Gift of Impact

TPF's mission is to build capacity through education, awareness and resources. We are excited to partner with Board Bound Leadership which boost our efforts in education and resources.  The following post is from

Dr. Victoria Boyd, author of Board Bound Leadership

Gift of Impact

I just got my 5th request (today) to financially support a nonprofit. It's the nature of my work and I expect it. Unfortunately we can't financially support every nonprofit we know.... and I know hundreds.

This is not a complaint, they do need funds however as a professional in the field I look at how effectively will they use my and other donations. No, I don't check that imaginary (to me it's not a valid measure) operations rule of spending less than 15%, or if they claim to be an ALL volunteer group. First I look at their solicitation language. Are they always in crisis mode or do they demonstrate continuing progress. That's just my subconscious method, you may have one too.

However no matter what their appeal strategy, one element and the passion behind my work focused on board develop is a need for a continuous flow of knowledge. I am somewhat biased as a career educator, but the research results are conclusive. The unique nature of nonprofit boards means that they evolve and change constantly. Also if you've read some of my previous articles, you already know that there are no standards or educational requirements to be on a nonprofit board. Therefore consistent training should be in place, not just for new board members as an orientation, but as updates on new trends, keeping up with societal shifts and getting everyone on the same page.

However, the problem with board training is most don't plan for it, feel it is frivolous, or as a spending priority it never makes it on the 'to do' list. So unfortunately most boards are winging it and hoping to get by. This is why I believe the greatest gift they can receive is knowledge.

Here's where the business community can have a huge impact. As a business I'm sure you to get numerous request to donate to nonprofit organizations. Or perhaps you encourage your employees to be engaged as board members. What if you could be assured that the the organizations you support and your employees had the fundamental skills to be successful?

Board Bound Leadership (BBL) was developed to solve these problem and be the resource the need. Making all board members knowledgeable of their roles and responsibilities, plus improve skills as leaders, and take the fear out of fundraising. All element needed to guide organizational success. More important, it will assure the community that their donations are being used wisely.

There's several ways to support the nonprofit community such as sponsor a live training program, sponsor an organization's virtual training license, or gift board members copies of BBL book.

BBL builds long term results and impacts the entire community. Contact us for sponsor details and bulk rates at: support@bbleaders.com

Nonprofits – Here’s the Help You Need

bblogo(final)We've all heard the experts and read the reports. To have a viable and sustainable nonprofit organization success starts with the board of directors. They are not the end all and be all but they sure are at the helm of the wheel when it comes to success or failure. Members of the board must be part leader, activists, banker, champion, and more.

However most board members are winging it. Yep, to embarrassed to say, I haven't done this before and really don't know that much about nonprofit governance, leadership, assessment and fundraising. All unique needs of a nonprofit. Especially individuals from the business or corporate sector - we see it all the time. The mindset is, "How hard can it be, I run this business now, I'll just apply the same principles". Or even worse, they feel their role is to just be a conduit for funding, "Just show me the money", and really never pay attention to the actual governance part of their job description as a board member. Don't get me wrong, we love participation of the business sector on nonprofit boards, what we are saying, they too will benefit from board training and support.

So if a nonprofit's success has clearly been documented to evolve out of the strength of their board, why do many nonprofits have marginally effective boards? The answer is simple, they don't invest in their boards. We don't mean finding people to be on the board, we are referring to providing a board with the tools they need to successful. Most are setup for failure.

TPF understands the challenges small to mid-size nonprofits face , it's not a priority or doesn't seem urgent. Programs need to be implemented, fundraising, events - all the day to day activities of surviving.

downloadSo here's the help you need.

Board Bound Leadership Training. Developed by industry experts BBLT is an exemplary program covering leadership, governance, assessment and fundraising. the 4 essential elements of board effectiveness. Individual will gain the understanding and skills needed to be an asset to board. Organizations plan this as a mini-retreat without the overhead, saving extensive time and money. Check this off your 'to do' list and have your board members sign up today for this training. TPF even has a few Capacity Building Awards available to send a team. Don't delay - the next session is Saturday Nov 12th at the Henderson Business Resource Center.

