Charitable Advisors

10 New Year’s Resolutions for Board Members

2012-01-24T14:14:00.002-05:00

Last Thursday, January 19, we hosted a pilot session for 20+ new board members from 15 organizations across the central Indiana community at the Harrison Center for the Arts. It went very well and we plan to do it again in September. The intention is to supplement the new board member orientations that your organizations already do and address some topics that don’t typically appear in organization orientations. Our agenda included topics such as a the Board/Executive Director relationship, nonprofit finances, the expectations of and from the board chair, being a change agent, and helping to create a positive, active board culture. Pat Wachtel from Girls, Inc. and Travis DiNicola of Indy Reads were kind enough to join us to share their thoughts and for Q&A. Watch for our announcement of the September session in June/July. These sessions are provided at no charge as a service to the local nonprofit community.

As we prepared for this session, I was reminded of one of my favorite articles published on Guidestar a couple years ago about how board members can start the new year off right:

1. Get more engaged.
2. Have a bias toward action
3. Think big
4. Be optimistic, no matter what
5. Go back to your vision over and over and over
6. Be the catalyst; be the provocateur
7. Make your own proud, personal gift to support your organization
8. Support the staff.
9. Introduce 10 of your friends to your cause
10. Be a sneezer and spread your organization's viral news wherever you go.

Read the article.

5 Challenges for the Nonprofit World in 2012

2012-01-17T14:49:00.000-05:00

(www.Philanthropy.com )

The still-troubled economy will loom large over charities in the coming year, but simply keeping the lights on won't be the only problem organizations will face. All sorts of nonprofits, including deep-pocketed grant makers, are likely to struggle with the following issues and their fallout.

1) Philanthropy and the 99 percent - Economic inequality raises tricky issues for donors

2) Pressure from shrinking government aid - Foundations and nonprofits may step up the fight against cuts

3) Soothing generational tensions - Managers must make peace between baby boomers and 20-somethings

4) More demands to show results - Moving the conversation away from overhead costs

5) Innovation (and competition) from social enterprises - Will new approaches help charities or get in the way?

>>Read More.

9 Key Traits of ‘Next Generation’ Nonprofit Organizations

2012-01-10T13:29:00.002-05:00

In addition to the Daring to Lead 2011 study, my friends Marla Cornelius and Tim Wolfred at CompassPoint Nonprofit Services in San Francisco recently assembled a thought-provoking piece on the trends they are seeing in the hundreds of organizations their organization touches each year. While you might argue with a few from your personal perspective, this short white paper will get you thinking about how you can be better prepared for new and emerging challenges and opportunities alike.

Their 9 traits are:

1. Impact Driven – we already knew this one
2. Finance and Business Savvy - ditto
3. Continuous Learning - hmmm
4. Shared Leadership – sometimes seems we have too many leaders now
5. Wired for Policy Advocacy – since the government touches everything
6. Multicultural and Culturally Competent – diversity increases complexity while it drives creativity
7. Ambiguity of Work-Life Boundaries – does anyone remember the 40 hour work week?
8. Constituents as Thought Partners – do we ask the people who really know us best?
9. Boards as Value Add – imagine a board that multiplies your energy instead of consuming it

Read the full paper.

2012 Resolutions for the Nonprofit World

2012-01-03T11:46:00.000-05:00

(Chronicle of Philanthropy)

A new year offers an opportunity to set new goals. In that spirit, The Chronicle invited a diverse group of leaders and thinkers to share their 2012 resolutions for the nonprofit world. A sampling of their responses is below, see the full list plus reader comments on their webpage.

- May 2012 be a year of courage for philanthropy and the nonprofit sector. - Deepak Bhargava, executive director, Center for Community Change

- Explicitly fund overhead-we all have it and we all need it. And stop talking about getting nonprofits to merge, unless we are willing to put up a retirement fund for the executive director who will be asked to leave. - Gerald Chertavian, chief executive of Year Up, a nonprofit that offers training programs to young urban adults

- The Arab Spring, the Occupy movement, and ongoing calls for social justice have inspired millions, yet U.S. philanthropy has remained largely sidelined and silent. We, in the foundation sector, resolve to stop being as irrelevant as we have been for so long. - Albert Ruesga, president, Greater New Orleans Foundation

- I would like to see all nonprofits, but especially the smaller ones, resolve to improve their financial controls. - Elizabeth Grant, head of the charitable activities section, Oregon attorney general's office; president of the National Association of State Charity Officials

- 2012 must mark the year we get in front of technology, instead of behind it. Let's resolve to unleash the full potential of social media and Internet marketing for fund raising, community organizing, and advocacy.
- Darian Rodriguez Heyman, author of Nonprofit Management 101

http://philanthropy.com/article/2012-Resolutions-for-the/130150/

What to Get the Person Who Has Everything? Greek Food? Fun? An Opportunity to Help?

2011-12-20T10:53:00.001-05:00

It is that time of the year when you may be searching for gift ideas for a few more people. Let me offer dinner at Santorini’s and the soon to be completed Southeast Community Services Youth Center as a terrific choice that is sure to fit.

I serve on the board of SECS and last year we arranged our event to celebrate the re-opening of Santorini’s after their unfortunate fire earlier that Fall. This year’s “Fire and Ice” theme is to remember the fire but really focus on an old building in Fountain Square, on Shelby Street across from SECS, that is in the midst of being salvaged and turned into a youth center and community meeting space. While the building is being funded by SEND and United Way, we need resources to help equip it and expand the programs that will happen there. The number of children and youth in that neighborhood is exploding and we have such an opportunity.

Last year, I was excited to see a number of friends from the nonprofit community in attendance and hope you’ll consider joining us this year. For $50 a seat, you get a great Santorini’s meal, an opportunity to learn more about SECS and the youth center, and a fun bag of surprises. Sunday night, January 29, 5:30pm until we’re finished, the place is all ours. FMI and to make your reservation, go here.
You can also join in as a sponsor for only $100.

Merry Christmas, Happy Holidays, Happy New Year,

Bryan Orander
President of Charitable Advisors and Publisher, Not-for-Profit News

Wrapping up 2011/Prepping for 2012

2011-12-13T09:39:00.000-05:00

I don’t know about you, but this year has flown by and had both highlights and some tough spots. As we finish the year, I offer a few reminders and suggestions:

‘Welcome to the Board’ and ‘Finance for Every Board Member’ booklets – these are a handy, short, inexpensive tool to help new board members get up to speed more quickly or to start a conversation about the work of your board. Use “Promo7” as discount code and press “Submit” for a 20% discount.

New Year's Resolutions for Board Members (Guidestar.org - January 2010) -It’s that time again—for turning over a new leaf, for reexamining our work and lives, for refocusing on what we really want, and for refreshing our commitment to good works. Here are some great New Year's resolutions for nonprofit board members. If you do these, you'll set an example and be a "spark plug" for your organization—and you'll also help make the world a better place through your favorite nonprofit. More

Get your job ads and December news in early – the Not-for-Profit News will not publish the week between Christmas and New Years. Job ads will be posted to the on-line database but we will not publish on Tues, Dec 27(Indy) or Thurs, Dec 29(Cincy). You can submit Job Ads to Ads@NotforProfitNews.com or CincyAds@NotforProfitNews.com and ads can now be as long as you like – no editing to 6-8 lines.

Have a Merry Christmas and Happy Holidays in this special time of the year.

Developing Your Board

2011-12-06T13:45:00.002-05:00

(by Dennis Miller for www.thenonprofittimes.com)

(Readers know I am a big advocate for strengthening the relationship between the board chair and executive director and building a culture of accountability among your board members. Here's a good article that might fit into your priorities for 2012. Bryan)

The roles and responsibilities of boards and their members have been well researched and written about by experts in the field. Based upon my experience, knowing what to do and actually doing it are two different things. To unlock your board's true potential, boards need to constantly re-examine their own performance and make the necessary improvements that have been identified through their assessment process.

Two important aspects of improving a board's governance are:

. Selecting the board chair; and,

. Reappointing board members.

Read the full article.

Suggested New Year's Resolution-"I Will Not Start a Nonprofit"

2011-11-29T11:01:00.002-05:00

According to a September study by Civic Ventures, a San Francisco-based think tank, more than 12 million Americans from 44 to 70 years old would like to start nonprofits or businesses that solve social problems. Among the most popular causes given were social services, economic development, and health care. Read More.

While I applaud our entrepreneurial spirit and am the first to acknowledge that innovation comes from all sources, the coordination of efforts among nonprofits is a significant issue and most new, small nonprofits are more likely to further splinter the community's efforts than to advance the work, in total.

For 2012, I would offer an alternative resolution - go get deeply involved with an existing nonprofit that works in the area that you are passionate about. You can find them by checking the 211 database at www.Connect2Help.org or at www.Guidestar.org or calling the Volunteer Center at United Way at 317-921-1271 or http://www.uwci.org/index.asp?p=55. There are organizations who need board members, marketing and fund raising volunteers, financial professionals and other key skill sets in addition to hands-on roles with youth, the elderly, and everyone in between. Even if you decide to start a nonprofit later you will be far better prepared.

In summary - If you want to work hands-on with a particular group of people, kids, the elderly, the homeless - join forces with an existing nonprofit as a volunteer or staff member. If you want to spend your time and energy on administration, meetings, and fund raising - start a nonprofit.

William Aramony Ushered in a New, More Difficult Era

2011-11-22T15:03:00.002-05:00

To the younger generation of nonprofit professionals, the name Aramony may have little meaning. To those of us with more history in the sector, William Aramony’s actions and the public response marked the beginning of the end of a long held public trust in the work and motives of nonprofit leaders. His passing last week provides an opportunity for reflection.

Mr. Aramony's twenty years of leadership had built one of the first national 'brand names' for a nonprofit. But his career ended in disgrace in 1992 and six years in prison when he and two of his executive team were convicted of fraud and other ethical breaches. He shattered the illusion of nonprofit leaders somehow being different from regular people and not subject to the same temptations and failings – a perception that all nonprofits are working under some sort of unwritten ‘vow of poverty’ and always able to place the needs of others before themselves.

His actions and trial either initiated or accelerated a collapse of trust in the nonprofit sector and forfeited the "benefit of the doubt". Within a short period of time, nonprofits were increasingly being asked to prove how funds from donors and finders were used and the media jumped on the headline potential of big nonprofit salaries and hints of scandal that continues to this day. The focus became “how are funds used?” – meaning, are you using funds to enrich organization insiders, rather than a more appropriate focus of "what impact are you having?"

Looking back, I am certain that increased expectations of accountability from nonprofits were already beginning to happen, but it is interesting to consider how it might have evolved differently without this particular incident.

Merger vs. Acquisition-What Does It Mean? (BKD Insights)

2011-11-15T12:22:00.000-05:00

In these trying economic times, exempt organizations increasingly look for ways to expand, diversify and replace lost or decreased funding. When discussion occurs around the board table, two options that sometimes rise to the top of the list are to merge with or acquire another not-for-profit entity. For many organizations, this has proven to be a rewarding venture.

On the surface, mergers and acquisitions tend to be grouped together, but there are distinct differences between the two on all levels of the transaction. ASC 958-805, Not-for-Profit Entities: Business Combinations (formerly FASB Statement No. 164) establishes accounting treatment for each type of transaction.

Read the full article here.

FMI, contact Debi Ladyman, CPA or Joe VandeBosche, CPA at BKD
317-383-4000

Graduate Certificate in Project Management

2011-11-08T11:39:00.002-05:00

We are excited to have UIndy join our sponsor team, in Indy and Cincy, as they announce a new on-line certificate program targeted specifically toward human services professionals. This looks like a cost and time-efficient way to supplement your skills while working around your already busy schedule. This interesting series can make you more effective in your current role or prepare you for more responsible positions. We asked the UIndy team for a short overview of the program:

"Beginning in January 2012, the University of Indianapolis will offer a Graduate Certificate in Project Management for Human Services Professionals. This three-course certificate, offered in a completely online format, is designed for professionals from the human service sector who have a bachelor's degree or higher in any discipline. Content is focused on project management skills applicable for all disciplines and any human services environment. The certificate is offered through the university's Center for Aging & Community.

By completing this certificate, you will be equipped to effectively plan, monitor and execute projects. You will gain practical project management skills you can immediately put into practice in your everyday work. Earning this certificate will help you successfully manage complex projects while assessing the strengths of others, balancing needs of various stakeholders, and completing projects on time and on budget. These skills and experiences will help you deliver the best possible product and emphasize your versatility as an employee, project manager, and leader in your organization."

For more information and to enroll: http://cac.uindy.edu/project_management.php

Graduate Certificate in Project Management for Human Services Professionals All On-line from University of Indianapolis

2011-11-08T11:35:00.002-05:00

Are You Managing or Leading Your Organization Through Tough Times?

2011-11-02T10:34:00.002-04:00

Most organizations have managers that can maintain present operations and fix problems when they arise. Good managers excel in handling day to day operations efficiently and effectively. However, even when management is effective, there may be a void in leadership which prohibits an organization from truly thriving. Many make the common mistake of assuming that all individuals in positions of authority operate as leaders. This assumption can often lead to frustration for frontline workers, middle level management, and other stakeholders in the community.

Both the role of manager and leader are critical to the successful operation of an organization, yet their functions are quite different. It is important for those in authority within an organization to understand the distinct differences between management and leadership. Managerial functions center on directing and controlling the work of a group of individuals. Managers ensure that a job gets done and done well. Leadership, on the other hand, has its emphasis on influence, vision, and change. Influence is the ability to affect someone else’s thinking or actions. Leaders in organizations exercise this influence in their ability to cast vision and create change. They are forward thinkers and are able to advance an organization by working with others to create a shared vision that organizational stakeholders can rally to support. Leadership in today’s not-for-profit organizations is critical for their continued growth, development and successful service.

Aaron Metzcar, Ed. D is Associate Director for Master of Arts in Organizational Leadership at Indiana Wesleyan University. IWU now offers a Master of Arts with a major in Organizational Leadership that can be completed in as little as 23 months. FMI http://www.indwes.edu/Adult-Graduate/MA-Organizational-Leadership/

Visit Our New Website and New Jobs Database

2011-10-27T11:41:00.001-04:00

The whole Charitable Advisors team has been working hard over the past few weeks to pull our new website (you may need to refresh your browser) and jobs database together. The new website emphasizes our key roles in supporting area nonprofits through Leadership Transition, Planning, and filling Nonprofit Job openings. The jobs database gives employers some new tools to better promote and manage their search processes. Special thanks to Lora Olive for doing our web design, Nora Woodman for juggling all the moving parts, and Kristen for being a good sport about all the changes in her job entry routines. We hope you will take a few moments to explore the website and database, and let us know what you like. We’d also like to hear about what doesn’t seem to work or could be improved. For this week only, we are including the job ads in both formats, just to be safe and ensure that everything is working. www.CharitableAdvisors.com

Please send your comments or questions to Bryan@CharitableAdvisors.com or Nora@CharitableAdvisors.com.

Our New Jobs Database Coming Next Week (10/25)

2011-10-20T13:31:00.000-04:00

I am excited to share that we have been moving to a new jobs technology platform over the last few months and will release it next week (Oct 25). It will be accompanied by an update of our website. We will continue to post all jobs in the newsletter, but short introductions of the job will link to a much longer description, if employers choose to provide it. Our goal is to be the obvious choice for all of your nonprofit job advertising. Here are some highlights and benefits:

For Employers /Job Advertisers

· Same price, more features (Only $150 for 2 weeks in newsletter, 30 days on website).

· Unlimited job details in each posting by completing and submitting a new form we will provide.

· All applicants throughout the system are uniform with easy access to key contact information.

· Two standard screening questions, free, with ability to add more or customize for a small fee.

· Each job listing has its own web address and includes tools to circulate through social media.

· “Apply” button can link to your applicant tracking system, ATS, if desired.

· Beginning January 2012, you can license the full candidate tracking and communication capabilities of the system on a job-by-job basis.

For Job Seekers

· Easier access to job postings

· More information on each position

· Sort listings by job title or location

· Apply thru the system, attach your résumé and cover letter

Newsletter Readers

· Shorter, more uniform job introductions and ability to easily forward job postings to your friends and acquaintances through social media

Bryan Orander
President of Charitable Advisors and Publisher, Not-for-Profit News

www.CharitableAdvisors.com
www.NotforProfitNews.com
317-752-7153

Board Development is “In Season” – Two Great Opportunities

2011-10-12T13:37:00.001-04:00

One of the most common refrains I am hearing these days is how nonprofits who have always looked to their Executive Director/CEO and staff to keep the organization financially and operationally sound now need the board to step up and do more than attend meetings and review the financials. You might recall an article we ran in August overviewing research that found three critical success factors in boards that increased their effectiveness:

From: What Really Works in Building a Strong Board (Not-for-Profit News - July 13 Blog Post).

1. Outside governance expertise or training – a “nudge” – from a facilitator or board member attendance at outside training contributed to a new vision of the board.

2. The Board Chair - critical in creating movement and building momentum for change, in partnership with the executive director. The board chair usually engaged a few other board members, building a small group of champions for change.

3. Intention - Study participants described a specific, articulated intention to develop the board: ”We were obsessed with board development.” “Status quo was not OK.”

Here are two great opportunities for board leaders to set aside any excuses for not knowing how to create a strong board for their organization. Please get these dates on the calendars of a couple of your board leaders – or bring a group!

How True Philanthropy Can Transform Your Board: a workshop for nonprofit executive directors and board chairs with Jamie Levy of J.D. Levy Associates, Tuesday, November 9, 2010, 8:00 AM – Noon, Shepherd Community Center – Admission $15. Jamie Levy is president of J.D. Levy and Associates and a faculty member at Indiana University, where he teaches in the graduate and professional programs through the IU Center on Philanthropy, School of Public and Environmental Affairs, and The Fund Raising School. Through his teaching and consulting, he has trained nearly 12,000 professionals from over 30 countries. Join Jamie to explore how an understanding of "true philanthropy" can move your board from a group of individuals to a body of unified leadership, and how seeing your board through the eyes of a culture of philanthropy will empower your board members to be lifelong advocates as opposed to short term duty. See how the board meetings change when we view the board as a social asset and begin moving the board culture away from problem spotting toward value creation and framing.. We invite you to attend as a team, executive director and board chairman. Register at http://transformyourboard.eventbrite.com, or call 812-447-0345.

