Showing posts with label Ideas. Show all posts
Showing posts with label Ideas. Show all posts

Thursday, February 14, 2013

Biggest Mistakes Boards Make, Founding Fathers Write a Grant Proposal and more

Practical, Provocative and Fun Food-For-Thought for Non-Profits

The Trouble with "Passion for the Mission" . . . editor notes issue #84

"Passion for the mission is a must" . . . so say many job announcements and board member requirement lists. Wait a minute. Let's examine this sacred cow cliche a little more. Read More>

Surprisingly Uncomplicated Path for Developing Leaders

Kirk Kramer of The Bridgespan Groupsuggests some new approaches to leadership development in his recent papers. For Blue Avocado readers, he cuts right to the chase: Read More>

In the Swirling Dust of Change, Life Still Goes On for an ED

It just makes sense that the founder of the Center for Digital Storytelling would tell his own story in a remarkably compelling way. Here's Joe Lambert with a thoughtful First Person Nonprofit account of how organizational problems can bring out the creativity and best in people and how, through it all, life goes on, though it's your choice how to embrace its everchanging moods: Read More>

The Founding Fathers Write a Grant Proposal

"Just look at this second sentence!" groaned Samuel Adams. "'We hold these truths to be self-evident  .  .' This flies in the face of 'evidence-based practice'! We'llnever get funded!" Read More>

Ten Biggest Mistakes Boards and Executives Make

"To err is human," and as we all ruefully know, nonprofit board members and executive directors are typically human. Here are some of the biggest mistakes we make: Read More>

Take a 3-Minute Vacation to an Oscar-Nominated Film Starring Avocados

Has anyone else seen an avocado in an Oscar nominated film this year? Read More>

To see it online Click Here

Saturday, January 19, 2013

Ch-Ch-Changes: Nonprofit Sector Predictions for 2013


Ch-Ch-Changes: Nonprofit Sector Predictions for 2013



Predictions about the non-profit sector have been made for 2013. While some predictions look promising, non-profits hope that others are mistaken.

For the full story click here.

Monday, September 10, 2012

Business Planning for Nonprofits

From NYCON's national partner, the National Council of Nonprofits:
True or False: “Business planning is for businesses, and strategic planning is for nonprofits."
Be honest. When you first heard the phrase "business plans for nonprofits," did you think, "We don't do that"? Many people think that businesses do business planning, and nonprofits do strategic planning. Strategic planning remains a core element of capacity building. State Associations of nonprofits report that strategic planning is perennially one of the most popular educational programs they offer. Funders often want to see a strategic plan along with a grant proposal. But increasingly, we’re hearing executive directors say to one another, “Do you have a business plan?” Are business plans for nonprofits becoming the new hot thing? And are they replacing strategic plans – simply by adding dollar signs?

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Business planning is not the same as strategic planning. Ideally business planning will inform and improve a strategic planning process that keeps evolving. Business planning provides a sound financial context for the planning process and forces us to look at our nonprofit in the context of a competitive environment. It is hard work because it grounds big picture ideas in reality. Understandably given the option we might prefer to paint a canvas with a broad vision and fill in the colors, rather than first determine what it costs to buy the paint and canvas, and how to price our painting. (It’s much more fun to paint the picture and let somebody else figure out whether it will sell and for how much!) The problem for enthusiastic and inspired artists (as with board and staff members) is that the canvas gets bigger and bigger – but when the masterpiece is finished, there might not be a market for it.  
 
For us amateur artists, two recent books approach nonprofit business planning from a strategic planning perspective and explain it in a very accessible way, even for those not familiar with business terminology. The Nonprofit Business Plan: The Leader’s Guide to Creating a Successful Business Model , a new book by David La Piana and his distinguished colleagues at La Piana Consulting, may just change your attitude towards using the words “business” and “nonprofit” in the same sentence. Also take a look at Nonprofit Sustainability: Making Strategic Decisions for Financial Viability, by the terrific trio Jeanne Bell, Jan Masaoka, and Steve Zimmerman. We think both books are masterful in helping to explain why nonprofits need to pause and take a look at, well…let’s just say it, their “business model.”
 
Your nonprofit is in the business of something, whether it’s recycling computers, helping veterans rejoin the workforce, or preserving open space from development. And in order to pay for talented employees, that new website you dream of, and the internet connection that makes it work, your nonprofit needs cash. The problem is, assuming your nonprofit is like many others, it’s tempting to continually add new projects or improve existing programs to meet changing needs in the community. Just before a nonprofit launches that new program or makes the necessary adjustments, that’s the time to stop and ask, “How much is this really going to cost? And how will it be paid for?” The question should even be asked for services that clients pay for -- or that are paid by third-parties: “Are all the costs of the program paid for?” What we’re hearing is that many nonprofits have not calculated the full cost of running their operations. Consequently, the revenue received, whether through donations or fees for services (or a combination) might not cover 100% of what it costs to deliver those programs. Private philanthropy is concerned about this funding gap and the strain it puts on charitable nonprofits. The Donors Forum has convened a community of practice on the subject of overhead, bringing together funders and nonprofits to recommend how nonprofits can more easily identify and articulate the true cost of their work, and how grantmakers can become educated about the failure to pay full costs, as well as help nonprofits understand how to calculate the true cost of delivering services.
 
In today’s challenging economy, the severe consequences of failing to engage in business planning is laid bare when cash stops flowing. The cash flow crunch is a concern for a huge number of charitable nonprofits. The Nonprofit Finance Fund’s 2012 survey found that only 43% of nonprofits surveyed had more than 3 months of cash reserves – and many had less than one month. Nonprofits that continue to focus exclusively on what they do, instead of also what it costs to do it, will find themselves at risk of closing their doors for good. Here is just one example of the need for nonprofits and board members to focus strategically on business models: a 30 year old charitable nonprofit, dependent on donations to pay the rent and stay afloat, is hit hard by the recession when donations dry up. If the nonprofit closes its doors the community’s poor and disabled will be without access to medical equipment, such as wheelchairs, walkers, and oxygen tanks. For 30 years the nonprofit has collected donated equipment, refurbished it, and trained its new owners how to use it. For free. Now at the brink of being forced to shut down, the group’s executive director, reflecting on what happened, explained his mind-shift towards being more business oriented: “We’re not about money, but we have to be right now.”
 
