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Tools for Analyzing Nonprofits

Presented to the Latino Nonprofit Leadership Program of the University of Wisconsin-Milwaukee's Roberto Hernandez Center by Claudia Elena Guzman, June 23, 2010.
by

Claudia Guzman

on 23 June 2010

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Transcript of Tools for Analyzing Nonprofits

Tools for Analyzing Nonprofits Claudia Elena Guzman cryargentina@yahoo.com not-for-profit non-profit a legally constituted,
nongovernmental entity
incorporated under state law
as a charitable
or not-for-profit corporation
that has been set up
to serve some public purpose
and is tax-exempt
according to the IRS
~ Wolf, 1999 For-profit owners

owners

profit (private interest)

shareholders (private investors)

measured by money

neutral Nonprofit BELONGS TO:

BENEFITS:

PURPOSE:

ACCOUNTABLE TO:

BOTTOM LINE:

VALUES: community

community

mission (public service)

stakeholders (broad and diverse investors)

measured by impact

central tax-exempt
tax-deductible What is a nonprofit organization?
The Board and the Staff Balanced,
complementary
roles for
smooth sailing! broad, big-picture perspective
long-range planning day-to-day operations ensures that those two processes guide one another Roles of the Board Roles of the Staff Program planning and evaluation
Policy development
Personnel management
Public relations and promotion
Financial accountability
Fund and resource development Implementation of program and policies
Input to Board for decision-making
Reporting of outcomes and challenges
Research of issues and trends
Recommendations on mission, vision and goals Assets of the Board Assets of the Staff Connections
Resources
External expertise
Credibility Program knowledge
Implementation skills
Technical expertise
Time STANDARDS BENCHMARKS ENVIRONMENTAL SCAN DASHBOARD OF KEY PERFORMANCE INDICATORS S
W
O
T

ANALYSIS Review basic principles of nonprofit status.
Understand the complementary roles of board and staff.
Explore and practice some of the assessment and evaluation tools nonprofits must continuously use to maximize effectiveness. Objectives: How do we know we're sailing the right course? process looking at our peers
looking at our environment
looking at our selves systematic, ongoing, comprehensive
continuous assessment and evaluation
intensive, extended discussions
board, staff, stakeholders, external facilitators
generally accepted, approved model
baseline expectations
a normal or average requirement

Maryland Association of Nonprofit Organizations
Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector

{MANO self assessment checklist}
{MANO Standards, pp. 1-8} standard of excellence against which similar things must be measured or judged

formalized, peer-learning process that recognizes that the bar is always moving higher

systematically identifying and adapting best practices, both within and beyond the industry

{Jason Saul handout}
{Technology Literacy Benchmarks by NPower} Politics, Legislation or Regulation That Affects Nonprofits Trends in Economy or Funding Environment Relevant Cultural or Social Trends New Technologies, Models or Methods Changing Demographics Evolving Community Issues That Nonprofits May Address Competition visual snapshot of vital statistics trengths eaknesses pportunities hreats clients
staff
volunteers
donors
government
foundations
corporations
businesses
The Board wields the map


while the staff drives the ship.


The captain is the Executive Director.

Complementary Roles and Assets Increase efficiency
Improve results
Maximize impact
Maintain relevance Informal Benchmarking:

conferences, workshops, seminars
technical assistance programs
capacity building
industry publications
consultants the successful innovations, methods or techniques of other top-performing organizations focus
strategize
prioritize
match
convert
Full transcript