2nd Annual Central Indiana Board Chair Summit, January 21, 2011, 8:00am-Noon, Madame Walker Theatre – Admission $49. The primary purpose of the Central Indiana Board Chair Summit is to provide an opportunity for Board Chair leaders to learn new strategies and share ideas with one another that will foster healthier and higher performing Boards. The first-ever Central Indiana Board Chair Summit sold out in January 2010 and elicited tremendous feedback from the more than 80 organizations in attendance: 95% of board chairs rated the Summit as “above average” or “excellent”; 94% of board chairs learned new ideas or skills that could be put into practice immediately; 88% believe they will serve more confidently in their role as Board leader. As one of the 2010 Summit attendees stated: “Realizing that our problems were universal and typical with non-profit boards and hearing peers in my position talk about approaches for resolving them were the most useful aspects of the Summit.” Registration will open soon. Watch the NFP News for more information or contact nruschman@peacelearningcenter.org to be added to the mailing list.

Let us know what other resources you are finding to encourage and empower your board on our blog.

Failure to Communicate? Failure to Steward? The Board/CEO Relationship

2011-10-04T13:43:00.000-04:00

Over the past year, the stress level on many local nonprofits has continued to increase as funds from most sources shrink, demands for services increase, and many board leaders and volunteers are distracted by demands in their personal lives.

Anecdotally, we are perceiving an increase in board-initiated CEO/Executive Director departures. Nationally, it has long been held that about 1/3 of chief executive departures are board-initiated. In an environment with high unemployment and unstable financial markets, we are seeing fewer retirements and less natural movement between positions so it may just feel like the balance has shifted. One of my long-held concerns is that a significant number of nonprofit boards do not evaluate their CEO/ED on a regular basis – this lack of discipline in defining and discussing organizational and personal performance sets the stage for knee jerk reactions to bad news and organizational “politics”.

In the weeks ahead, we will be distributing a short survey targeted to Board leaders and chief executives to ask for your candid, and anonymous, input on this topic. In preparation, we encourage you to review the findings of the latest Daring to Lead 2011 study conducted by CompassPoint in CA at http://daringtolead.org/. We did have some local organizations included in their sample this year.

If we can include your board chair in this survey, please forward their e-mail address to Nora@CharitableAdvisors.com. We will not add board addresses to any other mailing list and will only use them to distribute the survey and the results. I would love to hear your ideas and feedback as we prepare this survey – either on our blog at http://charitableadvisors.blogspot.com or to my e-mail at Bryan@CharitableAdvisors.com.

And thanks to all of you who participated yesterday in the 9th annual Get on Board event.

Bryan Orander, President
Charitable Advisors and Not-for-Profit News

www.CharitableAdvisors.com
www.NotforProfitNews.com
317-752-7153

IWU Master of Arts in Organizational Leadership – Begins in January

2011-09-27T12:33:00.002-04:00

We are very excited to have Indiana Wesleyan University’s new MA in Organizational Leadership as a new sponsor of the Not-for-Profit News. As a group, nonprofit leaders know the value of education and I know many of you are looking for options to increase your leadership skills and your employment alternatives. IWU’s mission is to “change the world by developing students in character, scholarship, and leadership”– what better match could there be? This program will be offered beginning in January at the Indianapolis and Merrillville campuses and we encourage you to get more information and see if it might be a match for you. Here are some specifics:

· Objective of the program - Students will participate in practical experiences complemented by relevant scholarly research to develop their capacity to lead and to enhance their ability to serve in an organization.
· Program format - The Masters of Arts in Organizational Leadership is a blended format program. Students will meet onsite the 1st class of every course along with the 4th and 7th classes for courses that are 8 weeks in length. Students do online coursework between the onsite classes.
· Who is the target student? - Current leaders as well as those desiring to become leaders.
· When does it start? Classes are scheduled to begin in Indianapolis and Merrillville on January 28th.

Those interested in investigating this learning opportunity further should click on the link for more information. http://www.indwes.edu/Adult-Graduate/MA-Organizational-Leadership/. You can also contact Melodie Briscoe, MAOL Program Representative at 1-888-498-2329 ext 2972 or Melodie.Briscoe@indwes.edu.

Please let them know that you heard about IWU’s new program from the Not-for-Profit News.

Be a Board Member!

2011-09-20T13:33:00.000-04:00

October 3 from 4:00-6:30pm, Conseco Fieldhouse is the ninth annual Get on Board hosted by Lacy Leadership Association.

I am pleased to be a co-chair this year. Over the past 8 years, this event has connected nearly 2,000 local leaders into board and leadership volunteer roles in area nonprofits. There is no charge to participate.

Set up to look like a job fair, you can go to as many or as few booths as you like and learn more about the organizations that are of interest to you. If you aspire to be a nonprofit CEO, board experience is a critical and very interesting way to gain experience and perspective. I see nonprofit leaders/managers that serve on boards that are closely related to their organization or something completely different.

If you are interested in community leadership or making a difference around a particular effort, nonprofits are looking for capable, committed individuals who can assist in championing their cause. Register in advance to help us plan for the crowd and get information about who will be exhibiting. If you are new to the idea of board service, we will hold several brief introductory classes to answer your questions and overview the role of a board member.

One Caveat – in the past, the exhibiting organizations have complained of people who go table to table either selling their services or passing out resumes. Since these organizations have limited time to interact with as many potential board members as they can, we request that vendors and job seekers only attend as prospective board members.

See you there!

Bryan Orander

Join Me in Supporting United Way

2011-09-13T11:18:00.001-04:00

United Way of Central Indiana has recently kicked off their annual campaign with a goal of almost $40 mil. Personally, I started supporting United Way when I finished college and entered the working world in 1979(yes, I am that old J). I recall that I started with $5/pay coming out of my paycheck and every year I increased it another $5/pay until I had passed the $1,000/year mark. Today, United Way is still a philanthropic priority after tithing to our church.

I have two brief comments on my personal perspective of United Way:

1) In my mind, United Way plays a key role in studying and responding to many of the most important issues we face in our community. Though they can’t “fix” these problems on their own, they provide a basic infrastructure that we count on to help address them. I am on the board of Southeast Community Services in Fountain Square and the unrestricted operating support they receive from United Way is their life blood. My family makes our annual pledge to United Way ‘unrestricted’ because we know how important it is for the United Way team to be able to allocate resources to the place where they anticipate the greatest impact can be made.

2) Don’t lose your connection when you change jobs. I started my career in the big corporation world and appreciated the ease of payroll deduction. The annual workplace campaign was a convenient reminder and time to renew my pledge. When I changed employers, sometimes United Way fell off my radar and it took a year or more to get back into the cycle. After I started my own business, there was no “campaign coordinator” (it was just me in the office ) and with everything else going on it took me a couple years to get back into the routine. Now, I have our family checking account set to send a donation to United Way every month so that I don’t have another lapse. If you have changed employers or gone out on your own, don’t forget that United Way still needs your support – now more than ever.

Last Chance for Board Booklets! Welcome Survives!

2011-09-06T09:54:00.002-04:00

In mid-July, we announced we were liquidating inventory of our four Board education booklets that have sold more than 25,000 copies across the country while we explore moving to ePub formats. In the past 4-6 weeks, our inventory has dropped from more than 1200 booklets to less than 300 and we have sold out of Welcome and Fund Raising, but Finance and Planning remain in limited numbers. Soooooo... you can still save 20% plus get a free CD (The Facilitator Guide is included on the CD) with eight PowerPoint trainings, covering all four booklet topics, Creating Better Board Meetings, and more. The "Finance for Every Board Member" booklet has gotten great reviews for making nonprofit finances more understandable both for non-financial people and for people who are only familiar with business finances. The "Planning for Every Board Member" booklet is not a 'How To' but more about perspective, context, and the board's role in planning. It can be a great complement to "Welcome to the Board" in introducing nonprofit concepts to the first-time board member.

Based on your feedback, we will continue to offer the "Welcome to the Board" booklet in hardcopy since so many of you use it as a handout when you meet with new board members, so we hope to have it back in stock by the end of September. To order the discounted Finance or Planning, please go to: http://www.charitableadvisors.com/ordercdbooklets.html and enter code "Promo7" and then hit apply and it will show a 20% discount on everything you purchase on that page. With each order, we will also include a free Training CD but the system will not show it as a part of your order.

Thank you for your continued support and encouragement of our efforts.

Things That Make You Go HMMM! (Nonprofit Hiring)

2011-08-30T13:25:00.002-04:00

We included a headline from the general media and a reference last week to the new Nonprofit Employment Report from the IU Center on Philanthropy that prompted a number of inquiries about how nonprofits have added jobs in Indiana through the recession while businesses have cut jobs. Questions along the lines of "Is this true?", "How can this be true?", "We have been cutting for years, who is adding?", etc.

The answer isn't hidden but the headline could be considered misleading for most of us who see hospitals and universities in a separate classification from "regular nonprofits". A clearer headline would have been "Growth of Employment at Hospitals and Universities Surpasses Business Hiring" or something like that.

It is an interesting report and worth a few minutes of your time to explore. Below are a few excerpts that clarify that headline:

· The nonprofit sector accounts for nearly 1 out of every 11 paid workers in 2009, up from 1 in 12 in 2005.
· Over half (54 percent) of all nonprofit employees worked in healthcare, another 13 percent worked in education services, 11 percent in membership associations, 11 percent in social assistance, and 3 percent in arts, entertainment and recreation.
· Nonprofit employment growth was concentrated in the health and education industries (up 9.6 and 4.8 percent respectively), while nonprofit employment decreased for arts, entertainment and recreation, social assistance, and membership associations
· The overall increase in nonprofit payroll was driven mainly by education and health care; nonprofit payroll decreased in social assistance and arts, entertainment and recreation.
· Nonprofit average annual wages grew the most in education (6.7 percent), membership organizations (5.1 percent) and health (3.2 percent), held steady in social assistance, and actually declined in arts, entertainment and recreation (-3.1 percent).

See a summary of the study.

Legacy – Brief Reflections on the Week

2011-08-23T15:48:00.002-04:00

From the first, vague cell phone photo on the 10pm news to the full color videos the following day, we all watched in horror at the unfortunate loss of life at the Indiana State Fairgrounds. A few days later a dear friend who has been sick for over a year, still in her 30s with a young child, goes to be with the Lord. As I watch the news memorialize each of the individuals lost in the stage accident and see the preparations going into the funeral of my friend I can’t help but reflect on whether I am making as much of a difference as I can with my life while I have the opportunity.

Beyond the precious relationships with family and friends, I suspect that almost everyone who reads this newsletter plays a role, either as staff or volunteer, in the work of a nonprofit doing important work. Are we investing enough of our time, energy, and resources to make a difference or just putting in the minimum and moving on to more busyness? What will each of us be remembered for?

Do-it-yourself Professional Development - Sally Migliore, Philanthropy Journal

2011-08-16T14:18:00.001-04:00

Familiar with the expression, "No one person can fulfill all your needs?"

In the nonprofit world, it would be appropriate to change that slightly to: "No one employer can fulfill all your professional-development needs."

For nonprofits, particularly in this economy, it's not likely that money is available for professional development or, if it is, it's very limited.

Yet we know it's essential to invest in staff members who are the cornerstone of effective programs in our communities.

The responsibility for professional development is a shared one.

The role of an executive director is to promote a culture that supports employees' growth, while the responsibility of the employee is to take initiative in creating a plan for how he or she can acquire new knowledge and skills.

Professional development isn't an add-on; it's a core part of doing one's job well and with energy and enthusiasm for continued learning and performance.

So, I'd like to propose how nonprofit staff might go about creating a do-it-yourself professional-development plan.

Continue reading the article.http://www.philanthropyjournal.org/resources/special-reports/professional-development/do-it-yourself-professional-development?utm_source=bronto&utm_medium=email&utm_term=Do-it-yourself+professional+development&utm_content=Do-it-yourself+professional+development&utm_campaign=Professional+Development%yourself+professional+3A+Philanthropy+Journal+Special+Report

Shared Leadership . . . What Is It Exactly? (TCC Group in NP Quarterly)

2011-08-09T14:56:00.000-04:00

Theories about organizational transformation have been pointing in the direction of shared leadership for more than three decades. Experiments with "self-managing" work teams proliferated in the 1980s. In 1990, Peter M. Senge published The Fifth Discipline and popularized the concept of "learning organizations". In 1994, Jack Stack made waves with his book The Great Game of Business, where he championed the value of practicing "open-book management" and engaging workers at all levels. In 1999, Margaret J. Wheatley wrote in Leadership and the New Science, "Western cultural views of how best to organize and lead (now the methods most used in the world) are contrary to what life teaches. And, in 2003, Joseph A. Raelin coined the term "leaderful" in his book Creating Leaderful Organizations, which describes an organization that intentionally creates the structure and culture needed to share leadership among staff, board, volunteers, and other stakeholders.

Despite this dramatic shift in leadership theory, our combined research and experience with nonprofit organizations reveal that most organizations continue to accept a hierarchical structure, with the executive director shouldering an enormous burden of responsibility for organizational success. However, we found that this concentration of power was not because executive directors were power hungry. Nor was it even deliberate. It was due to a lack of familiarity with the alternatives. Read Full Article.

Success by Design

2011-08-01T10:53:00.003-04:00

Innovation and Improvement in the Nonprofit Sector

Peter York – TCC Group

Similar to many organizations, the Philadelphia Zoo got to a point where it needed to assess how well it was doing in meeting its ambitious goals. In the mid-1990s the zoo had crafted a new mission, which called for advancing “discovery, understanding, and stewardship of the natural world.”

Years went by. Exhibits were built, opened and closed, and millions of people stepped through the zoo’s doors. And yet, how far had this experience gone in shaping visitors’ attitudes? Even more profoundly, could the zoo take credit for shifting people’s actions, for turning them into the stewards it had envisioned?

The zoo’s efforts to answer these questions suggest a new approach to learning that may no longer warrant the label “program evaluation” as it is typically used in nonprofit sector – to prove something to an audience of funders or donors looking for validation of an entire program’s right to exist. Instead, it seeks to serve the people who create and design programs — the on-the-ground social innovators who benefit from direct insights that improve on their interventions. In other words, it functions like R&D in the private sector, providing a specific look at what is actually working.

So, why is R&D so important to the social sector? TCC Group's data from nearly 2,500 nonprofits provides statistically significant evidence that organizations whose leaders engage in R&D practices (only 5% of all nonprofits surveyed) are more sustainable -- nearly 2.5 times more likely to grow at or above the annual rate of inflation.

Read the full briefing paper at: http://www.tccgrp.com/pdfs/7-21_TCC_Briefing_Paper_LR.pdf

(Is An) Exodus of Executive Directors Expected?

2011-07-19T09:02:00.000-04:00

Here is another take on the recently released Daring to Lead 2011 report of 3000 nonprofit executive directors from www.PhilathropyJournal.org. The findings would indicate that a significant number of nonprofit executives will be leaving their roles over the next five years due to frustrations with funding, boards, and lack of work/life balance.

Highlights or Lowlights:
· Sixty-seven percent of executives plan to leave their jobs within five years, down from 75 percent in in similar studies in 2006 and 2001.

· With one in six leaders age 60 or older, for example, 22 percent of that group said a loss in their retirement savings contributed to a transition delay.

· Forty-five percent of respondents said their boards had not reviewed their performance within the past year and only 18 percent said their performance review was useful.

· Thirty-three percent of current executives followed a leader who was fired or forced to resign, "indicating the frequency of mis-hires and unclear expectations between boards and executives across the sector," the study says.

· Nonprofits are not prepared for executive transition.

· Satisfaction with board performance was lowest among leaders on the job between one and three years.

· Only 17 percent of organizations surveyed have a documented succession plan, and just 33 percent of executives were very confident their boards will hire the right successor when they leave.

· Eighty-four percent said the recession had had a negative impact on their organization. Forty-six percent said their organizations had operating reserves of less than three months of expenses.

· The study offers a series of recommendations to improve transition planning, understanding of financial sustainability, professional-development options and performance and composition of boards.
In my work, I am seeing fewer nonprofit executives targeting the traditional retirement age of 65 as their date. Even those who are ready to step out of full-time leadership roles in their late 60’s are looking for another paid role – some for the financial aspect and almost all because they value the work and the people in the nonprofit sector. If your organization doesn’t have at least a written Emergency Succession Plan, we can do a short session with your Executive Committee or board to generate some good thinking and draft a plan. Bryan 752-7153

Read the full article here.

Get Them While They are Still in Hard Copy! Board Training Booklets being discontinued - Save Now!

2011-07-12T14:49:00.002-04:00

Eight years ago, I wrote the first version of "Welcome to the Board" as a training handout for participant's in LLA's first 'Get on Board' - board member recruiting event. Theresa Rhodes at LLA was kind enough to cover the copying costs for me. It was a family project to fold and staple 100 booklets. Unexpectedly, the new board members who took those booklets back to their boards prompted orders "for every board member" and we were in the publishing business.

Over the following two years, I wrote three more short booklets, "Finance for Every Board Member", "Fund Raising for Every Board Member", and "Planning for Every Board Member" with the same intention, to make board information accessible to expanding numbers of new board members. We wrapped all four titles under the label of "Too Rushed to Read" to further convey the short length.

Since that time we have sold more than 25,000 copies, total, of these four booklets - probably in every state. We have sold them in sample packs of one of each title and we have sold them by the hundreds for conferences and even university classes, but we have mainly sold them 10-20-30 at a time to nonprofits who use them as they recruit and/or train new board members or work to expand the perspectives of longer term board members.

As part of Charitable Advisors continued evolution, we see much of this type of information moving on-line and will be exploring options to develop our next generation of training and education. Right now, we have just over 1,000 booklets left in inventory and all four titles but we know that some titles will run out before others.

Save 20% plus get a FREE Training CD and Facilitator Guide, while they last!

I guess I am old school, but I still like to hold books in my hands and know many of your current and future board members feel the same way. We want to clear off our shelves and give you a chance to purchase them at a good price - only $4-5 a copy. Go to: http://www.charitableadvisors.com/ordercdbooklets.html and enter code "Promo7" and then hit apply and it will show a 20% discount on everything you purchase on that page. With each order, we will also include a free Training CD and Facilitator Guide, a $55 value.

Feel free to e-mail me with any questions at Bryan@CharitableAdvisors.com.

Bryan Orander, President
Charitable Advisors and Not-for-Profit News
www.CharitableAdvisors.com
www.NotforProfitNews.com
317-752-7153

Get on Board 2011 – Does Your Board Need New Energy? New Perspectives? New Contacts?

2011-07-05T15:17:00.000-04:00

A couple new board members can bring much needed energy to a nonprofit board. I have been excited to be part of the Get on Board event in Indianapolis since it started in 2003. Hosted by the Lacy Leadership Association(LLA), it brings more than 60 nonprofits together each year in one energetic setting to provide current and aspiring community leaders with an opportunity to meet board and staff members from nonprofits of all kinds – arts, education, youth, health, social services and more. The goal for exhibiting organizations, and attendees, is to find that special connection of interest, skills, and motivation to make a difference. Since its inception, this premier community event has infused more than 1,800 new board members, committee members and volunteers into the community as they have become involved with hundreds of nonprofits. This year’s event is on Monday, October 3 from 4 p.m. – 6:30 p.m. at Conseco Fieldhouse. If you attended last year, you will be pleased to hear that the floor plan is being expanded and there will be plenty for room for attendees.

