How to Use Social Media by Robert O. Patterson and The Center for Association Resources

How to Use Social Media

You’ve opened a Twitter (http://twitter.com/) account, you’ve created a Facebook (http://www.facebook.com/) business page, and you and your association are on LinkedIn (http://www.linkedin.com/home?trk=hb_home). Now what?

This third in a series of posts on the subject will answer that.

You already should have determined who in your organization will be doing the posting and tweeting (posting on Twitter). For consistency of message and style, it is best to keep those duties to just one or two people. If you are not the one doing the posting, make sure you are an administrator on the accounts and that you monitor your Facebook page, Twitter feed and other social media sites on a regular basis to know what is being said. We noted in the first (link to first blog post) blog post that while social media sites are free, you and your association need to invest staff time and resources into doing it right.

Have a clear idea of what you want to communicate: news updates about your association and your business sector; tie-ins to current events; links to your website, blog and newsletter. Make sure to have a good mix of posts. Constant self-promotion turns off followers. Ask questions and respond the answers.

Writing that first post or tweet may feel a little like walking into a freshman mixer. You fear nobody knows you and nobody will be interested in what you have to say. That’s not true. With more than 51 percent of Internet users in the United States engaged in social media, so there are many people out there interested in your cause, your association or your product. Be authentic in your posts and don’t always be in sales mode.

Know your audience. Unless you are certain they are overtly partisan or strongly identified with a particular faith or cause, keep your posts non-partisan and inclusive. If you wish your followers Merry Christmas, be sure to include holidays from other religions, as well. If someone posts an offensive response to something, delete it and apologize. Bad publicity is NOT better than no publicity at all.

Post photos and videos from your association’s events, and invite participants to share theirs. But stay away from wild or embarrassing shots. No need to be too authentic.

Finding followers is easy. They’re already reading your newsletter or blog. Invite them to follow you on Facebook, Twitter, LinkedIn and Google Plus (https://plus.google.com/up/start/?continue=https://plus.google.com/&type=st&gpcaz=23db4111), and suggest they ask others to do so as well. Ask your own personal Facebook friends and encourage co-workers to do the same. Suggest to other members of a LinkedIn group that you “like” each others’ Facebook business pages – and don’t forget to include the link to your own.

Leverage “old media,” and other venues to drive traffic to your website, Facebook business page or newsletter through the use of QR codes (http://en.wikipedia.org/wiki/QR_code). “QR” stands for quick response, and they’re those little black and white boxes that are starting to show up in ads, magazines and displays. Smart phone users scan them and go directly to wherever on the Internet that particular QR code send them. Real estate professionals are starting to put them on signs, for a link to a detailed description of the property. Food product displays might include links to recipes. Clever associations wanting to promote an event are putting them on posters and in ads to take people right to where they can buy tickets or sign up to volunteer. Creating a QR code is easy through numerous websites, like this one: http://myqr.co//. Be sure to test it before you publish it!

The social media world is constantly changing, as the rapid growth of Google Plus has proven. We continue to work with your organization to get the most out of your social media plan. Let us know how The Center for Association Resources can help.

Filed under: Association Resources, Center for Association Resources, Leadership, Marketing, Non-Profit, Planning, Strategic Planning, Strategy, The Center for Assocation Resources info, Training, Facebook, LinkedIN, Social Media, The Center for Association Resources, Twitter

Board training…..getting qualified people on the board, The Center For Association Resources

What constitutes an effective and productive board member at a non-profit? As part of the governing body of the organization, a good board member is one who first understands fully the group’s mission and goals, as well as its legal obligations and significant responsibilities. This is true whether a non-profit is in its infancy, is in transition to becoming a more mature organization, or is already an established institution. The non-profit board’s membership should consist of people who are either experienced in non-profit board functions or who are willing to proactively learn about the roles and acquire the tools and knowledge to be competent contributors.

Most of the time, individuals serve on a non-profit board because they are passionate about the cause. However, passion alone is not enough to fulfill the many duties asked of each board member. Time commitment is a necessary requirement – for attending board meetings, preparing for the meetings, reviewing proposals, budgets and other documents, and fundraising.

