by developing
measures to gauge progress and implementing systems that will use these measures to track and
report progress.
Note that the last of the steps, monitoring, is extremely important. Without it, not only will it be
difficult to know whether a goal has been successfully achieved but also to know how effective
different courses of action had been in achieving specific results. With good systems in place, the
business will be improving its effectiveness by identifying the best means to achieve specific results.
Action planning translates top and lower level goals into specific actions, resource requirements and
timelines. At an actionable level, each manager of the business will know what results are to be
achieved, the actions and resources needed to achieve it and timelines available to execute these. A lot
of groundwork is typically involved in developing such specific action plans.
Strategic Planning in Business
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Jul 22, 2010
Maureen Cutajar
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Strategic Planning Process - daecon
For an organization to be successful and prosperous it needs to perform strategic planning and
implementation.
A successful organization needs a strategic business plan that outlines the goals and objectives for the
future. In addition, it also strives for satisfactory performance to achieve the desired targets.
These two activities are achieved via strategic planning and implementation. Strategic planning is
concerned with the setting of the organization’s targets and objectives, whereas strategic
implementation is concerned with the planning on how to achieve the identified goals.
Strategic Planning Process
The strategic vision of an organization forecasts the overall goals of the business within 5 to 10 years
time. The strategic plan takes into account a number of functions within an organization by conducting
an internal and external scan in relation to its resources, products, customers, competitive advantage,
costs and profitability. Strategic planning is drawn up by conducting a SWOT analysis in which
executive managers evaluate the strengths, weaknesses, opportunities and threats relating to the
organization.
Successful organizations ensure that their long term targets and objectives are clearly defined and that
these are regularly reviewed and updated. When drawing up a strategic plan the main sections
concerned with defining the strategy of an organization revolve around three fundamental questions:
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Where are we now?
Where do we want to be?
How do we get there?
Strategic Business Plan Implementation
The strategic plan implementation is concerned in achieving the goals of the organization outlined in
strategic planning. Strategic implementation concerns are usually included in the organization’s
strategic plan and these include the following areas:
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Research and development
Investment in information technology
Investment in human resources
Organizational development and change
Strategic Business Planning Process
A strategic business plan outlines both strategic planning and implementation since there is no scope
in setting a business strategy without defining the methods on how to achieve the goals and targets of
the organization.
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10/08/2011
The end result of a strategic business plan will thus include:
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The organization’s mission statement and its vision. This will set the tone of the strategic plan stating the
current state of the organization and where it will be in 5-10 years time.
Strategic implementation will go into further detail splitting the goals and objectives into smaller
achievable targets to meet the organization’s vision statement. This section will include specific data that
includes areas such as human resources, costs, profitability and time schedules.
Operational Activities
Once the strategic planning and implementation have been established they are translated into specific
actions at all levels of the organization. The overall strategic plan can only be achieved if each section
performs its role effectively within the organization. Line managers will then review the progress
made towards achieving these goals.
Strategic Planning for Social Enterprise and Nonprofits
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Mar 9, 2011
April Cullen
Strategic Plan - GCS
Evaluating the need for a strategic plan, and how it might be useful to any organization at every stage of its
development
When Should You Have a Strategic Plan?
Start up
Don’t be fooled by this term – start up. This is not only at the time of forming the organization, though
it implies that this is the only definition. Start up can also involve expansion into other activities, or the
establishment of a new social enterprise arm of a nonprofit to support the cause.
The needs of an organization at this stage of its development will be unique. The primary concerns are
the fundamentals – establishing the framework of the organization, introducing it to the greater
community, and building its message, processes and financial base.
With a new enterprise as an off-shoot of an existing organization, the needs are similar. The division
or entity must set out how it will do business, who will oversee it, how will become financially viable,
and how it will get its message out.
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At this stage, the plan is essential to establish partnerships with funders and other potential supports
and stakeholders. The history of the organization may be scant, but any developments that have
contributed to the development of the newly formed entity should be recorded and recognized.
Expansion and Growth
As the organization grows, there may be a need to hire more staff, recruit more volunteers, approach
additional funders, or expand the capacity of the organization. At this stage, capacity building is key.
Expansion presents challenges, particularly for founding members, who feel an emotional attachment
to the organization and its history. Original leaders need assistance to expand and trust others to take
responsibility for the growing organization.
Reviewing the history, development, mission, vision, and future potential of the organization during
the expansion phase will help re-establish its focus, and determine what is working and what needs to
be tweaked or realigned to better meet the current and future needs of those it serves.
This is also a time to review the social mission and ensure that you are staying on track. The key to
social enterprise is the concept of multiple bottom lines. If you are not achieving the social bottom
line, you may be putting the organization at risk. This is your opportunity to evaluate your
performance, and make key decisions that will determine whether you will continue to expand or
perhaps decide not to proceed with expansion into areas that do not relate to your social mission.
If the decision is to proceed, the strategic plan will guide your path, and the implementation plan will
provide a step by step approach to reaching your goals.
Stability
Stability can sometimes become staleness or mediocrity.
It is important to review your performance regularly, monitor your implementation plan if your
organization already has a strategic plan, and make revisions where necessary.
If the organization has never completed a strategic plan, this may be the prime time to develop one.
Stability allows you the time to dedicate staff resources, and hopefully the ability to commit financial
resources, if necessary, to the development of your plan.
This activity may also light a spark in the organization, and create renewed excitement and
enthusiasm.
Decline
This may seem counter-intuitive, but even in a time of decline, organizations can use the strategic
planning process to re-examine the organizations strengths, weaknesses, opportunities and threats
(SWOT), re-establish the mission and values, and brainstorm solutions to the challenges.
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Revisiting an existing strategic plan can help refocus stakeholders, staff and board members. Tackling
problems and issues head on can result in creative problem solving. Reviewing previous successes can
also reassure the group and improve confidence.
Strategic Planning Principles Apply to All Organizations!