Due to the high demand for exhibitor space, non-profit organizations are chosen to exhibit through a comprehensive application process. Applications are now available online at www.surveymonkey.com/s/GOBexhibitor. Deadline to submit an application is August 5 at 5 p.m.

In order to be eligible to be selected for this year’s event you must:
Complete the on-line application in full by August 5. http://www.surveymonkey.com/s/GOBexhibitor
Submit payment to LLA for the $75 exhibitor fee (Your payment will not be processed unless you are selected to exhibit).

Commit to having at least one representative attend a mandatory exhibitor orientation in early-mid September. Date TBD

Once all applications are submitted they will be reviewed by a selection committee. The review and selection process will ensure a cross-representation of all areas of service. You will be notified in late August if you have been chosen to exhibit.

If you would like to attend as an individual and find opportunities to become a board member, you can register at http://www.lacyleadership.org/GetOnBoard.html, then the Attendees tab. There is no charge to attendees for this event. Please note that this is not a forum for seeking a job or soliciting business from these nonprofits.

If you have any questions about Get on Board, the exhibitor application or selection process, please contact Susie McKenna at 317.631.6542 ext. 133 or susiem@cicf.org

Lead People

2011-06-28T16:12:00.003-04:00

Earlier this month I shared some insights from Lee Cockerill, a former Disney executive and author of Creating Magic about the difference between staff training and staff development. I wanted to share some additional notes that should get you thinking more about how we can only lead when we connect with people - Lee says leadership is a “contact sport”.

· A leader’s job is… to do what has to be done, when it has to be done, in the way it should be done, whether you like it or not and whether others like it or not.
· Everyone is important – tell them that they are!
· Your role as a leader is to create an environment where employees want to come to work
· The right people, well-trained, require fewer managers
· Leadership is a contact sport
· Trust is the key
· Know what you stand for and what you won’t stand for.
· Bond early with new employees (and board members?)
· Be brave enough to have the hard conversations – employees build trust with managers who give them feedback on the good and bad and are willing to help them get better.
· Empower the front line with the financial and common sense authority to serve the customer
· If you can’t trust your people to do the right thing, YOU have hired and trained the wrong people in the wrong way
· Start the day by making rounds with your people

His top 3 priorities around getting the right people in the right roles:
1) Crisp systems to recruit and hire staff. Use on-line questionnaires and view videos before completing applications. You can’t train people to have good attitudes and be nice and happy.
2) Training and development of staff – train and test before you “turn them loose on customers”. Use staff managers as training resources in their areas of expertise.
3) Ensure that every employee knows they matter

Think about how you grow people in four areas of competency:
· Technical – skills needed to do their specific job
· Management – controlling, getting things done
· Technological – creating leverage and possibilities
· Leadership – Building trust, being a person people want to work for, challenging and holding accountable.

Leadership > Staff Environment > Customer Satisfaction > Business Results … The customer does not come first: Leadership comes first. This is the way that ensures excellent customer service which translateds to improved results.

Staff Training does not equal Staff Development (Part I)

2011-06-20T16:23:00.000-04:00

I am a huge fan of the team at the Foellinger Foundation in Fort Wayne (unfortunately, they fund in Allen County only). They recognize that it takes strong nonprofit organizations to deliver quality programs and to create meaningful results. Their refrain is that they support effective organizations who are “Well-managed, Mission Driven, Results-Oriented”. To that end, Foellinger Foundation brings in a nationally known speaker each year to present to an opening session audience of 100’s of board and staff leaders followed by a workshop that delves deeper into the subject – but that’s not all. Following the workshop, they offer the opportunity for many organizations to receive a grant to implement the ideas and strategies that have just been explored.

This year their guest was Lee Cockerell, former Disney executive and author of the book “Creating Magic”. This week, I wanted to focus on his theme that stood out most for me – “Staff Training is not the same as Staff Development”. Lee highlighted that these concepts tend to be lumped together, even thought of as the same thing. He emphasized that they are dramatically different and how your organization approaches them could determine whether you are creating “Disney Memories” or Delta Airlines Baggage embarrassments.

He explained that staff training is what you do to equip and prepare a staff member to successfully and effectively perform the basics of their job and then keeping them current on the skills needed to perform the role. Small nonprofits, in particular, struggle with this aspect of appropriate staff training and will sometimes wear “we do on-the-job training” as a badge of honor. Lee noted that at Disney, no employee (cast member) is turned loose on the public until they have been trained and tested on it. What would it take for your organization to excel at equipping your people to do their current jobs well?

In contrast, Mr. Cockerell shared that staff development is individualized, one-to-one, focused on potential (expanding their job or on preparing for another role), and usually manager initiated. In too many organizations, nonprofit and business, this thinking is relegated to an annual performance evaluation exercise that often results in employee’s feeling that their supervisor doesn’t care enough about them to put real effort into helping them improve. Lee emphasized that many of his best relationships are with former employees that he was candid with about their weaknesses and how they could improve. What would it take for your organization to excel at preparing your people for additional opportunities or increased impact?

Share your insights.

Bryan

Cross-sector Hiring – Will It Become More Common?

2011-06-14T11:54:00.000-04:00

I was recently meeting with the successful, long-term CEO of a large nonprofit and we were discussing the increasing numbers of people who have had careers in business that are now interested in working in the nonprofit sector. I commented that on several of the recent searches that I have supported, more than half of the prospects were from the business sector and had little nonprofit experience beyond serving on a board for a few years.

He shared an exchange with me that he recently had with a successful corporate executive (I am paraphrasing):

Corporate Executive to Nonprofit CEO: I have been successful in business and now I think I am ready to lead a nonprofit - to give back to the community and really make a difference. How do I go about getting a job in the nonprofit sector?

Nonprofit CEO to Corporate Executive: I’ve been very successful in my work as well. How likely are you to hire me to work as an executive in your company?

Corporate Executive to Nonprofit CEO: Not to be critical, but you don’t have any experience in our business and there are many people in our company and in our field that we would consider ahead of you.

Nonprofit CEO to Corporate Executive: Ditto.

Personally, I think the interest of Boomers in business roles moving into nonprofit leadership roles is a very positive thing and could ultimately help in filling both leadership and skill gaps as the older edge of the boomer generation retires. At the same time, there are incredible differences around scale, budgets, organizational culture, multiple stakeholders, and the nonprofit structure that are not an easy transition for many business people.

These business leaders need a path to prepare themselves for these roles. The current route would be to serve on nonprofit boards, volunteer, and get involved in giving back while you are still working in the business sector to develop enough of a network and reputation in the nonprofit segment you aspire to work in that your resume is a match for nonprofit role.

Please share your thoughts.

Four Ways to Remove a Board Member

2011-06-07T14:13:00.000-04:00

Once again Jan Masaoka from the Blue Avocado offers interesting thoughts on a difficult board issue. I have summarized this great article below and encourage you to share the link with your Board Chair and Governance Committee. Let us know what you think about this topic.

Bryan

Occasionally, a board member needs to be removed from the board. In some cases, a conflict of interest or unethical behavior may be grounds to remove an individual from the board. In other cases, the behavior of a board member may become so obstructive that the board is prevented from functioning effectively.

The best boards often have strongly felt disagreements and heated arguments. Challenging groupthink and arguing for an unpopular viewpoint are not grounds for getting rid of a board member. But if a board member consistently disrupts meetings or is otherwise destructive and demoralizing, it may be appropriate to consider removing the individual from the board:

1. Personal intervention
One-to-one intervention by the board president or other board leadership is a less formal solution to managing problem board members. If a board member has failed to attend several meetings in a row, or has become an impediment to the board's work, the board president can meet informally with the board member in question. The conversation can occur in person or on the telephone; the board president can specifically request a resignation.

2. Leave of absence
Make it possible for individuals to take a leave of absence from the board if they have health, work, or other reasons why they cannot participate fully during the current term. A board member can take, for instance, a 6-month "disability leave," or a 3-month "busy with new job" leave.

3. Term limits
Most boards (62%) establish not only board terms but also term limits, such as two-year terms with a limit of three consecutive terms. In such a situation, a board member cannot serve more than six consecutive years without a "break" from the board. After a year off the board, an individual can once again be elected to the board.

4. Impeachment
Your organizational by-laws should describe a process by which a board member can be removed by vote, if necessary. For example, in some organizations a board member can be removed by a two-thirds vote of the board at a regularly scheduled board meeting. If you do not have a way to vote out board members, add this now to the bylaws, not when there's "a problem with a first and last name."

Bryan

Read the full article.

What's the Trend - Can We Govern Without Knowing?

2011-05-31T10:19:00.000-04:00

One of my foundation clients contracted with a well-known national nonprofit to work with a number of their grantees last year to review their financial situations and provide the leadership of each organization with some insights into their efforts.

The smaller organizations, in particular, found the most benefit from consultant's approach of showing five years of information for all of the expenses and revenues, in various types of groupings. They could see where they were consistently strong or consistently weak and what impact various changes in people, programs, or the economy had on their work.

From my experience, too few nonprofits look at their work through the lens of multiple year trends, in finances or anything else. I hear common concerns of our nonprofit boards micro-managing or making important decisions without key information or not being strategic in their thinking.

It would seem ideal to spend more time in board meetings looking at trending information and less at isolated snapshots of how much money we have in the bank today or how many clients we served this month. I find that using trend data pushes the dialogue to a higher, more strategic perspective - just what we want for most of our boards.

Does your organization look at trends or settle for snapshots of today? If you use trend data, tell us how you use it and offer your thoughts on how other organizations can improve their own efforts with this strategy.

Bryan

10 Nonprofits That Act Like For-Profits

2011-05-24T09:28:00.002-04:00

BOSTON (TheStreet) -- The line between for-profit companies and nonprofit charities continues to blur. The organizational creep of nonprofits into areas that seem more in keeping with the for-profit world is nothing new. In an effort to boost their bottom line, many charities have branched out into other investments -- real estate holdings, property management, paid endorsements and retail sales among them. And the organizational structure of some nonprofits has evolved in new directions.

In 2007, Google(GOOG) launched Google.org, an effort defined as a for-profit charity. Seeded with 3 million shares of company stock, it has primarily funded alternative-energy projects. Other nonprofits are looking closer at "hybrid" models to combine profit-driven strategies with charity-minded outcomes.

"For many years nonprofits have often used for-profit subsidiaries or a fee-for-service approach," says Ken Berger, president and CEO of Charity Navigator, a service that evaluates the financial health of more than 5,500 American charities. "In fact, the biggest piece of income for nonprofits is not individual contributions or government money -- it comes from fee-for-service income. This notion of hybrid, or the 'for-profit nonprofit,' is nothing new at all."

The impact of "this notion that for-profits have a social mission, the notion of doing well while you do good," remain to be seen, says Ken Berger, president and CEO of Charity Navigator, a service that evaluates the financial health of more than 5,500 American charities.

Berger laments the fact that some nonprofits are formed with charity as a secondary intent. "There are occasions where businesses consciously choose to be a nonprofit because it gives them a strategic advantage over for-profit competitors," he says. "They get a tax exemption and therefore they get a leg up. We are clocking in now at about 2 million nonprofits, the largest nonprofit sector in the history of the world. For the past 20 years, we had more nonprofits formed than in the whole 200 years before that. Even in a down economy it is still explosive."

The nonprofits cited as working more like businesses include:

-Google.org
-The College Board
-Mozilla Foundation
-The National Geographic Society
-American Cancer Society and Susan G. Komen for the Cure
-The PGA Tour
-Corporation for Public Broadcasting
-YMCA
-Higher Ed such as Harvard, Columbia, and Yale
-Hospitals and Blue Cross/Blue Shield

Read the full article at: http://www.thestreet.com/print/story/11121065.html

Does ‘One Size Fit All’ in Interacting with our Supporters?

2011-05-19T10:27:00.000-04:00

I had a conversation with a commercial banker last week who shared how his bank is trying to adapt their paradigm of customer relationships. Traditionally, bankers view spending more face to face time with a client, and in their workplace, as something special that shows how much the bank values the client relationship. Increasingly, customers are rejecting these offers of banker’s time and insight. Customers just want to know what is needed and to have their questions answered – some even requesting it by text. This puts the bank and banker in the new and difficult position of determining how to differentiate themselves and create or maintain a customer relationship with limited face to face interaction.

What might this type of thinking mean to your nonprofit? One thought is to find a way to let your supporters tell you how they want to interact. Most smaller nonprofits haven’t gotten to the point of doing much relational fund raising - so don't use this thinking to avoid relational fund raising, but to be more strategic is determining how you make it matter.

One resource to get you thinking might be the virtual 2011 Millennial Donor Summit, a national event co-hosted by Indy-area fund development firms Achieve and Johnson Grossnickle. http://expos2stage.com/demo/mds11/index.php

2011 Indiana Achievement Awards - A CALL FOR NOMINATIONS

2011-05-10T13:05:00.000-04:00

The IUPUI Solution Center is honored to host the Indiana Achievement Awards (IAA), recognizing and rewarding Indiana's nonprofits for exemplary practices and demonstrated effectiveness. You are invited to nominate an outstanding Indiana nonprofit for a 2011 Indiana Achievement Award.

IAA Winners will be recognized at a celebratory luncheon held as the crowning event of the Indiana Nonprofit Capacity Building Conference on Wednesday, September 28, 2011, at the IUPUI Campus Center in Indianapolis. IAA Winners will each receive a cash award, statewide recognition, and a
professionally produced organizational video.

The Michael A. Carroll Award will also be presented during the luncheon, by the Indianapolis Business Journal to a nominee who demonstrates determination, humility, and devotion to the Indianapolis community. For more information visit Michael A. Carroll Award.

To begin your nomination IAA NOMINATION FORM - IAA Nomination Deadline: June 3, 2011 by 5:00 p.m. EST

Visit Indiana Achievement Awards for complete information.

IAA information is also available by contacting the IUPUI Solution Center at
317-278-9170 or emailing:solution@iupui.edu

Thanks,
Bryan

NEW - Resource Center for Good Governance and Ethical Practice

2011-05-03T12:36:00.002-04:00

(WASHINGTON, April 28, 2011) - Independent Sector launches today the new online Resource Center for Good Governance and Ethical Practice, a comprehensive collection of tools for nonprofit and philanthropic organizations to enhance the accountability and transparency of their operations and ensure they operate in ethical ways.

At the heart of the Resource Center is the Principles for Good Governance and Ethical Practice: A Guide for Charities and Foundations, which has been called "the most significant industry-based effort to promote self-regulation by the sector to date." The Resource Center showcases, through downloads or links, over 250 model policies, research papers, templates and other tools. Most are available free of charge.

At a time when the nonprofit sector faces increasing scrutiny from government and the public - such as the case with the allegations surrounding inaccuracy behind Greg Mortenson's book, "Three Cups of Tea," and questions about the finances of his nonprofit Central Asia Institute - these resources provide an invaluable asset to organizations seeking to ensure that they are operating in accordance to the highest standards of ethics and accountability. They will be especially valuable to smaller organizations, which often lack and cannot afford to hire the expertise to address these aspects of their operations in a comprehensive way. Read More.

Thanks,
Bryan

WALKING FOR DREAMS – SUPPORT BRYAN

2011-04-26T10:19:00.000-04:00

Friends/Readers,

I will be participating again this year in an event called "Walking for Dreams," which is a 5K Family and Pet Walk on the canal downtown. The purpose of this walk is to help support dozens of local non-profit organizations by raising funds to provide services to the youth and families of Indianapolis.

This is the one time each year when I ask, personally, for you to support me in assisting a cause that I feel is important. Perhaps you found your current job through the Not-for-Profit News or your work has been enhanced by a connection or training you found through our publication. I would really appreciate a small donation or even invite you to recruit a few supporters and join us – you can quickly do either through the website at https://www.walkingfordreams.org/Donate.aspx.

I am raising money for and am on the board of Southeast Community Services, a Center for Working Families (CWF), who provides services leading to long-term financial stability for the families they serve in the Fountain Square area and beyond. SECS goal is to help individuals from the southeast side of Indianapolis find jobs and careers to increase their income, develop budget plans to help them use their money wisely, help them plan for college or other training, assist them in applying for state benefits, as well as connect them to other organizations and resources. Southeast Community Services also provides programmed activities for senior citizens, a summer youth program, and after-school tutoring.

The Family and Pet Walk is Sunday afternoon, May 22, 2011 on the Canal in downtown Indianapolis.

Click here to learn more about the event.

Click here to register for the walk on the official “Walking for Dreams” website.

Click here to make an online donation.

Thank you for your support!

Bryan

We Value Diversity, But Do We Act on that Value?

2011-04-19T12:40:00.002-04:00

Boston, April 12, 2011 – According to a new report released by Commongood Careers and Level Playing Field Institute, nonprofit employees perceive that their employers claim to value building diverse and inclusive organizations, but that they do little to back up that claim. The report is from a nationwide survey of over 1,600 nonprofit professionals.

Key findings include:

Nearly 90% of employees believe that their organization values diversity. However, more than 70% believe that their employer does not do enough to create a diverse and inclusive work environment.

More than half of employees of all races – and 71% of employees of color -- attempt to evaluate a prospective employer’s commitment to diversity during the interview process.

More than 35% of people of color who indicated that they examine diversity during the hiring process report having previously withdrawn candidacy or declined a job offer due to a perceived lack of diversity and inclusiveness.

The report provides five strategies for organizations to shift from just valuing diversity to building and sustaining diversity. They include: (1) open conversations about race that include executive leadership, (2) effective communications about diversity commitments that include measured results, (3) building partnerships and networks that facilitate effective recruiting, (4) a hiring process free from subtle bias, and (5) taking the time to develop, mentor and promote a diverse staff.

“As the economy improves, nonprofits will compete more than ever before for top talent. Organizations that fail to address diversity issues will see a steep drop off in their ability to recruit and retain their talent, not just their employees of color,” said James Weinberg, Founder and CEO of Commongood Careers. “Nonprofits are at a unique moment in time to implement change. If they don’t, they may lose out to other employers who have made intentional efforts to increase and embrace staff diversity.”

To download the full report, please visit: www.cgcareers.org/diversityreport.pdf

We would appreciate your comments.