A solid business plan will take into consideration not only the “vision” and the strategy for how your nonprofit will address needs in the community, but also how everything your nonprofit does fits within a competitive landscape, and how it will fund its activities in a cost-effective way. Done well, business planning is very comprehensive – and requires time. An outside consultant may be helpful to move the process along. The CEO, key program staff, and a few board members are usually tapped for the business planning team so that multiple perspectives inform the analysis of all aspects of the nonprofit’s operations: from mission delivery (programs, services, advocacy) to physical and human resources infrastructure, and marketing, to communications and fundraising activities. A business plan might also include funding projections, and address risk mitigation as well as how outcomes will be evaluated (and the associated costs).
 
The advantage of having a business plan in place – especially when an attractive new idea presents itself - is that some ventures, partnerships, or projects may strategically fit the mission and perfectly support the vision – but may not be successful financially. With the discipline of a business plan as the “enforcer,” it makes it easier to prioritize the activities that make the most financial sense, and to make hard decisions, such as stopping a program that offers little ROI. As champions for our nonprofits’ missions it is no longer enough to know deep in our bones that “the mission is good.” Instead we need to help boards and staff ask hard questions about money, so that the ability of each charitable nonprofit to deliver its mission into the future is protected. We encourage your nonprofit to take a look at the resources highlighted in this newsletter and on the Council of Nonprofits’ website, and we hope that when your nonprofit engages in this process, business planning will feel much more like painting a masterpiece than counting pennies.
Coming soon - a new look for this newsletter and the National Council of Nonprofits
 
Interested in learning more about business planning for nonprofits? Join us for a free webinar on October 18th with Heather Gowdy and Lester Olmstead-Rose, authors of The Nonprofit Business Plan: The Leader’s Guide to Creating a Successful Business Model. This webinar is an exclusive benefit for members of our network of State Associations. Contact your State Association for the registration link. Not a member? Find your State Association and join today!
 
This webinar is offered free of charge thanks to generous support from eCratchit


Resources on strategic and business planning (National Council of Nonprofits) 
 
The Nonprofit Business Plan: The Leader’s Guide to Creating a Successful Business Model , by David La Piana, Heather Gowdy, Lester Olmstead-Rose, and Brent Copen
 
Nonprofit Sustainability: Making Strategic Decisions for Financial Viability, by Jeanne Bell, Jan Masaoka, and Steve Zimmerman
 
 
 
Tools for business planning, creating a theory of change, a case for support, and building a revenue plan (for purchase from Social Velocity)
 
Congratulations to Valerie Lies, President & CEO, Donors Forum, and Ann Silverberg Williamson, President & CEO, Louisiana Association of Nonprofit Organizations, as well as Tim Delaney, President & CEO of the National Council of Nonprofits, for being named to the 2012 NonProfit Times Power & Influence Top 50 list.
 
The National Council of Nonprofits provides information about the failure of government to pay the full costs of services both on our Government-Nonprofit Contracting website and in Nonprofit Advocacy Matters, our bi-weekly newsletter on public policy and advocacy matters affecting charitable nonprofits. An upcoming edition of Nonprofit Advocacy Matters will include an update on federal reforms affecting indirect cost reimbursements. Subscribe today so you won’t miss the latest on this important issue.
Copyright 2012 National Council of Nonprofits. All rights reserved
1200 New York Avenue, NW | Suite 700 | Washington, DC 20005 | www.councilofnonprofits.org

Monday, January 23, 2012

How New York City Helps Nonprofits Get More Bang For Their Buck

Billings-Burford, the head of NYC Service, discusses the courage and innovative spirit organizations must have to use volunteers to help expand their services.

In the face of a volatile economy, adaptation is key. Families, small businesses, and all levels of government must adjust to the ever-changing environment. Nonprofit organizations are no exception.

This post is part of a series on the future of service in America, in conjunction with Catchafire.
As resources become increasingly limited, the need for services provided by those organizations grows. However, often these limited resources also prevent nonprofits from maintaining the status quo of service delivery, and in response, organizations are forced to cut programs and focus staff energy on development work. But this can severely hamper innovation.

To avoid--or at least reduce--reliance on those usual models of dealing with limited resources, nonprofits must develop and implement bold, innovative adaptations. Such innovations require immense courage, but have the potential to both maintain an organization’s service delivery and foster a mentality of renewal desperately needed in the nonprofit sector.

Rosabeth M. Kanter of the Harvard Business School describes two types of courage: intellectual courage, required to challenge conventional wisdom, and moral courage, required to stand up for a principle rather than stand on the sidelines.

“”There are two types of courage: intellectual courage, required to challenge conventional wisdom, and moral courage, required to stand up for a principle.

In the years since our launch in 2009, NYC Service has witnessed the most success and added the most value to organizations that have demonstrated both of these types of courage by using volunteers in new and strategic ways.

Engaging volunteers in unprecedented roles is a central tenet of the NYC Service philosophy. The first to take this approach in municipal government, our ideas have certainly been met with resistance. But nearly three years later, our partnerships with City agencies have maintained or expanded the delivery of services to New Yorkers. Shape Up NYC, an initiative of the NYC Department of Parks & Recreation, recruits volunteer fitness instructors to teach free classes, attended by an average of 3,000 New Yorkers each week. This represents a 150% increase in attendees, an expanded capacity that would have been impossible without volunteers.

This new approach to volunteerism isn’t just happening in New York, it’s happening in cities around the country through the Cities of Service coalition. Thirty mayors have already hired a Chief Service Officer or launched a high-impact service plan, with more doing so each month. And it’s working. In May 2010, when Nashville experienced a flood of historic proportions with over $2.5 billion in damages, Nashville Mayor Karl Dean tapped citizens to power recovery efforts and to help prevent future flooding. Using volunteers, Nashville planted over 800 trees in strategic areas and built almost 100 rain gardens to help reduce the build-up of storm water. Similarly, nonprofits must tap volunteers to administer programs that may otherwise be cut.

“”Innovations challenge conventional wisdom and thus require intellectual courage. Their implementation almost always requires moral courage.