The principles we have reviewed in this article, as well in my previous articles on strategic planning
for the social sector, can be applied to any organization. They are relevant for nonprofits, social
enterprises, for-profit businesses, or public institutions.
The key element that characterizes the nonprofit or social enterprise is the inclusion of the social
mission. The strategic plan must address this element in order to provide an appropriate
implementation strategy to protect the organization’s raison d’etre.
ABCs of Strategic Planning for Social Entrepreneurs
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Feb 24, 2011
April Cullen
Social Enterprise - Noobpreneur
Outlines the building blocks and basic format of a strategic plan for social entrepreneurs and nonprofits.
Where to start developing a strategic plan.
The ABCs of Strategic Planning for Social Entrepreneurs
A strategic plan for a social enterprise or nonprofit is fundamentally the same as a plan for a for-profit
venture, from the perspective of the components that go into the "business" side of the plan. Defining
your vision, mission, and values; providing a history of your organization; scanning the environment
to understand your challenges and opportunities; projecting your financial sustainability and your
plans to reach the financial "sweet spot" where your organization is operating in a break even position;
and setting out the goals that arise from the collection and analysis of this data in an actionable way
are all identical to the process followed in the for-profit world.
The differences arise in the additional components that address the social bottom line of your
organization. In a for-profit firm, the bottom line is profit. All activities are aimed at achieving profit,
maximizing profit and growing profit into the future. For social entrepreneurs, there may be a profit
orientation, but it is always connected to the social mission or cause. The raison d'etre of social
enterprise is the "social" mandate. Without this social mandate, your organization would merely be
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another for-profit entity. The social mandate is what sets you apart, and must be incorporated into your
strategic plan.
How Is a Strategic Plan Different from a Business Plan?
At first glance, it would appear that the two terms are interchangeable. There are some similarities, to
be sure, but a strategic plan takes a bigger picture view, and projects farther into the future. Business
plans are primarily budget-oriented documents, and are often used by start ups. This is not to imply
that background information or relevant situation analysis do not form part of the business plan, but
the focus is different.
A strategic plan can also include input from stakeholders, such as volunteers and supporters. This
input is very valuable, and helps create an additional level of buy-in for the plan. A static plan that sits
on a shelf and does not have the support from key staff, board members, and other stakeholders, is a
waste of time, effort, and money. Ideally, you want your plan to be a living document, that contains
actionable implementation plans, and a feed back loop to allow progress checks at critical points to
ensure the plan is working. These critical points could be specific timelines set out in advance, or they
could be events that cause the organization to revisit the plan to regain focus or to make amendments
to parts of the plan that are no longer relevant or have been unsuccessful.
Many practitioners use the terms interchangeably, and it is important that you understand what process
you are engaging in, no matter what you choose to call it.
Where to Start in Your Strategic Planning Process?
The first priority is to decide that strategic planning is your goal. Questions to ask include:
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Are we looking for a long range plan, or a shorter term, operational plan?
Do we have the resources and time available to pursue this right now?
Does the leadership of the organization support this process?
Do we have the capacity to develop the plan internally, or do we need the services of an outside
expert to assist us?
Once you address these questions, you can begin the journey.
Why Are These Questions Important to the Development of a Strategic Plan?
If you need a shorter term plan, then it may not be necessary to engage in this process of strategic
planning at this time. Be sure that this is what your organization is looking for, and that it meets its
needs.
If you do not have the resources, you must decide if you can find the funding or the staff to develop
your plan in an effective way. There are funds available from various sources to fund a strategic plan,
depending on your location. Investigate your eligibility for grants from foundations or other
community funders, or even government grant programs, to support the financial aspects of your
activity. Your senior staff and board must also be prepared to participate, through the data collection
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phase, meeting at critical junctures in the process to ensure the plan is on the right track, and in the
implementation phase.
If you do not have the buy-in of the leadership of the organization, you are doomed to fail.
Implementing a strategic plan requires the entire organization to participate willingly and
enthusiastically in its implementation. Again, you don' t want a plan that sits on a shelf.
Your organization must also decide on who will do the bulk of the work. You can do it internally, if
you have the staff and resources to do so. You must also have the expertise, or be willing to have key
people receive training to develop the expertise, to ensure the plan is done in a meaningful way. If you
do not have the ability to complete this internally, but can support an outside expert, you can utilize
the services of a consultant. The consultant can do the heavy lifting, or you could have a member or
members of your organization support the work of the consultant by doing some of the research or
compiling information. The report could be written by the advisor, or they could be hired to provide
guidance. There are many options, and you should choose the one that most closely meets the needs of
your organization, in terms of affordability, availability of internal human resources, and the level of
knowledge and expertise you may have on your staff already.
So, You Have Decided to Proceed...
In the next series of articles, we will look at the various components of a strategic plan for social
enterprise and nonprofit organizations. Stay tuned!
Strategic Planning in the Social Sector
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Feb 21, 2011
April Cullen
How strategic planning can be used in the social sector. Is it really necessary, and what approaches work best?
This is the first in a series of articles.
What is strategic planning?
Strategic planning is looking at the big picture and reviewing where you have been, where you are,
and where you should be going. It is understanding the environment your organization is working in
and discovering your purpose and direction. Through analysis of your current position, your strengths
and weaknesses, your competition, your mission and vision, and the capacity of your organization to
set and reach your strategic goals, you will ensure you are establishing a path to follow into the future.
If you do it right, this path will suit your goals, values, capacity, and resources!
There is no point in developing a strategic plan if you have no intention of following it. The leaders in
the organization must be onboard. A thorough plan will include input from all stakeholders. In the
social sector, this is extremely important. Board members, staff, clients, and supporters all have a stake
in the success of your plan. Most organizations in the social sector depend heavily on community
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engagement for funding and volunteers. If you overlook this element in your plan, you will have more
difficulty achieving your strategic goals.
Strategic planning also involves all aspects of the organization. This is where the "business"
terminology can be overwhelming to the nonprofit world. It doesn't need to be overwhelming,
however, when you understand how this approach can benefit the social cause of your organization,
not just your financial success.
