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

Benchmarking for success – The Center for Association Resources

Benchmarking for success

Benchmarking is a measurement tool non-profits can use to gauge both their successes and areas for improvement. It can be defined as the standard of excellence by which other activities should be judged.

Though benchmarking was first used by corporations, it is a useful tool for non-profits to adopt. Activities involved include goal setting, comparative measurement, and identification and implementation of best practices. Other key benchmarking activities include defining successful outcomes for services rendered, gathering lessons learned, and then defining and applying best practices from these lessons. Determining what measurements are meaningful is a vital part of the process.

A non-profit can use benchmarking to compare its current performance against the past, or to that of similar non-profits. The scope of the benchmarking can include all aspects of the organization, from fundraising, to administrative costs, to providing services relevant to the organization’s mission. While a lot of the benchmarking results will be for internal use, one measurement interested publics will want to know about is the percentage of administrative costs vs. percentage of funds used to provide services. If an organization establishes benchmarks that show it is keeping the percentage constant or low, it can use this information as a powerful data point during fundraising drives.

Another key measurement for organizations is how well they are implementing services crucial to the organization’s mission. For instance, a human services organization could poll the consumers of their services to find out what aspects worked well and which need improvement. Benchmarks ideally should be specific and measurable. Vague benchmarks will be difficult to measure and will likely not provide useful information.

Top levels of the non-profit often need to lead the way toward benchmarking. Those in the trenches providing services often do not immediately see the need for it, as it consumes time that could be spent on mission-critical activities. Challenges for establishing and implementing benchmarking activities include overcoming individuals’ resistance to change as well as defining measurement and success for disparate or complex activities. Involving field personnel in the benchmarking process may facilitate overcoming some of these challenges.

Benchmarking for non-profits is not a one-size-fits-all endeavor. The organization’s culture, mission and location must be considered. For instance, a non-profit whose mission focuses on the fine arts may have very different benchmarks from one servicing basic human needs such as sanitation or health care. An analysis of needs vs. goals should be performed with the unique circumstances of the organization in mind.

Once internal benchmarking has been completed, communicating the results with stakeholder audiences can increase public confidence in the efficiency and effectiveness of the organization. But benchmarking should not be just an internal exercise. Public perception of the organization’s effectiveness is also an important item to gauge. Feedback gathered from surveys, focus groups and online comments can be used to measure how the organization’s activities are perceived by the community at large. Positive public perception can have a direct impact on donations, so this is an important area to monitor.

Though benchmarking requires a well-thought-out plan, time and commitment of resources – and sometimes challenges – the potential for internal improvement and positive public reputation make the time spent worthwhile.

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

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

Increase Productivity and Reduce Turnover

Reduce turnover and increase productivity by instilling a sense of importance in employees.

More so than in the private sector, non-profit organizations need to keep employees (or volunteers) satisfied. Non-profit workers usually work long hours for low pay, often at thankless tasks. To increase productivity and lower the turnover rate, non-profits should institute an employee-recognition program and ask for employee input for most decisions.

First, one must examine any existing reward system already in place. What parts of the system work, and what parts do not? Immediately abandon any non-effective aspects, but retain the ones that work.

Then, examine why any effective aspects are working. Usually, effective rewards single out an employee for a job well-done, making the employee feel special. The savvy recognition-program planner will keep in mind any knowledge from the existing program while planning a more comprehensive employee recognition system.

Using what already works as a foundation, the new program will integrate old ideas with new ones. For example, if the employee of the month currently receives a balloon and a gift certificate, keep handing out the balloon and certificate. Then, make a bigger scene when handing out the award.

In addition, single out other employees who do a good job each month, but who aren’t quite ready for employee of the month (or whatever award exists). These employees could receive gift cards for a smaller amount, or maybe a simple gift such as a candy bar. The point of the program is to be sure the employees feel valuable.

On top of a recognition program, asking employees for input on big decisions will give them a sense of autonomy. This lets them know that their opinions are valued. When employees feel as if they have some input, they are less likely to jump ship for a higher-paying job.

By letting employees know they are important, non-profit organizations can reduce the rate of turnover and increase satisfaction. Happy employees will perform better and stay with the organization longer. Employee recognition programs and asking employees for their opinions will foster a feeling of teamwork and mutual respect.

non-profit, productivity, turnover, employee recognition,,The Center for Association Resources

Filed under: Strategic Planning

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

Finding (and Keeping) Great Volunteers for Non-Profits

Tips on how to recruit and retain volunteers in non-profit organizations.