Skills-based volunteering is another example of using volunteers strategically. Individuals with industry-specific skills are an underutilized resource for nonprofits that need assistance in specific areas. Nonprofits like Catchafire and Npower specialize in recruiting and placing such volunteers, but nonprofit volunteer departments can build such a strategy into their operations. This matching model has proven successful; through Taproot’s Professional Services program, the Mentoring Partnership of New York was paired with volunteer website developers and graphic designers who updated the organization’s website and produced new marketing materials.

By definition, innovations challenge conventional wisdom and thus require intellectual courage. Their implementation almost always requires moral courage. As the economic recession continues, this courage will be required by even more organizations. Nonprofit leaders must identify new and untapped resources--we make the case here for volunteers, but there are surely others--to maintain and even increase the impact of their organizations.

Though volunteerism itself is not a new concept, using it as a serious strategy to meet critical community needs is still in an experimental phase. NYC Service has proven its effectiveness and encourages nonprofits across the board to pursue a similar approach.

Wednesday, March 9, 2011

Nonprofits Discuss Collaboration

More than 140 people representing over 70 nonprofit organizations converged on Bethel Woods Center for the Arts for a watershed summit that organizers hope will translate into more efficient and less costly organizations.

The day-long schedule of panel discussions and group brainstorming sessions drew executive directors, board members and representatives from organizations providing services ranging from arts education to support for people with developmental disabilities.

If nothing else, they heard one clear message: that collaboration could help nonprofits not only survive but thrive amid a retreat in giving by private donors and governments that is likely to endure.

"If we're all going to survive, we have to find new ways to collaborate and work together," said Sullivan County Legislature Chairman Jonathan Rouis, who has been pushing for a summit since 2009.

Summit organizers hope the face time and brainstorming will eventually spur collaborations or resource-sharing that could prevent the duplication of services and save money.

"The goal really was to take nonprofits off their islands," said Amanda Speer, Cornell Cooperative Extension's family and youth development team coordinator and chair of the summit's organizing committee.

"Before any of the ships start sinking, how do we work together to keep each other afloat," she said.

Jonathan Drapkin, Pattern for Progress president and chief executive officer and former Gerry Foundation executive director, laid out the challenges facing nonprofits as private and public funding shrinks.

He cited Greene and Columbia counties, which share a community college, and the merger of three school districts into the Sullivan West School District as examples of successful collaborations.

"Either you try to be the masters of your own fate or you wake up and find that fate has taken its own course," said Drapkin.

Darrin Raynor, assistant executive director for New Hope Community Inc., said he attended in hopes of sharing ideas and finding out about different organizations. "The opportunity to see the other organizations and hear what they have to say is priceless," he said.

Elena Goyanes, a board member for Catskill Arts Society, said, as she ate lunch, that she was already thinking of ways she could work with some of the groups represented at the summit.

"It's stirring thoughts of how we can further reach out into the community," she said.

From the Times Herald-Record online.

Tuesday, February 8, 2011

New Arts Advocacy Group Announced: ARTS NYS Coalition

Times Square Chronicles featured the following post on a new arts advocacy group:


New York City is the heartland of arts and entertainment including commercial and non-profit theatre. In fact, it is the cultural center throughout the country. However, the NY State Council on the Arts (NYSCA) is proposing the largest cuts of any State agency. It seems like a small part of the budget, .0003%, but in reality, with current economic times as they are, perhaps it represents a good portion. Without having a complete budget at hand and someone competent to explain it, I’m like most New Yorkers . . . trying to figure it all out. What is known, however, is that funding for the State Council on the Arts has been consistently reduced by nearly 30% over the past 4 years, representing the largest cut to any state agency. If we’re to continue our place as a major cultural arts center, we must have the funds necessary.

As a state, we have many attributes of which to be proud, but the arts are the soul of New York. Everyday, artists and arts groups throughout the state provide New Yorkers and the multitude of national and international visitors with pleasure, education, new ways of seeing the world, and enormous economic benefits.

Nonprofit cultural organizations in New York City are major contributors to the city’s economy. This sector is the second-largest component of the arts industry and is closely tied to the commercial sector. These organizations also share a labor pool of artists and other creative workers with the commercial sector and often develop artistic products that transfer to Broadway or is otherwise utilized commercially. A similarly complex interaction occurs between museums and commercial galleries and auction houses.

The nonprofit arts industry is labor-intensive. Half of the direct spending by all nonprofit cultural organizations goes to wages and benefits, and about 11 percent is for fees and services, including outside artistic fees. The majority of the employees are city residents, and many of the vendors and workers who supply goods and services to these institutions are located either within the city or in nearby suburban counties.

New York City is also a mecca for those who work in commercial theaters also apply their artistic talent and technical expertise in nonprofit theater and in the motion picture and television industry.

Who is ARTS NYS Coalition?They are a group of colleagues who joined together to ensure that the public has access to information on the state of the arts in New York State. Currently, the coalition includes the New York City Arts Coalition and the Arts Councils of Dutchess, Greene, Onondaga (Syracuse) and Westchester Counties, Huntington, Northern Adirondacks, Saint Lawrence and Southern Finger Lakes regions, Arts Alliances of Harlem and Buffalo, New York Folklore Society, NYS Alliance for Arts Education, and Museum Association of New York.

Thus far, the coalition has established this website, http://www.artsnys.org/, which will be a resource for data on the arts in New York State as well as information on pending legislation at the state and federal level. This website, in partnership with Americans for the Arts, will provide contact level providing information for elected representatives and will allow individuals to send their representatives customized messages.

ARTS New York State Coalition will also plan and coordinate state-wide advocacy events for 2011 which will provide the arts community with opportunities to meet with elected officials to discuss arts funding in the 2011/12 New York State Budget as well as other issues. A designated Arts Day in Albany is scheduled for Tuesday, February 8, 2011 in addition to many arts advocacy events planned in local districts during the week of February 7 – 13, 2011. Today we have a new governor, who is facing serious budget deficits, and we need him and his administration to be aware of the extent of the past cuts and the need for thoughtful care as they develop the budget for 2012.

It is very urgent that the Governor of our state hear from those who enjoy and treasure the arts in New York State. Send your message to Gov. Andrew Cuomo today.

Lest we forget, cuts to the arts is not only state wide, but on a Federal level as well. In addition to contacting your local representatives, do the same with State Senators and Congressional reps.