Be realistic!
Developing a strategic plan can involve some brainstorming and day dreaming, but the
implementation stage of the plan is where you will discover if your ideas are actionable. To avoid
spending a lot of time and money on a plan that sits on a shelf or spells out steps that are beyond your
capacity to implement, you must take your time and be honest about your organization's strengths and
weaknesses. You must assess your strategic advantages in your market, and you must have a realistic
understanding of your financial and human resources.
In the social sector, the values of your organization will also dictate your strategic direction. In this
sector, there are multiple bottom lines, and the social imperatives of your organization are as important
as your financial requirements. Your goal is not profit, but sustainability. If you are trying to do too
much or are not focused on your primary social strategy, you will have difficulty with sustainability.
Be thorough!
It is important not to take short cuts in your planning process. You must be prepared to dedicate time
and effort and to ensure you have the commitment of your board and senior staff. If you choose to
conduct the process internally, someone must be named as the lead to keep things on track. It is often a
better idea to bring in an expert to do the leg work. Your staff will be required to provide information
and to meet regularly with the consultant to review each step of the plan. The main work, including
collecting information, reporting, and writing the plan, will fall on the shoulders of the consultant.
The expert should be able to offer experience in strategic and/or business planning, as well as have an
understanding and appreciation for the social impact your organization hopes to achieve. Your social
impact must be included in your plan.
Funders and Partnerships
Some funders, such as foundations, will provide funding for a strategic or business plan and then
provide additional funding to assist in the implementation of the components of the plan. The benefit
to the organization is the ability to provide detailed goals, strategies to achieve those goals, and a clear
picture of what it will take in both financial and human resources to be successful. An organization
that has a concrete, actionable plan has a much greater chance of attracting funding partners and
sponsors.
In the next article, we will look at the different approaches to strategic planning and how they can be
used appropriately to suit the needs of organizations facing different challenges.
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Social Plus Innovation Equals a New Definition for Success
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Feb 6, 2011
April Cullen
Social innovation definition. Social innovation produces value. Introduction to the "fourth sector".
Social Innovation - what is it?
Enter "social" in Dictionary.com. It shows it is an adjective, and among the various definitions, you
will find "of or pertaining to the life, welfare, and relations of human beings in a community," and
"noting or pertaining to activities designed to remedy or alleviate certain unfavorable conditions of life
in a community, especially among the poor."
The most relevant definition refers to the relations and welfare of people in a community. This implies
social problems, environmental sustainability, social responsibility, and relationships are part of the
concept of "social." To understand social innovation, you have to be open to concepts that go beyond
the limited approach of poverty alleviation.
Now that we have a clearer definition of the meaning of "social," what about "innovation"? What
comes to mind when one thinks about innovation? It evokes visions of science, medicine, and
education. In reality, stripped of its implied meaning, the definition is as basic as "the introduction of
new things or methods." It is something different, something new. It could include advances or
discoveries in the fields of science, medicine, and academia, but it is not limited to these areas. Again,
from Dictionary.com, "something new or different introduced ... the act of innovating; introduction of
new things or methods."
Social + Innovation = ?
Social innovation is fundamentally about blending the social and economic impacts of a project, idea,
or activity. The benefits that accrue from social innovation flow to both the society as a whole, in
measurable terms, and to the social good, which is more difficult to measure in some instances. A
socially innovative idea is one that may address an unfavourable condition in a community, and
provide a new or unique strategy to the potential solution of the problem.
For example, highlighting the difficultly in Afghanistan for farmers to move away from the poppy
industry, where a large percentage of the world's opium is derived, a socially innovative company
called The 7 Virtues has taken the approach of enticing farmers to grow orange blossoms. The oil of
the orange blossom is then transformed into a perfume that is then sold in North America. Everyone
benefits - there is profit made at all levels of the supply chain, and the direct benefit to the people of
Afghanistan is measurable. The company projects that 400 people in the community benefit with each
venture in this new agricultural approach. This is what social innovation and social entrepreneurship is
about.
The challenges faced by modern society are not limited to economic prosperity or the lack of it. There
are environmental concerns, economic and community development issues, and community capacity
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building challenges. The most promising approach to tackling these issues would appear to be social
innovation. Traditional solutions have been tried, but the problems persist or have become worse.
The divide that exists between traditional sectoral interests must be overcome. The emerging "fourth
sector" is a vital component to future success in our social development. The public sector, private forprofit sector, and the non-profit sector must accept the innovative hybrids of social enterprise and
socially beneficial organizations. These traditional sectors have existed in silos for far too long. In
order to adequately address the challenges we face, we must find new ways to do things.
The role of social innovation is that of catalyst and problem resolution in the face of economic
hardship, environmental depletion, and social displacement. The declining ability of non-profits to
raise funds is threatening their sustainability. Governments are under pressure to cut spending, and the
experience of the settlement services community in Ontario demonstrates the real threat of the loss of
grants and financial support. Non-profits have also lost a significant amount of autonomy in the
constant grant-chasing that they are required to engage in for their survival.
Corporations have withdrawn their financial support or drastically reduced their participation in many
non-profit organizations and charitable projects. The aftermath of the recent recession is that funding
from the private sector is in danger of being permanently eliminated, or greatly reduced, for the
foreseeable future.
So, we can see the disarray in the traditional three sectors. What is the answer? The answer lies in the
socially innovative approach.
Who is doing "Social Innovation" anyway?
Organizations that are meeting social needs of all kinds, with new methods and ideas, are social
innovators. These can range from non-profits that have found new ways to raise funds to support their
causes, to enterprises that funnel profit into the social bottom line while, at the same time, are minding
the financial bottom line.
In Durham Region, there are several examples of social innovation: some are promoting the creative
economy, some are promoting community development and social capital, some are promoting
environmental stewardship and education.
There are several challenges going forward, and the issue of incorporating social innovation into
economic development planning and long-term policy development will also form the basis of future
writing in this space.
So what have we learned?