Finding (and Keeping) Great Volunteers for Non-Profits

Good managers in non-profit organizations have always known that people are their greatest resource. In today’s challenging economy, non-profit groups are becoming increasingly reliant upon their volunteers to continue operations. Many tasks and roles previously filled by paid staffers are now filled by volunteers, and the new challenge facing non-profit managers and boards is how to attract and retain high-quality volunteers.

When looking for volunteers, non-profits need to be very clear about what type of person or group they are looking for, what specific task or role they would like accomplished and how unpaid workers will fit into their organizational team and objectives. It’s important to develop a clear job description for volunteers so that all parties involved understand expectations up front. It’s not uncommon for potential volunteers, especially highly skilled ones, to have a number of opportunities to choose from. Make sure your organization looks appealing and professional when soliciting help.

Think about what is going to inspire a bright, motivated individual to spend unpaid time helping your organization. Think about why someone would choose your non-profit to work with, and what benefits and experiences you can offer to a volunteer. Also, make plans for how to retain a great volunteer. Set up an ongoing volunteer recognition system to encourage people to continue with your organization. Things like thank-you cards and homemade gifts are usually appreciated, however it’s also important to take the time to get to know what’s really important to your volunteers. For example, if a person is trying to gain admission to a college, offer to write a recommendation letter for them. This type of ‘thank-you’ doesn’t cost your organization anything, but it can go a long way towards generating positive thoughts among volunteers.

Other considerations…

If you manage in a unionized organization, make sure to explore any possible concerns with using unpaid staff relative to the current union contract. Few things will drive away volunteers faster than becoming involved in labor disputes. Also, make sure that all your paid staff are clear about the need for, and roles of volunteers. Talking openly with the staff members of your non-profit will help alleviate any concerns they have about being replaced by unpaid workers. It’s important that all members of your organization, paid and unpaid, clearly understand their role within the staff team.

Volunteer, Non-Profit, Unpaid Workers, Organizations, Skilled volunteers,The Center for Association Resources

Filed under: Association Resources, Center for Association Resources, Fund Raising, Leadership, Marketing, Strategic Planning, Strategy, The Center for Assocation Resources info, Training, Non-profit, Organizations, Skilled volunteers, The Center for Association Resources, Unpaid Workers, Volunteer

Change for the Children

Non-profit organization for children, run by the Jonas Brothers.

There are a great deal of amazing non-profit organizations out there that do great work and have a positive impact on society, but my favorite non-profit organization is one run by the Jonas Brothers called Change for the Children. Each one of the brothers has a different cause that they support. Nick’s cause is childhood diabetes, because it is something that he, too, suffers from. Joe’s cause is Special Olympics and Kevin’s cause is volunteerism. Kevin, Nick and Joe all work together to make the change they want to see in the world possible, and they make it possible for fans to get involved as well in a great many ways.

The program is based on kids helping other kids who are less fortunate. All the money raised by Change for the Children actually goes to the kids who need it the most, not the Jonas Brothers. Many times, children can feel alone in the world and feel like no one else is going through what they are going through. Initially, this is how Nick Jonas felt when he was diagnosed with childhood diabetes, and it is what inspired him to start this non-profit organization in the first place. He wants to help kids get connected with other kids who are going through similar situations, so that they can be a support system for each other. He said that by doing so, they are “improving the quality of life”.

The organization offers many ways for those to get involved to actually get out there and do something. The organization’s website offers ideas, such as organizing a walk or run for those affected by diabetes or those who are disabled. If you do not have time to organize a run or walk, the website for the organization offers shirts and necklaces that you can purchase. All of the profits from the shirts and necklaces does go for diabetic children in need.

Many people think the Jonas Brothers are just another teenage fad, but in all honesty, they are doing something great for their fans and children across the country. They are the brains behind Change for the Children, and have made many donations and contributions to help kids in need all across America and in other countries as well. They are helping to make the changes they wanted to see reality and they are getting fans involved as well. Change for the Children is a non-profit organization that I support now, and I hope you will too.

Jonas Brothers, Change for the Children, Non-Profit Organizations, Diabetes,The Center for Association Resources

Filed under: Fund Raising, Illinois, Marketing, Non-Profit, Planning, Strategic Planning, Strategy, The Center for Assocation Resources info, Change for the Children, Diabetes, Jonas Brothers, Music, Non Profit Organizations, The Center for Association Resources