Starting Running Nonprofit Organization

Starting and Running a
Nonprofit Organization
second edition
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Starting and Running a
Nonprofit Organization
second edition
Joan M. Hummel
Revised by the Center for Nonprofit Management

Graduate School of Business
University of St. Thomas
University of Minnesota Press

Minneapolis
TA London
Copyright 1980, 1996 by the Regents of the University of Minnesota
All rights reserved. No part of this publication may be reproduced, stored in a

retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher.
Published by the University of Minnesota Press

111 Third Avenue South, Suite 290
Minneapolis, MN 55401-2520
http://www.upress.umn.edu
Printed in the United States of America on acid-free paper
Fifth printing, 2002
Library of Congress Cataloging-in-Publication Data

Hummel, Joan M.
Starting and running a nonprofit organization /Joan M. Hummel. —
2nd ed. / Revised by the Center for Nonprofit Management, Graduate
School of Business, University of St. Thomas,
p. cm.
"Revised by the Center for Nonprofit Management, Graduate School
of Business, University of St. Thomas."
Includes bibliographical references and index.
ISBN 0-8166-2777-0 (pbk.)
1. Nonprofit organizations—Management. 2. New business
enterprises—Management. I. University of St. Thomas. Center for
Nonprofit Management. II. Title.
HD62.6.H85 1996
658'.048 —dc20 95-53699
The University of Minnesota is an equal-opportunity educator and employer.

Contents
Thanks... vii
About This Revised Edition of Starting and Running a Nonprofit Organization ix
Introduction 1
A Checklist of Things to Be Done When Starting a Nonprofit Organization 5
Boards of Directors: "Behind Every Good Organization..." 9
Bylaws: Playing by the Rules 21
Legal Aspects: Cutting the Red Tape 29
Mission, Vision, and Strategic Goals: Creating the Formula 39
Managing Financial Outcomes: Budgeting the $$$$ 51
Accounting: Keeping Track of the $$$$ 73
Fund Raising: Finding the $$$$ 83
Human Resources: Building Your Organization's Team 101
Community Relations: Staying in Touch 115
Sources of Assistance: You're Not Alone 141
Nonprofit Management Bibliography 145
Index 151
v
Thanks...
To Ricky Littlefield, director of the Center for Nonprofit Management, who guided the
preparation of this revised edition, and to Kent Shamblin of the Center, who edited the
text and developed additional material to reflect the numerous changes in laws, regula-
tions, and management practices that have occurred since the original edition was pub-
lished in 1980.
A number of other people have been instrumental in determining what needed to
be updated or added to the book:
• Barbara Davis, executive director, Resources and Counseling

for the Arts, St. Paul
• Barbara Beltrand, certified public accountant and nonprofit
accounting specialist, St. Paul
• Ann Howden, financial consultant, The Stevens Group, St. Paul
• Pat Plunkett, partner, Moore, Costello & Hart, St. Paul
• The staff of MAP for Nonprofits, St. Paul.
We also add our thanks to those who reviewed all or portions of the revised manu-
script for accuracy and clarity, as well as for its value to those who are starting and run-
ning nonprofit organizations:
• Edward Gill, CPA, chief financial officer, Minnesota Orchestra

Association, Minneapolis
• Ellie Hands, founding executive director, Minnesota Head In-
jury Association, St. Paul vii
viii Thanks...
• Pam Harris, attorney, Rider, Bennett, Egan & Arundel, Min-

neapolis
• Jackie Hill, director of human resources, Amherst H. Wilder
Foundation, St. Paul
• Clareen Menzies, development coordinator, Institute on Black
Chemical Abuse, Minneapolis
• Michael F. Sullivan, Ph.D., vice president, business affairs, Uni-
versity of St. Thomas, St. Paul
• James V Tbscano, executive vice president, Institute for Research
and Education, HealthSystem Minnesota, St. Louis Park
Also, a special thanks to the former staff and board members of Enablers, Inc.,
who advised and assisted in the development of the first edition of this book, especially
Terri Barreiro, Douglas Johnson, David Nelson, and Albert Veranth. Enablers, Inc., was an
organization that helped many nonprofits get off the ground in the Minneapolis-St. Paul
area during the 1970s.
About This Revised Edition of Starting
and Running a Nonprofit Organization
This handbook is for people who are forming new nonprofits, thinking about converting
an informal, grassroots group to tax-exempt status, reorganizing an existing agency, or in
the early stages of managing a nonprofit. It provides practical and basic how-to informa-
tion for the small nonprofit.
When the original edition of this handbook was produced in 1980, little was avail-
able in a single, simple book form concerning the legal, tax, organizational, and other issues
involved in managing even a small nonprofit. There was almost nothing generally avail-
able of much use to people starting up a nonprofit. Today, numerous books are published
on nonprofit management, but Starting and Running a Nonprofit Organization remains
unique as a compact guide for the new or reorganized small nonprofit.
Most of the information provided here will be useful to any nonprofit practitioner
in any state. Where regulations or other legal requirements vary by state, the Minnesota
law is used as an example, but the handbook can be used as a tool to research the laws that
apply to nonprofits in other states. When tax laws and reporting requirements apply dif-
ferently to the thirty various types of nonprofits, this handbook focuses on charitable
nonprofits, often called "501(c)(3)s" because of the applicable IRS tax code chapter.
At the end of this book are two short sections for the nonprofit practitioner inter-
ested in and willing and able to invest in acquiring additional knowledge. The first lists
sources for assistance and management development; the second is a bibliography of some
of the available publications on nonprofit management.
IX
Introduction
The French politician Alexis de Tocqueville wrote about 160 years ago that "Americans
are forever forming associations." Today, that remains a strong characteristic of our soci-
ety, and a great many critical services are provided to the American public by nonprofit
associations, in addition to those provided by governments and businesses.
Throughout the country, nonprofit organizations provide needed services to chil-
dren, other young people, elder adults, the mentally and physically differently abled, and
other socially or economically disadvantaged people. They promote the arts. They advo-
cate for the rights of people in our nation's wide range of human diversity and focus atten-
tion on threats to the environment, the rights of consumers, and other critical interests of
our society. They work and volunteer in support of many religious faiths and organiza-
tions. They foster the development of professionals in a variety of fields. They provide
recreational and educational opportunities. And there are a variety of civic associations in
almost every city and town.
The number of nonprofit organizations in the United States increases each year.
Among this growth is a new wave of grassroots organizations—young, often struggling
groups put together by members of a community who have an issue on their minds and
who, most often, have little or no experience in agency development and very little money
in their pockets. The range of concerns of these grassroots groups is enormous.
An organization develops from a seed — a common concern, a critical issue, a cen-
tral purpose, an individual's passion. If this seed interests enough people, including poten-
tial contributors who share the passion, a group of some sort forms. Individuals who have
a common concern and want to do something about it begin meeting, talking, and planning
their directions. One direction such a group may take is to form an organization with a
name, identity, and purpose, and possibly a membership or staff. The most common form 1 name, id t y an pur ose, and p ibly a me rship o taf . The most c n form 1
2 Introduction
an organization of this nature can take is that of a nonprofit corporation. (The benefits
derived from this form of organization are discussed in the chapter on legal aspects.)
But there are other directions to consider. There may be a better way to achieve
the group's goals than by formalizing into yet another nonprofit organization that will be
subject to various and increasing state and federal regulations, required financial report-
ing, competitive fund raising, the time-consuming establishment and operation of a formal
board of directors, and the like. If a group does not need to raise much, if any, money to
achieve its purpose, it may be able to function as a loosely knit association. If the group is
uncertain about the need to form a permanent organization, it might find an established
nonprofit sympathetic to its "cause" that will act as a "foster parent" on a temporary basis.
This could include providing office space and a telephone. In some cases, the established
nonprofit might agree to serve as a "fiscal agent" for any money the group raises. If a group
is concerned that a certain type of service should be made available to a community, it
could work with an existing organization in the same service area to develop the specific
type of program needed. Or the group might find that a neighboring community has the
type of organization needed and try to persuade that organization to open a branch in its
community.
After considering these options, a group may still decide that it should establish a
separate, legal identity to accomplish its mission and secure the legal and other advantages
that incorporation offers. It may form a nonprofit corporation regardless of whether it has
paid staff or an office, offers established programs to the public, or solicits fees from its
participants.
Many small nonprofits are managed entirely by unpaid volunteers. This may be a
temporary measure in the formative stages of the new organization, with an executive di-
rector and other staff added as the group expands and obtains the necessary funds, or it
may be a permanent arrangement. However, most direct service agencies need paid staff
in order to serve their clientele. When considering these alternative ways to operate, a
group should keep in mind that the form it decides is most feasible in the organization's
infancy does not have to be permanent. Organizations can change and grow and develop
different ways of functioning as necessary.
A group needs more than an issue, a goal, or a mission to make something happen.
It needs a well-thought-out program, a sound financial base, an effective staff (paid or vol-
unteer) and board of directors, and good community relations. These are areas of man-
agement expertise that can be developed by grassroots organizers with time, effort, and
help from others.
This book will serve as an introduction to the basic concepts and skills of agency
planning and development. Because nonprofit organizations must rely on limited resources,
their leaders should learn to develop their human and monetary assets to the fullest. Many
Introduction name, id t y pur os an ibly me r h p o staf . T c m n or 1
worthwhile and needed programs ultimately fail to reach their goals because they were
not put together well; their organizational skeletons were too weak to carry the weight. In
the end, it is the client and the community who are affected most by such failures. The
tradition of community service will be carried on by the newest crop of nonprofits if the
roots they plant in their early stages are strong ones.
A Checklist of Things to Be Done
When Starting a Nonprofit Organization
This checklist is a summary of the key considerations and actions that the founders of a
new nonprofit organization generally should consider. The sequence shown here will not
always be the chronological way a new nonprofit develops, but this list can serve as a gen-
eral guide for the development of your own checklist and target dates. Every item in this
checklist is discussed in the chapters that follow.
1. Establish the charitable purpose of the anticipated program;

research whether or not other nonprofits are engaged in the
same program; consider if you need to incorporate or if you
could partner with an existing nonprofit.
2. If you conclude you need to proceed with starting a new
nonprofit, create a clear, succinct, written statement of mis-
sion (charitable purpose) and vision.
3. Recruit initial board of directors and source of legal expertise.
4. Determine state requirements for incorporation.
5. Draft articles of incorporation.
6. Draft bylaws.
7. Secure material for obtaining tax-exempt status.
8. Hold meeting of initial board; approve articles and bylaws;
authorize tax-exempt filing; elect officers; agree on periodic
meeting schedule; agree on committees; appoint board mem-
bers to committees.
9. File articles of incorporation with state; determine annual
reporting requirements, if any, in your state. 5
6 A Checklist of Things to Be Done
10. File application with the IRS for tax-exempt status.

11. After receipt of IRS tax-exempt status, file application for
exemption from state income tax (if applicable and required
in your state).
12. Determine if sales tax exemption can be secured in your state;
if so, file application.
13. Develop strategic plan (or at least a tentative plan that will
be revisited after a year of operation); secure board approval.
14. Develop one-year work plan for each program activity, in-
cluding process to measure outcomes, and determine budget
for each program.
15. Develop one-year organizational budget; secure board ap-
proval; seek start-up funding from board members and other
key supporters.
16. Locate source of accounting expertise.
17. Establish accounting system and record-keeping procedures;
open bank account.
18. Develop fund raising plan.
19. Apply for solicitation license from local city if required.
20. Apply for nonprofit mail permit (reduced rate for bulk
mailings).
21. Develop and submit grant proposals; initiate fund raising
from individual donors.
2 2. Recruit paid staff and/or volunteers as needed.
23. File employer registration with federal/state governments
for income tax and FICA withholding (involves securing fed-
eral employer number).
24. Register with state unemployment insurance program per
requirements of your state.
25. Determine office and equipment situation and secure appro-
priate facility.
26. Apply for property tax exemption, if applicable, with local
tax assessor's office.
27. Secure liability insurance.
28. Secure insurance to cover any equipment and other property
owned.
29. Develop personnel policies (if you have paid staff).
30. Hold orientation sessions for staff and volunteers.
A Checklist of Things to Be Done 7
31. Begin marketing program services to clientele.

32. Create and implement community relations plan.
33. Begin program activities.
34. Monitor client satisfaction with services.
35. Monitor expenses in relation to budget.
36. Evaluate outcomes of programs (may not be productive un-
til after one year of experience).
37. Reassess validity of purpose, mission, vision, goals, and strate-
gies (involve representatives of all constituencies); discuss
with board; revise as needed (six months to one year after
beginning operations).
Boards of Directors: "Behind Every
Good Organization..."
Your program probably owes its existence to a creative spark that went off in the heads of
a few concerned individuals who came up with a good idea — the original organizers of
your program. Your organization will keep going, however, because this idea is nurtured
and given the opportunity to develop, change, and expand by other groups of people, in-
cluding your board of directors. The board of directors is legally, financially, and morally
responsible for the operations and conduct of the nonprofit corporation.
The board should not be static. Its size, structure, and composition should re-
spond to the evolving scope and needs of your organization. In the beginning, the initial
organizers should seek out other people with the interest and skills necessary to help
translate ideas into functioning services. If and when the organization incorporates, this
group can serve as the initial board of directors. As the organization continues to develop,
the composition of the board will likely need to change. In spite of the inevitable (and ap-
propriate) turnover in board membership, the board provides continuity for the nonprofit
corporation.
What Does the Board of Directors Do?

What do the staff and the board need to understand about the functions of the board of
directors? First, you need to understand that the board is charged with a "governing"
role. Boards are fiduciaries of nonprofit corporations. Fiduciaries is a term not often heard
in casual conversation, but what it means is important—fiduciaries stand in a special rela-
tion of legal trust to others. Thus, the board of a nonprofit is answerable to the agency's
members, if any, and to the government agencies that regulate and monitor nonprofit
corporations on behalf of the community, for at least two duties: 9
10 Boards of Directors
1. Duty of care: being diligent and acting prudently as a director

overseeing the affairs of the nonprofit. This doesn't mean a
director is expected to foresee every potential problem or
prevent any wrongdoing that could occur, although in some
states, the duty is that of a trustee, a very high standard requir-
ing a duty of utmost care. In other states, the duty is that which
a person of ordinary prudence would reasonably be expected
to act under similar circumstances.
2. Duty of loyalty: acting in good faith and not allowing personal
interests to override responsibility as a director.
Board members must give more than lip service to the serious responsibility they under-
take when they agree to serve, because under the laws of every state they have certain le-
gal duties and can incur liabilities for failure to meet those duties.
Second, everyone should agree that individual members of the board, including the
chair, have no authority except as given by the board or as stated in the articles of incorpo-
ration or the bylaws. This is a legal limitation in some states.
Third, generally the board makes decisions only in meetings or through a proper
"action in writing." Again, this is a legal limitation in some states. Generally, an action in
writing must be unanimous.
In new, small nonprofits, board members also tend to act as cheerleaders for the
organization's founders and staff. If there are only one or two employees or a part-time
staff or no staff at all, the board may, in addition to its governing responsibilities, function
as a "working" board. That is, members of the board may do some types of work that nor-
mally are, and should be, carried out by employees, such as bookkeeping and writing grant
requests.
Finally, the board and the senior staff should understand that one of the most
important duties of the board is to review the performance of the senior staff (the proc-
ess may be delegated to a committee of the board); this includes replacing the senior
staff person in charge of the organization when that is in the best interest of the organi-
zation.
The board generally assumes specific responsibilities in the areas described below.
Budget and Finance

The board is ultimately accountable for the responsible and prudent use of money
and other assets. To meet this accountability, the board determines the organization's fiscal
policies and internal control practices. The board also reviews and approves the budget,
Boards of Directors 11
which generally is prepared by the staff, and reviews and approves the annual audit of the
organization's financial condition, bookkeeping practices, and financial records.
Strategic and Annual Plans

The board works with management in developing the mission and vision of the
organization. It should review and approve the strategic (long-range) direction and goals
prepared by the staff. Boards often also choose to approve annual operating objectives and
organizational priorities. In some organizations, a board committee may assist the staff in
developing the strategic plan and, especially in small nonprofits, may also help work up
the year-to-year objectives.
Fund Raising
Fund raising is not a legal responsibility of the board, but most nonprofits expect
some or all of the board members to participate in fund raising activities, such as serving
as the agency's contacts with certain potential funders. Board members usually are expected
to make personal financial contributions to the organization at whatever level each finds
comfortable. Even a modest donation is symbolically important.
Policy
The board reviews and approves the organization's operating policies, perhaps
through various committees, that the staff proposes. (Policies are the rules or guidelines
that provide the framework for the staff's decision making or actions; for example, "All
checks larger than $500 must be signed by two people.") Sometimes boards, especially
those of new or small nonprofits, will go beyond policies and insist on establishing proce-
dures that spell out what steps must be taken and who must be included in certain internal
processes, although generally procedures should be formulated by the staff and only re-
viewed by the appropriate board committees.
Human Resources
The board hires the executive director (or the chief staff person, whatever the title),
evaluates his or her effectiveness, and removes him or her when performance is unsatis-
factory. The board may determine the salary scales and benefits for the staff, especially
if they have professional expertise that the staff does not, and may approve staff-devel-
oped personnel policies. (However, staff members who report to the executive director
generally should be hired, fired, and evaluated by the executive director, who should also
determine their individual compensation within the overall compensation policy approved
by the board.)
Community Relationships
Most nonprofits exist to serve one or more specific communities. A community may
be everyone within a geographic area, such as a neighborhood or entire city, or it may
consist of an ethnic group or other particular segment of society. An organization's com-
munities also include donors and government. The board is accountable to these commu-
nities for the effective and ethical performance of the organization. Too often, boards be-
come concerned with how their organizations are interacting with their communities only
when a crisis comes to board members' attention through the media.
Program Evaluation
Program evaluation is the process through which the actual outcomes of programs
(the services the nonprofit exists to provide) are measured against specific objectives. This
is a responsibility of the staff, but the board should be informed of evaluation results.
Board Development
Although the bylaws usually establish the structure of the board (officers, direc-
tors' terms, and ongoing committees), the board itself often determines how frequently it
meets, sets the criteria and procedure to secure board members, appoints members of
committees, and sets standards for its own self-evaluation. Unless the organization has
members with voting rights, the board selects new board members.
Advising Staff
The board may offer administrative guidance to the staff, but this can often lead
to micromanagement. The executive director is hired to get the things done that are con-
sistent with the mission and the strategic direction set by the board. If he or she needs
mentoring or could benefit from certain kinds of advice, a separate group of volunteers
with that expertise or experiences might be set up.
Getting Organized
The board of directors must organize itself in a manner that allows its duties to be carried
out in a timely and responsible way. The bylaws of your organization usually are the gen-
eral rules that govern the organization and define the board's composition and structure
(although bylaws are not legally required by some states). The rules should allow the
board to be flexible enough to respond to the changing needs of the organization.
There is no one best model for a nonprofit board. The size of the board, types of
committees, frequency of meetings, and other aspects of governance will vary according
to the characteristics of different organizations.
Officers
The board selects one of its members to be the chair, who presides at meetings,
keeps the group directed toward its goals, delegates responsibility for tasks to other mem-
bers or committees, and serves as the primary contact between the board and the execu-
tive director and other staff. The chair is responsible for keeping the group of directors
functioning effectively and efficiently.
Other officers typically designated in bylaws include a vice chair (who fills in for
the chair as needed) and perhaps a treasurer (who has general responsibility for the agency's
funds and accounts, but this role can and probably should be delegated to staff). Some-
times a director is designated as secretary, responsible for the written records of the board,
including the minutes of meetings, but usually the secretary's responsibilities are best as-
signed to a staff member, if feasible (the minutes may get done faster that way, unless the
staff member has too heavy a workload).
Committees
Dividing board work by committees is the most effective means of governance for
many organizations, as well as a way to make sure board members feel well utilized. Com-
mittees have only the authority that is specifically given to them by the bylaws or the board. If
your board is small, it may prefer to deal as a body with the business of the corporation,
with no need for committee work. But if your board has a dozen or more members, it
may choose to divide its major responsibilities among standing (ongoing) committees,
which report to the board as a whole. Board members with interest and expertise in spe-
cific areas are appointed, generally by the board's chair, to serve on standing committees.
In some states, all committee members must be members of the board. In other states, the
board is permitted to appoint other people to committees, which it may want to do to ac-
quire special expertise, spread the major time commitments required among more people,
or involve potential candidates for future board membership.
Even if your organization chooses not to develop an extensive committee structure,
it may have an executive committee. Typically, an executive committee is composed of the
officers of the corporation and the chairs of key board committees. An executive committee
may fulfill a variety of roles, and it is essential that the bylaws clearly define these roles.
For example, an executive committee could be given decision-making authority in the by-
laws to act on urgent business that arises during the periods between board meetings.
The bylaws might authorize the board to delegate additional authority to the executive
committee, although care should be taken that the full board does not become a "rubber
stamp" or a group that meets infrequently and does not fulfill a normal governance role.
If the bylaws provide for the committee to carry out certain duties but state that
these are "subject to the approval of the board," the executive committee is only advisory.
As an adviser, an executive committee can be responsible for planning other board activi-
ties and for developing the agendas of board meetings. If there are no other committees,
the executive committee may take on the functions that otherwise would be handled by
standing committees.
Your organization should determine its committee structure and the powers of com-
mittees carefully, keeping in mind the size of the board, the amount of time board members
are able or willing to commit, and the needs of the organization. A relatively young agency
may start with no committee structure or only one or two committees, and add more
committees as it develops. In a fully developed board committee structure, which many
new and small nonprofits will not find necessary, the standing committees generally cor-
respond to the various areas of the board's responsibilities, outlined earlier in this chapter.
The finance committee monitors fiscal operations, assists the executive director in
developing an annual budget, and assures that an audit is performed annually. It may also
be responsible for developing and overseeing a fund raising plan (or this may be assigned
to a development committee).
The nominating committee recommends individuals to serve as board members. It
may also be assigned the broader role of board development. This would include recom-
mending the criteria for selecting new board members (otherwise, the board as a whole
should develop the criteria), providing orientation to new members (although the chair
and executive director may fill this role), and reviewing the participation and performance
of current members.
The human resources committee reviews personnel needs, determines the schedules
of salaries and benefits, and develops personnel policies. If the board wants to provide a
grievance review body for staff, this committee could be designated to serve that role.
A community relations committee, which ideally would include people with public
relations expertise, may be established to work with the staff in disseminating information
about the organization to its different publics through the media and by other means.
A program committee of volunteers may be useful to advise the staff in service deliv-
ery activities, recommend service delivery policies, monitor the agency's services, and pro-
vide the board with detailed information regarding the effectiveness of these services.
As an alternative (or addition) to standing committees, many boards utilize tempo-