We can see that undeniably, social + innovation = value. Value = economic + social.
The "fourth sector" has an important role to play in our economy and our social development. Support
of this sector will require innovative approaches from all other sectors in our society. Social finance,
hybrid business forms, policy changes for non-profits and social enterprises, and an acceptance of the
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reduced ability of the traditional players to adequately resolve the challenges we face - these are all
required as part of a plan to include social innovation in our everyday thinking and our approach to
economic development.
Non-Profit Organization: Supervising Staff as Management Function
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Jul 22, 2011
Constance Woloschuk
Non-Profit Manager Coaching Staff - davidlat
Staff supervision is an important management function in all organizations, including non-profit service
agencies.
The basic principles of staff supervision apply no matter what kind of organization or what level of
manager. It is the job of the manager to supervise the work of his staff. How he does this depends on
the management style which, in turn, should depend mostly on the needs of the job situation.
Review Tasks and Expectations
The manager should be able to use his unit's workplan to develop the workplan for each staff who
reports to him. He will be looking for consistency and integration with the work of other staff in order
to achieve organizational goals. All work expectations should be aligned with the overall mission of
the non-profit organization.
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Review tasks and expected deliverables, and results. This includes any organizational standards or quotas.
For example, the housing worker at a youth drop-in center will serve ten clients a day, placing six clients a
month in appropriate housing.
Identify resources that are available to do the job. These resources might include space, equipment,
personnel, and funds. For example, an intake worker in a shelter needs an interview room to develop a
care plan with clients, access to a housing worker, gift vouchers as client incentives for assigned chores,
and unlimited access to the computerized client database.
Attach timelines to the workplan. If appropriate, break tasks down into milestones. This is particularly
useful if the work includes a time-limited project.
All this information is recorded on an individual workplan for the staff being supervised. The manager
and the employee each have a copy of this workplan as a reference for any discussions and revisions to
the work being done.
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On-the-Job Coaching
Ongoing coaching is common practice for all managers. Be available for staff in day-to-day operations
in order to demonstrate procedures, clarify expectations, offer advice, discuss options for handling
certain situations, and always provide encouragement and support. Coaching is a practical complement
to more formal job training.
The scope of this coaching depends on the size and kind of organization. In a small service
organization, the Executive Director/CEO might be the only management person and will be coaching
front line staff. In a larger organization, the ED/CEO would directly supervise only senior managers or
supervisors.
Schedule Regular Meetings with Staff
The ED/CEO might schedule a monthly meeting with the management team. A program manager
might meet weekly with front line staff to review client issues. No matter what level of management, it
is important that there be a regularly scheduled meeting to address emerging issues, with staff
collectively and individually. This is all part of a supervision process.
Schedule regular, one-on-one meetings with each direct report. The frequency of these meetings
depends on the level of supervision that is needed. For example, an ED/CEO of a larger non-profit
service organization might meet with a senior program manager only once a month. That program
manager or the ED/CEO of a small organization might meet weekly with each of the front line staff.
These regular meetings with individual staff serve several purposes.
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Increased efficiency. When the manager or supervisor and the staff person know that they have a meeting
scheduled in the next week, it will reduce, if not eliminate the need for ad hoc get togethers that interrupt
each other’s agendas.
Increased purposefulness. A scheduled meeting allows time for preparation and consolidation of items to
be discussed.
Timely documentation. It is important for a manager to keep up-to-date notes on staff performance. A
regular meeting provides opportunity to discuss and note progress on the elements of the workplan, on
any challenges to be addressed, and on successes the employee had in addressing issues.
There are two other points to remember.
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Keep the meeting schedule on both calendars. Even though the manager might be really busy and not
have anything in particular to discuss, the staff person might have been waiting for this meeting to bring
forward a sensitive issue. There will be times when there is really nothing to discuss at a one-on-one
meeting. However, keep cancellations to a minimum.
Be accessible. It is important that direct reports, whether managers themselves or front line staff, can
easily access the experience, direction or advice of their manager.
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Performance Appraisal
The annual performance appraisal is also a form of supervision. This appraisal provides opportunity to
consolidate all the challenges, successes, progress, and outstanding issues of the previous year.
Most non-profit organizations have a standard form that has to be completed, usually in conjunction
with an interview. Managers might consider the following points when preparing and implementing
the performance appraisal process.
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Use the workplan as a frame of reference for the process.
Consolidate all notes from meetings throughout the year with this employee. There should be no surprises
for the employee if communication has been ongoing.
If the organization’s HR policies allow, give a performance appraisal form to the staff to complete at the
same time.
Manager and staff each complete the form as a draft to be discussed.
Identify work that was well done.
Identify challenges that have been acknowledged and the action plan to deal with them.
Meet with staff and discuss all aspects of the performance appraisal form, using examples of specific
situations to confirm comments.
Review progress on all areas of the individual work plan.
With the employee, identify goals for the next year, including any training.
It is always easier if there is agreement on the final comments. However, the manager must ensure the
official record is accurate and verifiable, even if the staff person does not agree.
Results of Staff Supervision
An effective manager is motivated to provide supportive, facilitative supervision of his staff,
recognizing their strengths and helping them deal with their challenges. Even if there is a need for
discipline, it is done in a pragmatic, non-judgmental way so the situation becomes a lesson. This kind
of supervision results in staff working to their potential, which means better client service and a
healthier workplace.
Non-Profit Organization: Management Roles and Responsibilities
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Nov 12, 2010
Constance Woloschuk
Non-Profit Management Roles and Responsibilities - ljleavell
The primary management responsibility in a non-profit organization is to implement the strategic plan of the
board. Here are some guidelines for success.
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The board of the non-profit organization confirms the mission statement and the philosophy of service
for the non-profit organization. It also develops the strategic plan and direction, the goals, and the
objectives for the work to be done.
One of the most important responsibilities of the board of a non-profit is hiring the best CEO or
Executive Director (ED) possible to implement its strategy. To do so means that the board has to have
a clear understanding of what is included in that job. Recruiting someone with effective management
skills to lead a non-profit agency, especially a smaller one that provides direct client service in the
community, is not easy.