Register today at: BBLT1112.eventbrite.com

Need more information? Contact - support@pcclv.org

Many Faces of Leadership

Over several years I've had opportunities to discuss, research, and explore the unique needs of the nonprofit sector. Many of the topics would evolve and ultimately circle back to the concept of leadership. To define leadership in the sector would required multiple 'conditions' of what was being defined. However, what did become clear was a need for unique skill sets for nonprofit board of directors.

For decades there has been leadership theories related to an individual’s personal leader collagestyle such as charismatic, dictatorial and participatory as examples. These theories still apply however that is not our goal. We aim to address the assumptions and often subtle differences related to effective leadership in nonprofits. We also contend that a strong business leader does not automatically make a strong nonprofit leader - there are too many variables that must be understood, which ultimately requires a mindset shift to benefit the organization.

Not to make this a long dissertation on the attributes of nonprofit leadership let’s start with a couple basic terms and how they align with existing nonprofit terminology.

Emerging Leaders

In our definition we do not mean young or aspiring leaders from a specific generation. An emerging leader can be multi-generational and includes anyone just embarking on work in the nonprofit sector.  This includes:

  • Leaders with significant experience in other sectors transferring into the nonprofit sector,
  • Young adults who aspire to service, perhaps a job related request for community engagement
  • Anyone young or old, that launched a nonprofit, are “emerging” in that position and role; and
  • Current board members that have not acquired the skill sets but have the desire and potential for assuming higher levels of leadership responsibility.

Servant versus Steward Leadership

We have also recognized the interchangeable use of the terms servant and steward leadership. Again there are subtle differences that could impact an organizations’ success. Originally I would have said that a “servant leader” is the ideal. However upon exploring further I have seen that sometimes this servant leader approach, though kind, can at times be too passive, and may not always achieve the goal.

A “steward leader” on the other hand, is one who, like a servant leader, cares for those with whom they work, however realizes they are accountable to not only the care for, but also to maximize the potential, increase the resources, and play an active role, to steward, making progress toward a mission, and in particular developing people so that they thrive as individuals in pursuit of a team goal. I like the idea of a steward leader being a disciple – one who exemplifies a standard and then encourages and coaches others toward personal growth. To model leadership for others.

bblogo(final)The Philantrepreneur Foundation’s Board Bound Leadership Training uses the strategies of Intentional Leadership to develop competent ‘emerging leaders’ to reach their full potential. In addition to leadership we also include Governance, Fundraising and Assessment to round out the four pillars of learning which provides a full overview of what nonprofit leadership encompasses.

For more information about Board Bound Leadership Training visit http://thephilantrepreneur.com/board-bound/

As a special bonus until August 1, 2016 enjoy 50% off with the coupon code: BB50. This discount can only be accessed at https://boardbound816.eventbrite.com

WHY CAPACITY BUILDING MATTERS – AND WHY NONPROFITS IGNORE IT

Capacity building in the nonprofit sector continues to be a struggle. In 2001 Venture Philanthropy Partners (VPP), a Washington DC based organization released Effective Capacity Building in Nonprofit Organizations, a thorough report detailing the need, measuring impact, and outlining strategies for capacity building in their region. I would like to think that over time conditions and strategies improve or change however now 15 years later the theories of the VPP report still hold true and conditions unfortunately still exists.Capacity+Building+Framework

Over the next few blogs and in the Spring issue of the Philantrepreneur Journal building capacity will be examined, defining the term within the sector, providing conceptual theories, and hopefully providing rationale to place more emphasis on supporting capacity building efforts.

The following are excerpts from VPP’s report which is still quite relevant in 2016.

WHY CAPACITY BUILDING MATTERS – AND WHY NONPROFITS IGNORE IT

Nonprofits, just like businesses, need to focus on building the capacity of their entire organization if they want to maximize their social impact. Both board and staff need to dedicate themselves to raising capacity building to the same level of importance and attention as program development and management – to think early and often about strengthening the organization in lockstep with implementing programs. What propelled leading nonprofits to new levels of effectiveness was not any single initiative, but rather a deliberate program to enhance its capabilities at all levels, from its strategy to its systems and structure. These efforts in turn improved its ability to deliver against its aspirations.