rary committees, which are formed to do one project and then disbanded. For example, a
special committee may be formed in the absence of a human resources committee to search
for a new executive director and disbanded after the position is filled. Or a committee could
be formed to work with staff on a new strategic plan.
Communications
Regular channels of communication must be set up among board members and
between the board and the staff. The most common of these communication channels, of
course, are periodic board meetings. Small and active boards tend to have monthly meet-
ings. Larger boards may meet only quarterly to deal with major issues, while committees
of board members work on organizational concerns between the quarterly board meetings.
Most state laws do not require even one meeting a year, but it is a matter of good gover-
nance for board meetings to be held at least four times a year. Your organization must de-
termine a meeting schedule (including where to meet, for how long, and what time of the
day) that suits its needs and responsibilities and that operates within the time constraints
of its board members.
The minutes of board meetings are very important, because they function as legal
records of a nonprofit corporation. In general, minutes should be shorter rather than longer,
but all controversial or potentially controversial issues, major litigation, and matters involv-
ing substantial amounts of money should be raised at meetings of the board, with the min-
utes noting that issues were discussed and recording any decisions made. Minutes are sub-
ject to review by financial auditors, in some legal matters, and by the IRS in connection
with any audit of compliance with tax-exemption conditions. Executive committee meet-
ings should also be recorded in minutes. Action items recorded in the minutes should in-
clude who has the authority to carry out the action.
Board meetings should provide sufficient opportunity for the exchange of opinions
and proposed actions between management and the board members.
The chair of the board should meet regularly with the executive director, and should
play a major role in keeping communication channels open and effective. He or she should
ensure that (1) board members clearly understand the strategies and goals of the agency
and their roles in the organization's governance; (2) meetings that are called are truly nec-
essary and deal with important matters; (3) agendas and meeting notices are sent well in
advance of meetings, accurate minutes are prepared soon after meetings occur, and these
minutes are included in materials sent to the board; and (4) the staff and board have op-
portunities to interact.
The executive director also is responsible for assuring that the organization's offi-
cial documents are safeguarded and kept at one location. He or she should never allow
them to become scattered among various board members' personal files.
Who Is on the Board?

How Many Members Should Constitute a Board?
State laws may establish the minimum size of a board for a nonprofit organization.
Check with your secretary of state's office regarding any requirements for a nonprofit cor-
poration in your state.
The best size for your board depends on the needs of your organization. The most
important consideration is that it be able to work efficiently and effectively. Most boards
probably function best with a dozen or so members, and a new, small nonprofit might
function better with only a half dozen or so. Unfortunately, efficiency and even effective-
ness sometimes give way to the perceived need to include representatives of all constituen-
cies. Some or all of this need may be met by forming a special advisory group to the execu-
tive director that has no legal responsibilities and no decision-making authority.
Who Should Be on the Board?

Ideally, the composition of the board should be varied enough to provide variety
in areas of expertise, perspective, and human diversity. Board members should be selected
according to what they can provide to your organization, especially in the following areas:
• Competence: This is the number-one priority. Board members

should be capable of making sound governance decisions and
of understanding basic financial reports. Special competencies
may also be included, such as in the areas of finance, general
management, law, and public relations. Competence in the or-
ganization's program areas may also be desirable.
• Bridge to constituencies: Members of the target population of
the program and other stakeholders may be considered.
• Community leadership: Some members of the board could be lead-
ers in the community, have access to resources, and/or possess
affiliations with other organizations of importance to your own.
• Shared goals: Board members should share the mission and vi-
sion of the organization and bring a commitment to see the
organization succeed.
Other factors to consider in the composition of the board include the goal of bal-
ance in human diversity, including diversity of age, gender, and race. Some organizations
develop formal selection criteria for board members designed to ensure that certain pro-
portions of the board represent specific groups. Such criteria may also assure that the
board includes a diverse representation of skills and viewpoints.
It is tempting to try to add some "letterhead heavies" to your board—people who
occupy prominent public positions in the community but aren't expected to do any actual
work or attend board meetings. The theory is that their names on your letterhead or their
signatures on your letters make it easier to raise funds from some foundations and corpo-
rations. However, prominent names on a letterhead seldom impress sophisticated donors,
and committed directors may resent such never-seen members.
What You Should Look for in a Board Member

Your first priority in looking for board members should be to find people with a
sincere interest in the work of the organization, a commitment to its goals, a willingness
to ask questions, the ability to offer constructive criticism, and an understanding of the
difference between making suggestions to staff and taking over their management prerog-
atives. Along with these traits, you want people with enough expertise, experience, and
good judgment to help keep the organization's mission and strategic decisions consistent
with its charitable purpose, so it can achieve its goals.
None of the above qualifications will mean a thing, however, unless your directors
have the time, dependability, and energy required to attend meetings and otherwise serve
the organization well.
Finally, you should consider the likely ability of your candidates to work well with
the other directors.
How Do You Invite Someone to Join Your Board?

Your initial contact with a potential board member is quite important. You want
this individual to know what is exciting and interesting about your organization. You want
him or her to conclude that serving on your board is worthwhile. If there is someone on your
board who knows the person you are considering, that board member is the best person
to contact the potential member. Otherwise, the chair or another board member should
be asked to interview each potential member.
The initial meeting, which might be over breakfast or lunch, or in another social
setting, should allow enough time for a detailed discussion of your organization and the
role of board members. When discussing board involvement with potential members, you
should speak clearly about why they were selected; in what capacity they will serve; what
skills and viewpoints you want them to contribute; the committee work they will be ex-
pected to do; the amount of time they can expect to be involved in meetings and other ac-
tivities; the length of their terms on the board; the possible cost to them as board members,
such as for lunches, travel, and time away from work; and any expectation of personal fi-
nancial contributions. You should also try to ascertain whether or not potential board mem-
bers have any conflicts of interest (any business or other relationships that could affect
their ability to serve your organization's interests).
In exchange, you should ask prospective board members what they want to con-
tribute to your organization and how their participation can be easily and best utilized by
your organization. Remember that board members need rewards too, and consider what
your organization can give to its board members, such as the satisfaction of serving the
community, social contacts, and experience in policy making, fund raising, and other as-
pects of the agency.
Prospective members should not be rushed for answers at the initial meeting;
rather, you should encourage them to take some time to think about your invitation. New
board members who are well informed about the organization, including its problems and
opportunities, and about their own expected role are more likely to participate well and
be effective board members.
Getting Oriented
In order for board members to function effectively, they must first have a thorough un-
derstanding of the organization they serve. New members, as individuals or as a group,
should be introduced to the program by current board members or staff. This introduc-
tion should include information about the community needs your organization serves; its
programs; its strategic goals, strategies, and philosophy; and its sources of operating funds.
You should also provide the minutes of recent board meetings so new members can re-
view the issues, and decisions, the board has addressed. Include a tour of your facility and
an introduction to staff members.
Each new board member should be given a file that includes the organization's
mission statement; statement of goals; budget; list of funding sources; bylaws; organiza-
tional chart; the names, addresses, and phone numbers of the board members and senior
staff; and a list of current board committee assignments. Any brochures or major reports
recently issued or grant proposals pending could also provide useful information for new
board members. You should also discuss with new board members any indemnification
clause in your bylaws (the organization indemnifies board members for legal expense and
judgments in case of lawsuits alleging negligence; in some states, they must be indem-
nified unless the bylaws say otherwise). The purchase of directors and officers liability
insurance is strongly recommended. Knowledgeable community and business leaders of-

ten will decline to join a board that has no "D&O" coverage.
To achieve a diverse, representative board, you may recruit board members with
little or no background in management or governance processes. Representatives of your
client group are especially likely to lack this expertise. In such cases, you should provide
special training to enable these members to contribute fully. This training should include
lessons in group-process skills, parliamentary procedure, how to read and understand a
budget, and legal requirements for nonprofit corporations. Orientation programs for new
board members and annual board/staff retreats provide good opportunities to inform board
members about the organization's activities and issues.
Effective boards of directors are not developed overnight. They must be carefully
nurtured and maintained. The contributions that a committed and skilled board can make
to your organization are well worth the preparation and other hard work, the occasional
conflicts, the periodic tedium, and the frustrations that are common even among the most
"together" of boards.
Bylaws: Playing by the Rules
Bylaws are the rule book for a nonprofit corporation. They govern most of the internal
affairs of your organization. They determine who has power and how that power works.
They give structure to your organization, help prevent conflicts and disagreements, and
can protect against the misuse of funds.
Bylaws outline how your board of directors will operate; they specify the size of
the board, the selection and tenure of board members, the number of board meetings, the
numbers of officers and committees, the financial and legal procedures, and the purpose
of the organization.
Bylaws should be tailored to meet the needs of your organization. The model pro-
visions offered in this chapter can be helpful, but you should not simply adopt a set of by-
laws formulated by someone else. Decide how you want your own organization to function.
Remember that these rules may not be appropriate forever; your bylaws should outline
steps by which they can be revised when it becomes necessary or desirable.
If you incorporate (see the next chapter), some of what otherwise would be in
your bylaws will be included in your articles of incorporation; this material need not be
duplicated in the bylaws.
The following questionnaire outlines the decisions you will need to make about
what will be in your bylaws. For each question, a sample bylaw provision is provided, but
you should remember that this is only an example. You should have your bylaws reviewed
by an attorney to ensure that they meet the legal requirements of your state. Although
state laws do not necessarily require that you address all of the following items, generally
it is wise to include them. 21
22 Bylaws
Chapter-by-Chapter Bylaws Guide

(The headings shown in all capital letters below may be used as the chapter titles in your
bylaws, unless your state requires a different format.)
I. What is the PURPOSE of the organization?

Example: The primary purpose of this organization is exclusively religious, charitable,
scientific., literary, or educational within the meaning of Section 501(c)(3) of the Internal Revenue
Code of 1986 or such other provisions of state or federal law as may from time to time be applica-
ble. The specific purposes are to (outline your organization's specific purposes or services to
be provided).
H. Where will be the location of the organization (REGISTERED OFFICE)?

Example: The registered office shall be located at (address) unless otherwise established by
the board of directors.
III. Will the organization have MEMBERS?

There is a distinction between members of an organization and members of its
board of directors. State rules vary as to whether a nonprofit is required to have members.
Sometimes a state will not require members generally, but will carve out exceptions. For
example, Minnesota formerly required members, but now does not, except that charitable
organizations licensed to conduct "charitable gambling" must have at least fifteen active
members.
If a nonprofit has members, they generally meet only once a year. In most non-
profits, members do not have to be given any powers. There may be exceptions in your
state. Some nonprofits provide for the members to elect the board of directors; adopt or
revise bylaws; and approve mergers, dissolutions, and sale of assets. In other nonprofits,
members are simply the people who make annual contributions. (If allowed by state law,
bylaws should make it clear that these types of members are not legal members with vot-
ing rights.)
If the organization will not have members, the bylaws should specifically state that
there are no members. If the founders of a nonprofit conclude there is a value to having
members, the following questions should be addressed:
1. What are the qualifications for membership?
Example: The membership of this corporation shall be open to all individuals, persons,
corporations, proprietorships, associations, partnerships, and clubs interested in the promotion of
Bylaws 23
the objectives and purposes of this corporation and who are deemed qualified for membership under
the terms established by the board of directors and have met all conditions for membership (such as
paying dues).
(You may also establish classes of membership, e.g., individual persons and families
and corporate members, each paying different dues or fees and/or each having different
rights and duties.)
2. What is the length of membership?
Example: Membership shall terminate at the end of the term as established by the board
of directors and may not otherwise be terminated or suspended other than for nonpayment of dues
or fees fixed by the board of directors except where the member is given not less than fifteen days'
written notice and reasons and the member is given an opportunity to be heard orally or in writ-
ing. A terminated or suspended member may be reinstated by action of the board of directors.
(Note: This provision for termination would be permitted under some state laws, but rules
vary from state to state.)
3. Powers: What can the members decide, if anything?
Example: Members are not entitled to vote.
Or: Members shall approve any changes to the bylaws and all mergers.
4. Meetings: What is the least number of meetings that will be held during a
year; who can call the meeting; what advance notice is required; how many mem-
bers must be present to conduct business; will Robert's Rules of Order or Sturgis par-
liamentary rules prevail (it is advisable to designate a specific set of rules); and can
members vote by proxy? (You should meet at least once a year. Don't set a quorum that
will be difficult to reach without extraordinary efforts; on the other hand, some states do
not allow such a low number that only a few attendees will satisfy it.)
Example: An annual meeting shall be held at a date, time, and place determined by the
board of directors, with written notice to each member provided at least fifteen days in advance of
the meeting (some states specify the minimum). An officer of the organization shall chair the
meeting. A quorum shall consist of (?) members. Proxy votes are (are not) permitted. Robert's
Rules of Order will govern motions, voting, and other conduct of the meeting.
IV. What will be the structure of the BOARD OF DIRECTORS?
1. What will be the size of the board?

As noted in the chapter on the board of directors, the laws of your state may es-
tablish a minimum size. Otherwise, the best size depends on the needs of your particular
organization. Most boards probably do well with a dozen or so members, but a new, small
nonprofit may want to begin with a half dozen. The most important consideration should
be the ability of the board to work efficiently and effectively.
24 Bylaws
Example: The business and charitable affairs of the corporation will be managed under
the direction of a board of directors comprising not fewer than six persons and not more than fif-
teen, as determined by the board.
2. Who is eligible to be a member of the board of directors? If there are cer-
tain groups who should be represented or if there will be any "ex officio" directors, these
should be indicated. (It is important to understand that ex officio board members are not
"unofficial," "honorary," or "nonvoting." Rather, an ex officio director serves on the board
because of his or her office, such as the chief staff officer, and has all of the rights of the
other directors. Some nonprofits decide that the executive director should be a member
ex officio; others conclude otherwise. There's no one right answer.)
Example: At all times, not less than 25 percent of the directors shall be persons who repre-
sent (?). The executive director shall be a member of the board ex officio.
3. How long do board members serve, and can they serve more than one
term? The bylaws may also spell out the nominating process, or this could be left to the
board to decide.
Example: Directors shall be elected by the affirmative vote of a majority of the directors
present at a duly held meeting of the board, except that no director shall vote for his/her own elec-
tion, and shall serve for a term of three years each, but shall be so elected that approximately one-
third are elected each year. A director may serve no more than two consecutive three-year terms.
(The incorporators, named in the articles of incorporation, can serve as the initial direc-
tors, who then elect the additional beginning directors.)
4. How are board members who resign during their terms replaced? Typi-
cally, the board elects replacements, unless it chooses to leave any positions vacant.
Example: Should a director die, resign, or be removed, the board may elect a director to
serve for the duration of the unexpired term.
5. Can board members be removed from the board of directors before their
terms are over? If so, how? Under what conditions? In most states, the board may not
remove a director who was elected by the members.
Example: A director may be removed from office, with or without cause, by an affirma-
tive vote of a majority of the directors present at a duly called meeting, provided that not less than
five days' and not more than thirty days' notice of such meeting, stating that removal of such direc-
tor is to be on the agenda, shall be given to each director.
6. Will board members be compensated for time, services, transportation, or
other expenses? Generally, bylaws of nonprofits indicate that board members will not be
paid for time and services. State laws governing incorporation may state whether or not
such board members can receive monetary compensation.
Example: No compensation shall be paid to any member of the board of directors for ser-
vices as a member of the board, except that by resolution of the board, directors may be reimbursed
for expenses incurred on behalf of the corporation.
Bylaws 25
V. How are the MEETINGS OF THE BOARD OF DIRECTORS struc-

tured?
1. What is the minimum number of times the board must meet during a
one-year period? For effective governance, a board generally needs to meet at least quar-
terly, preferably bimonthly and possibly monthly, but the bylaws should allow some lee-
way to the board. Who sets the schedule and place of board meetings?
Example: The board of directors must meet at least quarterly and may hold its meetings
at such times and places as a majority of the directors in office determine. The board may delegate
this determination to the chair.
2. Who may call a special meeting of the board—chair, executive director,
and/or a certain number of directors? In some states, the members may call a meeting
of the board.
Example: Special meetings of the board of directors may be called at any time upon re-
quest of the chair, the executive director, or any two directors, provided that any such request shall
specify the purpose of the meeting. Such a meeting shall be held with within fifteen days of such a
request.
3. What are the notification requirements regarding meetings?
Bylaws generally indicate that written notice regarding the time and place of reg-
ular and special meetings must be sent to all board members a certain number of days
prior to the meeting. A provision for waiving notice should be included, to allow directors
to accept notice by telephone or other means.
Example: Written notice of regular and special meetings shall be given not less than fif-
teen days prior to such meetings, provided, however, that any director may execute a written waiver
of notice before or during the meeting, and the secretary shall enter it in the minutes or other
records of the meeting.
4. What is the quorum for a board meeting?
Example: At all meetings of the board of directors, a majority of the directors then in of-
fice shall be necessary and sufficient to constitute a quorum for the transaction of business.
5. Is a simple majority (the votes of half of the board members present plus
one) sufficient to pass a motion at a meeting of the board? (Voting by proxy at a
board meeting is illegal under the incorporation laws of most states.)
Example: Except where otherwise required by law, the articles, or these bylaws, the affir-
mative vote of a majority of the directors present at a duly held meeting shall be sufficient for any
action.
6. Will "actions in writing" be authorized? An action in writing involves
preparing a written motion or resolution and sending it to each director for his or her sig-
nature. This procedure makes it convenient to approve a required action against a dead-
line, especially when the action wouldn't generate much, if any, discussion.
26 Bylaws
Example: Any action required or permitted to be taken at a meeting of the board of direc-
tors may be taken by a written action, provided that all of the directors approve the action. The writ-
ten action is effective when signed by all directors, unless otherwise provided in the action. (Most states
require that actions in writing be unanimous and bear the signatures of all directors.)
7. What rules or procedures will be used to conduct meetings? Robert's
Rules of Order are commonly used.
VI. What shall be the duties of the OFFICERS?