Here are some guidelines for expectations of management in a non-profit organization and the
management skills required to achieve results.
Primary Responsibilities of Non-Profit Management
It does not matter if the senior manager is called a CEO, an ED, or something else. The primary
responsibilities are the same.
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Develop the workplan that will frame the implementation of the strategic plan. This includes the tasks to
be done, lead staff person or unit, resources needed, timeline, and expected outcomes.
Recruit, train, and supervise senior management staff, supporting them all as a functioning leadership
team.
Make sure that the organizational structure and staffing model is appropriate for the work to be done. For
example, in a large community drop-in with many programs for low-income people, there might need to
be a branch that oversees the direct client service and another branch that provides the administrative
and property support services.
Oversee the development and delivery of client services to ensure that service outcomes are consistent
with the mission and the strategic plan.
Oversee all human resources management to ensure that qualified staff are hired and supervised to
provide both the client services and the administrative and property support services.
Oversee financial management, including budget preparation, ensuring all reports are submitted to
government and funders, and accessing funding grants.
Liaise with, and support the board administration, providing it with regular progress reports on the
strategic plan, emerging issues, and proposals for new initiatives.
These responsibilities are carried out using the four basic management functions of planning,
organizing, directing, and controlling.
Community Role and Responsibilities
A non-profit organization that provides client service in the community also needs a CEO/ED who
projects a positive image among all stakeholders. This includes service partners, funders, media, and
the general public.
This is a management role that takes the CEO/ED beyond the walls of the organization. Not everyone
is comfortable in this role that usually includes the following responsibilities.
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Represent the agency at public functions, speaking succinctly and articulately about the organization’s
mission and operations.
Working collaboratively with other service agencies to achieve community goals. An example of this kind
of effort is working together to ensure that every child goes to school with breakfast and lunch.
Negotiate with government agencies or foundations for funding for ongoing services or for projects.
Advocate for change. This could include working through advocacy associations that are advocating for
changes to social policies in order to increase quality of life for clients.
Communicate strategically. This includes, dealing with the media, knowing when and how to approach
them, and how to respond to queries about difficult situations. Ensuring a credible profile in the
community is often a challenging responsibility.
Role of Non-Profit Management in Fundraising
This kind of fundraising is beyond the scope of writing proposals for government or foundation
funding. It is developing and administering initiatives for soliciting donations, all aligned with
strategic communication. This could be on a small scale with a few activities throughout the year or a
large, professional campaign.
The board will have to make the decision whether this is one of the regular management
responsibilities or if there will be a separate branch or foundation with its own management, perhaps
even its own board. There are a few factors for the board to consider.
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Amount of funds to be raised. For example, if $10,000 a year covers the value-added client service, the
CEO/ED could probably organize events, especially if there is a board committee to spearhead the work.
Size of the organization. If the organization is small enough that the CEO/ED is heavily involved in client
service and community work, it is probably more effective to hire a fundraising consultant to oversee an
event or two with the support of the board. And, if the organization is large, perhaps at least an $8 million
budget, and is planning significant capital projects, then it is important to have a separate unit or even
agency foundation to look after this work.
Skills and expertise of the CEO/ED. Although this should not be the deciding factor, a board will often want
to hire a CEO/ED to do this fundraising. This responsibility will actually be in the job description. The
caution here is the responsibilities of an operational manager and a fundraising manager require different
management skills, not easy to find in just one person.
Many non-profit organizations have a board committee that oversees all fundraising activities,
working closely with the CEO/ED, as necessary, but not adding to the management workload.
Relationship of Non-Profit Management with Board
The non-profit CEO/ED is the primary liaison with the board. Besides fulfilling the liaison
responsibilities listed above, it is important that the CEO/ED and the other non-profit management
have an open and honest relationship with the board.
Just as the non-profit board should be committed to supporting management in implementing the
strategic plan, the CEO/ED and other senior managers should be prepared to accept that support, ask
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10/08/2011
for help when necessary, and make sure that the board has no surprises because they have not be told
of difficult, emerging issues.
Non-profit management is challenging work, with multi-faceted roles and responsibilities. If the board
hires the right person and provides ongoing support, the personal and professional rewards are
incredible.
Non-Profit Organization: Role of Management in the Community


Jul 13, 2011
Constance Woloschuk
Non-Profit Community Partnerships - teaksato
The Executive Director/CEO of a nonprofit organization is responsible for the agency's reputation and position
in the community.
Although it is hoped that board members will participate in advocacy initiatives and fundraising events
on behalf of the organization, it is the Executive Director/CEO (ED/CEO) who is usually the
community face and voice of the nonprofit agency. This is the person on whom rests the credibility of
the organization. The principal stakeholders include service partners, funders, politicians, media, and
the general public.
Role of ED/CEO
The ED/CEO is representing the agency as a whole and should be reflecting the position of the board
in any public statements and actions. Not every senior manager is comfortable in this role that requires
so much external contact. However, it is an essential part of the senior job in a community-based
nonprofit organization.
Community Activities for ED/CEO
The extent of community involvement can be determined by the mission of the nonprofit organization,
the kind of work done, and the expectations of the community. Following are some typical activities
expected of an ED/CEO of a nonprofit.


Attend and participate in events that are relevant to the work of the organization. This includes
fundraisers, forums on client issues, chairing debates on social issues that have an impact on the agency’s
client and anything else that is pertinent.
Develop and maintain effective, outcome based service partnerships. This includes working with other
agencies to provide services to clients in common. It is usually the front line workers in both agencies who
provide the direct service and need to collaborate for the sake of the clients. However, it is important that
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Management Lesson




By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
management of both agencies develop the service protocol, policies, and procedures that will provide the
reference frame for that front line work.