Many organizations in the independent sector, especially smaller groups or recently founded institutions, continue to neglect building organizational capacity in favor of developing and deploying programs. Why? What barriers prevent nonprofits from embracing a more holistic view of their enterprises?

At one level, the tendency among nonprofits to favor program makes perfect sense. Most nonprofits are founded by intensely motivated individuals who are promoting a new idea: a different approach, method, or system to address some pressing social need. In the case of Samaritan Inns, for example, the programmatic innovation was the focus on providing post-rehabilitation housing and counseling for addicts. Of necessity, the start-up phase for many nonprofits revolves around testing, refining, and implementing its new idea, with the majority of the organization’s resources dedicated to that task. In addition, many nonprofits aspire to achieve their missions in the not-too-distant future, so why should they invest in capacity? Finally, building capacity can be difficult, time-consuming, and expensive in the short run, and most nonprofit managers would prefer to spend their dollars on programs.

But other obstacles also face nonprofit boards or managers seeking to build capacity. For example, nonprofit culture tends to glorify program work over “back-office” functions or even higher-level institutional functions such as strategic planning. (In fact, in many for-profit and nonprofit organizations, “planning” is something of a dirty word, as it distracts from important day-to-day activities.) In addition, many nonprofit managers are generally skeptical about the relevance of business practices to nonprofit organizations.

Another important barrier impeding the ability of nonprofits to engage in capacity building is a dysfunctional funding environment. Every nonprofit manager knows that a majority of donors, both individuals and foundations, like to earmark their contributions to support particular projects or programs. The easiest dollars to raise have always been for “bricks and mortar” capital campaigns, with very tangible products, while the hardest have been for general administrative costs – including efforts to build organizational capacity. Donors fear that such contributions will serve only to hire more staff or perpetuate the institution rather than make an impact on the mission. The rise of new forms of funding, particularly venture philanthropy, has begun to lower this barrier, but given the idiosyncrasies of many major donors, it seems unlikely that this perspective will change dramatically any time soon.

Nonprofits have also been hampered in their capacity building efforts by a simple lack of knowledge. For inspiration and new ideas in an area such as fundraising, for example, nonprofits can look for guidance to a whole body of literature, the experiences of other organizations, and a robust specialty consulting market. But when it comes to nonprofit capacity building, there is no shared conceptual framework or approach that can be applied widely across the sector.

Finally – and maybe most important – establishing a direct linkage between building capacity and increased social impact has proved elusive. In a few cases, certainly, the connection is readily apparent. A food bank that improves its inventory management, for example, will deliver more food to more people more quickly. But far more often, it is difficult if not impossible to attribute increased impact to a particular capacity building effort. Take the case of Samaritan Inns, which hired an expert in 28-day rehabilitation programs as part of its overall initiative to build capacity. This individual clearly played a big role in revitalizing the institution, but how can we measure his specific contribution relative to all the other external factors – legal, economic, social – which influenced Samaritan Inns during this period?

These barriers are formidable but not insurmountable. The professionalization of nonprofit management as well as changes in the funding climate will continue to nudge nonprofit culture toward a more enlightened view of capacity building. As more organizations begin to address capacity building systematically, better information and improved measures will surface to make a more convincing connection between capacity building initiatives and social impact. Make no mistake, although the link between increased capacity and increased impact may be hard to quantify, one does lead to the other. The executive directors of the organizations profiled in this report testify that their capacity building efforts were critical ingredients in their increased social impact, though in every case there were other contributing factors as well. For the nonprofit sector as a whole to achieve a greater social impact, more organizations must address their gaps in organizational capacity. Having honed their model or their program, they need to invest the necessary time and effort in building their organizational capacity to deliver that program more effectively and efficiently or to replicate their success in other locations. Unless they do, they will never be capable of fulfilling their promise.