Unlucky 13 Merger Red Flags from the Nonprofit Times

2011-04-12T13:33:00.002-04:00

www.NPTimes.com

The popularity, or maybe necessity, of mergers in the nonprofit sector has been viewed from many angles. Some have worked well, others not so, and any can bring an array of benefits and drawbacks. In his book "Nonprofit Mergers & Alliances," Thomas A. McLaughlin, a management consultant and long-time contributing editor to The NonProfit Times, offers advice about mergers, including financial red flags.

Some of those red flags are:

1. Balloon loan payments coming due. This is not necessarily a deal-breaker. McLaughlin offers two questions - 1. Are you aware that you will owe an unusually large debt payment in the future?; and, 2. Do you have a plan for paying it back? If you can answer yes to both questions, it is possible to move ahead.

2. General records disarray.

3. Indispensible staff. If a partner organization seems to work mostly because of one or two people, remember that those people might be lost in a merger.

4. Lapsed insurances.

5. Loss of (pick one): license, accreditation, large donors, large payer.

6. Maxed-out line of credit.

7. Nonfinancial "liabilities." A disgruntled officer, bad media story, for example.

8. Payroll taxes unpaid.

9. Qualified audit opinion.

10. Unacknowledged and serious CEO-staff conflict.

11. Unexamined accounts receivable.

12. Unreported litigation.

13. Low or negative net assets.

Add your comments or red flags.

Would You Recognize a Sustainable Nonprofit?

2011-04-04T16:44:00.003-04:00

In a recent article, Richard Mittenthal, CEO of the TCC Group, notes that
the recession is not over yet for many nonprofits and that hard decisions
are still being made. He suggests four keys to ensuring your organization's
survival, or for donors who are looking for keys to organizations that will
be around tomorrow:

1) Evaluate, evaluate, evaluate. And act on what you learn.

2) Cut costs.

3) Focus on planning, including contingency plans to prepare your
organization for the range of challenges that lie ahead.

4) Strengthen relationships with key funders, avoid the internally focused
bunker mentality that can happen in crisis. Ask board members to become more
actively involved.

If you serve on a nonprofit board, it is your responsibility to provide
oversight and input on the organization's financial condition. Every step
the nonprofit can take now to stabilize its finances will pay off later, no
matter how long the recovery takes.

Read the full article.

Interns are a Win/Win

2011-03-24T10:56:00.001-04:00

Last week, I shared a few insights and resources that we have gathered over the past nine months as we have been encouraging nonprofits to consider whether they can provide, and benefit from, internship opportunities. Coincidentally, one of our friends, Mike Smith, an attorney who works with nonprofits was on the same track and shared some research he has done around that prickly issue of “Do we have to pay interns?”. See last week’s article at: http://charitableadvisors.blogspot.com/ Here are Mike’s insights:

Bryan - I saw your blog post on summer interns. Coincidentally, I’ve been working on a couple of my own blog entries– one for businesses and one for nonprofits – dealing with the question of payment of interns.

For nonprofits, there are three categories of interns:

· Employees, who have to be paid minimum wage and overtime compensation.

· Trainees, a narrow category. Trainees cannot be paid.

· Volunteers, a much broader category. Volunteers can be paid no more than a “nominal” stipend or fee, along with reimbursement of expenses and some benefits.

Only the first two categories are available to for-profit businesses.

These entries have some guidance (useful, I hope!) on the requirements for interns to qualify as either trainees or volunteers.

http://www.indianabusinesslawblog.com/2011/03/business-unpaid-interns.html

http://www.indianabusinesslawblog.com/2011/03/nonprofit-unpaid-interns-1.html

Michael Ray Smith

www.MichaelSmithLaw.com

It's Summer Intern Time!

2011-03-15T10:29:00.002-04:00

While nonprofits who regularly use interns may already have their slots filled for the summer, many nonprofits are just beginning to think about the possibilities. Charitable Advisors would love to see more nonprofits use interns so we wanted to share what we learned from a short survey last summer and a seminar we co-hosted last fall with United Way and Indiana INTERnet. Many local colleges and universities will have Spring break in the next few weeks so you want to be ready to reach these students when they return.

Common Questions about Internships

What's the difference between an Internship and a Summer Job? - An internship is intended as a learning opportunity for the student, in addition to providing a contributing employee for the nonprofit. Positions where the primary responsibility is receptionist, data entry or file clerk, for example, provide little opportunity for learning. Camp and Youth Counselor roles are obviously summer jobs.
Do we have to pay interns? - we have been told that 501c3 nonprofits are not obligated to pay interns. Still, most of these students have living or school expenses and an unpaid internship means they must also find a paying job. A third of the respondents to our employer survey thought that paid internships attracted stronger candidates. The Indiana InternNet report showed that $8-10/hr was pretty typical for nonprofits who paid by the hour. Stipends seems to range from a a few hundred dollars a month to a $1000 or more. Most internships seem to be in the 20-30 hour per week range.

Keys to a Successful Internship Opportunity

Last summer I took my first shot, since my big corporation days, at hiring a summer intern and it didn't work out very well - primarily because of me. I have since learned what experts suggest is needed for a good experience on both sides:

Opportunity to learn - as noted above, data entry is a job not an internship. While every internship will have some elements of routine and clerical tasks, there should still be several on-going opportunities to learn about the sector, the field, or a specific type of work.
Project-based - the student should be able to point to one or more projects they completed. They take an effort from concept to reality and you don't have to provide direction to them every minute.
Active and accessible supervision - though you likely won't be your intern's first place of employment, they will need active supervision and encouragement in their work.
A mentor - a terrific bonus is to have someone besides their immediate supervisor to meet with them several times during their tenure. This could be another department manager or even the CEO.

Finding an Intern

The mechanics of the process are similar to filling any position - you identify some interested and capable candidates, interview the strongest, and negotiate your terms.

Do I have to coordinate through the university? - no, but universities can be a terrific resource. You can contact any college or university that your organization has a relationship with. If students will receive college credit, some coordination with a faculty member may be needed. In other cases, the internship is between you and the student directly. When you approach a university internship contact, ask how you would go about finding an intern - don't treat them like a staffing or temp agency who is there to fill your opening.
What other resources exist for finding an intern? - Two specific resources are:

Indiana INTERNnet at http://www.indianaintern.net, an on-line clearinghouse where nonprofits, and businesses, can post internship opportunities at no charge and students can post qualifications and apply as well. They added a nonprofit category to their database late last summer.
IUPUI Solutions Center - while part of IUPUI, the specific role of the Solution Center is to connect nonprofits and businesses to the university - so they are a great resource for an organization that does not yet have a formal internship effort. They can even help to pay for your intern. Two resources they offer:

First steps in hiring an intern from IUPUI. Tips on putting a position description together and more - http://www.iupui.edu/~solctr/internship-assistance/getting-started/
For some internships, matching financial support through the Community Venture Fund - http://www.iupui.edu/~solctr/internship-assistance/community-venture-fund/

8 Rules to Help Nonprofit Leaders Navigate the New Economy

2011-03-08T13:47:00.002-05:00

by Rebecca Sive, an advocacy strategist

Again, if you aren't subscribing to the Chronicle of Philanthropy www.Philanthropy.com , you really should be asking your self why. Here is a quick lists to get you thinking (and maybe buying the Feb 10 edition of the Chronicle).

Emerging from the recession and with a generation of social change agents on the verge of retirement, Ms Sive offers some new rules for creating social change, building on the classic community organizing writing of Saul Alinsky:

1) Unless you are willing and able to turn on a dime, find another job

2) Ambiguity creates opportunity

3) Consistency of message is everything

4) Thinking like an entrepreneur is the only fruitful way to proceed - take calculated risks, quickly

5) Get in on the ground floor with young and new types of donors

6) Your board members should be risk takers - By their nature, boards slow things down and try to avoid risk.

7) Staff members should be young and hungry

8) Consensus is not the optimal decision making approach for these times - There isn't always time to get everyone on board and everyone will likely not be in agreement on critical actions.

Tell us what you think, what rules you would add on our blog.

So - Restricted Funds are like, restricted?

2011-03-01T08:30:00.000-05:00

I was in yet another conversation with some funders this week as they lamented the shoddy accounting practices that the recession is bringing to light in so many nonprofits and are concerned that board and even staff leaders don't understand what they are ignoring, or even condoning.

Disclaimer - I am not an accountant or attorney, so please take my comments as motivators to ask questions and gain clarity, not as specific financial or legal advice.

The concept of restricted or designated funding - Many board members, accountants, and even staff leaders do not fully understand that in the nonprofit environment, a significant amount of your revenue arrives with specific directions about how and when it will be spent. The organization is required to spend it in that way and often report the results back to the donor or funder. An example would be a foundation that provides a grant for $50,000 for a youth serving organization to conduct a summer camp.

When cash gets tight - If that $50,000 summer camp grant arrives in January, it can be tempting to use the money to pay current bills, but it is the obligation of the organization to ensure the funds are available to hire staff, buy supplies, and rent the camp for the summer.

We have a mission to accomplish - I am surprised by how casual some Executive Directors are about ignoring the concept of restricted or designated funding. While the outside world, including funders, are given the impression that their grant funds are being appropriately managed, in reality, the funds are spent as soon as they come in the door, often on non-program expenses, and that summer camp was likely paid for by the funds from a later grant intended for the next tax prep season. If the next grant doesn't come as expected, the house of cards begin to crumble, and becomes very public when the organization reaches a point where it can't make payroll yet is obligated to still provide months of services it has accepted funds to deliver.

Board member understanding - Sometimes board members are told that borrowing into future program funds is "just the way nonprofits run" and sometimes they are not told at all.

Role of the Finance Committee - The Board Treasurer and Finance Committee really need to take the lead role in stating expectations and understanding where the organization currently stands in this area. If poor practices have been used in the past, acknowledge it, make some changes and start working your way back. If staff is reluctant or evasive about sharing this information, assure them that the intent is to ensure the organization can continue its work, not to find people to blame.

Role of the Auditor - Boards heavily rely on outside auditors to reassure them that everything is "OK". However, I am hearing increasing complaints about audit firms who do not identify issues around restricted funding, other than listing it in the financial statements. It seems you would not have a difficult time finding nonprofits who have spent months ahead in restricted funds who are receiving clean audits.

Role of the Accounting Staff - The accounting staff can be in a tough position on this issue, which is why the board needs to step up and understand it. In some organizations, current bookkeeping or accounting staff do not have professional accounting backgrounds, so they may not have a clear idea of what is appropriate and what is not. In other cases, staff leadership may prohibit them from being candid with the board.

Role of the Accounting Contractor - The Finance Committee needs to ensure that they have a communication channel built with any outsourced bookkeeper or accounting contractor that will allow issues similar to this to be raised. It is part of the "trust and verify" approach that boards need to take.

Wrap-up - If you are board or staff of a nonprofit that needs to make some improvements in this area, please put the focus on the issue and reduce the tendancy to point fingers. In most cases, though the problem is being uncovered on your watch, it has evolved over a period of time and a series of short-term decisons made by a number of people. Funders know this is happening, and may even be aware your organization is doing it before the board is, so include them in the conversation if you see a way they can help.

Bryan

Are You a Risk-Aware Nonprofit?

2011-02-15T08:27:00.002-05:00

When I first heard the term "risk-aware nonprofit" I got this image of an
organization that attempted to isolate itself from any possible loss or
risk. When I read the first Hallmark of a risk-aware nonprofit was to "Takes
More Risks Than It Avoids", I knew I was off track in my thinking. Over the
past two years, the Nonprofit Risk Management Center convened and consulted
risk management experts from the nonprofit sector to identify 12 hallmarks
of a risk-aware nonprofit organization, along with practical strategies and
tools to help turn your organization into one that manifests the hallmarks
of a risk-aware nonprofit.

This Hallmarks tool was developed to provide thoughtful guidance to board
and staff members around an area that is too often relegated to "I'm pretty
sure the Finance Committee and staff are on top of our insurance needs." The
website provides both an overview and some detail in each area to allow your
organization to more clearly evaluate whether you are responsible risk
managers.

Hallmark #1: Takes More Risks than It Avoids

Hallmark #2: Heralds A Risk Management Champion

Hallmark #3: Guided By Reality, In Addition To Scary Headlines

Hallmark #4: Is Bold But Smart

Hallmark #5: Cultivates a 'Can-Do' Attitude Among Paid and Volunteer Staff

Hallmark #6: Sees the Whole Iceberg Not Just the Tip

Hallmark #7: Understands that Hindsight Isn't 20:20, But It's Better than a
Blindfold

Hallmark #8: Tells It Like It Is

Hallmark #9: Is Transparent with Insurance Partners

Hallmark #10: Values the Journey, Not Just the Destination

Hallmark #11: Engages the Board in Their Battle

Hallmark #12: Looks at Risk from Everyone's Perspective

Read more about each Hallmark at:
http://nonprofitrisk.org/tools/hallmarks/intro.shtml

Thoughts on Building a Prospective Donor Development Process

2011-02-08T13:16:00.000-05:00

by Kevin Strickland, The Not-for-Profit Group for GuideStar.org

In today's tough economic environment, many not-for-profit organizations are struggling to grow donations. Taking a more strategic approach to donor development has never been more important. When our principals meet with those seeking donations, we hear common themes of why many are struggling to find new opportunities.

See whether any of these reasons apply to you:

.No time-Most of those responsible for development are busy, if there is
anyone responsible.
.Not sure whom to target
.Prospecting potential donors is a low return activity
.Prospecting new donors is frustrating

Getting new donors is tough. Making sure you have done everything possible to make it easier is not to say it will be easy. Here are some techniques being used by some of the most successful organizations:

1.Make sure your organization is targeting the right prospective donors.
2.Help people identify the best opportunities to target.
3.Build a plan for consistency and committing to the long haul.
4.Select the right approach to get the first appointment.
5.Prepare effectively for the first and second meeting.
6.Reinforce the process. Prospecting new donors is a team sport. Forget
freelancing. By creating opportunities for your organization to share market intelligence, effective calling techniques, and successful strategies, you build a process that can be managed over time. And you improve their chances for success.

Every Board's Guide to Strong Organizational Leadership in 2011 - Michael Peregrine, Atty

2011-02-01T12:16:00.000-05:00

For those of you who do not subscribe to the Chronicle of
Philanthropy(www.Philanthropy.com) yet. As an attorney, Mr. Peregrine's
focus is primarily on the internal workings of the organization, which
misses some important externally focused roles of the board, but each is an
important point. Some are more applicable to larger organizations or
organizations doing certain types of work but the list is well worth a run
through at the next Executive Committee or Finance Committee meeting.

-Executive compensation continues to gain attention. When you set your CEO's
compensation, have a clear rationale that you feel comfortable you can
defend when the local press calls.

-Conflicts of Interest - take a look at anyone on your board who is paid or
their business is paid to provide services to the organization. Be able to
substantiate why they were chosen, independent of their board position.

-Risk Management, Defending your Brand and your Intellectual Property,
Protecting your Reputation

-Knowing the Competition - from other nonprofits, business, and government

-Take the Long View - don't get distracted in current issues unless you have
to, that is where the staff is more focused.

-Term Limits - bring fresh perspectives and reduce excess familiarity with
management. Being certain to find ways to maintain institutional memory.

-Board Structure, Size - Every few years take a look at the size of your
board, membership, and committee structure. How do you need to evolve?

-Donor Stewardship - Does the board know how the organization ensures a
donor's restricted gift is used for its intended purpose or how donors are
thanked or recognized?

-Audit Committee - Have you created an audit committee, apart from your
finance committee? Should you? What will they do?

-Qualifying Value -- Given the looming national discussion concerning
deficit reduction, the board should lead internal efforts to quantify the
mission-based contributions of the organization.

You can see the full article if you are a subscriber at:
www.philanthropy.com or read a more extended paraphrase
at:http://www.nptimes.com/11Jan/NPW-01242011.html?tr=y&auid=7661428

Is Consensus Our Board Goal?

2011-01-25T11:11:00.000-05:00

How many “real decisions” did your board make in the past year, beyond the budget and any routine signoffs that various funders might require? Do you ever wonder whether your primary goal, as a board, is to help lead the organization or to be sure everyone gets along and is not offended by a decision or position of the organization?

When I speak with board members of various nonprofit organizations, it seems pretty typical for many boards to go for months, even years, without posing a true decision for the board. How could this be?

I regularly hear comments like:

· We always approve everything unanimously

· It is uncomfortable to disagree

· Decisions are made before the issue comes to the board

· The board shouldn’t be just a rubber stamp

In contrast, I am supporting an organization through a strategic planning process who perceived everyone on the board was in general agreement and had full understanding of their program model and organizational priorities until they got into the planning kickoff discussion. Underlying perceptions and assumptions have come to light and now can be more clearly defined and stated.

If you are a CEO or board leader, these possibilities can feel uncomfortable because it can be difficult to actually get things done if every decision is opened up to broad discussion. In addition, board members are usually not “experts” on the particular topic at hand and it takes time to appropriately equip your board team to have critical discussion and make important decisions.

A Starting Point:

· Confirm what authority the staff leader has to make decisions – most organization decisions should be made by the CEO/Executive Director within the constraints of the budget and strategic plan

· With the full board, define the expectations of the Executive Committee in determining what discussions and decisions come to the board. Define what decisions, if any, the Executive Committee will make.

· Focus board discussions around future issues and high level discussions of who you serve and how you allocate resources to best accomplish your mission.

· Don’t bring a decision to the board for approval if the CEO/Executive Director has the authority to make the decision – put it in the CEOs Report as an FYI

· Clarify what your bylaws say about making decisions. Most boards make most decisions with the majority of members in attendance(assuming quorum). Learn to disagree with each other respectfully and allow time for discussion separate from the decision.

· How can you better equip your board members to understand the people you serve and the way you do your work? They will make better decisions and share your story with more confidence and clarity.

· Do not get stuck in consensus or unanimous mode, because it can empower one or two individuals to control the destiny of the organization by withholding their votes.

· It is important for board members who disagree to be willing to support the decision after their perspective has been acknowledged and considered.

By Bryan Orander, President, Charitable Advisor and Not-for-Profit News

Welcome to the Age of the New Normal (www.Guidestar.org )

2011-01-11T16:35:00.000-05:00

Partly due to the Great Recession, partly due to rapid advances in technology, and in part due to changes in our cultural norms, we have entered into the Age of the New Normal. And this New Normal is affecting every facet of how nonprofit organizations conduct their businesses, from raising funds to using new technologies to workplace issues.

To stay current and viable as an organization in this Age of the New Normal, here are just a few of the questions that need answers:

· How dependent are we on government funding?

· Do we still believe that marketing and branding would make us look too much like the for-profit sector?

· Are we still trying to raise money under the rubric of being a "charity that makes a difference"?

· How well do we collect and leverage our data?

· How well do our employees work together, especially employees from different age groups?

· Are we getting the most out of our volunteers?

· What about our use of technology?