1. What officers shall the corporation have? (Review the chapter on the
board.) State law may require certain officers, but not all must be members of the board.
How shall they be elected? (Some states provide that members may elect the officers.)
How long may they serve?
Example: The officers of the corporation shall be a chair (or a president), a vice chair
(or vice president), a secretary, a treasurer, and such other officers as the board of directors may
determine, and the officers shall be elected by affirmative vote of a majority of the board present at
a duly held meeting. They shall serve terms fixed by the board of directors.
2. How can officers be removed from their positions?
Example: Any officer may be removed, with or without cause, by an affirmative vote of a
majority of the directors present at a duly held meeting of the board of directors for which notice
stating such purpose has been given in advance of the meeting.
3. How can officers be replaced if they resign or are removed before the
end of their terms?
Example: A vacancy in an office because of death, resignation, or removal may he filled by
4. What are the specific powers and duties of each officer?
Example: The chair shall preside at all meetings of the board of directors and of the mem-
bership and shall oversee the long-term goals and strategies of the corporation. He or she shall
serve as the liaison between the board and the (title of the chief staff person, e.g., executive di-
rector or president) and shall perform such other duties as determined by the board.
The vice chair shall perform such duties as may be determined by the board of directors.
The vice chair shall be vested with all powers of and perform all duties of the chair in the chair's
absence or inability to act, but only so long as such absence or inability continues.
The executive director (or president) shall be the chief executive officer of the corporation
and shall be responsible for the day-to-day operations of the corporation. In addition, he or she shall
perform such other duties as may be determined from time to time by the board of directors.
The secretary shall attend all meetings of the board and any committees as directed thereof,
and keep the minutes of such meetings, give notices, prepare any necessary certified copies ofcorpo-
Bylaws 27
rate records, and perform such other duties as may be determined from time to time by the board of
directors.
The treasurer shall have charge of the corporate treasury, receiving and keeping the monies
of the corporation and disbursing funds as authorized. The treasurer shall perform other such du-
ties as may be determined by the board of directors.
5. Determine which officers are members of the board.
Example: The chair and vice chair shall be members of the board of directors. All other
officers may but need not be members of the board.
VII. What will be the structure of the COMMITTEES?

See the chapter on the board. The bylaws may mention only that committees may
be set up by the board and outline how they should work, may name specific committees
and their functions, or may name only one or two committees and allow for the formation
of others.
Alternative examples:
A. The board of directors may establish one or more committees having the authority of
the board in the management of the business of the corporation to the extent determined by the
board. Committee members may be members of the board or other interested persons. The board
may delegate the appointment of committees and their chairs to the board chair.
B. The board of directors will establish the following committees: (see the chapter on
the board for typical committees and their duties).
VHI. What SPECIAL RULES will apply to the corporation?

1. Will the corporation indemnify its board members (protect them from the
financial consequences of liability lawsuits and judgments)? Your state may (as does
Minnesota, for example) require indemnification unless the articles of incorporation or
bylaws provide otherwise.
Example: To the full extent permitted by the (name of state) Nonprofit Corporation Act,
as amended from time to time, or by other provisions of law, each person who was or is a party or is
threatened to be made a party to any threatened, pending, or completed action, suit, or proceeding,
wherever and by whomsoever brought, including any such proceeding by or in the right of the cor-
poration, whether civil, criminal, administrative, or investigative, by reason of the fact that he or
she is or was a member, director, or officer of the corporation, shall be indemnified by the corpora-
tion by an affirmative vote of a majority of the directors present at a duly called meeting of the
board of directors, against expenses, including attorneys' fees, judgments, fines, and amounts paid
in settlement actually and reasonably incurred by such person in connection with such action. The
indemnification shall inure to the benefit of the heirs, executors, and administrators of such person.
28 Bylaws
2. What is the fiscal year of the corporation? This can be omitted from the
bylaws and left to the board to determine.
IX. What are the provisions for AMENDMENT OF THE BYLAWS?
Example: The board of directors may from time to time adopt, amend, or repeal all or
any of the bylaws of this corporation.
Legal Aspects: Cutting the Red Tape
There are a variety of legal matters that apply to nonprofit organizations, including regis-
tering with government agencies, filing reports, securing licenses, employment laws, and
tax issues. Some of these concerns are governed by federal law; others, by state law. Some
local governments may also have some requirements.
Most of the procedures for handling legal matters are fairly simple once you un-
derstand them. Although it is possible to go it on your own, it can be helpful, timesaving,
and reassuring to have professional legal advice, and there are attorneys who specialize in
this area of law. Because attorneys' fees can be formidable, check to see whether you can
get donated or inexpensive legal services through a legal assistance program or through
the contacts of a board member.
Incorporation
It isn't necessary to incorporate in order to function on a tax-exempt basis. Some groups
may be able to operate as loosely knit unincorporated associations. For example, if an as-
sociation solicits contributions, it might find an established, incorporated nonprofit sym-
pathetic to its purpose that will act as a "fiscal agent" (although this is not as simple as it
might seem, and can present potential fiduciary issues for the fiscal agent). Or a group
might work with an existing organization in the same service area to develop and operate
a specific type of program.
Incorporation is advisable, however, because it provides the significant advantages
outlined below. 29
30 Legal Aspects
What Does Incorporation Mean?
A corporation is a legal entity with rights, privileges, and liabilities separate from
those of the individuals who invest money in it, compose its membership, and run it.
Even though a large number of businesses are sole proprietorships or partnerships,
those doing the greatest volume of business and owning the most capital are organized in the
corporate form. Incorporation is also a major form of organization for nonbusiness groups
formed for artistic, educational, social, or charitable purposes. Incorporated nonprofit or-
ganizations do not generally have stockholders as do business corporations, but they do
have boards of directors and may have voting members who act like shareholders. In ad-
dition, in most states the state attorney general is legally deemed to be the public's repre-
sentative for dealing with misconduct of charities.
Corporations are generally formed under the provisions of state law. Usually, there
are separate state statutes that govern incorporation procedures and requirements for non-
profit groups (the statute may use the term not-for-profit), including philanthropic, religious,
social service, welfare, educational, patriotic, cultural, artistic, and public interest organi-
zations. Formation of a corporation under such statutes creates a new entity with the fol-
lowing special characteristics:
1. Limited liability: The most important advantage of incorpo-

ration is that the individuals who control the corporation are
not responsible, except in unusual situations, for the legal and
financial obligations of the organization. Corporations can
incur debts as a result of purchases, salary expenses, building
mortgages, and service contracts. They can have legal obliga-
tions resulting from contracts and from alleged negligence
or misdeeds. These debts and obligations are in the name of
the corporation rather than in the names of the individuals
who are its members. This reduces the risk to the personal
assets of individuals involved in group ventures.
In order to ensure their limited liability, the officers and
directors should (1) make it clear when they are conducting the
agency's business that they are doing so on behalf of the corpo-
ration, (2) make sure that the agency's funds are kept separate
from the funds of individuals, (3) hold regular board meetings
to review and conduct corporate business, (4) follow all other
corporate formalities, and (5) make a reasonable effort to secure
sufficient funds for the corporation to meet its obligations.
Legal Aspects 31
2. Continuity: A corporation will continue to exist "in perpetu-

ity" until legal dissolution, unless it is chartered for only a
specified, limited period of time. Its legal existence is not de-
pendent on the continued participation of individual mem-
bers or directors.
3. Uniform set of rules: Because the operation of corporations is
governed by a uniform, though flexible, set of rules under
state law, those involved in corporations and those who deal
with them know how they should operate and what should
be expected of them. For example, it is relatively easy to prove
that the officers of a corporation are, in fact, authorized to en-
ter into a contract on behalf of the corporation. It would be
much more difficult to prove that individuals acting on be-
half of an unincorporated organization are authorized to enter
into a contract for the organization. Because, as noted above,
the corporate form provides continuity (that is, the people who
control it may change, but the corporation continues), some
businesses, funders, and banks may prefer to deal with incor-
porated nonprofit organizations.
4. Tax exemption: An important reason for incorporation is that
it facilitates application for tax-exempt status under federal
and state income tax laws. However, it is important to under-
stand that there is a difference between being "nonprofit" and
being "tax-exempt." There are many nonprofits that do not
qualify for exemption from federal or state income taxes.
How Does an Organization Incorporate?

A nonprofit organization becomes a corporation by drafting a legal incorporation
document, or articles of incorporation, and filing it with the state. It is advisable for an
organization to have legal assistance in filing for incorporation, but it is not required. In
many cases, an attorney may simply review the articles of incorporation after the organiz-
ers complete the form.
Check your state's law on the minimum number of persons needed to act as incor-
porators. In Minnesota, for instance, only one person of legal age (18 or older) is required
to form a corporation.
In choosing a name for your corporation, check with the appropriate state office
to make sure that the same or a similar name is not being used by another group within
32 Legal Aspects
the state. In some circumstances, such as if the organization will operate across state lines,
a nationwide search may be necessary.
The state agency that registers new corporations often can supply a form for your
articles of incorporation, but it may be sufficient only for meeting the state's legal re-
quirements and may not be adequate if you intend to seek 501(c)(3) status (secure a copy
of IRS Publication 5 5 7).
The information that should be included in the articles of incorporation varies
from state to state, but may include some or all of the following items:
1. Name of the corporation.

2. Purpose of the corporation. The IRS is likely to pay close at-
tention to this statement because it limits your activities to
those consistent with your purpose, and your specific purposes
must comply with what is permitted for tax-exempt status.
3. A statement that the corporation does not afford "pecuniary
gain," or profit, to its members or others.
4. The period of duration of corporate existence, which may
be perpetual.
5. The location of the organization's registered office.
6. Name and address of each incorporator.
7. Number of directors constituting the initial board of direc-
tors, the name and address of each director, and the tenure in
office of the first directors. (The number need not be equal
to the number the founders believe will be eventually estab-
lished in the bylaws and elected. Check your state law for
any minimum age requirements for directors.)
8. The extent of personal liability, if any, of members for cor-
porate obligations and the methods of enforcement and col-
lection (there will be none, except in unusual circumstances).
9. Whether the corporation has capital stock (most nonprofit
corporations do not have capital stock).
10. Provisions for the distribution of corporate assets and for
dissolution.
11. Whether or not there will be a membership separate from
When they are complete, the articles of incorporation are submitted to the state
agency that handles incorporations. In some states, this is the secretary of state. A "certifi-
Legal Aspects 33
cate of incorporation" or a "charter" will be issued; at that time, the corporation legally
begins its existence. Your state may require annual registration to maintain active status.
After the organization's incorporation, the first meeting of the directors should be
held. During the first meeting, the initial bylaws should be adopted if not already established
(some states require that the incorporators adopt the bylaws). The bylaws are needed
early in the process, because they spell out how the board functions, officers to be elected,
and possibly other business that needs to be conducted. (Even if your state law does not
require bylaws, it is highly advisable to establish some, to help avoid questions of who can
do what and how.) Your state law may also require that your organization conduct itself in
a certain manner and within certain structural limitations, such as having officers, peri-
odic meetings, and maintaining financial records and minutes. For membership organiza-
tions, the law may set out additional or different requirements.
Tax Exemption
Tax exemption is more complicated than people often realize, involving various
types of taxes and levels of government and affecting the numerous types of nonprofits
differently. Also, organizations that qualify for exemption from paying federal income
taxes on some or all of their income are not necessarily eligible to receive contributions
that are tax deductible for the donors.
Nonprofits classified as 501(c)(3) (named for the section of the Internal Revenue
Code that applies) must operate for one or more of these purposes: "religious, educational,
charitable, scientific, literary, testing for public safety, fostering national or international
amateur sports competition or preventing cruelty to children or animals." These are gen-
erally referred to as charitable nonprofits.
A nonprofit not qualifying for the charitable exemption may qualify for exemption
as a "social welfare" organization under section 501(c)(4) of the Internal Revenue Code.
The fundamental difference between the two exemptions is not found in the ultimate pur-
pose of each, but rather in the kinds of activities in which they engage. For example, civic
organizations usually are classified as 501(c)(4). Contributions to 501(c)(4) organizations
generally may not be claimed as charitable contributions on donors' income tax returns.
A charitable organization—501(c)(3)—may also engage in limited lobbying, un-
less it is a private foundation. Consult a legal specialist on tax exemption to find out exactly
how far your organization may go in lobbying before getting into trouble with the IRS.
Federal Tax Exemption

Applications for tax-exempt status should be made within twenty-seven months
from the end of the month in which the organization was created, or incorporated. Gen-
34 Legal Aspects
erally, the IRS will treat the organization as if it were 501(c)(4) for the period prior to fil-
ing for tax-exempt status. You should contact your local IRS office and ask for form 1023,
the application form used to file for 501(c)(3) tax-exempt status, and IRS Publication 557,
which provides detailed instructions for determining eligibility.
In addition to filing form 102 3 for tax-exempt status, every exempt organization is
required to have an employer identification number, regardless of whether it has any em-
ployees. An employer identification number is the official identification code for an orga-
nization (similar to a social security number for an individual) that is used by the Internal
Revenue Service for tax-related purposes. To ensure the quickest validation for tax-exempt
status from the IRS, you should file form SS-4 to secure your employer identification num-
ber as soon as possible, even before you file form 1023. Both forms can be obtained from
a local IRS office. Note carefully where each form is to be sent.
You can file the application yourself, but it is better to have the assistance of an at-
torney. Copies of your articles of incorporation and your bylaws, if any, must be included
with the application. If your application is approved, the Internal Revenue Service will re-
spond with a letter that states that your organization is tax exempt and cites the exact code
under which it is classified. It can take up to a year for the IRS to respond to an applica-
tion, but it usually takes three to four months. When you receive the IRS letter, keep it in
a safe place, because foundations and corporate funders generally require a photocopy of it
if you apply for a grant. Never let the original letter leave your office.
Within five and one-half months after the end of your organization's fiscal year,
tax-exempt 501(c)(3) organizations must file form 990, the "return" for organizations ex-
empt from income tax, with the Internal Revenue Service. Your state may also require this
form, although if a state does require a copy, some waive the filing for nonprofits whose
annual revenues are under a certain amount, such as $25,000. Form 990 requires an account-
ing of all income, expenses, assets, and liabilities of the organization.
State Income Tax Exemption

After receiving federal tax-exempt status, nonprofits should apply for exemption
from state income taxes if they are based in states with income tax and that require sepa-
rate filing (some states do not). The procedure for filing for state income tax exemption is
generally routine, as states usually follow the rulings of the Internal Revenue Service.
State tax exemptions are granted by state departments of revenue.
Once your organization has received tax-exempt status from the state department
of revenue, contact with that office may continue annually or may shift to another state
agency. Organizations filing income tax form 990 with the Internal Revenue Service should
also file annually a copy of the 990 with the state department of revenue or the state
attorney general's office, whichever is required in the particular state. This procedure is
Legal Aspects 35
only routine; it is just another one of the compliance rulings your organization must fol-
low according to the law.
For application forms and further information on state income tax exemption for
nonprofits, contact your state department of revenue.
State Sales Tax Exemption

In most states, sales tax is levied on various items sold to the general public (in re-
tail sales). However, some nonprofit corporations may be exempt from paying sales taxes
on goods purchased for their use. (Don't count on it; sales tax exemptions are hard to se-
cure in most states.)
For an eligible nonprofit organization to purchase goods without paying the sales
tax, it must provide the seller with a tax-exemption number. You can apply for such a num-
ber, known as a certificate of exempt status, from the state department of revenue. (For ex-
ample, to apply for sales tax-exempt status in Minnesota, an organization must file form
ST-16 with the Minnesota Department of Revenue.)
Once your organization has received its sales tax-exempt number, it is your re-
sponsibility to present the number at the time of purchase to enjoy the privilege of sales tax
exemption. To receive sales tax-exemption forms, instructions, and general information,
contact the nearest office of your state department of revenue.
Utilities Tax Exemption

Some organizations that qualify for federal and state tax exemption do not have to
pay taxes on telephone or other utility bills. Generally, this is limited to certain 501(c)(3)
educational institutions. Contact your telephone, gas, and electric companies for more in-
formation.
State and Local Registration Requirements

State and local laws may also require other types of registration for nonprofit organiza-
tions. Currently, about half of the states require annual registration, and a dozen require
one-time registration or registration when using professional fund raisers.
Generally, the state attorney general regulates nonprofit organizations. Cities may
require permits for groups raising funds within their boundaries. Groups organizing as
nonprofit corporations should check with the secretary of state, office of the attorney gen-
eral (it may have a division devoted to charitable organizations), or department of revenue
in their state to determine which regulations apply to them. For example, in the state of
Minnesota, the following requirements apply.
36 Legal Aspects
Registration with State Attorney General

Minnesota law requires registration and reports from the following nonprofit or-
ganizations: (1) those soliciting $25,000 or more per year from "public" sources, includ-
ing foundations and individuals other than members, and (2) those paying a professional
fund raiser. These organizations must file a registration statement and a financial report
with the charities section of the state attorney general's office.
Each year, registered organizations must file an annual report on a prescribed form
and a 990 financial statement following the close of the organization's annual accounting
period. If the organization fails to file an annual report and a financial statement on time,
the registration statement will no longer be effective. Therefore, if problems arise that will
delay the filing of an annual report or financial statement, the organization should notify
the charities review section and request an extension. Forms for the registration statement,
the annual report, and the financial statement are available from the charities section.
This unit also licenses all professional fund raisers who are hired on a consulting basis by
nonprofit organizations.
In addition to the filing requirements outlined above, organizations with total rev-
enues exceeding $350,000 in a year must submit an audit statement signed by a certified
public accountant with their annual reports.
Charities Review Organizations

In addition to the National Charities Review Board, some similar state organiza-
tions exist that serve as "better business bureaus" for charitable organizations. For exam-
ple, the Minnesota Charities Review Council is a nongovernmental nonprofit group that
investigates charities that have been questioned by Minnesota citizens. It does not review
every nonprofit organization in the state, only those about which it receives complaints or
questions.
In such cases, the Charities Review Council requests information, primarily finan-
cial, from the organization, the state, and the city (if registration is required by the mu-
nicipality), and then it makes this information available to the public. The council has no
formal authority, but its close working relationship with the charities section of the attor-
ney general's office indirectly gives its reports considerable weight.
Public Solicitation Licenses

Some municipalities require any nonprofit organization that intends to solicit funds
within their limits to file for a permit, or solicitation license. (Ordinances of this type do not
apply to those organizations soliciting from their own members only.) Solicitation licenses
Legal Aspects 37
generally must be acquired each year and require annual reports of income, expenses related
to solicitations, and expenditures of the organization.
For example, in Minneapolis, any nonprofit organization soliciting ten or more
sources in the city within a year (including corporations, foundations, or individuals) is re-
quired to file for a solicitation license, with an annual fee. But in St. Paul, only those orga-
nizations that seek donations from individuals on the street are required to obtain permits.
If you plan a large funding campaign aimed toward several sources within one
municipality, you should check with the city clerk to see whether a solicitation license is
required.
Mission, Vision, and Strategic Goals:
Creating the Formula
"Cheshire-Puss," she began, "wouldyou tell me, please, which way