Negotiate with funders. Although the board usually has to sign off on funding contracts, it is the ED/CEO
who negotiates the terms of agreement. This can be as formal as responding to a Request for Proposals
for client services to taking initiative in approaching a community foundation. It is up to the ED/CEO to
ensure that the nonprofit has the capacity to provide the expected services and will receive adequate
funding to do it properly. There is often a great deal of tact and patience required to develop a good
working relationship with funders.
Participate in coalitions and associations that are active in advocating for client-focused changes in public
policy, funding and/or service delivery. The board will set the parameters for this kind of advocacy and
might even take part in such initiatives. Usually, though, it is the ED/CEO who participates in such
advocacy groups to ensure that client interests are foremost and that the position of such groups is
aligned with the overall mission and philosophy of the nonprofit organization.
Work with media. An effective nonprofit ED/CEO understands both how to respond to media inquires and
how to initiate contact. Media people usually call key community contacts when there is a crisis that
involves the client population, funding, and/or a political debate. This means that management should
always have key messages ready, plus a thoughtful analysis of current situations. There are also times
when it is appropriate for the ED/CEO to approach media contacts him/herself to see if they are interested
in featuring an incident, a client, or an issue.
Network with politicians. The ED/CEO might want to connect with elected officials at whatever level of
government makes the policy and funding decisions that are relevant to the nonprofit’s area of service.
Although systemic issues might be dealt with through an advocacy coalition, the ED/CEO of one nonprofit
agency can still do his part of making the politicians aware of the current issues and offer suggestions for
improving the situation. It is always appropriate, and often very effective to offer opportunities for
politicians, their staff and families to volunteer in providing service to clients in the community.
Resources Needed to Support ED/CEO in the Community
In even the smallest nonprofit organization, the ED/CEO needs access to resources that will help him
be an effective representative among community stakeholders.



Board support. It is important that the nonprofit board understand the benefits of having an ED/CEO who
is a confident, credible presence in the community. Board members can support the ED/CEO by attending
functions with him, understanding and confirming key messages for stakeholders, confirming scope of
advocacy initiatives, and developing a network of allies and supporters in the community at large.
Professional coaching. The ED/CEO might need this coaching, particularly for effective communication,
from developing to delivering the key messages, appropriate to various audiences. Then, he will be able to
speak clearly and purposely about the organization’s mission and operations, its needs and its position.
Time to participate in community events. The ED/CEO needs to know that there is time within his schedule
to participate in community planning meetings, attend fundraising events, contribute to advocacy
initiatives, and anything else that furthers the mission of the organization.
The organization, as a whole, from board members to front line staff and volunteers has to recognize
that all this external work is an integral part of the job of the nonprofit ED/CEO. It is not ‘extra’, nor is
it an option. The ED/CEO will be best able to fulfil his role in the community if his own capabilities
are strengthened by the support of the entire agency.
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Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Report · 12:22pm
Nice to see you!
Report · 12:23pm
Nice to see you.
How's life?
we're fine. thanks
and you?
me too
you can speak 3 languages
lolzz
yes
are you free from work?
Report · 12:35pm
i have learned lots of foreign languages
but only three of them i can use as formal.
Report · 12:37pm
Do you learn all of them yourself ?
Report · 12:38pm
both
Project Management
Page 113 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Report · 12:39pm
ok, good!
I wanna learn french on my own
can I do that?
Report · 12:39pm
with teachers, books, internet, friends, and my students.
yes of course
first you have to be very practical like English
and then you follow the explanation with english
Report · 12:41pm
អរគុណច្រើនស្ាប់ដំបូន្មាន
Report · 12:42pm
so you have to try day by day
Report · 12:42pm
បាទ
Report · 12:42pm
មិនអីចទបអូន
Report · 12:43pm
តែឥលូវ អែ់ទាន់ានចសៀវចៅផង
Report · 12:43pm
ភាសាតដលបងធ្លាប់ចរៀនរួមាន៖ ភាសាបារំង អង់ចគាស រិន ជបុន ថៃ ចវៀែណាម កូចរ៉េ ចអសាញ
Report · 12:44pm
អីក៏ច្រើនចមាេះ?
Project Management
Page 114 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
ពិែជាអនកចរៀនតមន
Report · 12:44pm
ច ើយបងនឹងបនតការចរៀនភាសា ឡាវ បាលី និង សំស្កសរឹែបតនែមចទៀែ
ការយល់ដឹងភាសាច្រើន គឺាន្បចោជន៍ច្រើនណាស់ណាបអូន
Report · 12:45pm
អស់ទាស់ ាង
Report · 12:45pm
មិនខុសពីអនកតដលបានភ្ាក់មុខមហូបបានច្រើនចន្មេះចទ
Report · 12:46pm
បាទ
Report · 12:46pm
ភាសាចៅចលើពិភ្ពចោក គឺមិនពិបាកចរៀនចទណាបអូន
ច្រេះវាាន្កុមរបស់វា
Report · 12:47pm
ខ្ុំពិបាក្ែង់ខវេះរំចណេះដឹងទូចៅ
និងចរេះរកយតខារែិរចពក
Report · 12:49pm
ចរៀនបតនែម ជានិរចគឺ ជាការ្គប់្ាន់ណាស់
Report · 12:49pm
បាទ
Project Management
Page 115 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Report · 12:50pm
សូមចមត្តតកុំទុកចពលទំចនរឥែ្បចោជន៍អីណាបអូន!!!
