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Many non-profits have not yet understood that they must run with strong business management practices in order to thrive. In the U.S., there are many, many grassroots organizations that find a need and fill it, without the 501c3 designation, thinking they are different from other, for-profit businesses. And just like many small businesses, they work on what they want to accomplish, get by on what they know, duplicate their efforts again and again (rather than putting systems in place) and work hard to make ends meet.
Many smaller non-profits, are deficient in specific knowledge of financials, how much or little their work crosses over others doing similar work, what activities actually help the organization gain momentum and what activities need to be discarded from their repertoire.
There is usually a huge focus on getting volunteers and funds, but not as much importance is placed on having an overall strategy, with specific means to their objectives. Many times, just getting from one fundraising or outreach event to another has to suffice. This misses the chance for efficient seeking of donations: "donate this amount, receive specific valuable benefits (such as banner placement, at-mic mentions and logo on program) at EVERY event we do this year and mention in our newsletters and all other public and member communication materials."
Non-profits don't have to compete for local resources, though most do. A recent example of cooperation in Charlottesville, VA shows the opportunity most overlook. The Building Goodness Foundation (www.buildinggoodness.org)(BGF) focuses on building community-use buildings locally, nationally and internationally. It has teamed up with local non-profit Camp Holiday Trails (www.campholidaytrails.org), a camp for children with illnesses which would prohibit their attendance at regular children's camps. BGF will be providing volunteers to rebuild 5 cabins at Camp Holiday Trails over two and a half days this fall. Both groups are pooling their resources and sharing the publicity, goodwill and results!
Smaller non-profits don't traditionally investigate very powerful advertising resources such as mass media. Many media outlets (radio, tv, print, etc) have special plans tailored to non-profits such as buy one, get one free or buy two, get one free. There are also resources that these media have to place in the hands of local non-profits, such as certificates or coupons from annual advertisers, inclusion in community calendar listings, special highlights of local non-profits and their activities, and knowledge of advertisers willing to share part of their radio, television or print ad with local non-profits. More grassroots approaches can include posters can be placed in the businesses of members, fliers attached to pizza boxes and emails sent.
It is best to plan out and implement the year's main activities and systems in a way that clearly meets laid out objectives. This makes a barrier to distractions and detours. Areas to include are financial objectives, volunteer recruitment, volunteer retention, marketing, fundraising, donor retention, donor value provision, board member competency enhancement and accountability of all members of the non-profit.
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