I ought to go from here?"
"That depends a good deal on where you want to get to," said the
Cat.
"/ don't care much where — " said Alice.
"Then it doesn 't matter which way you go," said the Cat.
Without a well-thought-out plan, which includes a clear statement of mission for your
organization, a vision of the kind of organization you want to become, and well-defined
goals and objectives for your programs, you not only handicap yourself in getting from
here to there, but none of the people important to you will have a clear picture of where
"there" is. Good planning involves both a long-range view—generally called a strategic
plan — and a set of short-term objectives and related activities to undertake—sometimes
called the annual plan, tactical plan, or operating plan.
For both long-range and short-term plans, typically there are three ways you might
go about planning. The first way is all in your head. You've already spent much time thinking
about the needs your program will address and how you want to do that, or you wouldn't
be starting up a new nonprofit organization. Maybe you're one of those people who can
have all that so well organized in your head that you can talk easily about the mission, vi-
sion, and strategies to potential members of the board, funders, and other constituencies.
The second way to plan is to put ideas down on paper, an exercise that can help
focus your own thinking and help the people important to your future success understand
just what, why, how, when, and where you'll do what you intend to do. Satisfied that
you've completed some sacred rite, you then tuck the plan away somewhere and go on
with your work. 39
40 Mission, Vision, and Strategic Goals
The third way of planning is to take the written ideas, approved by your board,
and keep them continually in front of everyone who has a role to play in making your or-
ganization a success. The ideas and goals you've written down drive your annual plans,
priorities, and other critical decisions. You share them with potential funders, staff, and
volunteers. You sit down with staff and board periodically and see if they still make sense.
This third way of planning is what this chapter is all about.
Strategic Planning
There are about as many ways to develop and write a strategic plan as there are books,
seminars, and consultants dealing with the subject (and there are a lot of each). However,
there are some generally accepted guidelines:
1. A good strategic plan should work for your organization for

three to five years. However, periodically you should consider
whether revisions are needed, especially throughout your or-
ganization's early stages, when assumptions may fall apart or
new opportunities may develop; when you conclude that ser-
vices should be modified or new ones added; when external
threats loom; and every year even when everything seems to
be going well.
2. Planning is an important management activity. It focuses the
staff's activities around goals and objectives that reflect a de-
fined set of organizational values, resource capacity, and fu-
ture opportunities.
3. Planning is usually initiated by the leadership—the execu-
tive director or the board of directors—but the more people
involved and the more information gathered, the better the
plan is likely to be and the better it will drive important deci-
sions and activities.
4. On the other hand, the longer the planning process takes, the
less current will be the plan, the more weary people will grow
of the effort, and the more likely the planning process will
fizzle out before a good plan is completed.
5. A strategic plan should start with a statement of the organi-
zation's mission—what does it exist to do? It should include a
vision—what kind of organization are you going to become?
Mission, Vision, and Strategic Goals 41
The plan should include an honest analysis of the needs your

programs will serve, how you'll serve them, specific goals, re-
sources required, strengths, weaknesses, opportunities, and
threats.
6. The strategic plan should drive the annual plan—the specific
activities that support your organization's mission and will
lead you to achieve your vision.
A Step-by-Step Process
Step 1: Create a Planning Group
It's tempting to do all the planning yourself—it's certainly more efficient, and you
don't have to argue with people who don't see things your way. However, doing it by your-
self is pretty risky. You can get far down the road with your plan only to discover that there
is a point of view, some knowledge, some experience, some expectation, that you should
have considered back at the beginning. Although your actual planning group doesn't have
to involve everyone with something to contribute to the plan, it should consist of the key
people who will help you put the organization and its programs together. For example, a
planning group for a new, small nonprofit might consist of the chief executive, one or
more other staff members if any, the chair of the board, someone from the board or a key
volunteer who knows something about planning, and someone who can see things from
the perspective of potential clients.
Step 2: Create a Mission Statement
The mission statement describes the purpose of the organization—the essence of
why it exists. It generally identifies its target audience and may refer to its geographic area
of operation. The staff, board, volunteers, and clientele will best believe in the mission if
they participate in its development. The statement should be short enough that staff, board,
and volunteers can recite it from memory. For example: The Self Sufficiency Center moti-
vates and assists low-income people in the metropolitan area to develop and implement individual-
ized, realistic self-sufficiency action plans.
Step 3: Establish Your Vision Statement
The vision statement sets forth the expected future of the organization. All of
your constituencies should understand what is expected over the long term so that every-
one can focus on that desired outcome. Again, you should keep the vision statement as short
as possible. For example: The Arts Center will become the city residents'1 first place of choice for
studying, experiencing, and supporting the humanities.
Step 4: State Your Guiding Values

Stating your organization's values or guiding principles (and insisting that every-
one live up to them) is important. These principles spell out the ethical framework of how
things get done. They tell all of your stakeholders what kind of organization you are.
Some examples:
• The Center believes that all people, regardless of social or economic

condition, have the capacity to take charge of their lives and should
be enabled and empowered to make critical decisions for their futures.
• We value the full range of human diversity and seek to involve di-
verse populations in our staff, board, volunteers, and clientele.
• We ask and listen to our clients describe the services they need and
the way they want them delivered.
• We will never do anything that would embarrass us if printed in
tomorrow !r newspaper.
Step 5: Define the Problem or the Need

You've already defined an existing problem or need to some extent, or you would-
n't have this wonderful concept for a new nonprofit organization. But do you have all the
information you'll need to demonstrate to funders and anyone else important to you that
this is something worth tackling?
Identify the specific concerns and define the target audience on which your orga-
nization will focus. Invite people from your potential client group to help you. Gather
data to substantiate any theories and personal experiences of those doing the planning.
Talk to people with professional, governmental, or other expertise in your intended service
area. Survey the related literature in professional and general-interest journals and any lo-
cal reports or studies on the topic. Talk to people operating similar existing programs. In
short, involve all of your stakeholders in this process.
The results of your needs assessment may or may not totally support your original
assumptions. For example, you may discover that what creates the needs or problems you
intend to address is not what you originally thought.
From the initial list of problems, you may decide to select one or two that your
program realistically can work on in its first years, given practical limitations of resources.
On what situations can you have a significant impact? (There may be some aspects of a
problem over which you can have no control or influence.) Be specific in selecting and
defining your target client population. For instance, a program should be designed not
for "youths," but for a specific group of youth, such as youths aged 12 to 18 in a specific
neighborhood who are identified as using drugs extensively. The better you are able to
define the target audience, the more likely it is your program will be effective in meeting
the needs of its clients.
As a result of the needs assessment process, you should develop a statement of the
problem and the defined client population. For example:
• Needs statement: Working mothers critically need a readily acces-
sible, reliable, and affordable service to refer them to quality child-
care providers who meet the mothers'1 varying requirements.
• Problem statement: Many elderly citizens in the community are
forced to give up living independently because they lack transporta-
tion, are unable to perform heavy housekeeping and maintenance
tasks, and no longer have regular personal or family contacts.
• Client population: Residents in the downtown neighborhood over
age 65 who live independently but who need assistance to continue
living in their own homes or apartments.
Step 6: Lay Out Your Goals
Goals define the intended outcomes of what you intend to do. They are concise
statements of what a program is designed to accomplish. They are the long-term aims of
the organization and are driven by the organization's mission and vision.
A goal can be stated in the form of a description of a new condition that the pro-
gram will achieve through the services provided. A goal statement would not necessarily
describe your year-to-year objectives or program activities, but would set forth what will
result from them. It should be stated in terms of some measurable criteria. For example:
Successfully assist single parents to secure jobs that produce economic benefits greater than depen-
dency on welfare programs.
A goal may or may not have an ending point. For instance, it's likely there will always
be new single parents who need help to become self-sufficient; on the other hand, eradi-
cating smallpox was a goal that was fully completed.
The achievement of goals requires good strategies (described shortly) and spe-
cific, short-term objectives (defined in the section on the annual plan). Although goals
and objectives can form a sturdy framework for program planners, many planners choose
not to differentiate between the two. Instead, they describe their program plans in a series
of goal/objective statements that may be either short- or long-term. You must decide
which format works best for you.
Be sure that your goal/objective statements describe measurable outcomes. These
outcome statements should refer specifically to who will be affected; describe what these
people are expected to do, under what conditions, and how well or to what extent; and in-
clude a time factor.
Goals need to be written clearly and simply, in terms free of jargon and ambiguity
that can be easily understood by anyone, within or outside the organization.
Step 7: Assess Present Organizational Conditions

Your next step is to analyze the present conditions related to your organization.
Determine your organization's capacity for having a meaningful impact on the defined prob-
lem and identify any factors that may limit that capacity. You may want to subdivide this assess-
ment into an analysis of assumptions, strengths, weaknesses, opportunities, and threats.
Regardless of how you organize this part of the strategic plan, you need to set
forth how doable it will be for your organization to bring about a favorable change in the
problem defined. What are the factors in your favor? These could include available financial
and human resources, community support, legislative concerns, support of key people, ex-
isting programs related to the problem, and favorable attitudes among your constituency.
Often it's helpful to include the assumptions that are driving the design of your
organization and its program. What are the premises about human behavior, the attitudes,
and the principles that will form the basis of the program? Although in many groups and
programs these assumptions are unspoken, they are always present, directly influencing
program format and outcome. Just as the problem-related data provide the objective answer
to the question "Why this program?" these assumptions and value statements are your
subjective response to the question. If you are conscious of these assumptions, you can use
them positively to develop your program and you can eliminate assumptions that may not
be valid or those upon which the planning group does not agree. Discuss and identify
your assumptions and values as a group. Although there may not be total agreement, the
planning group should be able to reach a consensus about the underlying assumptions of
the program you propose. For example: Children benefit educationally and emotionally from
contact with the arts.
Don't overlook identifying any forces that could drive the continuation of the de-
fined problem or limit your impact. These could include lack of financial and community
support, negative factors in the community or population that are difficult or impossible
to control, and lack of support of key people. Some factors can be addressed by your pro-
gram. Are there facilitating factors that could be implemented to counteract the negative
factors or threats?
Step 8: Develop the Strategies

You have finally reached the stage at which you are ready to plan the strategies
needed to accomplish your goals, such as the services your program will offer and how
they will be provided. This includes determining which strategies will best eliminate or
weaken the factors that limit your efforts, strengthen the facilitating factors, and promote
the achievement of your goals.
A first step is to brainstorm with your staff, volunteers, and board about all of the
possible strategies that relate to your goals. What approaches to this problem have been
tried in the past? With what results? Are any particular strategies suggested by perti-
nent research or literature? Are there any similar programs in your community or in
other areas on which you want to model your program? If other projects addressing this
problem have not been successful, how will your program be different? What approach is
most feasible, in terms of your resources, values, and goals? Which strategies will over-
come the limiting factors and strengthen the facilitating factors you have identified previ-
ously? Which methods are most likely to be supported by funding sources? Which would
be most acceptable to your target population or constituency? Are there other organi-
zations already involved with the need you've defined with which you should partner in
some way?
From these possibilities, your planning group must select an approach to the prob-
lem that is feasible, consistent with your values and beliefs, appropriate for your constituen-
cies, and likely to achieve the desired outcome. For example:
• Maximize our resources and the impact on our clientele by develop-

ing a collaboration with another nonprofit that is providing human
services to our target population.
• Involve all staff, board, and representatives of our clients to develop a
diversity initiative that will address our identified diversity issues
and opportunities and increase our total organizational effectiveness.
The Annual (Tactical) Plan

The major elements of the annual or tactical plan include objectives, actions (together with
who is responsible for taking those actions and a timeline), and a budget.
Step-by-Step Process
Step 1: Establish Your Objectives

What you, your staff, and/or your volunteers must do to achieve your goals should
include specific steps with stated points in time for completion, six months out or twelve
months. Objectives are more specific than goals and break down broad goals into smaller
components that describe more narrowly defined achievements. Like goals, objectives focus
on results rather than on methods. Like goals, objectives should be feasible, measurable,
and stated so that they are clearly understandable to anyone.
The plan should contain exact measurement references related to anticipated achieve-
ment levels of each objective. Often, precise estimates regarding performance will be pro-
jected. It is important that these projected "success" rates be realistic and, if possible, that
they be based on the experiences of similar programs.
Objectives should be specific. For each objective, or projected outcome, ask your-
self who will be affected, what is going to occur, when, how, and what will be the indicator
of desired outcome? For example: Assist low-income, single mothers to identify five to eight com-
munity resources or agencies available to help them secure child care, health services, family plan-
ning, income maintenance, vocational training, and counseling. (Such an objective likely would
be only one among several steps taken to help low-income, single mothers achieve more
self-sufficiency.)
Note that this objective is measurable. Whatever approaches are used, how many
mothers were assisted as described, and so on, can be determined. Too often, objectives
mean little because they are not specific enough to be measurable and don't include spe-
cific measures of outcomes. If you cannot measure how well you have achieved something,
neither you nor your constituencies can be sure you have accomplished anything. The
standard of measurement specified in an objective may be results of pretests and posttests
or questionnaires, observable behavior (pregnancy, court adjudication, legislation passed),
or simply the number of people completing a program successfully.
Whenever the performance stated in an objective is abstract or covert (e.g., putting
training to work, change of attitudes, or renewed commitment to something), you should
add an overt behavior to the objective (measurable or observable) that might indicate
whether the covert performance has been achieved. For example: Eighty percent of the sin-
gle mothers participating in the program will develop specific actions they will agree to undertake
in the following six months.
Not all objectives in the annual plan are necessarily related to programs, of course.
For instance, you may have an objective for securing a certain level of funding and an ob-
jective for operating within your approved budget.
Step 2: Develop the Actions (Activities) and Timetable

to Achieve the Objectives
Plans for how to achieve objectives should be stated in terms of specific actions to
be taken: set up a certain number of workshops, provide counseling to a given number of
clients, deliver a certain number of meals to the homebound, teach parenting skills, spon-
sor cultural events, lobby for environmental causes. Describe these activities as specifi-
Mission, Vision, and Strategic Goals 47 Mis
cally as possible. Each activity should be matched to the objective that it supports. (An ac-
tivity can relate to more than one objective, and vice versa.)
Each activity should be put into a time frame. When will it start? How long will it
take? How often will it be done? When will it be completed? Assign primary responsibil-
ity for each activity and task within an activity to a specific person, and also note who else
will contribute to it. An activity calendar can then be formulated that will summarize the
work plan for the organization.
Step 3: Prepare a Budget

Budgeting for the organization is covered in the chapter tided "Managing Finan-
cial Outcomes: Budgeting the $$$$." Generally, the overall budget is developed from the
bottom up; that is, you consider everything you want to do in the coming year, figure out
what that will cost, add that figure to fixed annual costs, such as rent and utilities, and
there's your budget. However, unless you can always secure the resources required to do
everything you want to do, that "first cut" of a budget probably has to be revised from the
top down, but working with your staff on sorting out the essentials and top priorities.
In summary, the written annual plan will include the following items:
1. A set of objectives
2. The actions that will be taken to achieve the objectives, dead-
lines, who has overall responsibility for each action, and who
else must be involved
3. A calendar of the detailed tasks required to complete the actions
4. A list of task assignments
5. The organization's budget
Your First Annual Plan

Your first annual plan will be especially challenging and critical. This plan is likely
to determine the skills and size of the staff and/or volunteers you need to provide your
services and achieve your objectives. It may also determine what size and structure is nec-
essary for your office space, equipment, and so on.
Evaluating Your Organization's Effectiveness

As noted earlier in this chapter, an evaluation system is the means by which an organiza-
tion determines the impact of its programs on the areas on which it focuses. It is impor-
tant for evaluation purposes that goals and objectives are measurable. If your program is
doing things that cannot be evaluated or measured, you may be unable to demonstrate
that you are achieving anything.
Choose the criteria by which you will judge whether your goals and objectives
have been achieved. There are several common ways to measure outcomes, including the
following:
1. Counting the number of people served. (This may work fairly

well for a museum, theater, community center, transportation
service, and other programs where it can be reasonably as-
sumed that a program is achieving a useful purpose if a cer-
tain number of people voluntarily use it. It doesn't do much,
if anything, for determining the effectiveness of a social services
program.)
2. Using appropriate tests or questionnaires at the point of in-
take (the point at which clients enter your service process) and
program completion to measure changes in attitudes, well-
being, and/or knowledge.
3. Comparing reported behavior before and after program in-
volvement (through health records, court records, self-report-
ing, or reporting by professionals or other family members).
4. Surveying participants (and their families and/or concerned
professionals — teachers, counselors, and so on) to determine
satisfaction with the program.
5. Comparing those served with others from the target popula-
tion who did not receive your services (interesting to do, but
usually very difficult).
Choose methods appropriate for each objective. Use more than one means of measure-
ment when possible and affordable.
Develop Means of Recording Observable Changes

The means used to record observable changes are related directly to the measure-
ment methods chosen and can include designing forms, developing surveys and question-
naires, and choosing appropriate tests. These can be developed by the staff alone or with
the aid of outside consultants.
Decide on a Reporting System

The data gathered from the various records kept by the organization should form
the basis of quarterly and annual reports. The reports should relate directly to the goals
and objectives in your program plan, and they should provide a means for comparing
achievements to planned performance. Your board, volunteers, and funders will be inter-
ested in these reports.
Decide who will be responsible for designing forms, maintaining records, and re-
porting. You may wish to consider getting the assistance of an outside consultant during
any or all of these stages. Remember to include any proposed consultant fees in the pro-
gram budget. The program plan, then, also serves as an evaluation tool. It tells you where
you are going, how you will get there, and how you will know when you have arrived.
Implementing and Monitoring the Work Plan

Two different common and critical mistakes are often made after a work plan is developed.
Either the plan is filed in the back of a dusty, unused drawer and ignored until close to
year end, when someone remembers you probably should report something to the board,
or the plan is followed slavishly, so that new developments or other indications of the
need to change priorities or other elements of the plan are ignored.
After being sure that everyone who has a piece of the plan to handle clearly un-
derstands his or her responsibilities, you should monitor progress by periodically (monthly
or quarterly) reviewing "where you're at" in terms of your original plan. You're a good
manager if you alter an objective or activity because of more important new issues or de-
velopments, but be sure revision is necessary and not just an alibi for poor performance.
Set up the new objectives, activities, or whatever just as you did the other ones.
Reviewing the Program Plan and Repeating the Planning Process

Planning should be a continual cycle of monitoring, analyzing, thinking, planning, evaluat-
ing, monitoring, analyzing, and so on. After the first year of operating under a thorough,
written plan, sit down with the staff and your board and review what worked well and
what didn't. Were the objectives realistic? Too many or too few? Did you achieve what
you wanted? Why not? Should any changes be made in the planning process itself? Did
you involve everyone who could contribute something of value?
In practice, this planning process is not as rigid as it appears on paper. Your planning
group should examine this model and consider how it can best be applied to your organi-
zation. In some cases, it will be frustrating to try to quantify the objectives of your pro-
gram. Some of your program's accomplishments may not be objectively measured. Nev-
ertheless, it is important to try to measure, as specifically as possible, the outcomes of
your program. A well-designed program plan gives an organization a clear destination and
a way to tell whether or not it got there. One aspect of this process should be considered
rigid: involve your clients at every step.
Managing Financial Outcomes:
Budgeting the $$$$
The budget is the financial blueprint of your organization. It is the plan that sets out your
desired financial outcomes—what you intend to accomplish financially during a specific
period, usually a year. (The annual twelve-month period used for financial planning pur-
poses is called a fiscal year. Often, this corresponds to the calendar year—January through
December—but your fiscal year can begin with any month.)
The budget should clearly establish what should happen in both revenues and ex-
penditures as a result of your service programs, fund raising, and so on. Don't just outline
what you want to spend and assume the money to cover expenses will be found somewhere
as the year progresses. Realistically budget the expected sources of income — grants, gov-
ernment contracts, members' contributions, fees, and donations of services and supplies.
New organizations should be conservative in forecasting income, which means, of course,
being conservative in estimating what you can afford to spend.
How Is a Budget Used?

A budget should be used for financial planning and cash management throughout the
year. Plan on reviewing your budget at least quarterly, and perhaps monthly. Regular bud-
get reviews should determine whether actual income and expenses have deviated from the
budget and why. Differences between actual and budgeted income and expenses may result
from seasonal expenses, unanticipated expenses, delayed funding, insufficient fund raising
efforts, or an unrealistic budget. When discrepancies arise, the financial plan must be re-
vised to reflect the real situation. If your original estimates for expenses and/or income 51
52 Managing Financial Outcomes
are not realistic, adjust them during regular budget reviews. If the budget review indicates
an upcoming crunch or deficit, you must take corrective action to avoid a financial crisis.
Such action may include expanding your fund raising and/or cutting back on expenses.
The earlier corrective action is taken, the more likely it is that you will be able to avoid
cutting back on staff and programs or going into debt. Effective use of the budgeting
process allows you to catch small problems and alleviate them before the organization
finds itself in a financial stranglehold.
Another budget area of immediate usefulness is that of fund raising. You need to
know how much money you must raise to conduct your anticipated programs for at least
a one-year period. A carefully constructed budget is essential to your funding proposal.
The budget is an indication to funders of your planning and management skills. The
funds your program requires must be projected clearly so that the organization's needs
can be understood and accepted by potential funders.
However, don't make the mistake of hanging your budget on at the end of your
grant proposal and forgetting it! Your budget should be used as an ongoing management
tool by the staff and board of directors. If you shelve it until the end of your fiscal year,
you may well find that you are having difficulty making ends meet long before your next
fiscal year ends. Engage, with your staff, in "contingency planning." That is, think through
what you will do if revenues do not develop month to month as you have planned or if some
unusual expense occurs. (It's best that the original budget be developed with the participa-
tion of all key staff people. Such participation can gain for the organization a broader per-
spective, greater knowledge, and stronger staff commitment.)
How Do You Develop a Budget?

