Midterm

Five primary sources of nonprofit funding

(1) private contributions of individuals (2) corporate donors (3) government grants and contracts (4) commercial enterprise (5) foundation grants and contracts

Specific color traits and characteristics of true colors

Blue- emotional Green- analytical Gold- the organization's backbone Orange- organizational troubleshooter

Difference between board of directors and board of advisors

Board of advisors cannot vote

Trends of volunteering

Gen X is the highest rate of volunteers Volunteers twice as likely to donate

Types of jobs

Leadership/management (CEO, BOD, or CFO) Staff (Grantmaking, fundraising, administrative, accounting, etc...)

Six practices of high impact nonprofits

1.Share Leadership 2.Make Markets Work 3.Master the Art of Adaptation 4.Inspire Evangelists 5.Advocate and Serve 6.Nurture Nonprofit Networks

Staffing plan

A "map" that outlines the staffing requirements of the organization. Who do you need on staff and what types of tasks would be getting done? A staffing plan is not necessarily what your organization looks like right now, but what it could look like if all the critical functions were being attended to. -Key Questions- •Function and responsibility •Hours (full-time or part-time) or volunteer •Estimated salary/benefits •Advantages/disadvantages •Who benefits in the addition of new staff member? •Who does not?

Vision

A clear, specific, compelling picture of what the organization will look like at a specific time in the future (one, two, or five years), including those few key metrics that define success. It defines key results achieved and yet to be accomplished, the expected impact to the clients, and it describes specific behaviors that the organization must display to be successful. A clear vision delimits potential strategies; it helps define what's within or outside of the organization's bounds

Mission statement

A statement of why the organization exists, at the most meaningful level. It is aspirational, in that it can never be fully achieved. In this way, the purpose states why the organization does the work it does, but does not define how that work is to be done

What is GuideStar

A website that publishes the information on 2.5 million nonprofits

What is form 990?

An annual reporting return that certain federally tax-exempt organizations must file with the IRS. It provides information on the filing organization's mission, programs, and finances. Public document with both financial and non-financial information

Oklahoma Center for Nonprofits

An essential and excellent example of job training, job board, and consulting organization to guide and assist nonprofits in fulfilling their goals and overall mission

Conflict modes tradeoffs

Assertiveness and cooperation

Risk management techniques

Avoidance Retention Modification Insurance

Do and Don'ts of Leadership

DO lead consistently with passion DO insist on a annual evaluation every year that is comprehensive DO learn equally from great and average leaders and professionals DO cultivate the art of active listening DON'T ever surprise your board DON'T avoid confronting issues and challenges DON'T confuse delegating with managing DON'T rely on just one type of leadership style

Governing responsibilities

Determine the organization's mission and purpose Select the chief executive Provide proper financial oversight Ensure adequate resources Ensure legal and ethical integrity and maintain accountability Ensure effective organizational planning Recruit and orient new board members and assess board performance Enhance the organization's public standing Determine, monitor and strengthen organization's programs and services Support the chief executive and assess his or her performance

Organizational life stages

Idea Start up Growth Maturity Decline Turnaround Terminal

Board building cycle

Identify, cultivate, recruit, orient, involve, educate, evaluate, rotate

Sector names

Nonprofit sector Third sector Independent sector Voluntary sector Charitable sector Philanthropic sector Social sector Non-governmental sector

Define nonprofit and civil society

Nonprofit- organization in which no owner(s), trustee, stockholder owns or shares in profits and losses Civil Society- broad meaning to reflect organizations and action initiated by citizens, outside of government and the market, along with laws, norms, and customs that enable citizen-driven organizations and action (LeRoux and Feeney, 2015)

Challenges for nonprofits

Previous nonprofit scandals Marketing Getting volunteers

Questions and clarifications in conflict management

Questions ◦Here is my view, what do you think? ◦How does it sound? ◦What makes sense? What doesn't? ◦How can we improve on it? Clarifying Questions •What am I upset about? In specific, behavioral terms, what actually happened? Who else is involved? What did they do? •What exactly am I feeling (anger, frustration, fear, etc.)? Why am I feeling that way?

Outcomes

Separated by behavioral and environmental changes, client/customer satisfaction, and public value accomplishment. First, outcomes are a part of the target population and what that program is intended to do. Second, outcomes focus on the benefits that nonprofit activities and services accomplish. Lastly, to the extent that the organization satisfied and met the needs of the target population and the impact of the community and society is another important aspect of outcomes in a nonprofit organization. -Examples- •Behavioral and environmental changes: increased skill/knowledge and improved status in terms of health and life conditions; behavior change •Client/customer satisfaction: Happiness index, view of client/customer and the quality of service provided, retention of old and clients •Public value accomplishment: Citizen engagement, safety, security, and social capital

Accountability

Taking responsibility for actions and decisions; following the law and other rules that have been set for nonprofit organizations •Effectiveness, maximum benefit, and pursuing the organizations' overall mission and concerns for society Done so through requirements of law, self-regulation, and transparency

Core values

The boundaries within which the organization will operate in pursuit of its vision. It is critical to distinguish between core values (those on which the organization will never compromise and is willing to pay a price to uphold) and aspirational values (those that the organization espouses, but has yet to live up to in day-to-day operations). To be meaningful, values must be described in clear behavioral terms

What are the three T's?