Speaking of fundraising, many people who are new to non-profits don’t realize that one of the main functions of the board is to raise money. These board members need to be comfortable with a common policy among non-profits to either donate funds themselves or actively fundraise (or both). Board members may also be asked to organize and host fundraising events or to meet with foundations or government agencies that award grants to non-profits. Time commitment aside, each board member should have sufficient business and leadership skills to approve budgets, establish a process to create a strategic plan, hire and evaluate the executive director, and ensure the legal and ethical integrity of the organization. In order to perform the roles and responsibilities dutifully, the board should evaluate its effectiveness and identify areas where a new board member may bring on skills that would be complementary.

During growth periods, a board may need to grow too. Sometimes the need to find new board members arises from resignation or when board members reach their term limit. Recruiting for board members may start with referrals from the current board, volunteers from the organization, or from the staff. There are services that match prospective board candidates with non-profit organizations such as boardnetUSA and VolunteerMatch. The tasks of screening and determining a board candidate’s qualifications rest with the board. There should be a process to evaluate the candidate as well as a process to bring the new person on board.

As leaders wanting to make a difference, the board must be made up of individuals who have sound business skills, experience with board duties and functions and commitment to developing a strong board by ensuring each member is qualified to meet the needs of the non-profit organization.

Filed under: Association Resources, Center for Association Resources, Chicago, Fund Raising, Leadership, Marketing, Non-Profit, Planning, Strategic Planning, Strategy, The Center for Assocation Resources info, Training, Association, Leadership, Training

Working with difficult people, an article by The Center for Association Resources

Working with difficult people

Difficult people are everywhere – our homes, our neighborhoods, our families and our offices. Eventually, a challenging employee, volunteer or co-worker will find their way into your non-profit organization. Learning how to handle them and to redirect them in a positive way can save a great deal of time, trouble, wasted resources and stress.

When it comes to a challenging person, there are plenty of things not to do. For example, don’t ignore threatening or abusive behavior. Also, don’t ignore the problem and hope it goes away. It won’t, and chances are, if you are having difficulties, so are others in your organization. Anonymous or veiled methods of dealing with the problem, such as notes or shunning, might be tempting courses of action, but they are rarely effective.  They only serve to alienate the person and make the situation worse. Dealing with the situation, head on, in a positive way, can not only solve the problem, but build an environment of trust and respect among colleagues.

The first aspect to look at, when determining how to work with a difficult person, is to determine what is making them difficult. Are they constantly talking over others? Are they reluctant to really get involved in their work? Do they have problems working with certain types of people? Do they need to be in charge, or the center of attention?

Understanding that these behaviors have underlying drivers can assist in finding ways to not only neutralize the difficult behavior, but often turn that energy into a positive force. Those people who need to be in charge can be given a small leadership position, whether it’s managing an outreach project or being in charge of organizing the supply closet. Giving them a task that they can be in charge of and be recognized for takes away the challenge and turns it into a positive.

If the difficulties lie in behavior, pulling the person aside and calmly stating your issues can go a long way toward fostering an understanding about what is and is not appropriate. For a serial interrupter, explaining that being interrupted makes you feel as if your contributions aren’t important and asking to be heard will let your colleague know how the specific behavior is impacting you.

When confronting your colleague, peer or subordinate, it’s very important to use “I” statements and to avoid accusing the other person of wrongdoing. “When I’m interrupted during a meeting, I feel as if my ideas aren’t valued. I would really appreciate being able to finish sharing my ideas before others discuss them” will go much further toward fostering an environment of understanding than: “You’re always interrupting me and you don’t value my ideas!” Discussing potentially sensitive topics with understanding and respect can turn an argument into an enriching experience.

Even the most irritating people are with your non-profit for a reason. They most likely share the same concerns, passions and ideals as you. Finding common ground and finding ways to use everyone’s talents to the fullest will benefit everyone: the organization, coworkers and the difficult person.

The Center for Association Resources can be found at http://Association-Resources.com/ - Contact Robert Patterson for your Non-Profit association needs.

Filed under: Association Resources, Center for Association Resources, Fund Raising, Leadership, Non-Profit, Planning, Strategic Planning, Strategy, The Center for Assocation Resources info, Training

Collaboration with other NPOs: A Win-Win Situation – The Center for Association Resources

The Center for Association Resources presents

Collaboration with other NPOs: A Win-Win Situation

An avenue worth exploring for your non-profit – whether you are a start-up or a mature organization – is collaboration with one or more other NPOs whose missions and goals are complementary to yours. As budgets get squeezed tighter and tighter, and effort spent on fundraising becomes more and more time-consuming, it might pay to see how your group can create synergies with other organizations.