The starting point of any budget is your strategic plan, as well as the annual plans you have
developed to achieve your strategic plan, because those plans should have led to well-planned
programs or projects for which funding can be secured. When you have determined in
detail your goals and objectives, outlined your programs, considered funding sources, and
planned your staffing pattern, you are ready to develop the budget.
What kind of a staff do you need, and what should you pay them? (New organiza-
tions may be doing well to afford one staff person; some may operate with only one part-
time employee.) What are your space and equipment needs and what will these cost? (A new
organization may initially operate out of a founder's house or from a desk in the office of
another, friendly nonprofit.) What about conferences, publications, and other items you
feel are necessary to keep the staff informed? How much will it cost to inform the public
of your program (to pay for printing, mass mailings, posters, and the like)?
Managing Financial Outcomes 53
Fledgling organizations will find it more difficult to project future expenses with-
out the financial records and past experience that older agencies use as a basis for future
budgeting. It is helpful to discuss expenses with, and review the budgets of, managers of
other programs similar to yours.
The budget is usually developed by the agency's executive director, but the first
year the board probably will be involved from the beginning. Regardless of who prepares
the budget, it is important that the skills and experience of other staff people and the
board members be used throughout the process of budget development. Final approval of
the budget is the responsibility of the board of directors as a whole. Development of the
budget usually should begin three to six months before the onset of the new fiscal year
and be approved by the beginning of the new year.
What Should a Budget Include?

The budget should include all of the anticipated income and expenditures of an organiza-
tion during a fiscal year. The income includes earned revenues, for which a service must be
performed, such as ticket sales and fees for services, and contributed revenues, grants and
individuals' contributions, including equipment, other goods, and services that are donated.
The expenditures include all of the costs of purchasing the services, space, and supplies
necessary to operate your program. The fiscal year is a 365-day financial record-keeping
period beginning on the date designated by the board of directors (or as stated in the or-
ganization's bylaws).
A budget includes both fixed and variable costs. Fixed costs are those that occur re-
gardless of the level of activity or service. Examples are most salaries, insurance, and rent.
Variable costs change directly with the level of use or activity. Postage, printing, and publi-
cation costs are usually variable. Telephone expenses are both fixed and variable—there
are monthly phone service charges, which are fixed unless you eliminate some phone lines,
and charges for long-distance calls, which vary.
Fixed costs are easier to determine than variable costs, although you should take into
account any anticipated changes during the year, such as rent increases and salary increases.
You must estimate variable costs as best you can, but you should remember to include
seasonal as well as average monthly costs. For instance, postage estimates should include
the cost of postage used each month as well as the annual bulk mail permit fee and the
cost of the several bulk mailings you may have planned for the coming year.
Be realistic! New nonprofits usually start out with modest budgets and equally
modest expectations of funding. Some will begin life operating out of someone's home or
using a desk at another agency's office.
How Do You Determine Annual Expense Items?

Human Resources
Salaries: The salaries for each regular, paid staff position, whether full-time or part-time,
should be determined separately to develop a total budget for employees. These salary fig-
ures should reflect employee income before state and federal taxes are withheld. You can
develop salary schedules for various positions by calling similar organizations within your
community and requesting information on their salary schedules. Salary determination
should be based on what you need to pay to attract people with the skills you need to per-
form your services. (See also the information on employment laws in the chapter on human
resources.)
Temporary Employees: The amount of money needed to pay temporary people used period-
ically is more difficult to determine than the amount needed for salaried workers. You
must consider the types of tasks to be performed, the amount of time it will take to per-
form them, and the hourly wages for each type of job. If you will use an agency that pro-
vides temporary workers, its fee will include wages, FICA, and so on. Again, the amount
needed for each job should be calculated separately to arrive at a total budget item for
temporary workers.
Consultants: Consulting fees cover payments to people who provide services directly to the
staff, such as trainers, accountants, and evaluators. Fees for an annual financial audit can
be included here. (An audit may not be legally required, but flinders may require it; fees
for an audit can be substantial unless you arrange for the service to be contributed in
whole or in part.)
FICA: Call your local Social Security Administration office to get the current FICA/
Medicare rate.
Health and Life Insurance: Although currently legally optional, health and life insurance
are benefits provided by most employers to their full-time staff (and often to part-time
staff working a certain number of hours weekly). New nonprofits, of course, may decide
they must defer offering these benefits until they're better established. Insurance costs
depend on the type and amount of coverage purchased and the ages of the individuals
covered (some state laws may restrict differences in rates on the basis of age). Call a
couple of insurance agents and ask them for quotes on both health and life insurance (a
board member may be able to refer you to reliable agents). Ask similar organizations
about their insurance programs and rates. It's best to have a firm quote before you finalize
your budget.
Retirement Plan: New, small nonprofits may not immediately establish retirement plans.
Some never do. Eventually, you'll find it difficult to retain experienced, talented people
without some sort of retirement plan. This could take the form of the organization's con-
tributing an amount equal to a set percentage of an employee's salary to a plan, with the
employee responsible for deciding how to invest the funds. This places the fiduciary re-
sponsibility for the ultimate outcome on the employee and not the employer. Get some
professional advice before proceeding with any kind of retirement plan.
Unemployment Insurance: A tax may be required of all organizations and businesses within
your state to maintain a public state fund for unemployment benefits, or it may apply only
to organizations with more than a certain number of employees. Such benefits are based
on a percentage of an employee's wages. Call the taxation division in your state to deter-
mine the rate of taxation for your organization.
Social Security: Social security (FICA/Medicare) taxes that must be deducted from the wages
of employees must be determined, because an equal contribution is made by the employer.
Staff Development: An organization should try to make some funds available to be used by
employees for further education and training in their fields, including management devel-
opment for managers.
Physical Facility
Rent: If you will rent space and have not arranged for it at the time you develop your bud-
get, it will be hard to determine an exact rental figure. You should identify a potential area
for your office and ask a real estate agent for the going rate, per square foot, for office
space in that area. After you have determined the amount of space needed in terms of
square feet, multiply this figure by the rate estimate. (Be sure to ask what is included in
the estimate — any parking, custodial care, light, heat, storage, and so on.)
If you plan to share a facility with an existing agency, determine the amount of
space you will occupy and multiply this by the rate per square foot the agency is paying.
Utilities: Monthly charges for heat, electricity, and water may or may not be included in
rent payments. If most of your rent estimates include utilities, you do not need a separate
budget item for them. However, if they do not, ask potential landlords for estimates of
monthly utilities payments.
Telephone: Ask the local phone company for a rate schedule. Rates will vary depending upon
the type of system chosen and the number of phones installed. Don't forget to get a quote
on the cost of installation and add it to your first year's budget. Also, estimate the cost of
anticipated long-distance calls. Consider the value of voice mail service.
Janitorial Services: Rental or lease agreements may not include cleaning services for your
office space, trash service, or pickup of recycled materials. Estimates for janitorial services
are based on the square footage of your office space. Include this item in your budget if
your rent estimates do not include janitorial services.
Purchased Equipment: First, list the items needed: desks, chairs, tables, file cabinets, personal
computers, computer software, fax machine, copier, calculators, and so on. If you are just
starting out, these costs can be very high. At least initially, you may need to seek alterna-
tives to purchasing new equipment, such as buying used or rebuilt equipment and solicit-
ing donations from corporations of furniture and equipment (call a corporation and ask
for the person in charge of contribution giving; even if that corporation doesn't donate
equipment, this person may be able to refer you to other sources).
Today's world of personal computers provides major clerical productivity and other
advantages. New organizations often start with personal computers and printers donated
by for-profit companies. This may be necessary, but it is not ideal, because your employees
may wind up with computers that can't share data or diskettes or that don't run the soft-
ware you need. If possible, determine the kind of software you need before you decide on
the hardware.
Finally, try to include an item in the budget for depreciation of equipment; that is,
set money aside for the inevitable time when you will need to replace worn-out or obso-
lete equipment. (However, a new organization may not be able to set up a depreciation
account in its early years.) Established nonprofits generally have a "capital budget" that
includes the purchase of equipment that has a useful life of longer than a year.
Leased Equipment: Instead of purchasing equipment such as fax and copying machines, you
can rent it on a monthly basis or on longer leases. Call various rental businesses and seek
quotes on the items you need. Sometimes rental payments can be applied to the possible
subsequent purchase price of the equipment.
Equipment Maintenance: Machines such as copiers require regular maintenance, especially
as they get older. If you own such equipment, ask an office equipment dealer about the
cost of maintenance contracts. Often a copier can be leased, with maintenance included.
Other Costs
Insurance: Your organization will likely need several kinds of insurance: bonding, theft,
fire, vehicle, workers' compensation, general liability, and directors and officers (D&O)
liability. Talk to an insurance agent about your needs and the costs of each type of insur-
ance your organization requires. States generally require businesses and organizations to
provide for compensation to employees for salary lost and expenses incurred from injuries
or diseases caused by work-related tasks. The purchase of a workers' compensation insur-

ance policy is usually mandated. Call the workers' compensation division of your state's
department of labor for information on the regulations and rates that apply to your orga-
nization. The rates are related to the risk of injury that each job entails — for instance, an
office worker has a lower risk of injury than does a construction worker. It is important
that you understand workers' comp classifications. Talk to your insurance agent before
you classify your employees.
Loan Repayments: If you've taken out a loan, obviously you must budget for regular install-
ment payments.
Supplies: This is tough to budget! It is hard to figure how many pencils, pens, paper, en-
velopes, letterhead, staples, tape, and so on a specific number of staff members will go
through in one year. Check with organizations that are of similar size with similar func-
tions to see how much they spend. An alternative is to make a list of the items you think
will be needed and visit an office supply store to check prices.
Postage: There is no way to calculate the actual number of letters you plan to write per
year, so just make a stab at it and multiply that number by the going postal rate. If you
plan mailings of more than two hundred letters, flyers, or newsletters at a time, check into
the cost of a bulk mail permit. For such bulk mailings, estimate the number and size of the
mailings you might do in a year and check with the post office for the going rate per piece
for bulk mail permit holders (it is much lower than other rates). There is an annual bulk
mail permit fee, so be sure to include that fee in your budget also if you elect to get such a
permit.
Books/Subscriptions: First, identify the newsletters and magazines you want and obtain sub-
scription costs for each. Next, make a list of the books and other written materials (train-
ing manuals, directories) you know you should have, with their prices. Leave some room
in the budget for other materials of which you may not yet be aware. If your organization
is new and you are planning to develop a library of materials, plan to spread the cost of
these materials over two or three years. This can be an expensive endeavor, especially if
you try to do it in one chunk. Books on nonprofit management may be available at your
local public or college library.
Services Purchased: Services you should consider in developing your budget may include
payroll, bookkeeping, and computer time, as well as other service contracts.
Printing: This is another difficult item to estimate. Try to make an educated guess about
monthly photocopying needs (for smaller copying jobs) and printing needs (for larger copy-
ing jobs). Commercial copy centers have price lists available, and, again, it may be helpful
to talk to someone in a similar organization. Watch your costs closely during the first few
months of the budget year; you may need to revise this budget item during the year.
Conferences: This may be a low priority, especially in the organization's initial years, but
attending conferences and workshops can keep your staff informed about their fields, can
trigger ideas, and can help to motivate workers and management.
Travel: Usually the biggest single item in the travel budget comprises mileage reimburse-
ment and parking fees for employees' use of their personal cars for organization business.
Calculate the number of miles per month each staff person may need to drive for job-re-
lated purposes. Estimate yearly costs on the basis of these figures by using a set per mile
reimbursement figure, obtained by calling other nonprofits to determine the usual local rate.
Advertising: This includes newspaper advertising for staff positions as well as any advertis-
ing of your program in the community. There are many low-cost ways to advertise your
program, so you need not plan on an expensive media campaign before you try other ap-
proaches (see the chapter on community relations).
Fees: Itemize any fees for memberships and licenses you anticipate for staff members and for
the organization and fees charged by your bank on the organization's checking account.
Petty Cash: This is a cash fund used for small office expenses. It shouldn't be an actual bud-
get category; rather, set it up for an amount that is replenished monthly, require receipts
for all disbursements, keep close track of the expenses, and include them in the appropriate
expense categories (such as supplies and postage).
How to Determine the Income Budget

The second part of the budget outlines planned income. An agency rarely has a total
commitment for funding for an upcoming year at the time it begins the budgeting process.
Therefore, it is necessary that you estimate as accurately as possible the income from those
recurring sources upon which you depend for funds.
Most nonprofits need to obtain a significant percentage of their revenues from
fees or other "earned income" in order to survive. Arts groups sell tickets to performances
or exhibits. Human service agencies charge fees for services (to those served, to a govern-
ment agency contracting with the nonprofit to provide services, or to some other third
party, such as an insurer). Educational organizations charge fees for courses.
If you intend to provide some services for fees, you should begin by determining
an appropriate fee structure. What direct and overhead costs must be covered? (Direct costs
are those necessary to provide the service itself; overhead costs include a fair share of rent,
supplies, phone, and so on.) Will you have a sliding fee schedule (some clients pay the full
cost and others don't, based on their income)? What do other providers of similar services
charge? Can you test your fee schedule by talking to likely users? Then, estimate how
many participants you will serve in each of your programs during the coming year.
Contributions from individuals may also play an important part in your income
plan. Funds to be raised from any special events and benefits can and should be estimated
(remember to include a realistic budget for putting on such events). Another source of in-
come could be earnings on endowment investments, if you have any.
Because the above-mentioned sources of funds are more in your control than are
grants, you must try to be as precise as possible in estimating the income you expect to de-
rive from these. The balance of your support, depending upon your specific programs, will
come from various private or public grants.
Outline as precisely as possible all the grants you anticipate receiving from out-
side sources. Be reasonable in your expectations, taking into account any past experience
with the funders and/or your initial inquiries. This step of budget development is especially
difficult for new programs, which have no funding history on which to base projections.
At this stage, you should ask those sources you are most sure of to confirm their interest
in you and to estimate the amounts of their grants.
When the anticipated income from all these sources is added together, the differ-
ence between this figure and your expense budget is the amount you still need to raise
from undetermined sources. Mostly these will be foundations and corporations you have
not previously approached or of whom you are less sure. If this figure is a large portion of
your budget, you may have set unrealistically high income goals for yourself, and you
should consider either trimming back expenses or rethinking what you can achieve from
other sources of income. Calling on potential funders to share your vision and financial
needs before you make a formal request could help you estimate the likelihood of meeting
your grants income objective.
When you present your proposed budget to your board, you should be prepared
to outline prioritized spending decreases or increases from initial budget plans, depend-
ing upon the progress you make with your funding sources.
What Budget Format Should Be Used?

A budget usually is set up in one of three formats. The first, and simplest, merely lists
revenues and expenses according to the categories set out in the previous chapter sec-
tions (this is called a summary budget.) This format is used for the budgets of organiza-
tions that are small and/or that have fairly simple organizational and programming struc-
tures.
The second format outlines the organization's expenses according to the service
or program areas (this is called a functional budget). For instance, a community clinic that
provides an extensive counseling program and an educational outreach program as well as
clinical services may find it most useful to organize its budget in terms of those program
areas. This format outlines the costs of providing each of these services. Often, organiza-
tions raise funds separately for each program area, and the functional budget format is es-
sential in those cases.
A functional budget may or may not have a separate column for overall adminis-
trative costs. These are expenses that relate directly to running the overall organization
and include staff time spent in management, fund raising, bookkeeping, budget reporting,
supervision, and other administrative tasks. It is easier to have a separate column for gen-
eral operating costs and often enlightening to see how much it actually costs to keep the
program running. However, it is difficult to raise funds separately for administration, and
for proposal purposes you may wish to allocate administrative costs to each of the program
areas for which you raise funds.
The third budget format is used for organizations that operate principally through
a number of branch offices. Operating expenses are disbursed mainly according to office
units, including the "home office." If there are some central expenses that apply to each
of the units (such as administrative expenses), these should be distributed among the units
according to appropriate proportions. Each office is accountable for meeting its budget.
Regardless of which format you use, as the year progresses, you and your board
should review actual income and expenditures to date against some budget benchmark.
Cash Flow: Where Is Your Money When You Need It?

The budget tells you how much you expect to achieve in revenue and how much you will
spend during a one-year period. However, there is another crucial piece of information
you need: Will the money be available when you need to spend it? It is one thing to be
able to say that you will raise $45,000 in a year to cover anticipated expenses of $45,000; it
is another to have the cash in the bank when you have to pay your bills. In order to avoid
a money crunch, you should develop a cash-flow chart that outlines anticipated expenses
and income on a monthly basis.
Although most monthly expenses will be fairly steady month to month, some can
fluctuate due to several factors: seasonal expenses, raises in salaries or rent, more or fewer
staff members during a particular time of the year, one-time expenses (furniture, telephone
installation, printing brochures), and so on. Thus, you need to anticipate how your expenses
will be distributed monthly during the fiscal year. Also estimate when you will receive an-
ticipated income from each of your identified sources: fees, grants, contracts, and so on.
Remember that fund raising takes time and that it will be months between an initial con-
tact date and the actual receipt of money.
Outline anticipated income and expenses at least on a quarterly basis, preferably
per month. If there appears to be a period when you will not have enough money to meet
expenses, determine (1) whether it is realistic to anticipate that funds to cover these expenses
will be available during a later period in the year, and (2) if so, whether you should cover
these expenses with a loan to be repaid when the cash is available (remember the interest
rates) or whether you can delay some of the expenses (furniture purchases can be delayed,
salaries cannot); if not, you must determine how to cut back on your expenses.
The cash-flow schedule should also be used to compare estimated monthly expenses
and income with the actual figures as the year progresses. If you have consistently overes-
timated your expected income or underestimated your expenses, you should determine
why and take this into account when you prepare the next year's budget and cash-flow
schedule.
When Should the Budget Be Revised?