Read the “right answers” in the full article.

How could 'Walking for Dreams 2011' benefit your Organization?

2011-01-04T09:54:00.002-05:00

Last year, 30 nonprofits recruited over 1000 walkers and raised more than $91,000. Over the past 8 years, close to 100 different organizations have raised hundreds of thousands of dollars, in total.

I (Bryan) have been involved since the 2nd or 3rd year walking for several different organizations. I think of 'Walking for Dreams' as the walk-a-thon event for organizations who: 1) aren't big enough to do their own event or 2) don't want to spend valuable volunteer or staff time on event organizing, or 3) want to gather a group of their supporters around fund raising for one particular program.

Here's how it works: There is a $300 upfront fee but then the Sycamore Foundation plans, manages, and runs the event. They even provide an on-line donation website where your walkers can form teams and receive donations. All your nonprofit does is solicit walkers to participate and raise funds for your organization. Whether you have 5 walkers or 50, it is a fun event and can raise a meaningful amount of money for the effort you invest.

Promoted as the 'Walking for Dreams Family and Pet 5k Walk', the event encompasses just a couple hours of a beautiful Sunday afternoon on the scenic Canal Walk downtown. The energy is terrific, the colors are bright, the faces are happy. Each organization is assigned a table to greet and gather their walkers plus promote their organization to others in attendance. Everyone steps out together and then winds their way through the walk route and back to food and festivities at their own pace.

A Walk-a-thon event is a great way to introduce people to your organization, a good strategy to give reluctant board members or staff a 'safe' way to talk about your organization with friends and family, and a nice time for social connection between people who care about your organization.

To learn more or get signed up for the May 22, 2011 event, plan to attend the informational meeting on Friday, January 14 at 8:30 AM at the Irvington Office Center (338 S. Arlington Avenue). For more details you can also visit www.WalkingforDreams.org or call 317-260-0669.
Bryan

BEST of 2010 in Not-for-Profit News

2010-12-21T14:04:00.000-05:00

As the publisher of the Not-for-Profit News and a consultant with nonprofits in leadership transition, I have the benefit of seeing and reading much of the latest thinking around how nonprofits work and we try to share it with our readers. As we wrap up 2010, I took a few minutes to look back through the articles we featured this year that received great feedback from readers and/or resonated with what I am hearing through multiple channels. Each introduction either links to the article on our blog or another source.

In chronological order

Practical

1 ) Ten Quick Ways to Invigorate Board Meetings - Jan Masaoka of Blue Avocado

2) Does Your Board Use Executive Sessions? Jan Masaoka of Blue Avocado.

3) What Really Works In Building a Strong Board? - Mary Hiland, Ph.D of Hiland Associates in California.

4) Is Your Board Bowling Or Playing Golf? – Bryan

5) Register for the 2011 Central Indiana Board Chair Summit - January 21, 2011, presented by Peace Learning Center and Lacy Leadership Association. FMI, or Nancy Larner Ruschman at 317-327-7144.

Thinking

6) Nonprofit Sabbaticals Improve Organizational Capacity

7) How Many Board Treasurer’s Do You Need? – Bryan – Not just for dollars $$ -

8) Can Nonprofit Leaders Consider Retirement Again? – Bryan

9) School’s Out for Summer - An Introduction to Internships for Your Nonprofit – On November 3, we partnered with Indiana InternNet and United Way of Central Indiana to provide an introduction and training session to 50 nonprofit leaders with the hope of increasing the use of interns by nonprofits. FMI, go to www.indianaintern.net or contact Pam Norman.

Research

10) Central Indiana Nonprofit Salary Report – Bryan with Jim Morris, Pendula Consulting - www.CINSS.org

11) The BoardSource Nonprofit Governance Index 2010

Rants

12) The Annual Misperception of Charitable Priorities – Bryan

Should Your Nonprofit Exist Forever?

2010-12-14T13:16:00.000-05:00

Two stories in the past couple weeks have reminded me of this interesting discussion. One was by Nancy Lublin, the serial nonprofit founder and leader who now leads Do Something and writes a regular column for a BUSINESS magazine. In the latest edition of Fast Company www.FastCompany.com, Ms Lublin advocates for organizations that address their issue and then celebrate and close. She shares some examples of organizations that she feels have not served the charity world well by allowing their mission to expand and lose focus after they essentially solved the problem they were created to address. Why Charities Should Have an Expiration Date.

On a somewhat related note, a recent edition of the Chronicle of Philanthropy www.Philathropy.com featured a story on two nonprofits that were created with limited lifetimes of 10 years or so. The leaders of those organizations emphasize the energy and momentum that can be created by a deadline, and the impact it has in motivating funders and donors, increasing collaboration, and reducing perceived competition with other nonprofits. Charities With an Expiration Date Hurry to Make a Lasting Mark.

I think this is a particularly interesting conversation because so many nonprofits have set very broad, aspirational goals that they know they can never actually achieve themselves. Should our goal be to make a meaningful difference in a burst of activity and impact to move the issue forward or settle for struggling along for an extended period of time wondering if we are truly making a difference? I suspect there is a broad spectrum of possibilities and every organization and cause will fit a different place. By their nature, some organizations are designed to exist to serve a need or audience indefinitely while others are more a project or idea that comes to life and then struggles to perpetuate itself - which are you?

Bryan

Register for the 2011 Central Indiana Board Chair Summit

2010-12-09T10:36:00.000-05:00

After a very successful inaugural event in 2010, the Central Indiana Board Chair Summit continues on January 21, 2011!

This exciting event is created specifically for community leaders serving as executives on non-profit boards and non-profit executive staff. As a community leader, you have the opportunity to transform the nonprofit and community landscape by being a part of the 2nd Annual Central Indiana Board Chair Summit which will take place January 21, 2011 in Indianapolis. Peace Learning Center www.peacelearningcenter.org and Lacy Leadership Association
www.lacyleadership.org are partnering to bring you this exciting event.

The 2011 Summit will include opening remarks from Brian Payne, president of The Indianapolis Foundation and Central Indiana Community Foundation; the featured presentation by Dr. Kent Keith, CEO of The Greenleaf Center for Servant Leadership and author of "Servant Leadership in the Boardroom: Fulfilling the Public Trust," in addition to roundtable discussions and a panel presentation from experienced board chairs.

To learn more about Dr. Keith's forthcoming book, read an excerpt here.

Mark your calendars for January 21- we would love to see your organization represented!

Registration Details: Friday, Jan 21, 2011 from 7:30am - Noon at The Athenaeum, downtown Indy Cost: $49/person

For a more detailed agenda and to register, go here.

or contact Nancy Larner Ruschman at nruschman@peacelearningcenter.org or
317-327-7144.

Tell Us How Your Nonprofit is Doing (Update to Spring 2009 Survey)

2010-11-30T14:03:00.002-05:00

As our long-time readers know, we see one of our key roles as helping to inform our nonprofit community about what other nonprofits are doing. As the general economy shows signs of emerging from the recession, we want to hear what you are seeing and doing as an update to our survey in the Spring of 2009. We really need your input by Friday, December 10.

Following is a short, 19 question, multiple choice survey. Most questions are focused on 2010 and plans for 2011 - with a few questions about what you have done since mid-2008 to deal with the recession.

Though some of the information may seem detailed, we have attempted to structure it so you can answer off the top of your head without any research. Don’t hesitate to skip a question. We would appreciate just one leader from your organization filling out the survey - Exec Dir/CEO/COO/CFO/Bd Chair or Treasurer.

Please complete our on-line survey by clicking here.

Thank you for your time,

Bryan

Nonprofits Rush to Solicit Donations via Text, but the System Is Flawed

2010-11-16T15:44:00.002-05:00

The earthquake in Haiti was an “aha!” moment for nonprofits, demonstrating within hours the vast potential to raise money by text messaging.

Using a simple five-digit code and the word “Haiti,” the American Red Cross raised some $2 million in the first 24 hours after the devastating Jan. 12 earthquake — almost as much as was raised in the previous year by nonprofits with text-to-give programs in 2009.

Over all, the Red Cross pulled in more than $30 million by mobile phones for its work in Haiti, setting off a scramble among nonprofits to figure out a way to replicate that success.

“We got calls from thousands of nonprofits wanting to get started with mobile giving,” said James Eberhard, founder of Mobile Accord, whose subsidiary, mGive, was behind the Red Cross’s Haiti campaign.

Read the entire article.

A Form 990 Tax Return Is More Than Numbers - BKD Insights Archive

2010-11-11T08:53:00.000-05:00

The Form 990 is prepared by not-for-profit organizations to comply with IRS annual filing requirements. Your Form 990 also may be used to rank your organization against other organizations in your area and throughout the United States, comparing such items as spending on your mission, fundraising efficiency and organizational efficiency. A study of 30 metropolitan markets across the United States was just released, which ranked Pittsburgh, Pennsylvania as the most charitable conscious city with a median score of 59.38. Baltimore, Maryland was ranked the least charitable conscious with a median score of 51.89. The national average was 55.68, with 70 being the highest possible score.

There are several organizations that evaluate charities, including the Better Business Bureau and Charity Watch, but the largest is Charity Navigator, a not-for-profit organization that evaluates charities and rates them based on organizational efficiency and growth capacity. These services are usually free to the public to view; all you need to do is sign up for an account.

Read the full article.

Questions? Contact Debi L. Ladyman, CPA, Partner at 317.383.4072 or
dladyman@bkd.com or Joe Vande Bosche, CPA, Partner at 317.383.4039 or jvandebosche@bkd.com.

Can Five Short Questions Change the Nonprofit World?

2010-11-02T13:47:00.002-04:00

"I often get into discussions with my nonprofit clients about "What is success for your organization? What is the change you are trying to create?"

We know it can be hard to measure success and we know we must first define it for our organization. Here is a short article about a national initiative that hopes to gain traction in getting all of us to think more about the impact we create through our organizations. I'm not sure that these would be my five questions, but I absolutely support the end goal." Bryan

Independent Sector, BBB Wise Giving Alliance, and GuideStar USA are collaborating on an effort to get charities to answer five fundamental questions about how they operate. The very process of answering the questions could help charities with strategic planning or describing themselves more clearly to the public, say proponents of the effort, called "Charting Impact." If the idea catches hold, it could also provide a standardized framework through which to evaluate charities.

The five questions are:

* What is your organization aiming to accomplish?
* What are your strategies for making this happen?
* What are your organization's capabilities for doing this?
* How will your organization know if you are making progress?
* What have and haven't you accomplished so far?

The effort, supported by the Hewlett Foundation, is currently being tested
by a few dozen charities.

Read the full article.

SCHOOL’S OUT FOR SUMMER

2010-10-19T14:10:00.002-04:00

An Introduction to Internships for Your Nonprofit

Join us on Wednesday, November 3 from 9am-11am to learn how your nonprofit can benefit from student interns during the summer or throughout the year. We will address several key barriers identified in a brief survey in June of 2010 by Charitable Advisors – 1) lack of clarity about what roles an intern might fill and the value they would bring, 2) perceived difficulty in recruiting a talented intern, and 3) uncertainty around paid versus unpaid internships.

Representing the internship triangle of students, employers and career professionals, panelists will share how internship programs unlock student potential and provide a source of talent for nonprofit organizations. Whether you are the CEO or HR Director at a large nonprofit or the Executive Director or Program Manager at a smaller nonprofit, you will walk away with practical ideas and specific steps you can take to begin an intern effort.

This (No Charge) information session is hosted by the Not-for-Profit News, Indiana INTERNnet, and United Way of Central Indiana. The event will take place at the Indiana Chamber of Commerce Conference Center, 8th Floor of the Hyatt Hotel/PNC Tower at 115 West Washington Street. Convenient and inexpensive parking is available across the street on the 3rd floor of the Circle Center Mall garage off Maryland and just walk across the connector to the elevators.

There is no charge but please register and answer a few questions so we can prepare a great session. Register here.

Bryan Orander, President
Charitable Advisors and Not-for-Profit News
www.CharitableAdvisors.com
www.NotforProfitNews.com
317-752-7153

Board Development is “In Season” – Two Great Opportunities

2010-10-12T11:49:00.000-04:00

One of the most common refrains I am hearing these days is how nonprofits who have always looked to their Executive Director/CEO and staff to keep the organization financially and operationally sound now need the board to step up and do more than attend meetings and review the financials. You might recall an article we ran in August overviewing research that found three critical success factors in boards that increased their effectiveness:

From: What Really Works in Building a Strong Board (Not-for-Profit News - July 13 Blog Post ).

1. Outside governance expertise or training – a “nudge” – from a facilitator or board member attendance at outside training contributed to a new vision of the board.

2. The Board Chair - critical in creating movement and building momentum for change, in partnership with the executive director. The board chair usually engaged a few other board members, building a small group of champions for change.

3. Intention - Study participants described a specific, articulated intention to develop the board: ”We were obsessed with board development.” “Status quo was not OK.”

Here are two great opportunities for board leaders to set aside any excuses for not knowing how to create a strong board for their organization. Please get these dates on the calendars of a couple of your board leaders – or bring a group!

How True Philanthropy Can Transform Your Board: a workshop for nonprofit executive directors and board chairs with Jamie Levy of J.D. Levy Associates, Tuesday, November 9, 2010, 8:00 AM – Noon, Shepherd Community Center – Admission $15. Jamie Levy is president of J.D. Levy and Associates and a faculty member at Indiana University, where he teaches in the graduate and professional programs through the IU Center on Philanthropy, School of Public and Environmental Affairs, and The Fund Raising School. Through his teaching and consulting, he has trained nearly 12,000 professionals from over 30 countries. Join Jamie to explore how an understanding of "true philanthropy" can move your board from a group of individuals to a body of unified leadership, and how seeing your board through the eyes of a culture of philanthropy will empower your board members to be lifelong advocates as opposed to short term duty. See how the board meetings change when we view the board as a social asset and begin moving the board culture away from problem spotting toward value creation and framing.. We invite you to attend as a team, executive director and board chairman. Register at http://transformyourboard.eventbrite.com , or call 812-447-0345.

2nd Annual Central Indiana Board Chair Summit, January 21, 2011, 8:00am-Noon, Madame Walker Theatre – Admission $49. The primary purpose of the Central Indiana Board Chair Summit is to provide an opportunity for Board Chair leaders to learn new strategies and share ideas with one another that will foster healthier and higher performing Boards. The first-ever Central Indiana Board Chair Summit sold out in January 2010 and elicited tremendous feedback from the more than 80 organizations in attendance: 95% of board chairs rated the Summit as “above average” or “excellent”; 94% of board chairs learned new ideas or skills that could be put into practice immediately; 88% believe they will serve more confidently in their role as Board leader. As one of the 2010 Summit attendees stated: “Realizing that our problems were universal and typical with non-profit boards and hearing peers in my position talk about approaches for resolving them were the most useful aspects of the Summit.” Registration will open soon. Watch the NFP News for more information or contact nruschman@peacelearningcenter.org to be added to the mailing list.

What Really Works In Building a Strong Board?

2010-10-12T11:34:00.002-04:00

You may recall an on-line survey we promoted last fall for a board researcher named Mary Hiland, Ph.D of Hiland Associates in California. She appreciated the 30+ organizations who responded from Cincinnati and Indianapolis about both board turnarounds and boards that had shown growth to new levels of effectiveness. In total, she looked at 59 cases from organizations across a broad spectrum of budget and board size. Mary is still assembling the detailed analysis and report but wanted our readers to be among the first to receive her preliminary findings.

She found five dimensions that participants consistently identified in the way boards work:

· Alignment: Right people doing the right things with the right skills.
· Individual growth: Assisting each board member to be the best they can be.
· Team building: Fine tuning how the group works as a team.
· Maturity: The board's ability to understand the needs of the organization and their best roles as a collective group.
· Asset creation: The collaborative process by which boards reach their full potential to lead and add value to the organization in achievement of the mission.

The results reflected a continuum of board development, seemingly independent of the organizational life cycle:

1. Getting the basics right.
2. Improving overall board functioning; building board infrastructure.
3. Becoming more strategic.
4. Attracting investment, social capital(people and influence), and engaging with the community in powerful ways.

She found three critical success factors:

1. Outside governance expertise or training - a "nudge" - usually from a trainer/facilitator or a board member's attendance at outside training contributing to a new vision of the board.
2. The Board Chair - critical in creating (or inhibiting) movement and building momentum for change, in partnership with the Executive Director/CEO. The board chair usually engaged a few other board members, building a small group of champions for change.
3. Intention - Study participants described a specific, articulated intention to develop the board: "We were obsessed with board development." "Status quo was not OK."

What is a "Stronger Board"? The tangible improvements included changes in:

· Leadership - More leadership; better leaders.
· Interpersonal dynamics - Better, stronger relationships among the board members and with the Executive Director/CEO.
· Engagement - Increased attendance and participation. Better quality discussion, better preparation. More energy, momentum.
· Board functioning - better meetings, more ownership of the board's work, more effective committee work, and recognition that the board needs to work on itself - not just the organization.
· More strategic; Less involved in operations - Taking it to the next level.
· Composition: More diverse, better "quality" of board members
· Community engagement - Board members increased engagement with the external community, "got it" regarding fundraising, increased identification and use of board member's networks, and/or strengthened advocacy.

We look forward to learning more as she continues her work. You can find more about Mary Hiland at www.hiland-assoc.com.

What Should a New Board Member Receive?

2010-10-07T14:40:00.000-04:00

1) Get them immediately involved in ways they can meet people, feel a sense of accomplishment, and see your organization in action.

2) Provide a good board package that is informational without being overwhelming - in hardcopy or electronically. I built upon a recent BoardSource post to suggest the following:

-Short introduction and history of the organization, including why is was started and any significant changes or events through its life.
-Organization Goals or Plans
-Prior year audited financials
-Annual Report
-Minutes from Board and Committee Meetings for the past 6 months to a year
-Staff and Board Organization Charts
-List of funders, major supporters, and program partners - their roles and
current funding commitments
-Policies for Board and Staff
-List of all board members with their terms and contact information -Bylaws and Articles of Incorporation
-Executive Directors Job Description and annual review cycle -Recent promotional brochures

Read More

IRS Focus for 2010 - Employment Tax & Charitable Spending - BKD Insights

2010-09-29T08:22:00.000-04:00

Beginning in 2010, the IRS Exempt Organizations (EO) Division is focusing on two key areas: employment tax and charitable spending. Employment tax has recently been a focal point for the IRS. Exempt organizations have the same payroll obligations as for-profit businesses, such as proper classification of workers and the reporting and payment of employment taxes.

For the next three years, the IRS will analyze data from audits of 500 randomly selected exempt organizations to determine whether they properly comply with employment tax law and reporting requirements, specifically focusing on worker classification, fringe benefits, officer compensation, employee expense reimbursement and non-filers. The IRS has indicated that many of these exams have already started.