For new NPOs, initial goals will include plans to raise funds in both the short- and long-term. How you go about that fundraising is a topic for another blog post; this article will focus on a perhaps untapped resource in your local network of charitable organizations – other NPOs that are more established.

These other groups already have a track record of success, so try to tap into their expertise. (At the same time, examine your organization to see what you bring to the table. This should be a win-win situation for all involved.) How can you find these complementary organizations? Start out local, by checking with the United Way in your locale for a list of organizations they support. Websites such as www.charitynavigator.com and www.guidestar.com have searchable databases that you can access for free. Additionally, the National Center for Charitable Statistics (part of the Urban Institute) allows you to search its public database of charities by NTEE (National Taxonomy of Exempt Entities). You can access the database by visiting http://bit.ly/umPHm.

Once you have made a connection with an organization similar to yours, what sorts of collaborative events can you host? For starters, a lot of groups host annual fundraisers designed to bring visibility – and cash – to the organization and its mission. Perhaps your NPO can partner with another to cohost such an event, with proceeds split appropriately between the two groups. The power of collaboration has the possibility of providing synergies, as the groups work together on marketing and promoting the event, as well as logistics. Consider also the possibility of sharing back-office functions as a way to reduce overhead costs. Truly, the possibilities of what you can do with other NPOs is limited only by your imagination. Who knows – working together for mutual benefit could even lead to a merger of the two separate organizations into one larger group that is stronger and more efficient.

The bottom-line question that must be asked is, what do you really stand to gain from collaborating with other NPOs? Can they really provide anything you wouldn’t be able to secure on your own? After all, competition exists in every facet of public and private business in America, and in that respect NPOs aren’t that much different from corporate America. You might be trying to engage the same groups of people as donors or competing for the same government grants, for example. But NPOs might be better off if they work together. It’s already a difficult marketplace to survive and thrive in, and NPOs face specific dilemmas unique to their distinctive manner of practicing business, particularly as it relates to raising funds. If you can learn from other NPOs, you can either take a leaf from their book, or, conversely, you can gauge where and how other NPOs are succeeding and learn what resources might be available to your organization.

The Center for Association Resources can be found at http://Association-Resources.com/ - Contact Robert Patterson for your Non-Profit association needs.

Filed under: Association Resources, Center for Association Resources, Fund Raising, Leadership, Non-Profit, Planning, Strategic Planning, Strategy, The Center for Assocation Resources info

Barktown Dog Rescue: One Non-Profit’s Story – Published by The Center for Association Resources

Barktown Dog Rescue: One Non-Profit’s Story

May 25, 2011 • 1:11 pm 0

Barktown dog rescue is a non-profit organization for stray and abandoned dogs (as well as a few cats) in Kentucky. Volunteers there rescue and foster animals until a “forever” home, or as they call it, a “fur’ever” home, is found. These foster parents daily see and deal with abused animals, which makes it an environment for the strong-hearted.

TV reports often portray many of these abandoned dogs as bad-tempered, but at least one volunteer says she has never worried about any of the dogs she has brought into her home, to the point she trusts them alone with her young daughter. Many of the animals are so scared of humans that at first they can barely be petted. From this volunteer’s viewpoint, the work is sad, but also rewarding, especially when someone adopts a dog instead of buying one from a breeder or puppy mill.

Like at many non-profits, the budget is tight. Barktown Dog Rescue makes dollars stretch by being creative. They partner with local veterinarians, for example, to offer assistance for spay and neuter clinics. These low-cost clinics allow families to take advantage of a $20 or $30 operation, saving hundreds of dollars over the cost of comparable procedures at a full-price clinic. Many of these vets also offer food and shelter for the dogs when there are not enough foster homes available.

A major expense for Barktown is boarding rescues and strays when there are more dogs than foster parents. To raise money for such times, the organization makes dog treats that are sold at local businesses. They also engage in monthly donation drives at businesses around town. Barktown also receives revenues when an adoption is finalized. All monies go toward veterinary bills and any medicines or shots that the animals need.