Budget planning, especially for new organizations, is a difficult task, and some variances
from the plan are likely. The monthly financial statements should include a comparison of
budgeted revenue and expenses, by category or function, versus the actual results. The
reasons for significant variances should be determined and reported to the board.
Generally, a budget should be revised when it's clear that the variances ivillproduce a
result for the year that requires some action now for the good of the organization. The staff relies
on the budget to guide spending decisions. If an expense category must be reduced be-
cause of a shortfall in revenue, staff members need to be working with the revised num-
bers. However, because the board will want to know how well management planned for
revenues and expenses, financial reports to the board should show both the original bud-
get and any revised projections and reduced spending targets.
Sample Budget Format

Income Budget for Fiscal Year 199X
Earned Income
Fees from clients $
County contract $
Total Earned Income $
Contributed Revenue
Anticipated cash grants $
Contributed equipment $
Fund raising benefits, net $
Total Contributed Revenue $
Total Income $
Expense Budget for Fiscal Year 199X

Human Resources
Salaries $
Temporary workers $
FICA, unemployment, benefits $
Staff development $
Physical Facility
Rent $
Utilities $
Janitorial services $
Equipment and maintenance $
Other Expenses
Insurance $
Loan repayments $
Supplies $
Postage $
Books/subscriptions $
Services purchased $
Printing $
Conferences and travel $
Miscellaneous and contingency $
Total Expenses $
Budget Worksheet
This worksheet can be a useful tool. It will not only display total funds needed for
each expense item, but also provide (1) detail of how you arrived at those costs and
(2) a basis for developing a monthly cash-flow exhibit.
Expense Item Calculation Monthly Annual

Compensation
1. Executive director Pay per period X number of
periods monthly
2. As above
3. As above
4. As above
Total Regular Wages $ $
1. Temporary $ per hour wage (or hourly rate of
employees temporary agency) X average
hours per month
Total Temporaries $ $
PICA, Unemployment, Benefits
1. FICA/Medicare % tax on salaries (to maximum per
employee) X monthly salaries X
number of employees
2. Workers' comp Insurance company quote
3. State unemployment % of salaries or other formula
used in your state
4. Health insurance Average monthly premium per
employee X number of employees
5. Life insurance Annual premium per employee X
number of covered employees
6. Retirement Professional advice required
7. Other benefits
Total Benefits $ $
Budget Worksheet (continued)

Staff Development Could set an allowance per $ $
eligible employee or special
identified needs; check local fees
Rent Rate per month plus anticipated $ $
increase
Utilities (those not included in rent)
1. Electricity Ask utility to estimate monthly
average or use "budget plan"
2. Heat As above
3. Water As above
4. Telephone, local Number of phones X monthly
rate plus equipment costs
5. Long-distance calls Rate per minute for areas called
often X minutes average call X
estimated number of monthly
calls
Total Utilities $ $
Janitorial services Monthly charge $ $
Equipment
1. Purchased Estimate costs based on prices of
equipment several vendors
2. Depreciation Cost divided by estimated years
(reserve for eventual of useful life
replacement)
3. Leased equipment Contract price
4. Maintenance Monthly cost of maintenance
contracts or ask repair firms to
estimate maintenance costs
Total Equipment $ $

Insurance Secure quote for annual premiums $ $
Loan Repayments As stated in loan agreement $ $
Supplies Estimate supplies needed priced $ $
at office supply store
Postage Estimate of weekly $ $
correspondence plus mass
mailings plus annual bulk mail
permit
Books and Estimate of books and magazines $ $
Subscriptions needed
Services Purchased As stated in service agreements $ $
Printing Monthly average per price list of $ $
commercial shop
Conferences What's needed limited by what is $ $
affordable
Travel Estimate number of miles staff $ $
usage of cars for job-related trips
x mileage rate plus estimated
parking fees plus air travel plus
other local expenses
Advertising Secure rate for likely size of ads $ $
from publications
Fees Annual membership fees and $ $
licenses plus bank service fees
Total Expenses $ $

Income Item Component Monthly Annual
Fees from Clients Fee schedule X expected number $ $
of clients per month adjusted for
seasonal variation
Government Contracts Based on actual contract $ $
(list each contract) provisions
Contributed Revenue
1 . Cash grants Best estimate based on fund
raising research
2. Contributed As above
equipment
3. Event benefits As above
4. Individual As above
contributions
5. Other As above
Total Contributed $ $
Income
Total Income $ $
<£<£<£<£
Accounting: Keeping Track of the q>q>q>q>
All organizations need workable systems for recording what they do with their money—
keeping track of where it comes from and where it goes. On the other hand, young non-
profit agencies often are staffed by people unfamiliar with basic accounting methods. The
purposes of this chapter are to introduce you to the types of records your agency will need,
familiarize you with the elementary components of a bookkeeping system, define common
accounting terms, explain that there are some differences in financial statements for non-
profits versus other kinds of organizations, and suggest how to obtain more comprehensive
guidance on accounting and bookkeeping.
Setting Up an Accounting System

First of all—and this is probably the most important point of this chapter—do every-
thing possible to commandeer the services of a willing and able accountant who will help
you set up your bookkeeping system, teach you how to use it, and advise you about the
most appropriate type of financial reporting for your organization. Board members, profes-
sional accounting associations, and business schools may be able to help you find a volun-
teer accountant or an affordable accounting service that specializes in serving nonprofits.
(The search may not be easy, but it will be worth it, because it certainly helps a great deal
to have some professional hand-holding at this stage of the accounting game.)
After you have the books set up, you will need a bookkeeper. Very small or all-vol-
unteer organizations may depend on the treasurer, who usually is a member of the board
of directors, to fulfill this role on an unpaid basis. Medium-sized staffed organizations often
rely on paid, specially trained secretaries to do the bookkeeping. Larger agencies some-
times hire part-time or full-time bookkeepers. 13
74 Accounting
A good bookkeeping system provides the means for documenting, recording, sum-
marizing, and reporting the financial transactions of your organization. A written record
of your financial history is another benefit. Ultimately, you and your board should be able
to use accounting information to make sound financial decisions and as an aid in future
planning for your organization. The specific information that you get from a good book-
keeping system will do the following:
1. Tell you where your revenues came from and where they have
been spent
2. Assist in budgeting and calculating fund raising needs
3. Assist in preventing the misuse of funds
4. Save money by identifying wasteful or inefficient spending
5. Provide the basis for determining the cost-effectiveness of
each of your programs
6. Provide the information needed to construct required finan-
cial statements
Demands are placed upon an organization's administrators to provide detailed, accu-

rate cost information about the services they provide. Funders, government bodies, clients,
and consumer groups will ask for this information, and you must have the means of pro-
viding it. The future of your programs may depend on the quality of the financial infor-
mation you can provide. The board of directors is responsible for ensuring that such in-
formation is available.
It is highly desirable to use an outside auditor—a CPA firm—to validate the finan-
cial information that is presented to your external publics, and some funders may require
audited financial statements.
Many of the basic bookkeeping procedures commonly used by nonprofit organi-
zations are similar to those used by commercial enterprises. However, nonprofit organi-
zations are also required to follow some procedures that are unique to their type of opera-
tion and sources of revenue.
Accrual Accounting
One decision to be made is whether to use an "accrual" or a "cash" basis bookkeeping sys-
tem. In a cash-base system, revenue is recorded when received (receipts) and expenses are
recorded when paid (expenditures). In an accrual system, revenue is recorded when it is
earned, which may be several months before or after it is actually received (that's when
you wind up with "accounts receivable" for payments to come) and expenses are recorded
Accounting 75
when they are incurred, which may be before or after they are actually paid ("accounts
payable" for payments still to be made and "prepaid expenses" for payments made before
all of a given service has been provided to you).
In general, the information provided by an accrual bookkeeping system is more
useful to an organization and anyone else with an interest in its financial condition than a
cash system would be; accrual accounting provides a more accurate, total financial picture
for a given period. Among other entries or adjustments, knowing both the amounts due
to the organization and the amounts it owes to others means having more adequate infor-
mation on which to base a financial assessment and to use in making financial projections.
However, accrual systems are more complicated and time-consuming, which is disadvan-
tageous to small nonprofits. An alternative is to keep the books on a cash basis, with an
outside accountant helping you make accrual adjustments for year-end financial reports.
The Bookkeeping System

As stated earlier, bookkeeping procedures provide a means of documenting, recording,
summarizing, and reporting your financial transactions. This section will address, very
briefly, the basic components of a simple bookkeeping system.
Financial transactions, including cash receipts and cash disbursements, are recorded
in chronological order in books called journals. Several types of journals may be kept by
an organization, depending on the type of information that is to be recorded. All cash and
checks received are entered in the cash receipts journal in columns with various headings
under which you can record each item according to which type of income it is. All checks
that you write from your operating account are entered in the cash disbursements journal
under appropriate expense categories.
Your cash receipts journal should be used to back up the information that appears
on your regular bank deposit statements. A receipt should be issued for each transaction.
Bank deposits should be made regularly and frequently. Deposit slips should be made in
duplicate, with a copy kept to assist in reconciling the bank account at the end of each
month and for verification against the cash receipts journal.
It is important that all cash receipts be documented. (Not doing this is a common
failing in record keeping among nonprofits.) Numbered receipts should be issued for all
cash received; thank-you letters should be sent for all donations, and copies of them filed;
and the vouchers or stubs of all checks received should be kept to document your deposits.
Also, your agency should get an endorsement stamp from the bank so that you can
immediately endorse all checks when they are received in the mail. The endorsement stamp
should read "For Deposit Only to the Account of [your organization's name]" and should
include the bank account number and the name of the bank. Alternatively, and especially
76 Accounting
if you receive a large number of checks as the result of fund raising campaigns, you can
have the checks sent directly to the bank by the use of a lock box. This provides stronger
protection against theft or misuse of funds. Even in the smallest organizations, it is recom-
mended that cash and checks be received and the mail opened by someone other than the
person who makes the deposits. A separate list of all the checks and cash received should
be kept by this person on a daily basis, and a copy of the list should be passed on to the
bookkeeper. This control mechanism is very important, but it is all too often overlooked
in agencies that feel they do not have sufficient staff. In addition, if possible, the person
who touches the cash should not also touch the books.
Your cash disbursements journal is used to record all of the checks that you write.
You must document why each check was written. When it is appropriate, documentation
should include a copy of the bill covered by the check. The bill should be marked with the
date, check number, and amount paid. If there is no bill, there should be a simple request
form that agency staff members can use to request checks for items such as postage, con-
ference preregistration, and mileage reimbursement. This form should include date, amount,
payee, reason for payment, the name of the person requesting the check, and the signa-
ture of someone authorized to approve the expenditure. Your organization should have a
procedure whereby all purchases are authorized for payment before checks are written. If
this is not possible, the executive director should personally initial all bills before signing
the checks for payment.
For control reasons, it is best that all operating checking accounts require two sig-
natures for checks, but at least two signatures should always be required for large amounts
("large" for a very small nonprofit might be $50 or more; for a larger nonprofit, $1,000 or
$2,000 or more). The usual method is to require that both the executive director and one
of the corporate officers of the board of directors sign checks. In the absence of the exec-
utive director, two of the other designated officers sign. Relevant documents, such as the
original bills or request forms, should be presented with the checks for signature.
The cash receipts journal and the cash disbursements journal are used to record
money received and money spent, but if there is a paid staff, a separate payroll journal
should be kept that records the amount earned by each employee, the amount withheld for
taxes, the amount paid for benefits, and the amount paid to the employee. Sales or fees-
earned journals should also be kept when this type of income is received regularly by your
agency. An accrual-basis accounting system also requires an accounts receivable journal and
an accounts payable journal.
The procedures outlined above concern the documenting and recording functions
of the bookkeeping system. The summarizing function is performed by the general ledger.
This is a book with a separate sheet for each category of assets (bank accounts, petty cash,
accounts receivable, furniture and equipment), liabilities (accounts payable, loans), income
Accounting 77
(grants, contracts, fees), and expenses (rent, salaries, supplies, and so on). At the end of
each month, all of the entries in your journals are totaled and the total for each category
of expenses and income is entered onto the appropriate page of the general ledger. Each
of these categories is called an account. In order to save time and make record keeping eas-
ier, each account is usually assigned a number. The list of these numbered accounts is re-
ferred to as the chart of accounts.
Accounting software is available for various types of personal computers, and there
are several programs that are relatively easy to use (well, at least you don't have to be an
accounting professional to use them).
Financial Accounting Standards

The Financial Accounting Standards Board sets the accounting standards for various types
of organizations, including nonprofits. Its standards are labeled by EASE number, for ex-
ample, FASB 117 (FASB is pronounced FAZbee). You can put together financial reports
in various ways to satisfy internal requirements, but three particular annual financial state-
ment approaches are required by FASB to focus attention on the organization as a whole:
the statement of financial position, the statement of activities (your annual operating state-
ment), and the statement of cash flows.
Statement of Financial Position

If you ever learned the most basic accounting concepts, you probably knew the
statement of financial position as a "balance sheet." It shows "assets" (what you own, such
as cash, investments, facilities and equipment), "liabilities" (what you owe or other finan-
cial obligations, such as loans you've taken out and accounts payable), and "net assets"
(what's left after you subtract liabilities from assets).
The minimum information that should be displayed in this statement is the total
net assets broken down into unrestricted, temporarily restricted, and permanently restricted.
As the name implies, an unrestricted net asset can be spent as you (or your board) decides.
A temporarily restricted net asset is one that can be used only for a certain purpose for a
certain period of time — for example, earnings from an endowment that can be used only
for a designated purpose for a certain number of years. A permanently restricted net asset
is one that can never be used for anything but a designated purpose.
Statement of Activities
At a minimum, your statement of activities (your annual operating statement) should
show the change in net assets during the past year for the organization as a whole, the
78 Accounting
change in each of the three classes of net assets mentioned above, and whether any items
were moved from one net asset class to another.
Statement of Cash Flows

The statement of cash flows provides information about the cash receipts and cash
disbursements of the organization. In addition, donors' pledges (unconditional promises
to contribute) must be included in the financial statements in the years the pledges were
made. Thus, if your nonprofit receives a three-year grant commitment from a foundation,
the entire three-year sum must be recognized as revenue on your financial statements in
the year of the promise. If, however, the foundation indicates only an intention to give,
with no actual pledge, this does not constitute a promise.
An example would be a promise to match other grants you are able to secure. In
addition, pledges will need to be adjusted for the time value of money and the likelihood
of collectibility. (Time value, also called present value, means that a dollar in hand today is
worth more than a dollar you get a year from now. You can invest the dollar if you have it
today and earn interest on it. Adjusting the value of pledges for their time value and col-
lectibility is something to discuss with that accounting expert you're going to try to com-
mandeer as a volunteer!)
Copies of EASE standards may be secured from FASB's Order Department, 401
Meritt 7, P.O. Box 5116, Norwalk, CT 16856, or from an accounting firm, which can also
provide you with sample exhibits currently being used by nonprofit organizations (see also the
bibliography).
Accounting for Donated Services and Materials

Nonprofit agencies depend heavily on time donated by volunteers and contributed supplies
and equipment. In many instances, an organization could not carry out its operations with-
out these "in-kind" contributions. It is important, therefore, that your agency account for
such contributions in order to provide a total picture of the costs of your services.
As a rule of thumb, you should include in your financial records and reports those
contributed items or services for which you otherwise would have had to pay and without
which you would be unable to function. Common examples are donated office space and
equipment and use of another organization's printing and copying machines.
In order to count these materials and services as contributions and then as expenses
in your program, you must do three things: (1) be able to document that you did receive
them, (2) assign realistic values to them, and (3) have total control over them once they
Accounting 79
are donated to you. Accounts of donated material and services not only show the total costs
of your program, they also provide excellent public relations tools. Such figures show fun-
ders the interest in your organization that others have expressed through donation of time
and materials.
Incidentally, volunteer fund raising efforts usually are not recorded, because they
do not directly fulfill the organization's objectives or provide services to clients.
Functional Program Accounting

Functional program accounting is a bookkeeping/accounting method, also known as cost
accounting, in which costs are assigned to each of the programs an agency may run and to
its management and fund raising functions. Program accounting is designed to answer
the question: How much does it cost to operate program A and program B? How much is
spent on fund raising? On agency administration? Accounting for each program's costs
separately helps you to have a complete financial picture of your organization and to de-
termine the "unit cost" of each program, such as the cost of serving each client or the cost
of one hour's service. Such information allows you (and funders) to compare the cost of
your program to similar ones in the community, and it allows you to see the results of your
fund raising efforts in relationship to their costs. It also allows for better budgeting for fu-
ture needs.
Increasingly, funders, government bodies, and various auditing agents are requir-
ing that the organizations they audit follow program accounting methods. (If your organi-
zation expects to secure more than $100,000 per year in federal funds, in which case certain
prescribed federal audits are required, the federal rules are very specific about allowable
methods of cost allocation. Failing to do so can cost you big bucks!)
Assigning costs requires carefully followed procedures and detailed record keep-
ing: maintaining detailed time records for employees, having purchases authorized by pro-
gram supervisors so that the bookkeepers know how to charge the costs when checks are
written, and determining how office space is actually used by your program. Many costs
are then allocated on the basis of percentage of time spent or space used in a given function.
Detailed, consistent record keeping by all employees is essential if you are to ac-
count for the costs of each of your programs. It's not uncommon for staff people to resist
preparing the detailed paperwork that such a system demands; the agency administrator
should explain the importance of such cost analysis as an aid to providing better and more
effective services to the agency's constituency. If staff members are involved in program
planning and budgeting, they are likely to be more willing and able to document income
and spending appropriately.
80 Accounting
Financial Reports: Telling It Like It Is

It is from the summary of your financial transactions in the general ledger that you prepare
financial reports. In addition to the financial statements established by FASB, as outlined
earlier in this chapter, your reports may take many forms, depending on the organization
and its internal needs and the needs of interested persons and organizations outside the
agency. No matter how many or how few, how simple or how complex your financial re-
ports are, there are some general criteria to follow.
Financial Reports Should Be Clear

Any person taking the time to read one of your financial reports should be able to
understand it. Understandable tides, clear descriptions, and simple format are essential.
In-house jargon or codes that would not be understood by someone outside the organiza-
tion should not be used.
Financial Reports Should Be Consistent

The same methods and the same way of presenting information should be used
every time a particular report is produced.
Financial Reports Should Be Concise

Reports should be kept as short as possible, so that no one will get lost in detail.
There is nothing wrong with presenting two or three short reports rather than one long,
detailed one. In some cases, you may wish to distribute one report or set of reports to the
public and reserve a more detailed set for your board of directors.
Financial Reports Should Be All-Inclusive

Your financial reports should provide a total picture of all the activities of your or-
ganization. Reporting on separate programs and funds is important. Even when you keep
your books on a cash basis, every effort should be made to include accrued income and
expenses in these reports to give a full picture of your financial position. In other words,
periodic financial reports should report income earned or pledged but not yet received
and debts owed but not yet paid.
Financial Reports Should Be Comparable

Your reports should have some point for comparison so that the reader will have a
basis for arriving at some conclusion about your financial activity over a period of time.
Accounting 81
This can be in comparison to planned budget figures or to amounts from a corresponding

period of time in the previous year.
Financial Reports Should Be Timely

Reports should be issued on a regular (monthly or quarterly) basis, and they should
be prepared as soon after the end of the period as possible. Otherwise, they lose their sig-
nificance and usefulness.
You Must Know What Financial Reports Are Required

Nonprofit organizations may be required by state law to submit annual financial
reports. This requirement may depend on the amount received in annual contributions
and other revenue. Your state may or may not require that any annual financial report be
prepared by a certified public accountant. The state department of commerce can tell you
whether or not you are required to submit an annual financial report. An annual audit by
a CPA is also required by some funders, and this can be a helpful financial review for an
organization itself. Your board members or an accounting aid association, if there is one
in your city, may be able to help you understand how to prepare for an audit and how to
select a firm to do it. You may even get help in locating volunteer or low-cost accounting
services.
You, Your Board, and Your Money