CONCLUSION

F or the nonprofit manager, building organizational capacity can seem daunting indeed. It can be hard to fund, hard to launch, and hard to implement. It takes a long time and the need is not always apparent to staff, volunteers, board members, or donors. But nonprofit leaders cannot allow themselves to be dismayed by these obstacles, because nonprofits enjoy an inherent advantage. At its core, the nonprofit sector is driven by people committed to a mission and to increased social impact. Consequently, employees, board members, and donors will almost invariably respond positively to a proposal that will clearly advance the mission, no matter how radical the proposal is.

That is why visionary nonprofit managers have placed emphasis on developing ways of quantifying the social impact of their organizations through evaluation and research programs. Demonstrate the increased social impact from capacity building and opposition will soon fade. Prudent leaders, of course, will avoid opposition in the first place. Instead, they will recognize the importance of building organizational capacity from the very start and make it the hallmark of their tenure. They do not wait for a crisis before addressing capacity gaps; rather, they will aggressively seek out those gaps and take measures to fill them. Capacity building does matter, and it does make a difference in a nonprofit’s ability to fulfill its aspirations. The sooner nonprofits realize this and start assessing their capacity needs, and the sooner funders increase their support for capacity building efforts, the better off nonprofits – and society as a whole – will be.

http://www.vppartners.org/sites/default/files/reports/full_rpt.pdf

Impact and Purpose

The PHILANTREPRENEUR evolved from years of observing, serving and helping others find and live their PURPOSE. Yet it also symbolizes the strategies and mindset needed to let that purpose reach its full potential and have the greatest impact.

Across sectors, in both large and small nonprofit and for profit organizations the philosophies for leadership, growth, and even brand strategies are embracing the 'purpose' of the organization. This has been the premise of nonprofits from their inception but it now is more prevalent in large corporations. They are starting with a purpose statement which answers – WHY do we exist?

Purpose is bigger and deeper than any business goal. When an organization has a clear purpose, it attracts talented personnel, strategic alliances, and loyal customers and the purpose statement is the one that creates the deepest emotional connection with the audience.

Purpose evolves out of a passion that becomes action oriented.purpose plus action

Passion can be selfish and unbridled. Passion is boundless. You can have many passions and spend countless hours on them.

Purpose is focused. Purpose is not selfish and involves serving others, but it’s not servitude. Purpose is singular, requires focus and to choose. But the decision is an easy one when your purpose is compelling.

Passion is what. Purpose is why. Passion focuses on nouns. What do you love? It’s about the objects of your desires. Purpose is your motivation, your why. It brings in action so it focuses on verbs. Purpose completes you.

Together, passion and purpose lead to BIG success!

The Philantrepreneur PURPOSE is your success. Our IMPACT  is building capacity.

Individuals, small or large for profits - Put your  PURPOSE into action, create your WHY. One strategy is your own nonprofit organization.  Learn more today on how to LIVE your PURPOSE - LEAVE a LEGACY.

Startup Package Startup Package

 

Get IMPACT with your IMAGE

It is important to realize the impact a professional business address has on growth.

SBA often warns if seeking a business loan, need credit, or credibility that instills confidence and professionalism to those you wish to attract, it is imperative to acquire a physical commercial address location.

A physical location that is zoned for business speaks volumes for your company and its operation. Keep in mind, some lenders may not extend credit or major donors will not consider a gift to a “home-based” operation.

Also keep in mind if you decide to set up a virtual office, make sure that all of the information supplied is identical to the information on your corporate documents. This includes spelling of the company name and the description of your business operation. Consistency and Credibility builds trust.

The caveat is the cost of commercial office space is out of reach for many.  How can you be professional and accountable for expenditures?

There is a perfect solution, a virtual office which provides cost savings options, features and services, plus gain professional credibility with a great address. And then there are those that go even a step further in supporting your success.

Professional Office Services (POS) – a turnkey service which provides all the tools needed to present a professional image, and meet the credit and credibility requirements. Plus what makes POS different is access to training and development support thaHuman Resources And Ceot other ‘virtual office’ systems just don’t offer. There are professionals on staff to help start, file or develop key business and nonprofit components. It is an excellent solution for start-ups, small businesses and nonprofits looking to keep costs low while gaining resources and that professional corporate image.