Monday, December 20, 2010

How to Change the World…

…Whatever the size of your wallet. These ideas, with budgets from $20 to $20,000, can help better the lives of others—and your own.

Got any plans for next week? Perhaps you could begin changing the world.

Yes, household budgets remain tight. But you don't have to be a lottery winner to make a difference in your community or halfway around the globe. People who are winding down first or primary careers and looking for new directions are discovering that for the cost of a weekend getaway, they can help change the world. Or start to.

Bob and Jo Link, for instance, retirees in Portland, Ore., serve on a nonprofit board that awards scholarships in Belize. Mr. Link, age 69, also troubleshoots computer problems for African refugees. This after the couple spent two years in the Peace Corps, helped with Hurricane Katrina cleanup, assembled computers for schools in Guatemala and worked with deaf orphans in Peru.

The cost to them? A few plane tickets, some scholarship donations and sweat equity.

"When you do this kind of stuff, you get back more than you really expect," Mr. Link says. "A lot of people wouldn't, or couldn't, put two years into the Peace Corps, but they could afford to spend a week in Peru."

We decided to look for ways that people, whatever the size of their savings, can change the lives of others—and their own. So go ahead: Pick one of the following budgets and write it on your calendar: "CTW."

$100 and Under

SERVICE PROGRAMS: In some cases, you actually can get paid while you're helping to make a difference.

The Links, for instance, earned $300 apiece each month in the Peace Corps, where about 7% of the organization's volunteers last year were age 50-plus. Closer to home, AmeriCorps, one of the largest national-service programs, is aiming for 10% of its 85,000 participants to be at least 55 years old—up from 4% in fiscal 2009.

AmeriCorps volunteers receive federal stipends averaging $11,800 for a commitment of 10 months to a year. They can also receive education grants of as much as $5,350, which, starting this year, they can transfer to their grandchildren, says Patrick Corvington, chief executive of the Corporation for National and Community Service, the agency that runs AmeriCorps. Work varies from part-time service in a volunteer's own community to full-time opportunities across the country. Options include helping to rebuild communities on the Gulf Coast and installing solar-electric systems in low-income California neighborhoods.

BECOME A LENDER: For what you spend today on lunch, "microfinance" allows you to play a big role in jump-starting modest entrepreneurial undertakings around the world—whether it's boosting inventory at a produce stand in Dar Es Salaam, Tanzania, or providing additional nets to fishermen in Cambodia.

f you're interested in lending to an individual entrepreneur overseas, Kiva.org lets you choose the borrower on its website. If the loans are paid back, you can fund another loan, donate the proceeds to Kiva or get your money back. DonorsChoose.org, where you can pick a classroom project to fund with as little as $1, sifts proposals by cost, school poverty level and subject. Requests might include $140 for dry-erase markers or $2,000 for camcorders and laptops for budding filmmakers.

Heifer International, through which $20 buys a flock of chickens or $5,000 delivers an "ark" of animals to a family or village in Asia or Africa, finds that many people age 50-plus seek out the cause around holidays. Then, as they learn more about it, many wind up joining study tours to the communities raising the animals, coordinating fund-raising efforts in the U.S., or working at several Heifer learning centers, says Steve Stirling, executive vice president for marketing in Little Rock, Ark.

$300 to $4,000

GIVING CIRCLES: One way to get more bang for your charity buck is to join a so-called giving circle, a group with a common interest that pools its resources and collectively decides where to put its combined money to work.

In the 1960s, Sally Bookman studied social anthropology at the University of California, Berkeley. Now she leads a Dining for Women chapter with two dozen women, many of them retirees, attending monthly dinners in Santa Cruz, Calif. At each meeting, they eat a potluck dinner and chip in about $30 each to support women entrepreneurs in developing countries.

The national Dining for Women group, based in Greenville, S.C., picks the cause du jour and sends educational materials to local chapters. But the members' life experience gives the gatherings their flavor, says Ms. Bookman, 67. "At one meeting we were learning about women in a remote village in the jungle in Peru, and one of our members had been to that village for three days with her husband," she says.

If you join a giving circle, you can choose simply to write checks, or take a more active role researching where the circle's money might have the most impact.

"VOLUNTOURISM": Trips on which people do volunteer work, typically overseas, have exploded in number and type in recent years.

How do you choose among the estimated 10,000 trips out there? Ask how the work you do will fit into the overall scope of the on-the-ground project, says Alexia Nestora, founder of VoluntourismGal.com, an industry blog. If you're working with children, ask how what you do will build on what the previous volunteer did. (You don't want to be the 20th volunteer to teach them to sing "Itsy Bitsy Spider" in English, for example.) Also make sure the operator provides emergency medical insurance and has an employee living in the country who speaks English in case of political upheaval or a natural disaster.

Mark Sanger, a 58-year-old retired transportation engineer in La Grande, Ore., has taken several weeklong trips with Globe Aware, a Dallas nonprofit that coordinates volunteer travel work. In a tiny Costa Rican village, his crew slept in A-frame cabins and helped villagers build housing in hopes of drawing national-park tourists and generating additional income. He also spent time eating meals in local families' homes, where you could "see how they interact with their kids, what pictures they have on their walls." He enjoyed his next trip even more, teaching English to children in Cambodia.

"It was like a whole other world opened up to me," he says. "There's a sense of adventure…without your life in danger every day. It's a nice balance of doing something interesting, exciting, different and incredibly rewarding."

Your room, board and airfare in some cases are tax-deductible if you travel with a nonprofit. Vincent Mirrione, 69, of Newman, Calif., has taken seven trips with Cross-Cultural Solutions, a nonprofit operator in New Rochelle, N.Y., for six to eight weeks at a time. His work at a Guatemala soup kitchen and orphanage, Russian senior centers and a project that Mother Teresa started in India have wound up costing about $300 a week after the tax break, he says.

BACK TO SCHOOL: Retraining, as a classroom teacher, for instance, can jump-start a second career as well as benefit others.

"Green," of course, is hot. Clover Park Technical College, Lakewood, Wash., offers a number of environmental-sustainability programs, which include classroom study and hands-on field work. The programs last 12 weeks to two years, depending on an individual's goals.