Report · 12:51pm
ជួនកាលអានតដរ តែអែ់យល់
ចបើអានអង់ចគាស ោប់្ែង់អែ់សូវចរេះរកយតខារ និងរំចណេះដឹងទូចៅ
Report · 12:52pm
ចបើកវរន្មនុ្កមឲ្យបានញឹកចៅ
ចន្មេះបអូននឹងសាា ែ់ជំន្មញមិនខាន
Report · 12:52pm
ចពលខ្ុំអានមតងៗ ជាពិចសសគឺចពលរង់សុីជច្ៅ
Report · 12:52pm
ការសិកាគឺ ពិែជា្ែូវការចពលចវោពាោមណាបអូន
Report · 12:53pm
វរន្មនុ្កមចបើក ដល់ចៅ៤ ៥ឯចណាេះ
Report · 12:53pm
សនសំតែមួយថៃៃឲ្យយល់បានរកយៃាី ១០រកយចៅជាការលអចៅច ើយណាបអូន
សូមកុំយកមតងច្រើនចពក
Report · 12:54pm
ខ្ុំគិែថា ខ្ុំអែ់ទាន់ានចពលច្បើ្បាស់ញយ
ចទើបចរេះតែចភ្ារ
Report · 12:54pm
ចយើង ូបបានក៏្ែូវការយកសាា ប្រ្រកកនុងាែ់តដរ មិន
Project Management
Page 116 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
តមនយកឆ្នំងដួសដាក់រូលាែ់តដរ។
ចែើចពលទំចនរបអូនរូលរិែតច្វើអវីតដរបអូន?
Report · 12:56pm
បាទ
Report · 12:56pm
ច ើយបអូនកំពុងចៅចរៀន ឬច្វើការច ើយ។
Report · 12:56pm
រូលរិែតនឹកគិែដល់ការតែងកាពយ
សាត ប់ និងចមើលអែែបទតដលទាក់ទងនឹងការអប់រំ
Report · 12:57pm
ចបើចរៀនឬច្វើការ ចរៀនអវី? ច្វើការតផនកណាតដរ?
Report · 12:57pm
ច្វើការផង និងចរៀនផង
Report · 12:57pm
អារ្បាប់បងឲ្យបានរាស់ជាងចនេះផងបានចទបអូន?
Report · 12:57pm
ច្វើការខុសតផនកឆ្ៃយណាស់
ចរៀន ទំន្មក់ទំនងអនតរជាែិ
Report · 12:58pm
មិនៃ វីចទបអូន
Project Management
Page 117 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Report · 12:58pm
ច្វើការខាងកមាវិ្ីបាល់ទាែ់ ្ាន់ដូរបាយ ូបសិន
Report · 12:58pm
ការងារមនុសសមិនគួរ្បកាន់ចទណាបអូន
Report · 12:59pm
ខ្ុំអែ់្បកាន់ចទ
រង់យកបទពិចសា្សិន
Report · 1:00pm
ការងារតដលបអូនគួរច្វើគឺការងារសុរចរិែ
Report · 1:00pm
បាទ
Report · 1:00pm
ការងារអវីក៏លអតដរ
មនុសសតដលអសាច រយគឺអារច្វើការងារបានច្រើនោង
ចដាយមិន្បការ
Report · 1:01pm
បាទ
្ាន់តែរង់បានការងារលាមអាររិញ្ចឹមជីវិែបាន្សួលចទ
មិន្ែូវការច្រើនចពកចទ
Report · 1:02pm
បអូន្ែូវចរេះយករំចណេះវិជាាពីសាោ មកអនុវែតឲ្យ្ែូវចៅនឹងការងារ
Project Management
Page 118 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Report · 1:03pm
បាទ
ចៅទីចនេះានឧិកាសនិោយភាសាអង់ចគាសច្រើន
ច្រេះអនក្គប្គង ជាជនជាែិចគ
Report · 1:04pm
បអូន្ែូវានគំនិែថរន្បឌិែចដើមបីអភ្ិវឌឍការងារបរចុបបននរបស់បអូនឲ្យបានកាន់តែ្បចសើរ
Report · 1:04pm
បាទបង
និោយត្តម្ែង់ចៅ ខ្ុំចៅខវេះភាពកាាហានតដរ
ាា នទំនុករិែត
Report · 1:05pm
មាងបអូន្ែូវចរេះស្មួរចាលចៅការងារអន្មគែឲ្យបានលអ
Report · 1:05pm
រង់បណតុ េះពួកវាទាំងពីរឲ្យខាាំង
Report · 1:05pm
ចន្មេះមិនយូរចទបអូននឹងបានសច្មរមិនខាន។
ពិែជាបាន
្ាន់តែបអូន្ែូវទទួលការ ែ់ចនឿយជាងអនក្មាត្តបុចណាណេះណាបអូន
Report · 1:06pm
បាទ
អរគុណ
Report · 1:06pm
Project Management
Page 119 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
ចែើបអូនានអាជីពជាកីឡាបាល់ទាែ់តមនចទបអូន?
Report · 1:07pm
អែ់ចទ ជាជំនួយការអនក្គប់្គងកមាវិ្ីបាល់ទាែ់
ចៅអងគការចកាងកំ្រ និង្កី្ក
Report · 1:08pm
ជាែួន្មទីលអណាស់បអូន
សូម្បឹងត្បងបតនែមចទៀែ
Report · 1:09pm
បាទ
ចទើបតែរូលបាន៣ថៃៃ
Report · 1:10pm
បអូន្ែូវចរៀនពីការ្គប់្គង ទំន្មក់ទំនង ការចរៀបរំគច្ាងតផនការ
រិែតសាស្កសត
Report · 1:11pm
បាទបង
Report · 1:11pm
ទសសនៈវិជាា្គប់្គង្កុម
Report · 1:11pm
រង់ចរៀនការចរៀបរំគច្ាង និងសចសរគច្ាងខាាំងណាស់
Report · 1:11pm
កបួនទីផារ ការផសពវផាយ
ច ើយក៏្ែូវ្បឡូកនឹងការងារទាែ់បាល់ចនេះផងចទើបលអ
Project Management
Page 120 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Report · 1:13pm
ខ្ូំក៏ធ្លាប់ជាកីឡាករតដរ
Report · 1:13pm
ឯតផនកសុខភាពរងកាយក៏្ែូវយល់ដឹងឲ្យបានច្រើនផងតដរ
Report · 1:13pm
បាទ
Report · 1:14pm
បអូន្ែូវចរៀនពីគំនិែកនុងការតសវងរក រិ ញ្ញវែែុស្ាប់្កមុ
Report · 1:15pm
បាែ
បាទ
តែត្តមពិែ អងគការឧបែែមភឲ្យទាំងអស់
ចគានកមាវិ្ី អប់រំ និងកីឡា
Report · 1:17pm
និងកមាវិ្ីគរុចកាសលយ
អប់រំ និង អភ្ិវឌឍស គមន៍
Report · 1:18pm
បាទ
បង អែ់ទាន់រូលច្វើការចទឬ?