Based on low monthly memberships, compare the POS fees with other companies. They range widely and often have hidden cost especially for meeting and conference room usage. Do your research you’ll see for a flat monthly fee, you get a business services plus education.

Give your business the professional image you require to get ahead of the competition while you meet the compliance demands from creditors, suppliers and lenders.
POS_printableBlk_wht flyer1Printable PDF

To learn more visit: http://PCCLV.com/member

Whose Ball Is It? Sponsorship – it’s a Co-Dependent Relationship

 

5 Things Corporations Want from Nonprofits

sponsorNonprofits and their corporate colleagues have a co-dependent relationship. Corporations provide nonprofits with financial support, and in return, nonprofits provide corporations with positive PR and a boost in business.

And the boost can be significant:

  • 91% of global consumers are likely to switch brands to one associated with a good cause, given comparable price and quality*
  • 61% of consumers are willing to try a new brand, or one they’ve never heard of, because of its association with a particular cause*
  • 50% of global consumers said they would be willing to reward companies that give back to society by paying more for their goods and services (44% in the U.S. and 38% in Canada). **

But while these relationships are often mutually beneficial (at least to begin with), they can be short lived.

In a recent Fortune Magazine article, author Shalene Gupta points out that both parties can be the cause of the demise of these relationships.

“Nonprofits don’t always hold corporations accountable for promises made because they’re just happy to have the corporation giving whatever they can, and corporations have little incentive to stay invested since the relationship doesn’t always benefit them.”

So whose ball is it? How can you ensure a successful relationship with your corporate sponsor?

Our suggestion as a solid start is to focus on these following five key areas.

Brand Visibility

Corporations view sponsorship as a business arrangement—period. They see it as a strategic way to build brand recognition and increase sales. The sooner you understand that the more you can advocate for your sponsor. And with any business arrangement, the company footing the bill wants to know what’s in it for them. Corporate sponsors want to see their logo anywhere and everywhere on event collateral. Think t-shirts, banners, signage, newsletters, print and web ads, radio spots, tweets, Facebook posts, press releases, billboards, invites, landing pages and email campaigns.

Recognition – Steward your Sponsor

Corporate sponsors want to be recognized for their generosity:

  • Acknowledge them in public speeches, board meetings and interviews with the press
  • Invite them for a private tour of your facility and take photos for the local business journals
  • Place a stewardship ad in their industry trade publication to thank them for their generosity
  • Ask your staff to thank the sponsor on their individual social media platforms
  • Give sponsors VIP tickets to your event

Creative Approval

Corporate sponsors want to approve any collateral featuring their logo. They want to make sure their most important asset, their brand, is being properly represented. Nonprofits should obtain sponsors sign off on any and all creative efforts featuring their logo. In addition, they want to be associated with quality. Is the event, collateral and presentation properly planned and executed?

Metrics

When a company sponsors an event, they want to measure their return on investment. In other words, how did it impact sales? The most common metrics used to measure sponsorship ROI is to evaluate the amount of exposure the sponsor received throughout the campaign. Put together a comprehensive list of any marketing materials featuring their logo, and the number of impressions it received.

For example:

  • Transit Authority ad | Run dates: October 1-October 31 | 500,000 impressions
  • Email blast | Sent on October 15 | 2,300 opens
  • Direct Mail | Mailed on October 20 | 40,000 recipients
  • Facebook Post | Posted on October 23 | 800 likes

Intangibles such as brand affinity, brand loyalty and buzz are not as easy to measure but can be evaluated through surveys and customer feedback. If the sponsorship is program based another tangible measurement could be client impact.

Keep the Lines of Communication Open

Create a contract (fulfillment agreement) that details all the deliverables and lays out exactly where the sponsor can anticipate visibility. Always deliver what you’ve promised. If you agreed that your sponsor’s logo would be front and center on a billboard, make sure it’s there. Treat your sponsor like an ad agency treats its prized client. Nurture and build the relationship.

Bottom line—remember that your sponsor’s main agenda is visibility. Over deliver whenever possible and you’ll create a partnership that benefits both parties.

Also inquire on how do companies evaluate a potential sponsorship with a nonprofit? That immediately set the foundation for expectations.