Proper use of your money is safeguarded by a number of financial control practices within
your organization. The usual term used to refer to these is internal control. As you have
seen, internal control takes many forms, such as dual-signature checks, approval of expen-
ditures, and controlled handling of cash. In addition, governance (your board of directors)
plays a very important role in financial control. Final legal responsibility for your organi-
zation rests in this body. Too often, simple steps for guaranteeing the board's input and
the ultimate responsibility of the board are forgotten.
The fiduciary responsibility of the board of directors includes the review and ap-
proval of written financial management guidelines and policies (such as requiring an annual
balanced budget and a certain cash reserve) and guidelines for entering into contracts and
leases. The board should discuss and approve your agency's budget (this could also include
the participation of a board committee in the preparation of the budget). The board also
should discuss and approve your agency's periodic financial reports. All contracts should
be approved by the board, and they should be signed by a board officer and the executive
director. A written limit should be placed on the dollar amount and types of expenditures
82 Accounting
that can be authorized by your executive director without board approval, and all other ex-
penses should be approved by the board, with documentation in the minutes of the board's
meeting. A board member should approve all payments for personal expenses incurred by
the executive director.
An audit of your books should be conducted annually, and the auditor should, in-
dependent of the staff, report the results of the audit to the board of directors.
Don't minimize the board's financial involvement and responsibility by bypassing
the procedures outlined above. Requiring the board's knowledge of financial operations
and involvement in financial decision making can ensure effective control of your organi-
zation's money.
Fund Raising: Finding the $$$$
What kind of funding strategy will keep your organization operating effectively? Who will
fund your activities? How do you successfully approach potential funders — foundations,
corporations, other businesses, government, and individuals? Will you focus on annual
giving by foundations, corporations, and individuals, or will you also use special events,
try to create an endowment, or establish a "planned giving" program?
This chapter is an introduction to fund raising strategy, developing funding sources,
and soliciting contributions. The information included in this chapter does not reflect
everything that could be said about philanthropy and how to raise funds, but this book's
bibliography lists some valuable books and other materials that will help you. Most of the
reference books listed are available in the Foundation Center collections located in more
than eighty libraries throughout the United States—useful starting points for research
on fund raising. For more information on the Foundation Center, see "Sources of Assis-
tance" in the back of this book. You should also call other nonprofit organizations to find
out if useful seminars on fund raising are available in your area.
Writing grant proposals, soliciting contributions from individuals, and other fund
raising techniques are crucial skills that most new nonprofit organizations must acquire
early in their development. Both the board of directors and the executive director of the
organization should be active in fund raising. Other volunteers can be trained to help as
well, especially in soliciting donations from individuals. A sound strategy, research to iden-
tify realistic prospects, and an investment of time and energy to learn the basics of fund
raising will be critical to your success. 83
84 Fund Raising
Funding Strategies
You need dollars for general operating expenses—rent, utilities, administration, and so on.
You require money to run your specific programs—art shows, social services, educational
courses, whatever. You may need financial help dedicated to short-term projects—strate-
gic planning, setting up a computer system, surveys. And someday you may undertake a
capital campaign—raising money for your own building or an endowment fund—and you
may establish a planned giving program. (An endowment fund consist of assets contributed
by one or more wealthy individuals and/or a number of foundations and corporations.
The assets are invested to produce annual income available for general operating expense
or designated uses. Planned giving involves a major gift that fits a particular donor's financial
needs, e.g., a way to make a major contribution to a favorite charity through a will, living
trust, life insurance, annuity, or other means.)
To raise money, you must identify the best sources for each type of financial need.
You've probably been on the receiving end of standard, mass-mailed letters asking for your
personal donation. That kind of approach will not work with foundations, corporations,
government, and other institutional funders. And even mass mailings to individuals gen-
erally target people who have been identified as having potential interest in the appeal.
Some institutional funders (foundations, businesses, associations, and government)
will provide ongoing general operating support; some want to provide grants only for
programs; some will never make capital grants; and some will consider all of the above.
Some funders focus on a few charitable areas, such as the arts, neighborhood development,
youth services, education, protecting the environment, or human rights advocacy.
Most funders have written guidelines as to what they will fund and how you can
apply for grants. Many foundations and corporations with major charitable giving pro-
grams issue annual reports, which generally list actual grants. Do your homework, so that
your time and resources are focused on funders most likely to be interested in your
programs.
Individual donors who respond favorably to what you're doing and who you serve
are usually a good source of funds for general operating support.
Both as you first devise your strategy and periodically thereafter, try to see your-
self as funders may. Place yourself in the position of those with the money to give and re-
view what you are telling potential funders about your organization and its programs.
Would you be impressed? Honestly, now—impressed enough to give some dollars?
Listed below are the critical questions you will need to ask yourself as you devise
your fund raising strategies (much of this should already be included in your organization's
strategic plan).
Fund Raising 85
Has Your Program Been Clearly Defined and

the Community Need Documented?
Have you clearly described the mission of your organization (in other words, the
reason it exists) as well as its vision (what it intends to be), the purpose and goals of its pro-
grams, and how you pursue those goals? Does the program for which you are soliciting
funding really fulfill a significant need in the community?
Does Your Program Duplicate Services Offered Elsewhere?

Show that you are aware of any other organizations that are working in your prob-
lem area and explain why your program offers something of value not otherwise available
or show that the need is great enough to warrant an additional nonprofit to serve that need.
If you have coordinated your program with other agencies, be sure to say that.
Your referral and resource network should be outlined. If you are duplicating ser-
vices provided by others in order to demonstrate alternative methods or strategies, explain
the differences in your approach to the problem and why those differences are worth
funding.
Has the Credibility of Your Agency Been Established?

This is a highly subjective judgment on the part of the funder. One measurement
of reliability is your track record, if you have one; that is, how has your program per-
formed in the past? If, as is likely given that you're reading this book, your organization is
new, what other efforts have you (the staff, volunteers, and board members) been involved
with that relate to the mission of your organization and the services you provide? Who in
the community supports your project? Have you involved the potential users of your pro-
grams in designing those programs?
Who Is Involved?
This is closely related to your credibility. Who are your staff members (paid or
volunteer)? The ability of the staff to carry out the program and of the board to direct the
organization responsibly and raise funds necessary for ongoing support should be explained.
Who is serving on your board of directors? Information about board members' corporate
or other affiliations will be of interest to many potential funders.
Exactly what the board's role in fund raising will be needs to be resolved. Board
members may be most effective in helping to raise money from individuals and in helping
you make contacts with institutional funders.
86 Fund Raising
Is the Proposed Budget Realistic?

Does your budget provide funds sufficient to accomplish your program's objectives
and yet reflect your cost consciousness?
Where Else Are You Seeking Funds?

Most funders are reluctant to be the sole source of support for a nonprofit. Your
proposal should indicate who else you are approaching, demonstrating your attempt to
involve a range of funding sources. Will the contribution of this funder stimulate giving
by others? (Often, one or two funders in a community are viewed as leaders in philanthropy
by other funders; securing a grant from such a funder can open doors to others.)
What Are Your Future Funding Plans?

If your project is to be ongoing, how will the program be maintained when cur-
rently requested funds run out? Many funders (especially foundations) don't want you
leaning on their shoulders too long. If you don't have confirmed plans, you should at least
indicate that you have been contacting possible sources for future funding. Discuss whether
you charge fees for your services, including who pays the fees, how much the fees are, and
whether or not you use a sliding scale based on clients' financial resources or other factors.
What Changes Will Your Program Make in Your Clients? In Your Community?
Have you developed specific, measurable objectives? Clearly describe, in quantita-
tive terms, the changes you want to facilitate in your clients and in the community. Make
sure that these projected outcomes are realistic. You must have measurable objectives in
order to evaluate the effectiveness of your program.
How Will You Know Whether You Have Accomplished Your Objectives?
The criteria you plan to use to monitor your progress should be described in your
proposal. Develop an evaluation process. Will the evaluation be internal or involve outside
consultants? What instruments and forms, if any, will you use? An evaluation plan will
not only give your funders a means of judging your effectiveness, but more important, it
will allow you to refine and improve your program as it develops.
The Case Statement

A case statement explains why your organization exists and why it should be funded. The
answers to the above questions will help develop the statement, which should include the
following:
Fund Raising 87
• An overall, clear (but concise) description of the organization—

when founded, why, mission, vision, and any unique character-
istics. You should be able to take this right from your strategic
plan.
• An outline of the population and geographic area served, the
services or programs provided, how provided, growth, recent
developments, and any evaluations of the impacts your services
or programs are having. Document the needs of your target
population for the services you will provide and the extent to
which your program will respond to those needs. Indicate how
you assessed these needs, such as through a survey, other re-
search, interviews, or government data. Beware of jargon and
be sure to define your terms.
• A list of the resources required to fund your organization and
its programs. Include any actual or expected "earned income,"
that is, money you earn from ticket sales, fees, merchandise,
and the like. List existing flinders.
• Information on the board of directors, other volunteerism,
and any sponsorships, endorsements, or affiliations with other
organizations.
The reader of the case statement should be able to understand exactly what your
organization is all about, its importance to the community, how it operates, who it serves,
and why the reader should care about enhancing your capacity to achieve your mission. It
will be your principal source document for developing grant proposals, recruiting a board
of directors and other volunteers, and communicating with the community.
Funding Sources
Foundations
There are more than twenty-seven thousand active U.S. foundations (which are
also tax-exempt nonprofits). Some foundations are huge; some are small. Some focus on
one or a few types of programs; some are willing to fund a broad range of nonprofit en-
deavors. Foundations don't fund only big nonprofits. Increasingly, many are funding smaller
projects serving low-income neighborhoods or other grassroots efforts. Regardless of size
or program interest, foundations tend to fall into one of the following categories.
Independent Foundations: Most foundations fall into this category. Independent foundations
may be local or national in scope, and their endowments may have come from an individ-
88 Fund Raising
ual, family, or group of people. They may have a broad charter for grantsmaking, but many
limit their giving to well-defined program areas. They may have large, full-time staffs and
prestigious boards of directors drawn from the community, or the founding family may
control governance and giving.
Within this broad category are such large, national, wide-reaching foundations as
the Ford Foundation, the Rockefeller Foundation, and the Carnegie Foundation (despite the
large scope of these foundations, they do not necessarily exclude small local organizations
from consideration for grants); special purpose foundations, established usually through a
will or a trust to give money to one specific cause — a scholarship fund or a specific college,
for example; and so-called family foundations, established by wealthy individuals, includ-
ing highly successful entrepreneurs, or families, which fund charitable programs accord-
ing to the donors' wishes (local institutions and causes favored by the donors are the usual
beneficiaries) and often governed by family members.
Community Foundations: These are professionally staffed foundations that receive money
from many local sources (smaller family foundations, gifts, and estates) and distribute it to
local causes. One staff, then, does the work for many funding sources and small founda-
tions. Community foundations are usually governed by boards made up of prominent lo-
cal citizens.
Although most of the funds handled by community foundations are designated for
specific beneficiaries or service areas, often these foundations have some open-ended and
unrestricted funds available for other causes. A wide variety of programs are supported by
community foundations, due to the broad range of their donors' interests. The oldest com-
munity foundations in the United States are the Minneapolis Foundation and the Cleve-
land Foundation.
Corporate Foundations: Corporate foundations are separate legal organizations set up with
their own assets by business corporations. Although legally independent of the sponsoring
company, the corporate foundation is generally governed by trustees who are also company
officers. A corporate foundation often focuses its contributions in communities where the
corporation operates and in service areas of interest to the corporation or its employees.
Foundations of any kind almost always have printed guidelines available that cover
what they fund, how to apply for grants, and so on.
Corporations and Other Businesses

Many corporations operate direct-giving programs, funded by annual pretax earn-
ings, rather than make grants from corporate foundations (some do both). Often these
grants are administered by professional staff who sometimes work in the corporation's
Fund Raising 89
"community relations," "public affairs," or "public relations" department. They may fund
a broad range of charities where the company has branches; focus only or principally on
the corporation's headquarters city; make grants without any geographic limitation; con-
sider any kind of charity; focus on business-related interests; or make grants independent
of the corporation's business interests but give preference to one type of giving, such as
the arts, education, or a particular type of human service. As with foundations, corporations'
giving functions generally have printed guidelines available that cover what they are will-
ing to consider funding.
Other businesses — accounting and law firms, retailers, small and medium-sized
manufacturers and service businesses—may also make charitable contributions, and some
will offer pro bono services (professional services provided without charge), in-kind gifts
(such as a computer manufacturer providing free or heavily discounted equipment), or
other noncash contributions (e.g., used furniture or other equipment a company is replac-
ing, printing services).
Membership Organizations
Membership organizations—such as service clubs (Kiwanis, Lions), fraternal or-
ganizations (Elk, Moose), civic/business associations (chambers of commerce), professional
societies (bar associations), and women's organizations — also donate funds to projects of
interest to them. The proposal process for seeking funding from such organizations usu-
ally is less formal and more personal than the process required by larger funders. Gener-
ally, such organizations give small amounts to local community and neighborhood pro-
jects. A good way to access these sources of funds is to offer to make presentations on the
community needs your program serves at these groups' periodic membership meetings.
Religious Groups
Citywide and national units of churches, synagogues, and other religious groups
can also be important sources of funding for some programs.
Federated Fund Drives

United Way and other combined appeals annually conduct a centralized fund rais-
ing campaign among individuals, businesses, and foundations and disburse these funds to
affiliated agencies. Although usually affiliated with the national United Way, each com-
munity United Way organization functions autonomously. Larger United Way organiza-
tions have full-time, professional staffs and are governed by a board of directors composed
of community members. In addition to fund raising, larger United Way units also provide
90 Fund Raising
planning and coordination for member agencies. In addition, some provide some manage-
ment support and program evaluation services to member agencies.
Generally, the application process for becoming part of a United Way or other
combined appeal must begin at least a year before the next funding period. Although new
agencies may apply for membership in most of these federated fund drives, only a small
amount of funding generally is given to agencies and programs in their early stages of
development.
An agency that receives money from a federated fund drive may be required to
participate in public presentations of the fund drive, have an agency representative serve
on a committee, or provide other support.
Contributions by Individuals
Developing individual gifts can take a greater investment of time, and sometimes
money, than securing grants from foundations, corporations, and other institutions, but
such gifts are often more stable than grant funding over the long haul.
Public Funding Sources

On the other side of the coin is government funding. Many nonprofit agencies re-
ceive some, most, or all of their money from one or more government units. Government
funding is available at several levels — federal, state, county, and city.
Public funding differs significantly from private funding in the proposal process,
accountability requirements, and guideline compliance (e.g., in the area of hiring practices).
Public funding takes one of several forms:
Grants: funds awarded by a government unit to private institu-
tions or state or local units of government for the support of
programs originated and defined by the agencies themselves.
Project grants provide funds for service delivery, research, train-
ing, technical assistance, facilities, and equipment.
Contracts: funds awarded by a government unit to public or pri-
vate agencies through contracts, which are legal agreements,
to purchase assistance in carrying out its own program goals.
Such assistance can include surveys and studies, evaluation ser-
vices, human resource services, consulting, training, confer-
ences, and production of publications and other materials.
Request for Proposal (RFP): solicitation of proposals for a grant or
a contract for a specific service or activity outlined by the RFP.
Fund Raising 91
Purchase of Service: a means by which a government agency, rather

than delivering services directly with its own employees, can
provide for delivery by contracting with private agencies to
provide the services. The government unit, in effect, buys ser-
vices for its clients from private agencies through purchase of
service agreements.
It may be harder to figure out the most appropriate public funding source from
which to seek support than it is to choose which private resources to approach. Maintain-
ing informal contacts and keeping up-to-date on funding activities related to your field
are especially important. In addition, you should do the following:
• Find out which local and state government units relate to

your service area. If they issue newsletters, get on the mailing
list.
• Know and contact legislators (both state and federal) on key
related committees.
• Identify and attend conferences in your field (local, regional,
and, if possible, national). The contacts you make there can
be invaluable.
• Talk to others from similar programs who have recently re-
ceived public funding.
Fees for Service

This type of funding is more appropriate for some types of programs than for
others, depending on the clients involved and the services offered. In some cases, third-
party fee payment is possible. For instance, payment for chemical dependency treatment
may be covered by the medical insurance of the client. Other programs charge fees ac-
cording to a sliding fee scale based on the client's income and ability to pay. Sales of pub-
lications produced by an organization are also considered fees for service, as an organiza-
tion's membership fees may be.
Fees for service usually constitute only a small portion of a nonprofit organization's
projected income because of the objective of providing services to those who need them,
regardless of their ability to pay. Nevertheless, private and public funding sources often
want the programs they support to charge fees, however small, to those clients who can
afford them.
92 Fund Raising
Developing Grant Proposals
Planning
The first step in looking for funding is to ask yourself the simple question stated
earlier, which you must keep constantly in mind: Is the program you are proposing truly
worth funding? You must have not just a worthwhile idea, but a well-planned and care-
fully defined program that will appeal to others. Potential funders must be able to get a
clear understanding of what it is you are asking them to support.
The case statement, outlined earlier, is your starting point for developing the grant
proposal along the lines of what each potential funder has established as what it wants in-
cluded in applications for grants. Throughout the early planning stage, write down key
points and ideas that may be useful during proposal writing. Proposals should be written
only after the purpose and scope of the program have been carefully delineated, its rela-
tionship to existing community resources outlined, and methods and target population
defined.
During the planning stage, you also should gather documentation of the needs
that your program proposes to meet. Such documentation should include demographic
and census data related to your service area that give basic information about your target
population (age, education, income, and so on) and the extent of the problems you are ad-
dressing (rates of drug abuse, unemployment and crime, extent of deteriorated housing,
degree of environmental damage, or whatever). Such data are available from state, county,
and city departments in the areas of health, welfare, crime and delinquency, planning, recre-
ation, and law enforcement. Private agencies that serve the same target population you
will also should be able to give you information in these areas. Any studies and reports,
especially local ones, that are related to your program area may alsd provide documentation.
In addition, outline the services currently available to your potential constituency.
What services will you provide that differ from those already available? How will your
program interact with these? Your program will not be viewed in isolation; it will be con-
sidered as part of a network of services and programs. You must be able to explain where
your organization will fit into that network.
Contact other persons involved in your field, especially those whose agencies your
program will be working with, receiving referrals from, and making referrals to. Other
support and input should be solicited from related bodies or from legislators. Get this in-
put early in the planning process and identify those people who support your proposed
program and are willing to serve as references for potential funders. Solicit letters of sup-
port from such contacts.
Fund Raising 93
You need to follow these steps if you are going to persuade funders that your pro-
posal is necessary and worthwhile and ensure that you develop a program that will be ef-
fective and responsive to the needs of those you serve. If you cannot persuade any funders
that your program is worthwhile, it may not be!
Identifying Potential Funding Sources

Identify the funders that seem the most likely possibilities. You can use the direc-
tories and other resources described in the bibliography to develop a list of possible fun-
ders for your program. Once you have your list, telephone or write for copies of the fun-
ders' guidelines for grantsmaking and annual reports of their giving (not all funders produce
annual reports, but those that do usually list the organizations to whom they have made
grants).
Does your program fall within their interest areas? Have they funded similar pro-
grams? Do your funding needs fit within the range of their average grant size? Is the tim-
ing of their grantsmaking process favorable (or will you just miss a once-a-year deadline)?
Next, narrow your list to several likely possibilities. For each of these sources,
study (1) the application procedures and deadlines if any (it is important to follow the
guidelines exactly in preparing your proposal); (2) the reporting requirements, if funded;
(3) how granting decisions are made and by whom; and (4) the likelihood that you could
develop a good working relationship with this funding source.
It is important to consider the side effects that can come with funding from some
sources. Occasionally, funders try to exert control over the programs they fund and require
changes. Some (government funding units, in particular) require extensive reporting and
conformity to specific guidelines. Such side effects can require much time and some com-
promise on your part. Your group must decide whether the requirements of a particular
funding source are acceptable.
Write each source a letter outlining your program (form letters should never be
used), explaining who you are, what you plan to do, how you will do it, and how much it will
cost, and asking for the opportunity to present a complete proposal for your program. If you
can arrange it, a personal meeting with the funding source could take the place of this ini-
tial letter. If not, follow up your letter with a telephone call to request a face-to-face meet-
ing. This initial contact is important. You can save time and money if you can avoid send-
ing proposals to funding sources that are not interested or for which you do not qualify.
If the funding source is interested, elicit advice about your proposal's content, for-
mat, and length and any other suggestions that may improve your chances of obtaining
funding.
94 Fund Raising
Finalizing and Submitting Proposals