The second IRS EO initiative examines charitable funding sources and their relationship to the accomplishment of charitable purposes. The study will look at revenue sources, particularly fundraising, public contributions, grants and revenues from related or unrelated trades or businesses, as well as unrelated business income expenses, officer compensation, fundraising expenses, program service activity spending and the effect of these expenditures on charitable spending.

Read the full article.

Questions? Contact Debi L. Ladyman, CPA, Partner at 317.383.4072 or
dladyman@bkd.com or Joe Vande Bosche, CPA, Partner at 317.383.4039 or jvandebosche@bkd.com .

The Day We First Met

2010-09-23T08:48:00.001-04:00

- Guidestar.org - September 2010 -
Reprinted from Contributions Magazine

Working with volunteers is a lot like dating (in the traditional sense). I say traditional because I hear from my friends that dating in the 21st century is much different with online, texting, tweeting, and such. It's been 18 years since I was on the mission to get the guy, but I remember it like it was yesterday. The parallels between recruiting and retaining volunteer leaders and dating are strangely similar.

The Prospect. When you're single, there are two ways to meet Mr. or Ms. Right: a chance encounter where you are both in the right place at the right time (he or she walks through the door and you just know). Or, more likely, it takes some effort; you put yourself out there to increase your chances of meeting your soul mate...

The Courtship. Once you've identified the prospect, you try to learn as much as you can to see if it's a good fit. You spend time talking and learning about what they enjoy as well as their pet peeves. You observe their strengths and weaknesses...

The Marriage. After investing time and energy into the relationship and determining it's a good match, you're ready to make the leap. Marriage is a big deal. It's a commitment to stick together through good and bad, and strive to better one other...

Now What? It takes work to keep the spark going in a relationship. After a while, it's easy to take it for granted, or just become complacent. But relationships that continue to thrive require nurturing...

Read the full article here.

IRS Offers Relief for Small Charities

2010-09-14T20:20:00.000-04:00

- BKD, LLP

On July 26, 2010, the IRS announced a one-time special filing relief program for small tax-exempt organizations that may be at risk of losing their tax-exempt status because they failed to file required returns.

Background - Prior to the enactment of the Pension Protection Act of 2006 (PPA), tax-exempt organizations with gross receipts of $25,000 or less were not required to submit information returns. The PPA requires small tax-exempt organizations not previously required to file Form 990 or 990-EZ to submit a new annual notice. Form 990-N was created to enable organizations to meet this requirement.

The new filing requirement does not apply to organizations specifically excluded from filing Form 990, including churches, church-related
organizations, governmental entities and affiliates of governmental units.

>>Read the full article here.

Questions? Contact Debi L. Ladyman, CPA, Partner at 317.383.4072 or
dladyman@bkd.com or Joe Vande Bosche, CPA, Partner at 317.383.4039 or jvandebosche@bkd.com .

Back to School – For Kids and Boards

2010-09-07T11:56:00.000-04:00

September and January are the two times each year that we most frequently see board and staff leaders renewing efforts to bring new members on board, orient all board members about their roles, and get everyone headed in the same direction. On one board where I serve, we realized that many of our board members have trickled in over the past year and haven’t gotten enough attention or information about what the organization needs from them or been given the chance to share what they would really like to do to help.

With that backdrop, we shamelessly plug our board development materials a couple times each year with some special offers, good through the end of September 2010. In the case of our booklets and training CD, the material is not revolutionary or profound but it is presented in an inexpensive summary format and layperson’s terms so that it gets past the common barriers of busy schedules and intimidating expectations. We have sold more than 25,000 copies of our little booklets - across all 50 states. We hope your organization can take advantage of one or all of these special offers.

SPECIAL #1 – SAVE $55 - we are again offering the $55 Training CD of PowerPoint presentations w/Facilitator Guide FREE with a $100 or larger purchase of booklets – Welcome to the Board, Finance for Every Board Member, Fund Raising for Every Board Member, and Planning for Every Board Member. We will include it automatically when you place your order at: http://www.charitableadvisors.com/ordercdbooklets.html

Special #2 – SAVE $75 - If it is time for some candid reflection and discussion about how your board is working and how you can get stronger, we are offering the $75 Sample Pak and Training CD w/Facilitator Guide FREE with the purchase of our on-line Board Self-Assessment. http://www.charitableadvisors.com/assessment-board.html Feel free to contact Bryan at 317-752-7153 or bryan@charitableadvisors.com with questions.

Special #3 – SAVE $39 - We have been fortunate to get to know Henry Freeman, a fund raising master, over the years and are very excited that he captured the lessons he has learned on video for all of us to learn. His introductory 35 minute video “The Nonprofit Board’s Guide to Successful Fund Raising” gives Board members an overview of how fund raising works in nonprofits and their critical role. It normally costs $39 plus S&H, but we will ship two copies when you order one (sorry, no Ginsu knives J). http://www.charitableadvisors.com/henryreemandvd-2.html

Special #4 – SAVE $55 - Finally, Henry Freeman has also created a video reference library of fund development wisdom for every organization, who is serious about developing philanthropic relationships, to use regularly. This library includes two insightful seminars plus fifty 3-10 minute focused teachings on a wide variety of techniques that Henry says have each raised thousands if not millions of dollars. This set sells for $249 plus S&H. Henry has just developed a $55 companion binder that we will include FREE this month that makes it a snap to teach and learn, with or without the video, at staff and board meetings. http://www.charitableadvisors.com/henryreemandvd.html

Bryan Orander, President
Charitable Advisors and Not-for-Profit News

www.CharitableAdvisors.com
www.NotforProfitNews.com
317-752-7153

GuideStar Survey Shows Difficult First Half for Many Nonprofits

2010-08-31T11:37:00.000-04:00

Jane Page-Steiner, JPS Nonprofit Strategies

How are your nonprofit's revenues for the first half of the 2010? Some 40 percent of participants in a recent GuideStar economic survey reported that contributions to their organizations dropped between January 1 and May 31, 2010, compared to the same period a year earlier. Another 28 percent said that contributions had stayed about the same, and 30 percent stated contributions had increased.

How can a nonprofit organization address a shortfall of revenues mid-year in a budget cycle?

You may want consider the following strategies:

1. Reconnect with past donors by phone or in person to ask for their support - take the time to explain your critical need for support and how their support will make a difference.

2. Ask your board to increase their annual donation to your organization or challenge the board to create a matching fund appeal - where the board matches up to a targeted amount raised from an appeal to the community. Ask one or two board members to write a story for your newsletter or website sharing why they financially support your organization.

3. Make sure your organization is set up to accept donations on your website, FanPage or any other social media you may be using. MAKE IT EASY FOR YOUR DONORS!

4. Revisit your strategy plan and how it relates to your budget - extend out goals to help minimize expenses.

5. Consider your policies and practices on utilizing your reserve funds or endowment - can these resources be used to sustain your organization as you build new revenue strategies?

Strong leadership and thoughtful planning can ensure that your organization will continue to thrive even during difficult economic times.

To read the full report from GuideStar "The Effect of the Economy on the Nonprofit Sector: A June 2010 Survey" go to ... Read more.

Jane Page-Steiner, President of JPS Nonprofit Strategies is the publisher of the Cincinnati Not-for-Profit News and a 20+ year leader and consultant with nonprofits. You can reach Jane at at jane@jpsnonprofit.com , call 513.574.9797, or www.jpsnonprofit.com .

How to Engage 20-Somethings in Your Cause - Guidestar.org/August 2010

2010-08-24T08:29:00.002-04:00

Finding new volunteers and donors is one of the biggest challenges facing
nonprofit organizations. For the past few years, more and more nonprofits
have used social media to get people to embrace their causes, but getting
the "social-media generation" behind your cause and then inspiring them to
contribute in time and resources is another matter.

Today's 20-somethings, sometimes called "slactivists," are often cynical of
corporate efforts. After all, at a formative age they witnessed dramatic
institutional and corporate failures. But they were also born during an age
of riches, are highly educated, and have been told that the world is their
oyster. So they are a very optimistic group.

The advertising agency TBWA/Chiat Day, with research partners Flamingo and
Changing Our World, recently conducted a study to explore what causes are
top of mind for people born between 1982 and 1992, and to find out what
types of marketing programs can successfully engage this group.

Here are eight ways the study suggests that nonprofit brands can engage
young adults:

1.Take time to understand what motivates your 20-something audience.

2.Seed information in places the 20-something audience goes for news.

3.Make your messages social.

4.Show how corporations you work with help support your cause.

5.Overcome logistical barriers. The top three reasons young adults don't get
involved in social causes are: time constraints; skepticism that their
involvement will make a difference; and a lack of opportunities to get
involved.

6.Ignite creativity.

7.Start an L3C staffed by young adults.

8.Consider going open source.

How do you engage your young-adult volunteers? What draws them to your cause
and organization?

Read the full article at Guidestar at http://www2.guidestar.org/rxa/news/articles/2010/how-to-engage-20-somethings-in-your-cause.aspx source=aug_5_2010nwsltr&hq_e=el&hq_m=714193&hq_l=5&hq_v=10589f9854

Volunteering in America 2010

2010-08-17T13:54:00.002-04:00

This year's 'Volunteering In America' report, from the Corporation for National and Community Service, reveals that for the second year in a row volunteering rates have increased in the United States.

This year's report was highly anticipated for the light it would shed on two issues: whether volunteer rates would drop during the recession, and whether there really has been a compassion boom. In addition to highlighting a number of statistics such as the overall number of hours volunteered per age group, and the states and communities with the highest volunteering rates, the report sheds light on the types of volunteer opportunities that were most popular. In 2009, fundraising accounted for 26.6% of volunteer work, followed closely by collecting or distributing food (23.5%), general labor (20.5%), and tutoring (19%).

Indiana Highlights:

- 1.5 million volunteers
- 29.9% of residents volunteer, 19th of the 50 states plus D.C.
- 42 hours per resident, 13th of the 50 states plus D.C.

"Americans have responded to tough economic times by volunteering in big numbers," said Patrick Corvington, the Corporation's CEO. "What we're seeing is the depth of the American spirit and generosity at its best. People are turning toward problems, working with their neighbors to find solutions to real problems, from homelessness to the dropout crisis."

To check out the full report, visit http://www.volunteeringinamerica.gov/IN

Are Your Board Members Bowling Or Playing Golf?

2010-08-10T11:00:00.002-04:00

I had one of those “AHA” moments a couple months ago when Dave Renz, Ph D from University of Missouri - Kansas City shared that in anecdotal research his team learned why most board members show little interest in attending training events to become better board members. They found that many board members do not really identify with the board member role or only view themselves as short-term board members. These individuals just see themselves as helping an organization they care about, and it happens to be as a board member right now. That got me thinking …

My “Bowling” vs.”Golf” analogy comes from my own experience as a hopeless amateur at both endeavors. (I offer this with all due respect and apologies, in advance, to accomplished bowlers and golfers.)

Bowling can be enjoyed by just about anyone who shows up at the bowling alley. Even the worst bowler gets to roll 20 balls and feel some satisfaction with knocking down some pins with their friends.
Becoming more proficient is admirable but doesn't change the basic experience. I propose that the individual who approaches their board experience like bowling views it as a great chance to show up, feel good about their efforts, and spend time with friends and people who share a common interest. They might assume that the board experience is the same for most board members in most organizations so there is really nothing more to learn.

In contrast, the beginning golfer quickly realizes they are experiencing a different game than the more capable golfer. Their game takes longer, they see different parts of the course and sometimes suffer the ridicule of other golfers - plus lose lots of balls. Though this person might have started as a recreational(bowling-style) board member they recognize a need to learn and improve. Something has helped them realize that different boards and different board members work at different levels of effectiveness and impact. I would suggest the reason we see many golfers take lessons but fewer bowlers is because golfers realize it really changes their experience.

When board members hold a limited view of the possibilities and potential of being part of a high performance, high impact board, they settle for merely participating. We want them to realize that learning the board member role changes the game and the experience for themselves, their organization, and the people they serve for the better.

2010-08-03T12:49:00.001-04:00

BIN2010: Social Media & Blogging Conference is a 2-day conference for both experienced and new bloggers and social media enthusiasts alike. Sessions will include topics ranging from beginner-level through more advanced social media marketing, business, publishing and tech topics. A beginners workshop, Social Media 101, is included for all ticket-holders.

The event is being held August 20-21st in downtown Indianapolis.

For more information and to register, visit http://www.blogindiana.com/2010.

Use the discount code NFPNEWS and receive 15% off your ticket!

Can Nonprofit Leaders Consider Retirement Again?

2010-07-27T15:01:00.002-04:00

Around this time two years ago, tens of thousands of nonprofit leaders across the country were mapping out timelines to their retirement or next adventure - including dozens, at least, in central Indiana. Many had not yet mentioned anything to their boards or other staff leaders. Then the financial crash hit, retirement savings plummeted, and unless a replacement was already hired most leaders put their plans on the shelf to wait for better times.

Staff leaders are thinking retirement again, based on the increase in calls I am getting from board leaders and executive directors to assist with succession planning or these leadership transitions over the next 1-2 years. What has caused the change? The stock market is still far from its 2007 highs but has improved since the scary Spring of 2009. A driven, or tired, leader can only put off their next career, writing their book, or moving to Australia for so long. Add to that one of the toughest environments ever to run a nonprofit organization and it seemed inevitable that we would begin to see some ripples of that wave of retirements that has been forecasted for the past 5 years. Still, in the bigger picture, many questions remain unanswered about how long current executives will want to continue to work and what they will do next.

What is “Retirement”?

In our leadership survey a few years ago, we found a significant number of nonprofit leaders had pushed their thinking of retirement age toward 67 or even 70. What wasn’t as clear was whether they envisioned being in their current role or doing something else. When I started focusing on executive transition work 6-7 years ago, I perceived many of my clients were retiring to golf, friends, family, and perhaps some informal volunteer roles. The leaders I speak with today are more likely to be talking about pursuing one of their other passions or even continuing their life’s work in a new way – seldom does living in an RV or sipping marguerites on a sandy beach come up as more than a vacation.

How Big a Deal Is It When a Long-term Leader Leaves?

The comparison that people seem to resonate with most is to a long-term pastor retiring. Though nonprofit executives haven’t done marriages and funerals, they have been visible, inspiring advocates for a cause or a neighborhood as leaders, mentors, coaches, friends, and very important fund raisers. They have been the face, the identity, and the heart of the organization in the community. There are emotional, operational, and relational components that must be addressed as the board steps back to assess where the organization is, where it is going, and what kind of leader will be needed next. Among the most important is to reassure staff, funders, and donors that everything is on track and well-planned.

Where I do interviews as part of the organizational reflection and assessment process, staff and board members are both anxious about their long-term leader departing and excited about the possibility of having a new leader with fresh vision, intense engagement, and new perspectives.

Balancing the Best for the Organization with the Best for the Individual

On the other side of the discussion, leaders who stay too long can inhibit the ability of an organization to build strong staff and board leadership, adapt to the changing environment, and maximize their impact and contribution to the community. Ironically, the very leadership qualities and characteristics that enabled an organization to survive and grow to a certain point can be the same leadership qualities that limit that organization moving forward. Some people have labeled this common tendency as “Founder’s Syndrome”, applying to both long-term executives and founders.

Truly sharing leadership seems to be the best prescription to combat “Founder’s Syndrome”. A painful, but positive, leadership inflection point happens when the board asserts their role as co-leaders of the organization – insisting on being a real part of defining and quantifying what success means to their organization and holding all parties, including themselves, accountable for moving toward those agreed upon outcomes.

If you are a board or staff leader anticipating a transition, I would be happy to speak with you to discuss the types of support we might provide. Feel free to share this article and the process overview at this link with your leaders http://www.notforprofitnews.com/images/One_Page_ETM_Intro.pdf . Watch for another Leadership Survey this fall as we keep you informed about what we are seeing.

13 Steps to Driving Volunteer Recruitment, Engagement and Leadership

2010-07-20T10:07:00.000-04:00

From the VolunteerMatch blog! Contributed by Nancy Schwartz of Getting Attention

When it comes to recruiting and motivating volunteers to ever higher and more effective levels of engagement, no organization has its work more cut out for it than New York Cares. As New York City's leading volunteer organization, New York Cares runs volunteer programs for 1,000 New York City nonprofits, city agencies and public schools, enabling more than 50,000 volunteers annually to contribute their time, expertise and energy to a wide array of organizations, addressing critical social needs citywide.

In order to ensure that its massive and complex operation runs smoothly, the staff at New York Cares has spent considerable time developing and refining their volunteer recruitment strategies, whose lynchpin, not surprisingly, is communication. I've spent some time talking with the folks at New York Cares recently and as you'll see below, their strategies can be put to work to boost your organization's volunteer recruitment, engagement and retention rates, no matter your size.

The Challenge In the recent past, New York Cares realized it faced three challenges that limited its ability to grow the base of volunteers serving its nonprofit partners.

1. They needed to raise "activation rates" of attendees who came to learn about New York Cares volunteer opportunities. Only 45% were immediately signing up for an assignment after their informational orientation.

2. They needed to increase the levels of volunteer engagement. The great thing about New York Cares is that it's a one-stop shop for want-to-be volunteers to learn about opportunities to help a broad range of nonprofits, and sign up for a project that has a commitment level of as little as just a few hours.

But New York Cares needed and wanted volunteers to come back again and again for more of the meaningful volunteer assignments they offered. "We needed to increase the average number of projects volunteers completed in order to grow the services we provide to nonprofit partners," says Colleen Farrell, senior director of marketing and communications at New York Cares.

Farrell notes that New York Cares also needs a volunteer team leader for every project they start.

3. They needed to create new leaders. "We wanted and needed a higher percent of our volunteer base to step into leadership roles. Taking a leadership role is the ultimate form of engagement and is critical to our expansion," says Farrell.

What follows is a group of 13 key principles for volunteer communication strategies I've gleaned from my observations of New York Cares' work. I want to thank executive director Gary Bagley and Colleen Farrell for volunteering their time and insights on how they've achieved their success. Where credit is due for brilliant insights and ideas, it is theirs alone; for anything less, I take responsibility. More

Donor Centered Fundraising

2010-07-08T11:51:00.000-04:00

Recently, Guidestar shared an interesting article about the findings from fundraising pioneer Penelope Burk. She found that having board members call donors to thank them for their gift can increase your gifting up to 39%. Penelope Burk shared the following statistics from her book Donor Centered Fundraising.

Donors who received a thank you phone call from a board member within 24 hours of receiving the gift - the next time they were solicited, they gave 39% more than the other donors who did not receive a call.