Pam Kirchhofer, 49, enrolled there in a 15-month sustainable-building program after she was laid off as a personal-finance counselor. The attraction: "You're helping people save money by conserving energy and resources, and…you're being a good steward of the Earth," she says. The tough part: "I haven't had a math class in 28 years, and we just did an energy audit of this woman's house using algebraic equations."

$5,000 to $10,000

JOIN A BOARD: A director on a board? You? Why not?

"Almost half of all nonprofit board seats never get filled. Nonprofits would love to have more qualified candidates, but they don't know how to tap into really talented people in the community," says David Simms, a partner with Bridgespan Group in Boston, which advises nonprofits. (One new resource for a board-seat search: The websites where nonprofits place want-ads for volunteers also are starting to post vacant board seats.)

Bonnie R. Harrison, 61, a retired Corning Inc. executive, became involved with Southern Tier Hospice in Corning, N.Y., after serving as her father's caregiver while he was also receiving hospice services. To join the board, Ms. Harrison asked her father's hospice nurse to write a recommendation. Shortly after Ms. Harrison retired last year, the hospice board's chairwoman stepped down, and Ms. Harrison was asked to take her place.

"The challenge of working along with the board, the staff and different organizations has been a great help in making the transition away from a high-pressured job," she says.

BECOME A BENEFACTOR: So, you like the idea of having a charitable vehicle to help others, but you aren't Bill Gates. Consider a donor-advised fund, a good tool for people who want to give away amounts starting at about $5,000 a year.

Such funds can be set up through big financial-service companies, like Fidelity Investments, as well as university, religious and community foundations. The fund will invest your assets and make grants based on your guidance. Typically, you become eligible for an immediate tax deduction.

"It might be a little more than you can handle doing on your own, yet you don't want to set up the superstructure of a foundation," says John Gomperts, the recently named director of AmeriCorps. "You might go to a community foundation and say, 'I want to give this money away, and I care about the humane care of animals, so please give me some suggestions and administer this for me.' "

$20,000 and Up

START A NONPROFIT: You have a cause you're passionate about, and nobody seems to be tackling it. So you dream of starting a nonprofit to that end. Expect to spend at least $10,000 to $20,000 on start-up costs, including the legal expenses involved in creating an organization and asking the government to grant you a tax exemption, called 501(c)3 status.

First question: Are you sure there are no similar efforts? The U.S. has about 1.5 million nonprofits, and "many of them are doing phenomenal work," says Mr. Simms in Boston.

If your idea truly is unique, try to find a community foundation to "incubate your effort so that you can worry about the service you want to provide" instead of setting up the business end, says Christopher Stone, faculty director of the Hauser Center for Nonprofit Organizations at Harvard University in Cambridge, Mass.

Elaine Santore is the 59-year-old co-founder of Umbrella of the Capital District, a Schenectady, N.Y., organization that helps older adults, in part by matching them with retirees-turned-handymen. She and her partner jump-started the program before receiving their not-for-profit status. "I would clean houses if need be, and he would mow yards," she says. "It's good to be hands-on at first so you know what it's like."

ENDOW A SCHOLARSHIP: What if you win the lottery, or your stock options go through the roof? The sky's the limit: You could fund scientists trying to cure cancer, build a new stage for your local symphony, or even start your own university and town, as did Domino's Pizza founder and philanthropist Tom Monaghan.

One of the more popular big-ticket items, though, is creating your own college scholarship. With $1 million, you could set up an endowment that should last for decades, says Becky Sharpe, president of International Scholarship & Tuition Services Inc., Nashville, Tenn., which administers privately and publicly funded scholarships.

Joe Scarlett, retired chairman and chief executive of Tractor Supply Co., Brentwood, Tenn., started a family foundation in 2005 with $2.5 million to provide college scholarships to business students from middle Tennessee, and he hired Ms. Sharpe's company to run the award program.

"We generate way too few business leaders in our country, so we wanted to focus our scholarship money on business," says Mr. Scarlett, 67. The foundation now has a balance of approximately $24 million, thanks to additional gifts from the Scarletts and growth in its value, and is expanding its efforts, supporting students in high schools and even preschools.


Original Article by Kelly Greene from WallStreetJournal.com

Tuesday, November 16, 2010

Charitable Nordstrom store slated for NYC

Crain's New York Business.com reported that the retailer to donate earnings from its downtown location to charity; mix of merchandise has yet to be determined ahead of fall 2011 opening.

Nordstrom has signed on for a downtown location. The Seattle-based department store has inked a long-term lease for more than 11,100 square feet at 350 W. Broadway, a new building between Grand and Broome streets. The retailer plans to open what it bills as a “unique” concept store at that address in the fall of next year. All earnings at the new store will be donated to nonprofits. Earlier this year, the retailer opened a Rack discount store in Union Square.

“Nordstrom chose 350 W. Broadway as an ideal venue because it is a one-of-a-kind property in a cutting edge, highly trafficked neighborhood that appealed to the company for this new concept,” said Oliver Katcher, senior vice president of landlord RFR Realty, in a statement. Details of the lease, including the duration and asking rent, were not disclosed. However, asking rents for the building were $175 per square foot for the ground floor, and $45 per square foot for the second level, according to brokers.

The name of the new concept store has yet to be determined, but will not contain the name Nordstrom, according to the company.

“It's a unique, philanthropic-based store concept,” said Pamela Lopez, a Nordstrom spokeswoman. “All profits will go to nonprofit organizations.” It is not yet decided if the outpost will feature exclusive merchandise. The West Broadway shop will be the sole national outpost of its kind. Ms. Lopez added that, while Nordstrom would love to have a flagship in New York someday, the company has nothing to announce yet.

Tuesday, September 21, 2010

Foundation Center Offers "Tools and Resources for Assessing Social Impact"

The Foundation Center, the nation's leading authority on philanthropy, has launched an online database of proven approaches to measuring and analyzing the impact of social investments. As philanthropists and the nonprofit community shift towards more strategic approaches to get a "social return," evaluation activities must also operate at a higher level. TRASI ("Tools and Resources for Assessing Social Impact") addresses these growing needs by offering tools and methodologies that place a premium on evidence and metrics in tracking progress.