Time, talent, and treasure

Volunteer recruitment methods

Word of mouth Social media High school counselors Volunteer centers Community centers Employers

Identifying conflict

•Relationship •Identity •Data •Structural •Value •Interest The gap between what you want and what is happening

Types of volunteers

•Spot volunteers •Episodic volunteers •Regular volunteers •Encouraged or mandated volunteers •Virtual volunteers

Financial roles of the board

•Approve a budget •Review financial statements •Ensure adequate financial controls •Reviews the audited financial statements, management letter, and senior staff's response •Hires the auditor •Approves the organization's investment policies and reviews them annually •Is well-informed about the organization's finances

Governing boards

•Board of Directors •Board of Trustees •Board of Governors •Governing Council •Governing Board (general term) •Heading the board- "president" or "chair" •Staff leadership: highest up is typically called the executive director

Features of a Good Board of Directors

•Clarity about roles and responsibilities •Focuses time and attention on important issues •Restructures board work to get important things done •Views board composition as strategic

True Colors Personality Assessment

•Developed by Don Lowry •He developed the personality concept which he had studied and was the first to apply the color metaphors of Orange, Gold, Green, and Blue to the four temperaments

Insurance for nonprofits

•Directors and Officers (D&O), General Liability, Special Events Cancellation, Optional Liability •Liability waivers •Employee or Contractor Bonds

Legal landscape and duties of the board

•Duty of Care-"due diligence" and paying attention •Duty of Loyalty-put interests of board first over personal financial interests or any other organization/group •Duty of Obedience- complying with laws, rules, and policies on a consistent basis

Organizational capacity

•Features of an organization that help in facilitating the programs, services, and mission of the nonprofit •May be structural or actual human aspects -Examples- •Employee satisfaction •Public service motivation •Technological procedures that are effective •Professional development •Good leadership

Network/Institutional Legitimacy

•Focuses on good/positive relationships with other groups, individuals, and organizations. Important aspects include following laws and rules and establishing legitimacy in the community -Examples- •Successful partnerships with other groups, individuals, and organizations •Overall image of the nonprofit and how important, valued, and successful the organization is in the eyes of the beholder (donor, citizen, etc.) •Following rules and laws (compliance)

Nonprofit skills to establish

•Fundraising •Communication •Financial management •Strategic planning •Identifying talent •Political savvy and confidence •Personal and organizational humility

Key money questions of the board

•Have we run a gain or loss? •Are our key sources of income rising or falling? •Do we have a diversity of funding sources? Is it a healthy mix of public and private support? •Are our key expenses, especially salary and benefits, under control? •Do we have sufficient reserves? Are they wisely invested?

History of nonprofit performance

•It has long been believed and theorized that nonprofits operate in resource-scarce environments -On top of that, donors, government officials, and watchdogs examine and analyze if nonprofit's are performing well and still making an impact. •Views from scholars and actual practitioners or members of nonprofit organization may differ in some respects -Same goes for elected officials, donors, and watchdog groups •Efficiency, effectiveness, public value, worth....... -Defined differently over time

Why does performance matter?

•It's more than just making the nonprofit run better -It's more than collecting, analyzing, tracking, following data -It's not just about trends and statistics •Nonprofit organizations need clarity in their measurable objectives and they need to be aware of who is being served in any given time and/or situation •Improving continually, not just at one-end point at the end of the year •Measuring against peers to see how they are doing and what they might be doing wrong in comparison with your own organization.

Challenges for HR and Staffing

•Lack of funding or limited funding due to grants, foundations, government funding, etc. -Talent gap -Salary problems •Rules (federal, state, and local/municipal laws) -Affordable Care Act (ACA) -FLSA rule change recently •Mission orientation is key for staffing -Another talent gap difference and satisfaction for fulfilling a mission or cause may not be on everyone's list of fulfillment

Leadership: critical skills and competencies

•Leadership styles must match circumstances •Values guide your leadership •Understanding racism, sexism, and ageism •Passion motivates people •Leaders delegate; managers manage •CEO-Board relationship makes or breaks success stories

Characteristics of good governance

•Mission Statement •Code of Ethics •Due Diligence •Duties of Loyalty, Obedience, and Care •Transparency •Fundraising Policy •Financial Audits •Compensation Practices •Document Retention Policy (including confidentiality)

Attributes of Nonprofit Sector

•Mission-Directed •Community-Governed •Non-Distribution Constraint •Provision of Public Goods •Transparency and Accountability •Innovative and Entrepreneurial

Why do people volunteer

•Opportunity to make a difference •Directly affects them or their families •Opportunity to socialize •Work experience

Outputs

•Organizational targets that have a link to nonprofit's mission •Also includes overall scope, quality, quantity of products and services provided by the nonprofit -Examples- •Number of products produced on time •Number of participants served •Interaction of time in specific periods spent on production and relationships •Time spent on producing goods or services

high impact vs low impact nonprofits

•Perfect management •Brand-name awareness •A breakthrough new idea •Textbook mission statements •High ratings on conventional metrics •Large budgets vs. the opposite?

Hiring Process

•Planning -assessment, job listing, staffing plan •Screening, Reviewing, and Interviewing -includes follow-up interviews •Documentation -references, background checks •Hiring and Negotiation -start date -salary and benefits -any significant role changes

Giving feedback

•Positive Reinforcement •Constructive Feedback

Human Resources role

•Staff members are tasked with hopefully writing knockout job descriptions; getting the talent they need •May be part of creating and managing strong promotional strategy -Could be under different areas •Organizing interviews, and hiring staff •Training/professional development •Compensation best practices and benefits -Question: Can nonprofit organizations grant bonuses to their employees? •Insurance, payroll, etc. -Familiar with FLSA, short-term disability, and other rules

Inputs

•The ability of a nonprofit to gain/acquire necessary resources (financial and nonfinancial) and to utilize and work with those resources to accomplish the organizations' mission, viability, growth, and long term success -Examples- •Revenue growth and increases from year to year •Surplus in revenue •Employees and staff increase/increase in strength •Growth of fundraising depth (new donors, more donors, and more money)

Value of time for volunteers

◦$24.14 per hour for 2016 (National Average) ◦Oklahoma rate is $22.08