After 14 months, those called were giving 42% more.

She offers this simple strategy - the next time you send out an appeal, employ your standard thank you processes—letters, personal notes, etc. But select out a random group of donors for a special thank you treatment:

Organize your board members to make thank you phone calls to these donors within 24 hours of the gift's receipt. It's really important that they make the call within 24 hours of when your organization receives the gift.

Have your board members talk to a real person if at all possible.

After several tries, they can just leave a message that simply thanks the donor.

The phone calls are NOT about asking for another gift. They are for stewardship only.

Burk also suggests if your board members are adventurous, they can ask the donor why he/she chose to make this gift. This will give them the opportunity to hear the donor's story—and the donor will be even more pleased and honored. When you send your next solicitation out to all your donors you can conduct your own research by comparing the ones who received the extra thank you phone call and those who just received your regular thank yous. When the repeat gifts come in, compare the results of both groups. You'll find, when all other things are equal, that the donors who received a prompt, personal thank you from a board member within 24 hours of a gift being received will give up to 39 percent more than the other group.

Sometimes a simple and inexpensive strategy can provide amazing results.

Bryan

We Need Your Input to The Salary Survey this Week!

2010-07-08T11:49:00.000-04:00

This is the last week for the first Central Indiana Nonprofit Salary Survey and WE NEED YOUR PARTICIPATION. We are encouraging all 501c3 nonprofits from Marion and surrounding counties to go to www.CINSS.org and take about 15 minutes to complete the short survey of benefits and management level salaries (Excluding hospitals, universities, and schools this cycle).

We are well over 100 responses but far short of our goal of 200. You will be asked to identify your nonprofit organization in one of eight primary categories, as noted below with the number of responses to date. Whether you fit into one of the eight primary categories or not, your information will be tabulated and published for all nonprofits. There are not enough organizations right now to do breakout reporting on three categories – Recreation, Animal-Related, and Environmental but those organizations will have useful information to compare with organizations of similar staff and budget size.

Arts, Culture, and Humanities (16)
Human Services (35)
Health, Disease, Disorders (22)
Recreation, Sports, Leisure, Athletics (3)
Community Development (11)
Animal- related (1)
Environmental (4)
Membership Organizations (11)
Other (17)

As a reminder, we will be coordinating our data with the recent survey from the United Way of Central Indiana to publish combined results at the end of the summer or early fall. The United Way data will substantially expand our data set in Human Services plus add a few organizations to some of the other categories.

Bryan

Why does a Nonprofit Salary Survey Matter?

2010-07-01T12:07:00.000-04:00

Last week, we launched the first Central Indiana Nonprofit Salary Survey. We are encouraging all 501c3 nonprofits from Marion and surrounding counties to go to www.CINSS.org and take about 15 minutes to complete the short survey of benefits and management level salaries (Excluding hospitals, universities, and schools this cycle).

We have been surprised by the wide range of feedback we have received. Many people are as excited as we are about this project while others see it as a lot of work to get enough organizations participating. Still others aren’t familiar with why a salary survey would be of value or interest.

One reason salary and benefits surveys may not be of common knowledge in the nonprofit sector is because more than 90% of nonprofits are not large enough to have staff dedicated to the Human Resources function. HR staff members are commonly the people who research salary information, buy salary data from national surveys, and help in developing compensation and benefits frameworks that make an organization competitive for talent.

While few nonprofits can offer truly “generous” compensation packages, it is critical to remain competitive in the marketplace in order to keep strong leaders and attract more strong leaders. Survey data like this helps the organization walk the line between competitive compensation for good staff and appropriate stewardship of donor funds.

For those organizations that do not have HR professionals, establishing compensation levels is often informal and viewed as an occasional “project” of a staff or board leader or committee. Sadly, many nonprofits get into a routine of paying what fits in their budgets and avoids a staff exodus. We hope easier access to this information will allow more organizations to set goals of working toward raising their overall compensation levels.

I would be the first to tell you that you have to look really hard to find a nonprofit leader who is overpaid, but the IRS has taken a few abusive situations and put rules in place that require every nonprofit board to objectively justify the compensation package they provide to top leaders. A survey like this will go a long way toward meeting that requirement.

We are pleased that more than 60 nonprofit organizations have already responded to the on-line survey at www.CINSS.org since it opened last Tuesday. We encourage you not to wait until the deadline of July 8 to complete it for your organization. We have set a goal of 200 nonprofits to provide worthwhile data for the eight nonprofit areas we have identified.

As a reminder, we will be coordinating our data with the recent survey from the United Way of Central Indiana to publish combined results at the end of the summer or early fall.

Bryan

The Annual Misperception of Charitable Priorities

2010-06-15T10:58:00.000-04:00

About the only issue that bothers me more than the occasional abuse of a few highly paid charitable leaders to condemn the whole sector is the regular reporting by the so-called “watchdog” charity rating agencies that use tax forms to determine the effectiveness of nonprofits. These are the types of ratings that perpetuate the “How much do they spend on overhead?” question instead of “What impact have they made on their community?” I wonder what they could determine from my tax forms?

Charity Navigator has released its annual ranking of charitable efficiency based on the Form 990 tax filings of some of the larger nonprofits they have reviewed in each of 30 communities – they poorly label the lists as “the largest” nonprofits in each city. I suppose I am more frustrated than usual because Indianapolis was near the bottom of the list and Cincinnati didn’t do much better, but my major concern is that the issues with this type of rating system are obvious and well-covered while the general public only sees the negative headlines. It is a classic case of making important what they can measure because they are not able to measure what is important. To their credit, Charity Navigator indicates on their website that they will be looking at additional aspects in their ratings – I’m anxious to see how they do it and wish them success with a very difficult task.

In case you are new to this discussion, here are the three points that stand out for me:

1) Demonizing infrastructure and Inaccurate completion of the Form 990 – a 2007 study by the Center on Philanthropy at Indiana University and the Urban Institute at http://nccsdataweb.urban.org/FAQ/index.php?category=51 emphasized the importance of adequate infrastructure for organizations to be able to effectively deliver quality programs. They also discovered that a significant percentage of Form 990s were incorrectly completed to show few or no funds spent on fund raising or administration. These misstatements can be attributed to a lack of knowledge or an organization’s decision to stretch the truth to look better to donors and rating agencies.

2) Organization Life Stage, Gift Size, or Aggressiveness in Fund Raising – A young organization with little public visibility is required to spend much more time and money to raise each new dollar, in small amounts from mainly new donors, often more than $1 for every $1 dollar it raises. In contrast, a well—established organization, with thousands of repeat donors making larger gifts, may spend less than 10 cents for each $1 raised.

3) Lack of comparative information on program impact – Measures of success are notoriously difficult in the nonprofit sector. Using tax form information is grasping at what little information is available and generalizing it to all the operations of that organization. An organization could have great financials and a low quality program or produce great results but not look very good on its Form 990.

Nonprofits are measured by a different yardstick than private businesses and that is appropriate, but it creates some tough questions for nonprofit staff and boards to deal with. When is it better to provide fewer services than to use more expensive options to raise more money? If a business puts a product on sale and narrows its margins in order to increase cash, they are being business-like. If a nonprofit spends 70 cents on the dollar to raise extra money to accomplish an important mission that would not otherwise be accomplished, they might be labeled as wasteful or inefficient.

When donors are making serious investments in organizations, they need to understand where that organization’s funding comes from and how it is used. Donors need to reward those organizations who are spending money to hire good people and enough people, reaching out aggressively to the public, and following a path of building personal relationships with the individuals and organizations who can make them financially sustainable in the long-run.

"Nothing Stops a Bullet Like a Job"

2010-05-25T13:06:00.000-04:00

This is a terrific tagline! You have never heard of Homeboy, but I bet you have a pretty good idea of what they do and why.

13 Nonprofits were honored last fall for Outstanding Taglines. A nonprofit's tagline is hands down the briefest, easiest and most effective way to communicate its identity and impact. But this high-impact, low-cost marketing tactic is often overlooked or under-emphasized by nonprofits. GettingAttention.org's 2008 survey of nonprofits showed that 7 in 10 nonprofits rated their tagline as poor or didn't use one at all.

The annual Getting Attention Nonprofit Tagline Awards program was designed to address this missed opportunity, and guide nonprofits to craft an effective tagline. This year's winners were selected from 60 finalists drawn from 1,702 nonprofit taglines submitted to the 2009 Getting Attention Nonprofit Tagline Awards competition.

The winning taglines are featured in the free 2009 Getting Attention Nonprofit Tagline Report available for download.

This is a long report but it is skim-able and I promise you will find it thought provoking.

Bryan

Take a Walk, Support a Cause, Support Me!

2010-05-19T10:47:00.000-04:00

Walking for Dreams is a very exciting concept, a multi-organization fund raising walk created by the Sycamore Foundation about 5 years ago. By combining the efforts of 20+ nonprofits who each bring a dozen or two walkers, it creates the energy and raises the dollars of a 300-500 person walk that these organizations couldn't create on their own.

Over the past 5 years, our family has walked for a couple organizations and always have a great time. The Sunday, May 23 event begins and ends outside the restored Buggs Temple at the north end of the canal downtown. The walk route winds along the canal down to White River State Park and back again. It is over before you know it.

Subtle CALL TO ACTION:
Option 1) Go to https://www.walkingfordreams.org/register.aspx and register to walk for an organization you know about or want to know about and recruit your friends, family, and co-workers to donate to support you.
Option 2) Go to https://www.walkingfordreams.org/Donate.aspx and make a contribution to a walker/organization you know of or want to learn about.

Option 3) Go to https://www.walkingfordreams.org/Donate.aspx and make a donation to support ME (Bryan Orander) walking for Southeast Community Services - SECS is the community center and basic needs safety net agency on the near SE side. If you got your job through the NFP News or you appreciate the information you receive through our free publication, here is a way to return the favor.

Option 4) Feel guilty for not participating - feel better by writing a special check to a nonprofit you respect and let us know about it.

On May 23, show up at Buggs Temple between 1-2pm to check in and browse the information tables for all participating non-profits.

Bryan Orander, President
Charitable Advisors and Not-for-Profit News
http://www.CharitableAdvisors.com
http://www.NotforProfitNews.com
317-752-7153

Need a Boost of Encouragement, Insight, and Energy?

2010-05-04T14:41:00.000-04:00

A few seats are left for Friday, May 7’s Leadercast presented by Chick-fil-A and hosted by our friends at Choices, Inc., an Indiana nonprofit focused on systems of care for youth (www.choicesteam.org).

You can watch from Choices offices on North Keystone with meals provided and wi-fi access or save $15 and watch at a convenient southside location.

The Chick-fil-A Leadercast is a one-day leadership event featuring the world's best leaders speaking about the leadership principles that matter most. Broadcast LIVE by GiANT Impact from Atlanta to hundreds of locations around the world, the Chick-fil-A Leadercast is a catalyst for new ideas and better leadership practices. The focus for this year's event is to help you make a lasting impact in the lives of those you lead by living out the leadership principles that guide your decisions and your life.

See the full agenda at the registration link.

Here is a list of speakers.

Jim Collins - Author of Good to Great, How the Mighty Fall, and co-author of Built to Last

Tony Dungy (Pre-Recorded) - Retired head coach for the Indianapolis Colts

John C Maxwell - Leadership expert and best-selling author of The 21 Irrefutable Laws of Leadership

Steve Uzzell - Award-winning corporate photographer and former staff member of National Geographic

Mark Sanborn - Best-selling author of The Fred Factor

Connie Podesta - Expert in the psychology of human behavior and leadership development

Jim Goodnight - CEO of SAS Institute, Inc.

Ed Bastian - President of Delta Air Lines

Ben Carson - Neurosurgeon and Professor of Pediatric Neurosurgery at the Johns Hopkins School of Medicine, recipient of the Presidential Medal of Freedom

Chip Heath - Author of Made to Stick, Columnist for Fast Company, and Stanford Professor

FMI or to register visit . Registration ends Wednesday.

I will look forward to seeing you at the Choices site on Friday,

Bryan

How Many Board Treasurer’s Do You Need?

2010-04-27T15:22:00.002-04:00

I really appreciated a presentation by Aaron Hurst at last November’s BoardSource Conference. Aaron Hurst is the founder and CEO of an organization called Taproot Foundation. Taproot Foundation has re-invented pro bono services by creating ways for teams of selected professionals to volunteer together to complete high value projects for nonprofit client organizations.

I resonated with Aaron’s premise that the Board Treasurer and Finance Committee tend to be the most consistently functioning board members on many nonprofit boards. Aaron suggests the Treasurer role is best performed because it is the best understood, reporting requirements are clear-cut, and the position is very specifically recruited – we know we need a person with particular skill and expertise. The Treasurer is the steward of the organization’s Financial Capital or Assets. They can take hold of the role of ‘owning’, protecting, and maximizing those assets.

What if you applied this stewardship concept to the other key assets of the organization and recruited people who were highly qualified to leverage them?

Treasurer of Human Capital – How do we recruit, hire, and train the best people? How do we attract and retain the best volunteers? How do we best leverage the skills of our staff and volunteers? What are the metrics that define progress and performance in this area?

Treasurer of Social Capital – “The Boss of Buzz” – Establishing and protecting our ‘brand’. Identifying and building key relationships. Coordinating and integrating fund raising, marketing, PR, and communications. What are the metrics that define progress and performance in this area?

Treasurer of Information Capital or Treasurer of Impact – How do we get information and how do we use it? How do we manage and access the knowledge we have developed? How do we show we are making a difference? What are the metrics that define progress and performance in this area?

BEST APPLICATION
Aaron suggests this model is best applied in mid-sized nonprofits that have staff infrastructure in each functional area but are not large enough to have highly experienced senior executives in areas like HR, marketing, and finance.

Pro Bono versus Traditional Volunteer - With a Pro Bono volunteer, you respect their professional skills and engage with them almost like a client and consultant relationship. With a traditional volunteer, you treat all the same and assign to low skill roles where volunteers are essentially interchangeable. Mr. Hurst also asserts that these Treasurer roles are very high leverage - many of us may have experienced this through the financial downturn as we had board members step up to show us how we should be forecasting and managing cash or restructuring debt. An “A”-level, high-expertise and high-performing board member can have 10x the impact of a board member who brings less energy or expertise. Who will be your second treasurer and what will they be stewarding?

Why is Board Self-Assessment So Important?

2010-03-25T14:16:00.000-04:00

The past two years have been far from the norm and have required nonprofit boards to step up and take their roles even more seriously than they have in the past. As you begin this new year, it is the perfect opportunity to provide your board members with the opportunity to reflect on key roles, provide candid feedback on what is working, and offer ideas to further strengthen your work. Regular Board Self-Assessment is considered a “best practice” for increasing the engagement and effectiveness of your board.

Here are four good reasons to integrate an assessment debrief into an upcoming board meeting, working session, or retreat:

Education – It is critical for boards to regularly review and discuss their roles and responsibilities. An assessment creates an opportunity to move from textbook theory to application. It is easy to get caught up in one or two roles and lose perspective on the bigger picture.

Engagement – An assessment requests input from all board members and then engages the full board in discussing the results and defining actions to be taken.

Reflection, Evaluation, and Perception – Ah… the unexamined life. Do we all view our work the same way? How are we doing? Step back from the routine reports and activities to explore how we can work smarter and leverage our efforts in support of our mission.

Prioritization – What should we be focusing on? Beware of assessment tools that merely ask you to rate everything and then produce a long list of problem areas. You need to know where you are already strong, what areas are most important in the next few years, and which areas are worth investing your scarce time and resources.

CALL BRYAN TO LEARN MORE OR TO GET STARTED
(317-752-7153)

The Charitable Advisors on-line assessment is adapted from a framework developed and placed in the public domain by the international consulting firm McKinsey & Company that identifies nine critical roles of the board. It helps prioritize efforts and solicits input on committee work and board member commitment. The cost is only $325 for the on-line assessment and summary report in PowerPoint. In Central Indiana, Bryan can also provide a 1 ½ - 2 hour on-site board training and debrief, including the cost of the On-line Self-Assessment, for $750.

>>Learn More

What are the most recognizable Nonprofit Brands?

2010-03-16T17:26:00.002-04:00

I often meet new people and share that I work with the leadership of nonprofits. I am amazed at how often people ask “What is a nonprofit, can you give me an example?”. Now I have a great list. Each year, Harris Interactive releases the 2010 results of EquiTrend®, its renowned annual brand equity study that measures over 1,000 brands across 42 categories. Harris Interactive has been tracking consumers' awareness and perception of brands for over 20 years. A portion of this study focuses on an array of charitable non-profit brands, defined as charitable, member-based organizations with tax-exempt status. Harris Interactive's 2010 EquiTrend® report includes an overall Brand Equity score which takes into account several different dimensions of each non-profit organization. These include elements such as familiarity, quality, and likelihood to donate. While all of the top-rated organizations are household names, they are not necessarily just the largest non-profit organizations.

The top most trusted nonprofits this year include:

>>Read Entire Article

Writing PR Pitches with Punch

2010-03-11T10:41:00.002-05:00

We all struggle to get our organizations noticed. Here are some tips from NYC PR pro, Sharon Fenster

A public-relations executive's greatest challenge is to help her organization stand out from the crowd, to get the editor's attention, to keep it and to translate it into ink. Believe it or not, if you follow a few simple strategies you are almost guaranteed success:

· Create a seasonal tie-in - Build around an annual event or related recognition like National Alcohol Awareness Month or.
· Select a spokesperson for your organization
· Locate a third-party source from a related organization - someone who also has expertise in the subject.
· Package your story. Make the reporter's job easy by providing an objective story line. Write a backgrounder that explains how to recognize the symptoms. Then provide your survival tips with quotes from your expert and your third-party source.
· Craft a fact sheet that can be used as a sidebar.
· Before you dial the editor's number, develop a compelling phone script.
· Use current events
· Conduct a survey - if possible, provide a case study or two that underscores the credibility of your findings.

Read the full article.

Who’s Missing Out on the Not-for-Profit News?

2010-03-02T20:31:00.000-05:00

In Cincinnati, we have almost 1600 weekly subscribers. In Indianapolis, where we have been publishing since 2001, we are past 9500 weekly subscribers. Over these years, we have sent millions of informative e-mails – to help fill thousands of nonprofit job openings, promote thousands of training events, and share successes and great ideas from local nonprofits and the nonprofit sector across the country.

Since subscribing is no charge, we are convinced that every nonprofit executive, manager, and board member could and should be benefiting.