Resource: Sean Horrigan is a guest contributor for Nonprofit Hub, and a marketing/PR consultant.

Experts at Your Fingertips

It‘s not often we have access to industry experts at your fingertips – especially diving deep into two indispensable topics – Marketing and Effective Business plans - for nonprofits and social entrepreneurs. In just about two weeks IMPACT Learning 2015 will welcome international thought impactheaderleaders that bring years of expertise in their sector to share strategies that will impact and benefit your endeavors, efforts and make all that energy worth it. Strategically these topics and presenters were handpicked to offer a unified and cohesive program, which combines two essential elements that every business needs for long term success. Come explore how to best utilize your assets, accentuate your purpose and create a system that works.

IMPACT Marketing

Kellen-1Kicking off the conference is Kellen Kautzman, Partner and director of operations at ADvise Media Group, a multi-faceted advertising company that works with clients to create and maximize their internet presence. Armed with a master's degree in education and former teacher, he made a transition into the world of internet marketing when his blog and Google+ page, ‘What Every Dog Deserves’ zoomed to over 1 million views in less than a year. Now blending his management skills learned in the classroom with a highly creative side, Kellen focuses on maximizing internet marketing strategies via blogs and SEO positioning. His project What Every Dog Deserves now is generating enough money through ads to fund projects dedicated to rescue dogs. Michael R Drew-hi-res-2

Next up for the Impact Marketing day is Michael R. Drew, a maverick who gets results, and known as the world’s most successful book promoter. Founder of Promote a Book he has launched 82 consecutive books onto best-seller lists, with many of them claiming the number one title. Michael from Alberta Canada honed his skills at respected publishers such as Bard Press, Entrepreneur Magazine, Longstreet Press and Thomas Nelson Publishers, on a path to mastering the intricacies of publishing.  An added benefit of working with authors’, he was able to gain from their insights into social trends and recognized to be successful you must adapt to today’s fast-evolving industry. This became the basis for his work and co-authoring the Pendulum bookbook Pendulum—which present a theory that has revolutionized the marketing industry. Michael’s additional skills and strengths in website creation, speaking, career coaching, and his innovational use of personas to intensify the effectiveness of all sorts of writing, he has been a force behind the creation of a new generation of thought leaders.

RTlogow_text-1Let’s take a Road Trip you will never forget.

It is so exciting to have the expertise of Jean Block from New Mexico to JBhead (2)lead 2 days of exploring the huge income benefits of creating a social enterprise business plan. Jean is the industry leader in creating social enterprise business strategies for nonprofits and social entrepreneurs. In the nonprofit sector for more than 50 years she has held key positions and became frustrated that, for the most part, nonprofits were merely cranking out the same fundraising ideas, but expecting different results. In 2003, after attending a presentation on social enterprise she saw the potential to change the sector in a BIG way – a way to diversify revenue, become more self-sustaining, and less reliant on traditional funding sources. After leading 27 nonprofits through a nine-month social enterprise program through SEVbook_JBlockthe National Center for Social Entrepreneurs, she formed Social Enterprise Ventures, LLC (SEV) as a division of Jean Block Consulting. Author of Nonprofit Guide to Social Enterprise: Show me the Unrestricted Money, she created a training program now used nationally. PHibbardJoining Jean in this presentation will be Patrick Hibbard from Florida that has been instrumental in implementing social enterprise models throughout the country and most notably in Guatemala.

As an added feature have both Michael Drew and Jean Block autograph your copy of their books. They may be ordered during registration or a limited supply will be on hand at the conference.

For registration visit: http://PFImpactLearning.info. As a special bonus for teams ( the best strategy for implementation) register for the full conference package and bring a guest for free. Simply enter ‘241’ in the checkout comment box and the guest’ name.

Terms and Conditions: The 241 bonus only applies to full registration and only includes one set of books if ordered.

Need a payment plan? Contact us directly at: admin@6e8.0d7.myftpupload.com

Problem with Nonprofit Events

I love it when I come across a great article.