"Measuring the effectiveness of social programs has always been a challenge because it's not just about the numbers. TRASI helps organizations meet that challenge and go beyond simply determining whether projected outcomes were achieved," said Lawrence T. McGill, the Foundation Center's vice president for research. "The organizations that have generously shared their own strategic methods for measuring impact will greatly help others to find a solution that is a good fit for them."

Developed in partnership with McKinsey & Co., the assessment approaches in TRASI were authored by a range of organizations, including social investors, foundations, NGOs, and microfinance institutions. The Better Business Bureau, USAID, Annie E. Casey Foundation, and the Center for Effective Philanthropy are among them. The resources in the database range from off-the-shelf tools and concrete methodologies to generalized best practices and are complemented by multimedia features and social networking tools.

Each approach has been carefully indexed against a common set of key elements and presented in a way that makes it easy to compare their relative merits. The key elements include: who the approach applies to, what kind of organization or evaluation the approach is best suited for, and the costs and techniques involved in its implementation. Each approach was thoroughly reviewed by an Expert Review Panel convened by the New York University Stern School of Business.

Online Kick-off Event
The Center is hosting an online event to kick-off the TRASI launch. Beginning at 2:00 pm EDT on Wednesday, September 22, 2010, a live chat with some of the individuals from the Expert Review Panel will be held. Anyone interested in learning more about impact assessment and the TRASI platform is invited to attend by visiting http://trasicommunity.ning.com/.


About the Foundation Center
Established in 1956 and today supported by close to 550 foundations, the Foundation Center is the nation's leading authority on philanthropy, connecting nonprofits and the grantmakers supporting them to tools they can use and information they can trust. The Center maintains the most comprehensive database on U.S. and, increasingly, global grantmakers and their grants — a robust, accessible knowledge bank for the sector. It also operates research, education, and training programs designed to advance knowledge of philanthropy at every level. Thousands of people visit the Center's web site each day and are served in its five regional library/learning centers and its network of 450 funding information centers located in public libraries, community foundations, and educational institutions nationwide and beyond. For more information, please visit http://www.foundationcenter.org/ or call (212) 620-4230.

Monday, September 20, 2010

An Eye of the Future Conference in NYC September 28th

For Nonprofit Executives, Board Members, Marketing Managers, Fundraisers & Students

Join us for a unique, one-day educational event for nonprofit professionals on Tuesday, September 28th from 8:30am to 4:30pm at the Down Town Association Club.

An Eye of the Future will feature three panels of corporate and nonprofit experts as they explore cutting-edge strategies in Marketing, Board Leadership and Fundraising to help nonprofits sustain their organizations in today's uncertain economy.

Speakers include:

-Anu Gandhi, Director of Consumer Marketing for American Heart Association's Go Red Campaign, will discuss how to make your nonprofit stand out in a crowd of worthy causes

-Beth Stellato, VP, Goldman Sachs and Manager of the company's partner placement program, will discuss recruiting young professionals

-Rob Carter, Vice Chairman of Changing Our World and a global fundraising strategist, will discuss how to go from predicament to partnership when funding your cause

-Scott Roen, VP of American Express OPEN Forum and Steve Rubel, VP of Digital Insights, Edelman PR, will discuss social media techniques to promote your brand and cause online

-Asif Talukdar, Director of Business Development for GuideStar, will address how to position your nonprofit as a viable organization

And more! To register, email: events@ebsr.org or call: 866.287.3937

This event is open to ALL nonprofit organizations.

Friday, July 16, 2010

The Clark Foundation and Nonprofit Finance Fund Establish $6 Million Working Capital Loan Fund for Nonprofits

The Clark Foundation has allocated $2 million from its endowment to the Nonprofit Finance Fund (NFF) to establish a working capital loan fund for its grantee partners. The Foundation has partnered with NFF, through a program-related investment (PRI), to establish this new working capital loan fund. NFF will make an additional $4 million available to Clark grantees and will administer the loans to qualified grantees.

This program-related investment is notable because it comes from the Foundation's endowment, not funds traditionally reserved for grantmaking. As the nonprofit sector continues to struggle amid economic uncertainty, leveraging foundations' dollars from their endowments could substantively increase the availability and impact of philanthropic dollars.

According to Jane Forbes Clark, President of The Clark Foundation, "The Directors of the Foundation wanted to respond to an issue that is seriously affecting nonprofits during these uncertain economic times." Doug Bauer, Executive Director of the Foundation, explained that there is an increased need for working capital due to the long gaps between when a nonprofit provider delivers services and when it gets reimbursed, mostly from government contracts. "The creation of this working capital loan fund can help alleviate the operational strain that many of our grantees are facing. They are attempting to meet an increased demand for their services while watching cash flow slow to a trickle due to delayed payments. Providing a loan from our endowment makes sense, as it allows us to make an immediate positive impact on our grantees while preserving our core assets for continued philanthropic use," Mr. Bauer said.

The Clark Foundation will realize a modest return on its investment into the loan fund that is similar to other conservative investment strategies, all while providing new access to needed capital for grantees delivering vital services to many communities in New York City.

"Nonprofits operate on razor-thin margins, and even strong organizations struggle to access the working capital necessary to grow and thrive," said Clara Miller, President and CEO of NFF. "Cracking the corpus represents a sea change in terms of how philanthropy functions to support social impact, and holds tremendous promise as we increasingly look to the nonprofit sector to meet critical and ongoing community needs."

NFF will begin making loans to The Clark Foundation's grantees during summer 2010.

About The Clark Foundation
The Clark Foundation supports nonprofit organizations that help people out of poverty and lead independent lives in New York City. The Foundation also supports an array of educational, medical and cultural programs and organizations in and around Cooperstown, NY. Founded in 1931, it now ranks among the largest foundations in terms of assets and grants awarded in New York State and the country.

About Nonprofit Finance Fund
A national leader in social sector finance, Nonprofit Finance Fund connects money to mission success through consulting, innovation, and direct investment. Founded in 1980, NFF (www.nonprofitfinancefund.org) provides services that build the capacity and durability of nonprofits. A leading community development financial institution with over $80 million in assets, NFF has provided over $200 million in loans and access to additional financing via grants, tax credits and capital in support of over $1 billion in projects for nonprofit clients nationwide. NFF has a staff of more than 75 serving nonprofits nationally from offices in New York City, Philadelphia, Newark, Boston, Detroit, Washington, D.C., San Francisco, and Los Angeles.