Barktown can be found on the Web at www.barktownrescue.org. The group accepts donations on-line.

The Center for Association Resources can be found at http://Association-Resources.com/

Filed under: Association Resources, Center for Association Resources, Fund Raising, Non-Profit, Planning, Strategic Planning, Strategy, The Center for Assocation Resources info

Non-profit Organizations

About Non profit organizations and their management

As the name suggests, a non-profit organization is an association or a group established with the objectives of serving the people rather than profit motive. Non-profit organizations can be individuals, like self-help groups or formal associations. Voluntary organizations, philanthropic societies, social service associations and charitable trusts are some of the examples of non-profit organizations. Although most governments and government agencies also come under non-profit organizations, in most countries they are considered a separate type of organization and not counted as NPOs. In many counties, NPOs are exempt from income and property taxes.

In the United States alone, there are over one million large non-profitable organizations registered with the Internal Revenue Service. In addition, there are numerous smaller associations with annual revenues of less than $50,000 that are not registered with the IRS. The total revenues of non-profit bodies in US are estimated to be a little over 6 percent of the country’s economy. This sector employs around 10.2 million persons. Most non-profit entities are registered into corporations under the Corporation Laws of a particular State. Corporations are, in general, required to pay federal income taxes on their net earnings. However, Section 501 of the Internal Revenue Code details certain circumstances under which corporations or unincorporated non-profit organizations are exempt from these taxes. These include organizations established for charitable, religious, scientific or educational purposes, and those that do not distribute any part of their income among their members.

Tax exempt non-profit organizations operate like any other business units. They maintain bank accounts, own productive assets, receive donations, make investments and employ staff. The major difference is, however, in the nature of activities of NPOs. Non-profit organizations may be associations or trusts. The organization may be controlled by its members who elect the Board of Directors, Board of Governors or Board of trustees. Non-profit organizations or associations have excellent networking and organizing skills. These organizations render yeoman service to the society by providing material help and support in times of natural calamities, like floods, fire and earthquakes. In many countries, especially in developing countries, NPOs are the first ones to reach the affected areas. For example, when floods submerge several villages and people are marooned without food, drinking water and shelter, volunteers from NPOs drop the food packets and drinking water sachets from helicopters and wherever possible, they evacuate affected people to safer places. These non-profit organizations, in most cases supplement the work of Government agencies.

The Bill and Melinda Gates Foundation and the Howard Hughes Medical Institute are two of the wealthiest non-profit organizations in the United States. Outside the US, another large NPO is the British Wellcome Trust, a non-profit charitable trust. In addition, there are also millions of smaller NPOs that undertake social services and relief measures. Some non-profit organizations are particularly renowned for the charitable or social nature of their services carried out over a long period of time. These include, Amnesty International, Rotary International, Carnegie Corporation of New York, the Red Cross, UNESCO and IEEE. Many NPOs often use the .org or .us or .edu top-level-domain (TLD), when choosing a name for the domain to distinguish themselves from commercial entities, which use the .com space.

The Bill and Melinda Gates Foundation, The Howard Hughes Medical Institute, Section 501 of the Internal Revenue Code, NPOs, The Center for Association Resources

Filed under: Non-Profit

Community Development

From the trenches comes a tale of community development success

“Can’t.” “It won’t work.” “There’s nothing you can do.” Few critiques are more incapacitating than these to an organization looking to make a difference. And, when things haven’t gone as planned in the past, critiques will come flying from all directions when new ideas are ventured. Community development lore says that during a meeting, an elected official said, “We’ve tried, and nothing works. But keep trying, nothing can make that neighborhood any worse.”

Well, I have a different tale to tell. Our neighborhood development project had entered its third year, and very little headway had been made toward our goals. Determined to find a way to improve the neighborhood, I canvassed residents in the area through personal visits. Every interview was much alike, and went something like this:

“Hi, I’m from United Way and we’re trying to become familiar with the neighborhood. Can I ask you some questions?” Yes, come in. “Do you feel safe in your neighborhood?”  No. “Do you know your neighbors?” No. “How long do you plan on living here?” Until I can afford to move out.