The Indianapolis Not-For-Profit News
We think the biggest reason people are missing out is that they haven’t heard of us yet. Please let your nonprofit colleagues, fellow board members, and up and coming nonprofit leaders know about us and how this quick, weekly read can keep them in the know. Also share that we welcome news and updates from local nonprofits that we can share across the community. www.charitableadvisors.com/submitnews.html

Sign-Up Here
Indy signup
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I Used to Subscribe
We regularly hear from people who used to be subscribers but have stopped receiving the newsletter. Our e-mail service provider, ExactTarget, is programmed to stop sending e-mails to an address after it bounces back three times. We usually find that people who are no longer receiving the newsletter either find us in their spam folders or that security or filters in their systems have bounced the e-mails back. Please ask your system administrator to allow e-mails from Bryan@CharitableAdvisorsLLC.com through Exacttarget to reach you and alert us to turn your subscription back on at Bryan@NotforProfitNews.com . If your system security will not allow it through, you might consider subscribing on your home/personal e-mail address.

I Tried to Sign up and Got an Error Message
The most common reason for an error message is that you were subscribed at this e-mail address in the past and it stopped sending due to bounce backs. The system does not allow a second signup under the same address, even if it is not currently active. If you get an error message, please let us know at Bryan@NotforProfitNews.com and we will turn it back on. It will be up to you to work with your systems administrator to allow e-mails from Bryan@CharitableAdvisorsLLC.com to get through to you.

Bryan Orander, President
Charitable Advisors and Not-for-Profit News

New Web Platform Encourages Foundation Transparency in the Digital Age

2010-02-23T15:30:00.002-05:00

Glasspockets.org

How does the foundation of the 21st century achieve transparency? Does it post a searchable grants database at its web site? Does it use Twitter or Facebook to distribute news about its program priorities? At www.glasspockets.org, a web site launched February 1 by the Foundation Center, foundations that have taken the lead in communicating about their work, particularly using online resources and social networks, are featured along with direct links to their current initiatives. Designed to inspire greater openness among private foundations, Glasspockets encourages these organizations to tell the stories of their successes - and failures - in part by highlighting exemplary efforts of their peers.

According to Foundation Center President Bradford K. Smith, the term "glasspockets" was used more than 50 years ago by then-Carnegie Corporation of New York Board Chair Russell Leffingwell, who told a McCarthy-era Congressional hearing: "We think that the foundation should have glass pockets."

Read more at: www.glasspockets.org/about/

NONPROFIT SABBATICALS IMPROVE ORGANIZATIONAL CAPACITY

2010-02-11T11:02:00.000-05:00

Several years ago, a foundation client of mine sent me to a national conference of foundations where I met the President and CEO of the Durfee Foundation in California. Durfee's primary capacity building/leadership development strategy was a well-planned sabbatical for the CEO that forced the leader to delegate and grow the rest of the staff leadership team. That conversation has stood out in my mind since then and I have mentioned it to many people. Now a study has been completed that validates their strategy.

Bryan Orander

Creative Disruption

Sabbaticals for nonprofit leaders can be a relatively inexpensive but highly productive capacity-building tool that yields measurable results. "Creative Disruption: Sabbaticals for Capacity Building and Leadership Development in the Nonprofit Sector" provides emerging evidence of the benefits to nonprofit organizations, leaders, funders, and the sector.

This study exposes the myth that an executive sabbatical will be a chaotic disruption, finding instead that the creative disruption of a well-planned sabbatical can be productive for the entire leadership of an organization.

Organizational capacity is increased as the second tier of leadership takes on new responsibilities. Governance is strengthened as a result of the planning and learning that goes with a sabbatical process. Executive directors come back rejuvenated, with a fresh vision and innovative ideas, and tend to extend their tenure with the organization. And funders gain a deeper perspective on community needs from the feedback, networking, and innovative ideas that sabbatical alumni bring.

>>Read entire article

Do You Need New Computers, an On-line Makeover, or a Security and Disaster Recovery Plan?

2010-01-31T11:40:00.000-05:00

Which of these would have the greatest impact on your ability to do your work and serve your clients, patrons, or consumers? We are excited to announce NPower Indiana's new Tech Angel Awards, which will grant over $60,000 in products and services to three Indiana nonprofits next month. The application is short and requests thoughtful responses to 5 questions about how this would impact your organization and the people you serve. Applications are due by Friday, February 5, 2010 - so don't delay. This is open to nonprofits across Indiana - see the application for the few groups, like churches and government agencies, who are not eligible.

NPower Indiana is taking the lead in raising the visibility of technology in the nonprofit sector to the broader corporate community. On February 26, they will bring together technology leaders of the largest corporations in our community for Byte Night 2010, a chance to help these leaders better understand and appreciate the big impact that technology can have when implemented effectively in the nonprofit sector. The Tech Angel Grant awards will be announced at Byte Night 2010, providing the nonprofit winners with terrific exposure to the broad corporate community.

For more information about applying for a Tech Angel Grant www.npowerin.org/tech-angel-awards

To learn more about NPower Indiana and Byte Night 2010, go to: www.NPowerIN.org

Please contact Paul Giese, Director of External Relations, at PaulG@NPowerIN.org or 317.396.2848 with any questions.

What Makes a Board Choose to Get Better? How Does it Happen?

2010-01-19T14:28:00.000-05:00

Share your experience
At the BoardSource Conference last November, Jane and I met Mary Hiland, LCSW, PhD, a board researcher and consultant from California who was in the midst of researching how boards improve their operation or “get better”. At that time, she had already interviewed more than 20 board and staff leaders of organizations whose boards were better now, in some meaningful way, than they had been in the past.

I told her what a knowledgeable base of nonprofit leaders we had among our readership and we agreed that a short survey might assist in her research – and we get early access to her findings. If you have been part of an organization that has seen a real improvement in the way the board works, she has a short, nine question survey for you to complete. If you desire, you can identify yourself and she may call you for additional clarification. Here’s the link: http://www.surveymonkey.com/s/86F8NTP .

Please complete it by Jan 30. You may complete it more than once if you can cite more than one example.

Bryan Orander

Happy New Year – What will 2010 hold for you?

2010-01-05T09:37:00.000-05:00

I always feel a bit more reflective as one year ends and a new year begins. This year, in particular, has varied from very difficult to very different for most of us. For 2010, I am grateful to be celebrating the 10th anniversary of Charitable Advisors and our capacity-building work with nonprofits and funders to support our communities.

I will skip the full “Top 10 list” but wanted to share a few trends or factors that we are seeing for the next year or two that directly impact our work:

1. The elephant in the room for 2010 - Will this be the year the nonprofit sector begins to get better or the year we fall apart? I don’t see many experts offering a middle ground, it seems that we will either tank or return to some semblance of normality. I suspect both are wrong, overall, and that each organization will feel it differently anyway.

2. Nonprofit leaders who deferred retirement are looking for a way to reduce their work schedule. For those who planned to retire in late 2008 or 2009, the past 15 months have been even more exhausting than it was for the rest of us. Though the stock market is doing better, many are not prepared emotionally or financially for retirement, but they don’t want to be “in charge” anymore and may be looking for part-time, staff, and project roles.

3. Foundations are narrowing their portfolios to emphasize grantees who are very effective at their work. This means even more emphasis on evaluation, higher board involvement, and probably more strategic thinking (and hopefully - shorter, more meaningful strategic plans)

4. More organizations will be deciding their future – you can only do so much with less. It seems that most nonprofits are fiercely independent and only “merge” as they go out of business. We may see more nonprofits resorting to earlier “all-volunteer” operational structures with the benefit of more online tools. There can be a tendency, as an organization becomes smaller, for focus to shift to keeping that one staff person on the payroll and losing sight of program goals. Hopefully, we will see groups combining efforts more around a shared neighborhood or group of people to enable services to continue even if organizations close or go into hibernation mode. QUESTION – would more weak organizations close, and hand off their clients, if inexpensive or no-cost legal support were readily available to do it well?

5.What will happen next in Social Media – now that Twitter has been around for several years, we have to assume that something else will be emerging as the “next best way to engage or fund raise or ???”.

We have some interesting ideas for 2010 that you will hear more about as we get into the year – but here is a clue. We have chosen the theme “Live Your Legacy” for 2010.

NFP News Gains New Face in Cincinnati

2009-12-01T10:39:00.002-05:00

I have exciting news to share that I believe will be of interest to our Indiana readers as we continue our efforts to support the nonprofit community. I launched the Cincinnati Not-for-Profit News in March 2008 after the success of our e-newsletter here in central Indiana. A big key to our growth and success, here in central Indiana, has been my ability to really get to know the nonprofits, funders, and related entities that build a strong nonprofit sector. Though we have more than 1500 subscribers in Cincinnati, I have not been able to spend the time there that would allow us to really know and serve that community as I would like.

I have asked Jane Page-Steiner, a long-time Cincinnati resident, nonprofit professional, and capacity-building consultant to take on the role of publisher for the Greater Cincinnati edition so we will have a more personal presence in the Greater Cincinnati area. Jane’s extensive experience in the nonprofit arena will ensure that the Cincinnati Not-for-Profit News stays in close touch with the needs of that community in addition to enhancing our promotional efforts there.

Jane is a respected nonprofit consultant, public speaker, and has been a part of the Cincinnati not-for-profit community for more than 20 years. She served for many years as the Executive Director of the Down Syndrome Association in Cincinnati and has served on a national nonprofit board and worked for a national nonprofit. She is the President of JPS Nonprofit Strategies and will continue to offer her capacity-building consulting services. I am excited about partnering with Jane in this effort and am already enjoying the benefits of having another contributor on our team.

To learn more about Jane - www.JPSNonprofit.com

Hope everyone had a great Thanksgiving holiday. Though we see so much need, we also know we have so much to be grateful for.

Bryan

How could 'Walking for Dreams 2010' benefit your Organization?

2009-11-18T19:38:00.002-05:00

Last year, 17 non profits and 425 walkers raised over $60,000. Over the past 7 years, close to 100 organizations have raised hundreds of thousands of dollars, in total. I have been involved since the 2nd or 3rd year walking for several different organizations. I think of 'Walking for Dreams' as the walk-a-thon event for organizations who: 1) aren't big enough to do their own event or 2) don't want to spend valuable volunteer or staff time on event organizing, or 3) want to gather a group of their supporters around fund raising for one particular program.

Here's how it works: There is a $250 upfront fee but then the Sycamore Foundation plans, manages, and runs the event. They even provide an on-line donation website where your walkers can form teams and receive donations. All your nonprofit does is solicit walkers to participate and raise funds for your organization. Whether you have 5 walkers or 50, it is a fun event and can raise a meaningful amount of money for the effort you invest.

Promoted as the 'Walking for Dreams Family and Pet 5k Walk', the event encompasses just a couple hours of a beautiful Sunday afternoon on the scenic Canal Walk downtown. The energy is terrific, the colors are bright, the faces are happy. Each organization is assigned a table to greet and gather their walkers plus promote their organization to others in attendance. Everyone steps out together and then winds their way through the walk route and back to food and festivities at their own pace.

A Walk-a-thon event is a great way to introduce people to your organization, a good strategy to give reluctant board members or staff a 'harmless' way to talk about your organization with friends and family, and a nice time for social connection between people who care about your organization.

To learn more or get signed up for the May 23, 2010 event, visit www.WalkingforDreams.org and call 317-260-0669.

Are Federal Poverty Guidelines for Income Meaningful?

2009-11-05T15:10:00.000-05:00

The Self-Sufficiency Standard for Indiana 2009 released by the Indiana Institute for Working Families (Institute), a program of the Indiana Community Action Association (IN-CAA), shows that more Hoosiers are lacking the resources needed to meet their basic needs. The Self-Sufficiency Standard is a more meaningful measure of income adequacy compared to the Federal Poverty Guidelines (FPG). According to the FPG, families are characterized as "poor" if their income is below the FPG and "not poor" if their incomes are above them.

For example, the FPG for a family of three in 2009 is $18,310 annually, the equivalent of earning $8.80 an hour for full-time employment. According to the 2009 Self-Sufficiency Standard, a family of three - consisting of one adult, one preschooler, and one school age child - is $42,117 annually - the equivalent of earning $19.94 an hour or approximately 230 percent of the FPG. This Standard Wage incorporates the cost of a two bedroom housing unit, the cost of full-time child care, food, health care, transportation, and taxes in Marion County. For this family type in Marion County, they must earn wages that are almost three times the current Federal Minimum Wage of $7.25 per hour.

Earlier this month the U.S. Census Bureau released 2008 American Community Survey data showing that Indiana's median household income has declined to $47,699 and is lower than it was in 2000. Additionally, the number of Hoosiers living in poverty has increased as reflected in the state's poverty rate of 13.1 percent – based on the FPG. "However, if a more accurate measure of the amount of income needed by families was used, as opposed to the FPG, we would find even more Hoosiers are not earning enough to meet their basic needs," said Lisa Travis, with the Institute. The Self-Sufficiency Standard shows family earnings can be well above the official FPG yet below what is needed for families to meet their basic needs. To view the full report, visit the News and Update section on IN-CAA's homepage at www.incap.org.

Do You Know of a Great Local Program with National Potential?

2009-10-30T09:44:00.003-04:00

Several nationally prominent nonprofit thought leaders have partnered with Duke University and The Robert Wood Johnson Foundation to create the Social Impact Exchange. This will be a concerted effort to identify nonprofits and programs that are having real impact and connect them to resources to expand and replicate that impact. There is no cost to become a member and they will provide on-line resources and forums in addition to an annual conference, regular training/meeting events, and an annual competition to identify and financially support the best ideas. What do you like about this type of effort? Why will it work or how could it be better?

Read More.

IRT Halloween Promotion for Nonprofits

2009-10-30T09:43:00.000-04:00

I’m sure most families have Halloween plans for Saturday, but the IRT has a great family show going on right now - The Giver, based on the popular novel by Lois Lowry. The IRT is offering a special 2-for-1 ticket offer for either the 3 p.m. or 6 p.m. show on Saturday. I know it’s Halloween, but the show is only 80 minutes so families can still go trick-or-treating after the afternoon show or make it to a Halloween party after the evening show. It’s simple to get tickets, just call the ticket office at 317.635.5252 and mention the code “spread the word”. I hope some of your families, clients or friends can take advantage of the special offer. For more information about the show visit www.irtlive.com/shows_and_tickets/shows/giver.

Direct link to an Indy Star article:http://www.indystar.com/article/20091025/ENTERTAINMENT/910250306/1005/ENTERTAINMENT/Popular+youth+novel+comes+to+life+with+moving+story+on+IRT+stage

Is Outsourcing or Sharing Back Office Operations the Answer?

2009-10-20T14:31:00.000-04:00

A new study tackles the on-going conversation about whether nonprofits can save money and improve services by combining or outsourcing backoffice operations.

Small to mid-sized nonprofits have always struggled to meet their needs for the administrative and professional services that support their core program work. Often referred to as “back‐office” needs, these services have typically included:

· Finance and administration (e.g., routine book keeping and accounting, financial planning, budgeting and reporting, vendor management, etc).
· Human resources (e.g., benefits administration, payroll processing, policy development, recruiting, personnel management, etc).
· Information technology (e.g., computer hardware and software procurement and maintenance, database management and support, website development and updating, etc).

While less commonly understood to be “back‐office” functions, the Meyer grantee survey also identified “public relations, communications, and marketing” and “fundraising and development” as pressing needs for which better solutions are urgently needed. Experts interviewed for this study confirmed the Meyer grantee survey findings that:

· HR issues almost always poll highest in polls of most needed back‐office services.
· Finance and IT are the most in‐demand services for outsourcing by small nonprofits.
· Development and fundraising assistance by outside firms is in great (and increasing) demand.

The Phase I Survey revealed that a large percentage of small nonprofit executives are performing many of these back‐office functions themselves, and many or most of them are dissatisfied with their own performance. For some functions (financial planning, human resources, PR, communications, and IT), high levels of dissatisfaction are reported even when performed by in‐house paid staff, external consultants or pro bono professionals.

The impacts of not finding better solutions to these back‐office needs include: inefficiency and burnout; high staff turnover, cash flow crises, loss of funding, missed opportunities, diminished impact and threats to growth and sustainability. At best, these are enormous distractions for leaders of small nonprofits. At worst, the lack of adequate back‐office infrastructure is responsible for their ineffectiveness in achieving their mission (Non‐Profit Overhead Cost Study, Brief No. 3, August 2004) and incalculable human and financial waste.

The study provides great insight, but unfortunately finds few cost-saving solutions noting that an organization that currently spends little or nothing on HR, Acctg, or IT cannot save money by outsourcing or combining it.

Read the full study.

Can a Founder or Longtime Executive Director Step Down But Not Leave?

2009-10-06T14:09:00.000-04:00

Conventional Wisdom Says: To not undermine a new leader's authority--and to allow the organization to develop in new ways--the founder must leave the organization completely when they step down from the top leadership position.

Table for Two's Findings Say: While not for most organizations, there are conditions under which a founder and successor can co-exist - maximizing the founder's assets for the overall good of the organization and reinforcing one another's success in their new roles.

Based on in-depth analysis of six cases in which the founder or long term founder-like leader successfully remains after stepping down from the top post, Table for Two provides:

- A new model for leadership transitions.
- A broader range of options for the founder's continuing role and contributions.
- Insights into the personal and organizational factors needed for success in such transitions.
- An integrated approach to weighing and managing the risks and benefits involved.
- Challenges, coping strategies, and recommendations for founders, successors, boards of directors, and staff.
- Recommendations for funders who wish to support their grantees' executive transitions.

Download the Summary or Full Report.

Mainstreaming Networks in Philanthropy

2009-09-15T11:07:00.002-04:00

While the idea of networks is not new to philanthropy, grantmakers are paying increased attention to the concept. In part, this is thanks to the advent of new technologies that have revolutionized the way we engage with one another. While networking still takes time and resources, connecting across organizational, geographic and time boundaries is easier, cheaper and faster than ever before. But this newfound interest in networks is not driven by technology alone. Rather, it reflects the sector’s need to increase impact. Grantmakers and nonprofits recognize that often even the most resourceful organizations are dwarfed by the issues they face. Sharing knowledge, synchronizing messages, coordinating efforts and pooling resources can help organizations reach their goals and achieve lasting, system-wide results.

Grantmakers for Effective Organizations (GEO), a national membership organization for foundations focused on nonprofit effectiveness featured networking building in this month’s update. As networking as evolved in to a verb over the past years, it has often been associated with a high level of activity but a low level of order. A new study from the Interaction Institute offers some strategies to make the development of networks more valuable and more efficient.

Read the executive summary.

Foundation Training

2009-09-11T17:22:00.001-04:00

The Foundation Center is offering a FREE training on effective grantseeking - Fundraising in a Challenging Environment - Monday, 9/14/09, 1:30-3:30pm at Indianapolis-Marion County Public Library.
http://foundationcenter.org/cleveland/training/fcaclindianapolis.html