This one is from Social Velocity by Nell Edgington and hits the nail on the head regarding events and their value. Gala_Dinner_Set-Up_at_The_Kings_Hall

Some of her key points are the true ROI and to make sure youˊre doing a 'real' assessment of the cost related to putting on the event. To read the entire article click this link - The Problem with Nonprofit Events

Events can be valuable if the 'goal' is correctly identified, but have you explored alternative strategies that donˊt need nearly as much investment (a little) and much less staff time. How about crowdfunding (CF)? Put in the same marketing effort and less output to reach the desired financial goal. Sounds great right?

However, in the marketplace there are hundreds of CF platforms, I know I have researched them for years, and it is important to compare their features based on your needs. There is a new one out there I found that has a intriguing premise - Shared Community wesharelogoor the concept of 'Pay it Forward' is called we$hare Crowdfunding. The platform is one grounded in collaboration, organizations (or individuals) create a community and collectively support each other and then share in the proceeds. It really fits The Philantrepreneur Foundation's philosophy that collaborations and partnerships build stronger organizations and community at large. For example, a smaller or new organization that hasn't yet built a large database or following can benefit from their 'extended family' and collective sharing of resources. It exponentially expands their reach.

I encourage you to explore the concept advantages and invite you to join our community that is just launching. Learn more at:  WeShare/Philan Project

TPF is constantly searching for ways to support the sector. If you have questions about weShare please email us at: admin@6e8.0d7.myftpupload.com   and we schedule a time to chat.

original-logos-2015-Sep-9289-7806771Last note: Have you taken the Philantrepreneur Campus Center needs survey? Please help us collect data on your office and service needs. It only takes about 3 minutes to complete. Access survey here.

The Challenges Are Real

challenge roadsThe Challenges Are Real

In the nonprofit sector we see the challenges on a day to day basis yet we seem to be stuck in ‘doing business as usual’.  Evidence, research and data is documenting a change must occur and change must happen. Are you ready to get off the same old path and take an exit to success with innovation strategies that call for change?

Guidestar.com documented results of a national survey conducted to assess the perceived challenges organizations face. A combined 63% of nonprofits listed their greatest challenges as funding and awareness. Then add the 21% categorized as ‘Other’ with the majority of that feedback heavily weighted toward describing leadership effectiveness and their resistance to change. This brings to the forefront that a whopping 84% of organizations see the top 3 challenges as, Funding, Leadership Adaptability and Marketing.

The nonprofit environment is shifting and the gap between the large and smaller organizations continues to expand. Add to that a slow recovery from the 2009 ‘recession’, we have a mixture of external influences and internal systems that are attributing to that gap.  The past troubled economy which impacted donations and support will loom large over charities in the coming years, but simply keeping the lights on won’t be the only problem organizations will face. Communities and government are calling for more accountability of the sector, which includes demonstration of their efforts to become self-sustaining.

The Chronicle of Philanthropy also noted several challenges one notably being innovation (and competition) from social enterprises. Excitement about organizations that use a for-profit business model to help solve social and environmental problems is growing. These social entrepreneurs and hybrid for-profit businesses actually can be a great asset to nonprofits. They provide a working model for nonprofit to pursue their missions. Some refer to it as a ‘new’ way, reality is it is actually not a ‘new’ model for nonprofits it just has not been understood or recognized as a reliable and consistent source of revenue that will create self-sustaining organizations.success exit Are you ready to explore this process for success? Which takes us back to our first question, Are you and your leadership ready for change, to take the exit toward success and address the challenges?

There are some great resources for you to take advantage of that will address the challenges of funding, leadership and marketing.

impactheader

IMPACT Learning 2015 presented by The Philantrepreneur™ Foundation (TPF) is designed to educate and guide individuals and leadership teams to face their challenges – change, marketing and fund development. They will learn about a crucial marketing trend that cannot be ignored and what strategies will impact their effectiveness. Then dive into the step by step process of implementing a social enterprise business model utilizing their valuable assets. TPF has assembled industry experts from across the US and Canada to provide valuable content to help organization make strategic adjustments and navigate the change process.

We want teams to participate.

For organizational teams of 3 or more TPF is offering a discount off regular registration which ends Sept 30th.

Visit http://PFImpactLearning.info  for all the details.