Friday, June 25, 2010

Thoughts about board resignation

Board Cafe • By Jan Masaoka • June 18, 2010
At some point you may resign from a nonprofit board before your term is up. You might be angry, disappointed, or just too busy. Don't botch your resignation: do it right.

Most often as board members we stick out our term limits and leave the board feeling good about what we''ve contributed. But there are also times when you resign before your term is up. Maybe you've missed a lot of meetings or maybe you're moving to another city. Maybe you're uneasy with the direction the organization is taking, or maybe you feel that as a board member you are treated like a "mushroom": kept in the dark and fed manure (!).

Regardless of your reason, you can just walk away quietly, or make a weak excuse, or you can use the moment to give meaning to your resignation, both to you and to the board.

Following are some ways to make significance out of your resignation: Read more here.

Thursday, June 17, 2010

NY ranks last in volunteering

The Albany Business Review reported that New Yorkers are not very beneficent when it comes to giving their time. Not at all.

In fact, the Empire State ranks 51st out of 50 states and Washington D.C. when it comes to volunteering, according to the annual Volunteering in America report.

Nationally, however, about 1.6 million more volunteers served in 2009 than in 2008, making this the largest single-year increase in the number of volunteers since 2003, when data was first collected for the study. The report is produced by the Corporation for National and Community Service, a government-sponsored nonprofit. Higher unemployment rates also increase volunteerism.

Nationwide, a total of 63.4 million volunteers contributed 8.1 billion hours of service in 2009, an estimated dollar value $169 billion. Overall, the volunteering rate increased in 2009 to 26.8 percent, up from 26.4 percent in 2008.

Volunteering data used in the annual report is gathered through the Current Population Survey, conducted monthly by the U.S. Census Bureau for the Bureau of Labor Statistics. Volunteers are defined as individuals ages 16 and over who perform unpaid activities for or through an organization.

The study showed that 2.9 million, or 19 percent, of New York residents volunteered in 2007-2009, compared with the national average of 26.8 percent. The Capital Region fared better, but still placed in the lower half of the rankings. It ranked 44th out of the 75 mid-sized cities that were studied for the report, with 27.1 percent, or 200,000, of its residents volunteering.

Compared with other mid-sized cities in New York, the Capital Region placed behind Binghamton, ranked 30th, and Poughkeepsie, ranked 41st, and ahead of 71st-ranked Syracuse. Nationally, Provo, Utah, ranked first among mid-sized cities and El Paso, Texas, was last. Utah was the top state for volunteerism.

Volunteers in New York contributed 405.5 million hours, or $8.5 billion worth in service from 2007-2009.

Read more: New York dead-last in volunteerism - The Business Review (Albany)

Thursday, June 3, 2010

NYCON CEO speaks at Forum on Strategic Alliances & Partnerships

The blog, Done by People, by Joe Brown, Principal and Founder of Slope Resources, LLC, offered the following recap of the "A Conversation with NYS Comptroller Thomas P. Di Napoli and Panel Discussion on Strategic Alliances & Partnerships."

On Monday, I had the opportunity to attend a highly informative and engaging forum which brought together government and nonprofit representatives to discuss the topic of strategic alliances and partnerships among nonprofit organizations. While the discussion focused on New York State’s nonprofit sector, the challenges, considerations, and ideas discussed are applicable to organizations nationwide. In the absence of a video or audio recording of the session, I wanted to share this detailed recap and my impressions of the session.

The event was sponsored by the Community Foundation for the Greater Capital Region and the New York Council of Nonprofits (NYCON) and held at the headquarters of New York State United Teachers (very nice digs, by the way) in Latham, New York, a few miles northeast of Albany.

Karen Bilowith, President and CEO of the Community Foundation for the Greater Capital Region, presided over the session. The approximately 75 attendees included representatives of various nonprofits, including arts, cultural, health, and human services organizations, as well as a number of funders and consultants (including yours truly). Following Ms. Bilowith’s welcoming comments, New York Secretary of State Lorraine Cortés-Vázquez provided brief opening remarks. Ms. Cortés-Vázquez assured the attendees that “most in government” recognize the importance of the nonprofit sector and rules and regulations pertaining to the sector should not be so onerous as to provide disincentives for staff, board members, and volunteers to participate.

I’m from the government, and…
Ms. Cortés-Vázquez then introduced the session’s keynote speaker, New York State Comptroller Thomas P. DiNapoli. The Office of the State Comptroller has responsibility for the review, approval, and payment of the state’s contracts with nonprofit organizations. Mr. DiNapoli noted the importance of the nonprofit sector to the state and its economy, citing 2006 statistics that the state’s approximately 24,000 nonprofits reported revenue of $133 billion and employed nearly 1.2 million people, or 17% of the state’s workforce. He quantified the state’s contractual bonds with the sector as consisting of nearly 31,000 active contracts totaling $14.6 billion, as of June 2009. Read more here.

The balance of the session was devoted to presentations and discussion by a panel consisting of:
■Doug Sauer, who has served as Chief Executive Officer of New York Council of Nonprofits (NYCON) since 1980. NYCON’s membership represents approximately 1,600 charitable nonprofit organizations across New York State.
■Cristine Cioffi, who is a partner in the law firm of Cioffi • Slezak • Wildgrube P.C., but spoke primarily in her role as Chair of the Board of Trustees of Ellis Medicine, an organization which resulted from the recent merger of three nonprofit hospitals in Schenectady County.
■David W. Palmquist, who as Manager of the New York State Museum’s Chartering Program, oversees the chartering of museums, historical societies, and similar cultural organizations with educational purposes across the state.
The panelists responded to questions posed by Ms. Bilowith, as well as several questions from audience members.

Doug Sauer
While all three of the panelists presented interesting perspectives on the potential of various collaborative models for nonprofit organizations, I was particularly impressed by Mr. Sauer’s insight and candor on a number of fronts. Early in his presentation, he discussed the recent proliferation of nonprofits, describing the creation of thousands of new organizations each year, many of which are not active, and the resultant saturated environment. (I was reminded of a recent article in the Chronicle of Philanthropy, which noted that the number of nonprofit organizations nationwide has increased by 90% to 1.2 million since 1996). Read more here.