Report · 1:25pm
ជួបាន ចពលច្កាយ
G evening bong
Project Management
Page 121 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Today
Report · 12:19pm
ជំរបសួរបង
Report · 12:23pm
ទិវាសួសតីបអូន!!!
សុខសបាយជាចទបអូន?
Report · 12:23pm
បាទបង សុខសបាយចទបង
ខ្ុំមិនសូវសុខចទ
Report · 12:25pm
ផ្តតសសាយតមនចទបអូន!!!
Report · 12:26pm
មិនសូវ្សួលចដាយសារបរិោកាសសងគមច្វើមកដាក់ខ្ុំ
Report · 12:33pm
កុំចសាកចៅអីបអូន ចនេះច ើយជាសភាពពិែរបស់ជីវិែ
តែថា ចយើង្ែូវតែចរេះជំនេះឧបសគគទាំងចន្មេះចដាយសនតិវិ្ី និងមិន្ែូវច្វើបានរិែតខាួនឯងចទណាបអូន
Report · 12:35pm
បាទបង!តែខ្ុំឆ្លៃ ់ចគរូករិែតច្វើបាបខ្ុំចមាេះ ខណៈចពលតដលខ្ុំរង់ចអាយចគលអ
Report · 12:37pm
ានតែការអប់រំខាួនឯងបុចណាណេះតដលឆ្ប់បានសច្មរ
តកខាួនចយើងបានលអច ើយ មិនយូរចទអនកដថទនឹងតកត្តមចយើងមិនខាន
Project Management
Page 122 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
សូមកុំបារមភអីណាបអូន
Report · 12:44pm
បាទបង
និោយរឹង ខ្ុំ្បត លជាផ្តអកការហាែ់លបុករចត្តរបស់ខ្ុំសិន ច្រេះាា នចពលចវោ្គប់្ាន់កនុងការចៅហាែ់ចទ
សុំចទាសផងបង
Report · 12:47pm
មិនអីចទបអូន ត្តមស្មួលរុេះណាបអូន
បអូនកុំសូមខវល់នឹងទចងវើអនកដថទអី
Report · 12:48pm
baT bong
Report · 12:48pm
សូមច្វើខាួនឲ្យបានលអនិងទទួលនូវការចរេះដឹងឲ្យបានច្រើន
ច្វើដំចណើរចៅមុខ សមាឹងចៅឆ្ៃយ ចន្មេះសាែ នការណ៍នឹង្បចសើរចឡើងវិញមិនខាន
Report · 12:51pm
សូមចអាយពិភ្ពចោកចនេះវារឹងរុេះបង
Report · 12:51pm
ពិែជាអារចៅរួរមិនខានណាបអូន
Maha Som Piseth
ចសរកតីចារពសូមបីែិរែូរ ដល់នូវការដូររច្មើនបាន
ច្រេះជាប់ជំរក់ត្តមអងគ្បាណ ចវៀរគុណកលាណមិនគួរាប់។
ចរសសូ្ែអំចបាេះចៅចលើសរិ យ តដលចគ្ទ្ទង់គង់ចៅជាប់
ចដាយផ្តរក្មង្កងឆ្វក់ភាាប់ ែូរត្តរក៏រប់ថាជាប់ចៅ។
Sothea Yon
ឆ្អនិ គំនែិ ពិែជាឆ្អនិ ្គប់ោងឆ្្អ្និ ច្ពងសំណាងផុែទុកាា។
Project Management
Page 123 of 124
Management Lesson
By Yi Chheng Uor / Peng Tel: 016 74 23 81
10/08/2011
Chheng Uor Yiposted toChanbo Keo
អនកមីងជាទីចារព!
កាយួ និងភ្រិោ ្ពមទាំងបុ្ត្តបុ្ែ សូមជូនពរអនកមីង ្ែឡប់ចៅកាន់ស រដឋអាចមរិកវិញប្រកបចដាយសុវែែភាិ ព!!!
សូមអនក្បកបចៅចដាយសុខភាពលអបរិប្ូរណ៍្គប់្បការ!!!
ចដាយកតចី ារព្សោញ់បផំ ែុ
ពីកនូ យី ចឆ្ងអួ (ចបង)
Chanbo Keo មីងមកដល់ផាេះច យើ សុខសបាយជាចទ។ អរគុណកូន តដលបានជួយចរៀបរំ ដំចណើរការសាគម្បាជា្តខារ ោ់ ងសវិែសាវ ញ។
Chheng Uor Yi កាួយានចសរកតីច្ែកអរណាស់តដលអនកមីងបានចៅដល់អាចមរិកវិញ្បកបចដាយសុវែែិភាពតបបចនេះ។
កាួយសូម អនកមីងតៃរកាសុខភាពផ្តាល់ខាួនឲ្យបានលអផងណាអនកមីង។
ស្ាប់្កុមការងារសាគម្ប្ ជា្តខារ កូននឹង្បឹងត្បងរង្កងឲ្យខ្ ងតែបាន តែចពលចនេះកាយួ មិនទាន់ទទួលបានគ្មូលកាខនតកិ ៈជាភាសាអង់ចគាសតដលចោកបងផោបានចផ្ើមកនច្ ចឡើយចទ។ សូមអនកមីងចមត្តតជួយ្បាប់ប
ងផោឲ្យចផ្មើ កកូនត្តម អាស័យដាឋន fplibrary@site-pse.org and ychhenguor@gmail.com ចដាយអនុច្ាេះ។
ពីកនូ យី ចឆ្ងអួ (ចបង)
Project Management
Page 124 of 124