It was time to change tactics and develop a community asset database instead of a list of complaints. My line of questioning turned to such topics as “What do you like to do with your free time?” The answers flowed, each household revealing a depth of talent and interests:  gardening, bird watching, knitting, reading, drawing, soccer.

Next, it was time to get the neighborhood engaged in thinking about ways to be involved.

“Soccer, huh, can you coach? Do your kids play?” “If we started an art class, could you teach?” “Have you been to the community garden?” “Would you come to a neighborhood movie night?” The enthusiastic responses surprised me. A form was filled out for each house; the stack eventually comprised hundreds of sheets.

Finally, it was time to act on all the information and enthusiasm that had been created through the neighborhood canvass. Our secret to success was to find what’s simple to accomplish and brings about the greatest good, and then doing it. In our case, creating legitimacy meant a community garden, summer day camp, sports nights, community BBQ’s, and murals painted over graffiti-filled walls.

Bad news may seem to spread like wildfire while good news always seems to lag behind, but it does always spread and creates positive steam. In our case, we took the positives from the neighborhood and the success of some programs and approached local businesses. We also networked with local clubs and schools. School metal shops built soccer posts, and local business donated white paint for lines, as well as flags, jerseys, balls, and whistles.

Good news turned into more good news: I received a call from an apartment manager; the owners liked what was happening and offered use of an apartment as a community center. We then contacted the community members we had interviewed and soon staffed the community center with classes taught by neighbors, to neighbors. Neighbors invited neighbors and each success brought new opportunities. Our community blog and Facebook page reached a broad audience, and the stories attracted local media interested in meeting the faces behind the stories.

These stories brought additional credibility to our project, and volunteers excelled because they were using their talents and passion. Additionally, their work was hands-on, which allowed them to readily see success as it happened.

What we accomplished can be replicated in your neighborhood or organization; simply start with the positive and move on from there. You just might be amazed by the results.

community center, volunteering, asset-based development, The Center for Association Resources

Filed under: Non-Profit

Nonprofit Organizations

Nonprofit Organizations get tax breaks, may raise funds, have inexpensive marketing available to them, and through partnerships with organizations can raise money for needy organizations, clubs, or people.

Nonprofit organizations, also known as NPO’s, are generally organizations that raise money for charitable needs or are government agencies. These organizations are run as a corporation, and are overseen by the district attorney and the Secretary of State. To qualify to be a nonprofit organization, it must be either a charitable organization, raise money for a charitable organization, a trade union or association, and public arts associations. Government agencies are also considered nonprofit organizations, but are included in a different category.

To form a nonprofit organization, decide what type of business is desired, who the charitable organization is that will be benefiting (if it’s not the same organization), and who will be leading the business. If the charitable organization is a separate business, check with your state to see how much needs to go to the charity. Next, decide on the board of directors and establish by-laws. Finally, incorporate your business with the Secretary of State. Your state should have information for nonprofit filing provided on the internet.

After filing, the state will provide you with an employment identification number. This number shows that the organization is a NPO and can be used in fundraising. It’s important at this time to register with the Office of the Attorney General. This will allow the NPO to receive tax exemptions. File with the IRS as well as state and local tax boards to get the tax exemptions due to NPO’s.

Managing your Nonprofit Organization entails keeping detailed information and records. These include fundraisers that must be reported to the DA’s office and Attorney General’s office, volunteer records, income reports, tax and exemption reports, by-laws, board meeting notes, etc. For more information on managing NPO’s, check with USA.gov or your state government organizations.

There are several fundraising types available to nonprofits. Direct fundraisers are those fundraisers that the NPO’s run directly from their business. Examples are fundraising events, bake sales, and rummage sales. NPO’s also have good chances of getting grants. Most NPO’s survive on grants from contributors. Finally, the organization may get sponsored by other businesses and get direct donations from social networking sites, foundations, and people interested in the cause or charity.