Tuesday, May 25, 2010

NYCON Featured on NPR's All Things Considered

NPR story, Amid Red Ink, Tax-Exempts Asked To Add To Coffers, features NYCON CEO Doug Sauer.

State and local governments, eager to close their budget gaps, are increasingly going after charities and other tax-exempt groups. Government officials are proposing new fees on nonprofits to help pay for services. They're also challenging the exemptions these groups get from sales and property taxes.

In Concord, Mass., for example, the Board of Selectmen sent a letter to the town's nonprofits earlier this year. It said that local property taxes were so high they were driving residents away. The board asked the town's private schools, hospitals, charities and churches if they could start paying their fair share.

"I guess we're just hoping that in times where people are economically really stretched, that to the extent that they're able, they can contribute," says board member Virginia McIntyre.

But the initial response was not what the board had hoped. One arts group offered to contribute $1,000 to the town, but most of the nonprofits responded — politely — that they contributed to Concord in many nonmonetary ways.

'A Slippery Slope'

Kathi Anderson is executive director of the Walden Woods Project in Concord. It preserves property including Walden Pond, made famous by Henry David Thoreau — who, she notes, went to jail rather than pay a tax he opposed.

"The land that is now protected is a wonderful resource, not only for people who live in the community, but for people who visit the community," Anderson says.

She says she feels the town's pain but that her group is hurting financially, too. She says it would be hard-pressed to come up with the $89,000 Concord says the Walden Woods Project would owe if it weren't tax-exempt. Even a "donation" to the town would send the wrong message, Anderson says.

"This is a slippery slope because if indeed a donation is made, then it implies that one supports the notion of having charities essentially pay taxes," Anderson says.

And that would fly in the face of the long-time relationship between government and charity — the idea that nonprofits fill a valuable community role and should be exempt from tax.

But increasingly that relationship is being challenged. Boston wants its universities, hospitals and nonprofits to pay 25 percent of what they'd owe if they weren't tax-exempt. Philadelphia is talking to its universities about similar payments. Kansas and Hawaii considered repealing tax exemptions for nonprofits as part of their budget debates. And Minneapolis has imposed a "streetlight fee" on nonprofits to help pay for electricity and bulbs.

Tim Delaney, president of the National Council of Nonprofits, says these moves couldn't come at a worse time.

"Corporate donations are down significantly. Individual giving is down. Foundation giving is down substantially," even though demand for charitable services is up, he says. Delaney says adding more costs will only hurt taxpayers in the long run because there's high demand for the types of services — such as health care and food pantries — that many nonprofits provide.

"When we can't [provide them], then there's greater needs in the community. And when the needs get so severe, then we're going to find people demanding that government step in. That is going to cost a whole lot more," he says.

Albany's Experience

But Frank Commisso, a council member in Albany, N.Y., says cities like his have little choice. More than half of Albany's property is tax-exempt because the city is home to so many state offices, hospitals and universities. But he says these institutions still rely on city services. Read more and listen to the story here.

Monday, April 26, 2010

Special Event: "A Conversation with NYS Comptroller Thomas P. Di Napoli And Panel Discusscion on Strategic Alliances & Partnerships

Presented by The Community Foundation for the Greater Capital Region and the New York Council of Nonprofits.

May 10, 2010
8:30am - 11:30am
NYSUT Headquarters
800 Troy Schenectady Rd
Latham, NY

Welcoming remarks from Secretary of State Lorraine Cortés-Vázquez
Panelists:
Doug Sauer, CEO: New York Council of Nonprofits, Inc.
Cristine Cioffi, Partner: Cioffi, Slezak, Wildgrube; Chair: Ellis Medicine Board of Trustees
David W. Palmquist, Head: Museum Chartering, NY State Museum
Jason R. Lilien, Bureau Chief: Charities Bureau (invited)

Potential Topics of Discussion:
  • Ways in which state agencies can work to assist the not-for-profit sector as it faces today's complex challenges
  • Aspects of the current economic environment that may compel not-for-profit organizations to consider strategic affiliations, shared services, and possible mergers
  • Trends, models, and best practices for strategic alliances & partnerships
  • How funders and regulatory agencies can encourage and support responsible affiliations

Continental Breakfast Sponsored by NYSUT
SPACE IS LIMITED

Please respond to jcuilla@cfgcr.org to reserve your seat.

Monday, April 19, 2010

Nonprofit Legislative Issues

The following Spring Legislative Agenda information is provided by NYCON's national affiliate the National Council of Nonprofits

With only six weeks remaining until Memorial Day recess, legislators have perhaps their last and best chance to reach bi-partisan agreement on major bills before the election season is fully upon them. The following provides a synopsis of key bills we are following:

Financial Regulatory Reform and Consumer Protection: The Senate is expected to take up a bill to overhaul regulation of the financial services sector, but all 41 Republican Senators signed a letter expressing opposition to the measure as currently written. This stalemate could change, however, due to a lawsuit filed by the Securities and Exchange Commission against Goldman Sachs alleging fraud in transactions at the root of the market collapse. The consumer protection components of the bill are of interest to many nonprofits.

Federal Budget for FY 2011: The Senate and House Budget Committees are finalizing their budget resolutions in preparation for floor action scheduled for the coming weeks. The odds are that Congress will not be successful in adopting a formal budget, which is frequently the case in election years. The debate is still worth following because leaders use the document to establish priorities, and rank-and-file members frequently seek to force votes on controversial issues, such as advocacy rights and the estate tax.

American Workers, State and Business Relief Act of 2010: This bill, which includes extension of the IRA Rollover and provides pension funding relief and $28 billion in additional funds to help the states balance their budgets, passed the Senate in March and must be reconciled with a House-passed bill. There is bi-partisan support for each of the initiatives, but legislators must come up with around $30 billion in additional revenues to pay for the bill.

Estate Tax: The tax expired at the end of 2009, but will return to higher 2001 levels next year. The President has proposed restoring the tax at 2009 levels - exemptions of $3.5 million/individual and a tax rate of 45%; Senators Lincoln (D-AR) and Kyl (R-AZ) are calling for weakening the estate tax by raising the exemption to $5 million/individual and lowering the tax rate to 35%. A weaker estate tax would generate nearly $100 billion less to the U.S. Treasury and provide less of an incentive for charitable giving.