Although it may be strenuous to get the NPO started, the results and rewards that it brings to many are very worth it. Many times volunteers can make up for the lack of employees, donations can be given to organizations that really need it, and a need can be met. Even small business NPO’s can be very rewarding to many.

non-profit, NPO, organization, business, association, small business, grants, donations, fundraising, charity, volunteers,The Center for Association Resources

Filed under: Non-Profit

Barktown Dog Rescue

Non Profit Dog Rescue

Barktown dog rescue is a non profit dog rescue for stray and abandoned dogs and a few cats that are in my area of Kentucky. I volunteer at this rescue and foster many dogs until they are given a forever home, or as we call it a fur’ever home. It is very sad seeing the abuse that many of these dogs have gone through, and it is unconscionable to see how people can treat these loving animals. I know on TV that many of these dogs are portrayed as having bad tempers, but I have not fostered one dog that I have ever worried about my two year old daughter being alone with one of them if I was in the other room. Many of the animals we get are so scared of humans that we can barely pet them without constant begging for their attention. It is extremely sad but in retrospect, extremely rewarding work, when someone will adopt a dog instead of buying from a breeder or a puppy mill.

We do many things to increase revenue for the organization. There are several local veterinarians that offer their assistance for spay and neuter clinics that we provide. They are low cost so many families can take advantage of a twenty or thirty dollar operation, saving them hundreds of dollars, and offering us food and shelter for the dogs when there are not enough foster homes available. When there are more dogs then fosters we are forced to board the animals and this is a significant daily expense. We also make dog treats and try to sell them at different businesses. Donation drives are also done monthly at local businesses and this is a good way for us to pay for food and boarding. The last support we receive is from the actual adoption. We charge a certain amount of money to adopt a dog and the monies collected are given back to the vets, medicines, and shots that all of these dog’s require.

This is very rewarding work and it truly makes my family feel like we are making a difference in one area of this country’s many problems. If you would like to visit our website it is: www.barktownrescue.org. There is a link for donations and if this reaches anyone with the desire, your money would help a lot of needy animals.

barktownrescue.org,The Center for Association Resources

Filed under: Non-Profit

Targeting in Social Programs – Not Just for Government Organizations

A critique on public opinion regarding the efficacy of non-profit organizations in distributing aid.

Non-profit organizations have the potential to be an invaluable resource in combating many social problems that exist in our modern society. A shrinking middle class and a struggling economy have contributed to many people seeking out help from non-profits. Many of these people are, for the first time, experiencing a situation in which unemployment, lack of access to health care, or the loss of their home, and old biases against non-profit organizations as “too fat” or “wasteful” have been abandoned in wake of the need of the services provided.

This major intellectual paradigm shift among the upper middle class has been the side effect of some very unfortunate events. However, in a down economy, it is vital that non-profit organizations (NPO’S) continue to receive donations from the surviving middle and upper class. Members of these classes have not experienced the same negative impact from the economic downturn, and thus, many are skeptical that donating money to a non-profit is an effective means to get money or services into the hands of those who need it most.

To combat this, the best recommendation would be for non-profit organizations to examine the targeting that they use when delivering these services. Outside of the obvious methods of trimming waste from the bureaucracy of some larger NPO’s, the best method in effectually cutting waste would be better targeting in who receives the aid that is available. Two methods, discussed largely in the context of eliminating government waste in social programs by Richard J. Zeckhauser in ‘Targeting in Social Programs: Avoiding Bad Bets, Removing Bad Apples’, are extremely applicable to NPO’s as well: avoiding making bad bets in allocating funds, and identifying bad apples as individuals that are not truly in need of help.

“Bad bets”, for example, might be people who are requesting long term aid but are likely to obtain work in the near future. NPO’s can extend short term aid to these individuals, but they are not a good bet for long term aid, because the likelihood of overlap between help from the non-profit and compensation from work is high. “Bad apples”, on the other hand, require NPO’s to better screen candidates for those who truly do not need aid. Requiring more verification or paperwork, while adding time to the approval process, would be one example of a method of combating bad apples.

While the implementation is different for each non-profit organization, the concepts commonly iterated behind better targeting in government social programs are extremely applicable to non-profits, and should be considered a good place to start when a NPO wants to be able to combat the popular view that non-profit organizations are inherently uneconomical.

Kelley Scott is a free-lance writer/blogger from Chicago, IL

Non-profit organizations, NPO, social programs, targeting, waste, ineffective,The Center for Association Resources

Filed under: Center for Association Resources, Fund Raising, Marketing, Non-Profit, Planning, Strategic Planning, Strategy, The Center for Assocation Resources info, ineffective, Non Profit Organizations, NPO, social programs, targetting, The Center for Association Resources, waste