The length of a proposal should generally be related to the amount of money re-
quested. For instance, don't submit a twenty-five-page proposal for a $3,000 budget. Small
grant requests need only short proposals, although most of the areas outlined should be
briefly addressed.
Most of the information to be included in your proposal should have been gath-
ered during your early planning stages. After the proposal has been written, test it out on
someone else — a few concerned (and frank) critics who will read the proposal and offer
suggestions. (The chapters in this volume on planning and budgeting will also be helpful
for proposal planning.)
As noted earlier, many of the places to which you will send proposals (foundations,
corporations, and government agencies, in particular) will have application forms that must
be completed. Some may merely outline broadly what the proposal should include. Be sure
you have the most recent proposal guidelines and application forms. Usually, the guide-
lines will ask you to include the following sections.
Overview. Briefly summarize your program, who you are, what you propose to do, and
how much money you need. This could be in the form of a cover letter. The summary is
important because it is the first thing the funding source will read and it may be used for
an initial screening process. This is where you first "sell" your program to your potential
funding source.
Organization's Qualifications: In the body of the proposal, describe the background and
history of your organization, your community support, and the past accomplishments of
your organization or of your staff and board members. The proposal should explain how
the organization got started and why. Letters of support from key community members
and representatives of other agencies can be included in an appendix. Copies of any news-
paper articles about your program or those involved in it can also be included.
Problem or Need: Document the problem: the existing conditions, their scope, and their
impact on the community. You should refer to important statistics, related reports, surveys,
and assessments of the problem by community representatives and professionals in the
field. The problem should be defined in terms of what your program can realistically ad-
dress. If the problem appears too overwhelming to funders, they will feel that your pro-
gram and the money they put into it will never be able to have an impact on the problem.
You should be specific as to what you think your impact on the problem will be.
Goals and Objectives: Your proposal should describe the intended outcomes of your pro-
gram and its effect on the problem you have described. Again, you must be realistic. Your
objectives should be achievable. They should also be measurable, and they should refer to
Fund Raising 95
the changes that will be brought about through your program. The goals and objectives
should follow directly from your definition of the problem. You must not confuse methods
with objectives. (You should be able to extract the goals and objectives from your strategic
plan.)
Methods or Strategies: Statements of objectives speak about outcomes; statements of meth-

ods or strategies describe the processes or means used to reach objectives. Outline the ac-
tivities you will conduct to accomplish your objectives, including a timetable, if possible.
You should include your rationale for using particular methods instead of others. (Again,
these strategies should already be in your strategic plan.)
Staff: Your proposal should include a description of the responsibilities and qualifications
of the program's staff and may outline the structure of the organization (include an orga-
nizational chart of decision-making processes).
Evaluation: Describe how you will measure your program's effectiveness and whether or
not you have achieved your goals and objectives. Indicate whether the evaluation will be
conducted in-house or whether you will use an outside consultant.
Future Funding: If the funding source is not being asked to fund the entire program, where
will the rest of the funding come from? Outline your present and future plans for fund-
ing. Funders look for a well-planned funding strategy that indicates you are not perma-
nently or totally dependent upon them and that you have thought out your funding future
realistically.
Budget: The proposal should list your anticipated expenditures, including salaries and ben-
efits, rent, utilities, equipment, supplies, and so on. It should also outline projected income.
The budget should be realistic. Are you trying to run a $100,000 program on a $50,000
budget? Or are you asking for $100,000 for a program that could be conducted for $50,000?
If your objectives and methods do not match the scope of your budget, your credibility
could be damaged.
Appendix: Copies of your letters of support, staff resumes, list of board members, letter of
tax exemption (a must), and any statistical charts and newspaper clippings about your or-
ganization should be attached to your proposal as an appendix.
Cover Letter: Proposals should be typed and accompanied by a personal cover letter ad-
dressed to the director of the funding source. It is acceptable to submit identical proposals
to a number of funders at the same time. Each proposal, however, should ask for a specific
amount of money. You should not ask each funder for the total amount needed. As noted
above, most funders do not wish to be your sole source of support.
96 Fund Raising
The cover letter should indicate any other sources from which you are seeking
funds, any sources who have supported you in the past, and your long-range funding
plans (many sources do not want to fund you forever). You may also suggest a meeting to
discuss your request, but although personal contact is the best way to sell your program,
don't be surprised if the funder's staff are unwilling to make a "site visit" (i.e., come out to
your agency to see how your program operates) or to allow you to make a personal visit to
their office. Many funders are short staffed, considering what is expected of them (just
like nonprofits!) and, given the scads of applications sent to them, just don't have the time
to meet with everyone seeking grants.
Follow-up
Many funders will acknowledge receipt of your proposal. If you hear nothing within
a couple of weeks after you have submitted a proposal, you may call the funder to be sure
it arrived. (However, the staff generally will not appreciate calls asking about the status of
your request while it is under consideration.) The decision-making process may be a lengthy
one from your point of view. The funder's guidelines probably will at least hint at the time-
line, which may range from a few weeks to several months. If you don't hear of the fun-
der's decision when expected, then follow up with a telephone call.
If funds are not granted, ask the funder to explain the reasons for the rejection and,
if it is appropriate, ask whether you can resubmit your proposal at a different point in your
organization's development.
If you receive a grant, be sure you understand the reporting procedures you are
expected to follow. In some cases, periodic progress reports are required. Otherwise, report-
ing is usually left to your discretion. You should be prepared to give your funding sources
information about program activities (especially any major changes in the program), ex-
penditures, staff changes, and any other relevant data. Even if they do not specifically re-
quire it, send your program's annual reports to all your funding sources. It is important to
develop good ongoing relationships with your funders. They can be an important source
for ideas regarding program development, future funding, and community support. In addi-
tion, they can be used as references about your program when you approach other fund-
ing sources in the future.
Getting Donations from Individuals

Developing a base of annual individual contributors to your program requires a lot of work
and the investment of some money, but if you have a program that appeals to the general
public, or to individuals with a special interest that coincides with your mission, you can
develop a dependable, steady source of money for general operating expenses.
Fund Raising 97
Methods
There are a number of ways to secure contributions from individuals. Determin-
ing which ones will produce the best results for your organization and which you have the
resources to support will involve a lot of thought by you and your board. You may want to
set up a special committee to research, design, and oversee this effort.
Memberships: Many 501(c)(3) nonprofits have members. Some members may have voting
rights, but more often the members are simply donors with no other role to play. Unless
they receive something of value as part of their membership, their dues generally are tax
deductible. (An "incidental" benefit, such as a token mug, key chain, or poster, does not
necessarily reduce the deduction. Publications generally are considered by the IRS to have
no measurable fair market value if their primary purpose is to inform members about or-
ganizational activities and if they're not available to nonmembers by paid subscription or
newsstand sales. But if an organization's publication includes articles written for pay and
accepts advertising, it could be treated as a "commercial quality" publication having a
measurable market value. The IRS rules change from time to time, so secure the latest
rules from the IRS.)
Annual Fund: This is usually an annual solicitation, but it may be conducted throughout
the year. Some nonprofits use the annual fund drive not only to secure dollars but to recruit
volunteers. High-income people who have special interest in your work can be sources of
substantial annual gifts.
Planned Giving: Federal and state income tax laws can make bequests attractive ways for a
person with investments and other assets to make sizable gifts to favored charities.
Special Events: Fund raising dinners, auctions, and festivals are among the numerous ways
that many nonprofits have developed to encourage individuals to provide financial support.
Special events can also help you build a mailing list of people interested in the mission of
your organization that you can use for annual fund solicitations.
Develop a Step-by-Step Process

Raising money from individuals, like any other fund raising effort, involves a step-
by-step process:
1. You still need to develop the case statement for your pro-
gram—Why should a donor care enough to part with some
dollars to support your cause?—but appeals to individuals
require a more concise approach than do those to institutional
98 Fund Raising
flinders. Often, "anecdotal" material works well with individ-

uals—telling the story of a typical user of your service.
2. What kinds of people will find your cause appealing? (First, of
course, should be your board of directors and other volun-
teers already involved with your organization. They also may
be able to suggest other people who may be willing to con-
tribute.) Identify the "audience" with the greatest potential
ties to your program and that would seem to have the great-
est potential to give. Then identify others with some connec-
tion to your cause and who might have some interest and abil-
ity to give. Continue the process until you reach the point
where the cost of mailing fund raising letters or the effort re-
quired to make calls isn't practical given the probable degree
of success.
3. Figure out the best way (or ways) to solicit funds from the
individuals you've identified—letters, door-to-door calls, tele-
phone calls, benefits, other fund raising events, special calls
on high-income people, establishing a "membership" pro-
gram, and so on.
4. Try out your approach with a small group before you invest a
lot of your time, the time of your board and other volunteers,
and money.
5. If the results of your test or the full-fledged effort are disap-
pointing, talk to some prospects to figure out why.
6. Don't overlook acknowledging individuals' contributions and
keeping them informed of your activities, so they'll be primed
to renew their contributions next time you ask. If you are able
to secure large, noncash contributions, such as shares of stock,
federal tax law (as of this revised edition) requires that tax-
payers donating such gifts worth $250 or more obtain written
acknowledgment that states whether or not any goods or ser-
vices were provided in return for the gifts and, if so, their value.
Some Final Words

You and your dedicated volunteers can become adept at fund raising, but you must invest
some time in studying how others are successful at it and then devise a strategy that best
fits your organization's mission, capabilities, opportunities, needs, and so on. Read some
Fund Raising 99
books. If you're near one of the Foundation Centers, visit and study the myriad materials
available. Attend a seminar devoted to fund raising basics and then go on to one that cov-
ers raising money from individuals (if that will be among your strategies), grant proposal
writing (if you will be approaching foundations or corporations), benefit events (if that's
in the cards for you), and so on.
Don't forget that when you have successfully raised some money, you must have
in place the proper procedures to process and record the funds received and to produce
reports in accordance with established financial standards (see the chapter on accounting).
Human Resources: Building Your
Organization's Team
At this point you may be the only paid staff of your nonprofit organization, but even if
this is so, don't skip over this chapter. You may lean heavily on volunteers to do what a
paid staff does in a larger nonprofit, and whether your staff is paid or consists of unpaid
volunteers, there are common principles involved in building a team and motivating people.
To a large extent, the identity of your program in the community and with your
clients is determined by your staff—the employees and your volunteers. The community
looks at your staff and sees your agency. A good program plan, a healthy budget, and a
committed board cannot carry the ball without a qualified and motivated staff. Personnel
issues for the new program include determining staffing needs, developing job descrip-
tions (again, for all positions, whether paid or volunteer), recruiting people, and develop-
ing personnel policies.
What Kind of Staff Do You Need?

It is important to take the time and energy to consider carefully the staffing needs of your
organization. In structuring your staff, it is more useful to work from the tasks to be per-
formed to the kind of people needed than to name positions arbitrarily and then assign
responsibilities to them. For instance, the program plan developed for your organization
should specify in writing the goals and objectives of your program and the tasks necessary
to reach those objectives. You can use this outline of tasks to determine the staffing pattern
required to carry out the planned program.
1. Determine the skills needed for each task. The tasks (or func-
tions or responsibilities, if you prefer those terms) should be 101
102 Human Resources
clustered by skill areas, such as administration, clerical sup-

port, counseling, education, lobbying, community relations,
and fund raising.
2. Determine the length of time required to complete each task
or function. How often must this activity be carried out? Daily,
weekly, monthly, annually? How much time will it require?
3. Based on these skill groupings and time estimates, develop a
list of the staff positions necessary to complete your planned
tasks. For each position, the task assignments to be completed
should be listed.
4. Consider the various staffing patterns available to your orga-
nization. There are many possible options besides having full-
time paid staff positions. Alternatives include part-time paid
positions, temporary paid staff, paid consultants, volunteers,
college interns, and high school students. Creative use of staff-
ing options can trim your budget and provide an energetic
and skilled workforce that might otherwise be unavailable to
community programs. Play around with various combinations
of these options to determine which is most workable for your
organization. The result should be a list of staff positions and
task assignments, with specifications as to the type of employee
(full- or part-time, regular or temporary, paid or voluntary,
and so on) needed to fill each position.
5. Determine the salary ranges for each of the paid positions.
By contacting other nonprofit agencies with similar staff po-
sitions, you can find out what salaries they are paying. Salary
ranges (e.g., $15,000-$!7,000 instead of $16,000) allow you
to use some discretion when hiring staff, so that you can pay
each individual according to his or her relevant education and
experience.
6. Review your list of positions to determine whether such a
staffing pattern would realistically allow for completion of
the activities outlined in the program plan. Is the staffing pat-
tern realistic in terms of the projected budget? Can you at-
tract persons who have the needed skills with the proposed
salaries? At this point, it may be necessary to revise the pro-
gram plan to meet staff and budget limitations, to expand the
budget to allow for a staff adequate to carry out the program
Human Resources 103
plan, or to readjust the staffing pattern to provide the skills

you need without depending on a large and costly staff of full-
time paid employees.
7. After completing the staff list, develop an organizational chart
clarifying the decision-making process and the chain of com-
mand within your organization. The chart should diagram su-
pervisory relationships among the staff and outline proposed
reporting and communicating patterns. This will allow you
to picture where in the organization each position fits. It will
also help you determine the levels of responsibility of the staff
members and the supervisory and administrative skills required
in each position. It also will allow you to see how the staff
members will work together as a team.
Organizational Models
There are a range of models that an organization can follow. On one end of the continuum
is a loosely structured team in which all members have equal roles. The entire organiza-
tion may operate as a team (whole group model) or there may be several teams. There may
be no traditional supervisor, leader, or coordinator; instead, such roles are rotated among
some or all members of the team. At the other end of the continuum is the traditional hi-
erarchical structure under a manager with broad powers. Some organizational models
combine features of both kinds of approaches. A fledgling organization can choose an or-
ganizational structure and then refine it or change to another model as the organization
develops and grows.
Whole Group Model

Especially in small agencies, the whole group can operate as a team for many func-
tions. Emphasis is on group decision making. Theoretically, if everyone is equally com-
mitted, self-motivated, and otherwise capable of team cooperation, a team leader is not
necessary. However, in practice, any group generally needs someone to schedule meet-
ings, to lead group members so that they're productive and everyone gets an opportunity
to contribute, and to perform the other tasks of a process manager.
Hierarchical Model
The traditional hierarchical organizational structure consists of a manager/super-
visor with people accountable to him or her for getting things done. Decisions are gener-
104 Human Resources
ally made by the supervisor with input and feedback from those supervised, but some de-
cisions are delegated.
Team Model
In larger agencies, the staff can be broken into subgroups, such as by program or
by major organizational functions. Each team functions similarly to that in the whole group
model. The executive director or other senior manager coordinates the various teams.
Combination
An agency may choose to combine features of the above three organizational mod-
els to allow both group interaction and individual feedback and appraisal.
Job Descriptions: Putting It All Together

Job descriptions specifically define staff positions, outlining the major responsibilities of
each position, its major task and function, and the background necessary to fulfill the re-
sponsibility the job entails. Job descriptions should be developed for each staff position,
including volunteer and intern positions. Job descriptions are useful to the organization
in several ways:
1. Developing them forces you to explain each position in ob-

jective, measurable terms.
2. They provide clear, standard descriptions of staff positions
for potential applicants.
3. They serve as a basis for the development of screening and
selection processes for applicants.
4. They provide guidelines for job performance and employee
evaluation.
Although there are a variety of useful formats for job descriptions, most include
three basic parts: the job's primary responsibilities and essential functions, any other ac-
tivities the job may entail, and the level of education and experience that the job requires.
Primary Responsibilities
Generally, a one- to three-sentence statement explains the general areas of respon-
sibility and gives a fairly broad description of the position. This statement should answer
the question, What is the primary reason this position exists?
Human Resources 105
Essential Job Functions

The next section of the job description usually outlines in fairly specific terms the
tasks and functions that are essential to the job. It's important that what is included here be
truly central to the job. One useful format lists each major responsibility as a distinct, one-
sentence statement and then outlines the major corresponding tasks for each. The tasks
outlined under each single responsibility area are a response to the question, What would
I actually have to do to fulfill this responsibility?
Other Activities
If there are other activities that the job holder will be asked to perform if possible,
but that are not essential to fulfilling the requirements of the job, these could be listed here.
Educational and Experience Requirements

After you know what the person is responsible for and what major tasks the holder
of a given position must perform, the next question is, What must a person know, or what
skills and abilities must he or she have, in order to do those tasks? You should keep asking
this question: If the applicants don't have a particular knowledge or skill, might they still
be able to do the job while acquiring that knowledge and skill?
Sample Job Description

Job Title: Youth Counselor Reports to: Executive Director
Supervises: Counseling Intern Date of This Description: 11/1/95
Primary Responsibilities:
1. Provides individual and group treatment for youths in the program.
2. Develops individual treatment plans for youths in caseload.
Essential Job Functions (For each function, you may wish to estimate the percentage of
time most likely expended on these activities, possibly using a range of time per function.
This can later be used in determining the extent to which the job holder is meeting the
critical requirements of the job. However, some jobs may not be readily broken down by
percentage of time for each activity because this varies so much from week to week.)
A. Provide individual counseling for six to eight youths at least once a week, devel-
oping treatment plan with the youths, setting up monthly behavioral contracts with them,
and assessing their needs. 20-30%
106 Human Resources
B. Facilitate daily group sessions with youths. 20-30%

C. Maintain relationships with families, schools, and court workers of youths and
with related community agencies. 10-20%
D. Facilitate family sessions for those who request it. 10-20%
E. Develop volunteer service placements for young clients. 10%
Other Activities:
A. As time permits, serves as a member of the program counseling developmental
team and attends staff meetings.
B. Works with other youth counselors in mentoring and supervising interns.
Requirements:
1. Skills and knowledge: demonstrated knowledge of group and individual counsel-
ing skills, a working knowledge of community youth resources, ability to work with youths
and their families, behavior planning skills.
2. Education: training in individual, group, and family counseling.
3. Experience: at least three years' experience in youth work.
Desired but not required skills, education, experience:

1. B.A. degree in psychology, sociology, or related field.
2. Skill in planning and implementing recreational activities.
3. Awareness of alternative educational systems, court services, drugs and their ef-
fects, symptoms of learning disabilities.
4. Experience in youth outreach work.
Be aware that loading everything you'd like to have into the "requirements" of the job,
versus what is truly essential, could lead to difficulty in recruiting a qualified person for
the salary available or may unfairly eliminate people who would make a significant contri-
bution to your mission. Job requirements should be stated in terms of the specific skills
needed. Other knowledge and experience that would be helpful in the position can be
listed as "desired" rather than "required." This additional information can help applicants
understand more about the job, but care should be taken to ensure that the position is not
restricted to those who also have skills and knowledge listed as "desired."
Help Wanted: Recruiting and Screening Candidates

Once the necessary positions have been identified and the preliminary job descriptions
written, you can begin making decisions about how to recruit people for paid and volun-
Human Resources 107
teer positions, what procedures to use in screening resumes and applications, how you are
going to select your final candidate(s), who you want involved in each of these steps, and
when the steps should be taken.
Generally, the best way to attract qualified staff people is to use as many advertis-
ing media as possible, but this can get expensive. The most commonly used resources are
local newspapers, especially the Sunday editions, which reach masses of people, but don't
overlook the publications serving communities of color. Neighborhood and other weekly
papers may also be useful, especially in recruiting volunteers if your program is focused
on a particular geographic area. You could also send your job notices to special interest
publications in your field, professional newsletters and journals, related agencies, and place-
ment offices at colleges and universities. Ask people at other nonprofits if there is a local
central registry of nonprofit staff positions available and a placement facility for volunteers.
You may also find interns through college and university departments.
Employment ads should include the job's title, a brief description of the job's re-
sponsibilities and functions, a list of the required skills and background, the employing
agency and its address, the materials required for application, and the deadline for submit-
ting those materials. This information can be summarized from the basic job description
you compiled during the planning stages.
Consider whether you want to require written resumes or applications. On the
one hand, you can use resumes or written applications to screen out applicants who clearly
appear unqualified for the position, rather than doing this in personal interviews or over
the telephone. On the other hand, the best information about someone's qualifications for
the job usually comes from the applicant, and not all applicants express themselves well in
written material. By depending solely on written material for prescreening applicants,
you may discriminate against qualified applicants who have not presented themselves well
on paper. Whichever way you go, it is important to be consistent. If you choose written
resumes as the method for prescreening applicants (most hiring in social service agencies
is done this way), be sure to examine all of the resumes carefully, looking for the basic
skills you require.
You also must be aware of what information you can legally request in applications
and in interviews. Some information you should not ask on applications or interviews can
be obtained after a person has been employed. The rules vary by state, so you should call
whatever state agency handles human rights to find out your legal limitations.
Reviewing Resumes
You must develop a simple but fair procedure for reviewing resumes and judging
each applicant's potential for doing the job. This process is necessarily subjective, but the
aim is to be as objective as possible. You must be able to get beyond simply saying, "I think
108 Human Resources
I like this person better than that person," and be able to justify that preference based on
your actual hiring criteria.
One review method is based on a two-step process: (1) selecting those who indi-
cate that they have the minimum skills required for the job and (2) judging the skill levels
of those with at least minimal skills. A written rating scale can be developed for reviewing
resumes during these two steps. The knowledge, skills, and experience outlined in the job
description are used as criteria for the resume review tool.
Skill rating based on resumes is not an exact, perfectly reliable science. It is simply
an effort to be more precise than totally subjective, off-the-cuff judgments allow you to
be. Keep this shortcoming in mind when designing and using a resume review tool. Your
rating scale should be defined in simple, clear terms so that all involved in the review
process have a common understanding of the criteria. The skills and knowledge you re-
quire should be translated into measurable terms, when possible.
Each item can be assigned a rating scale, either a two-step (has/does not have min-
imum capacity) or a three- to five-level scale based on the applicant's number of years' ex-
perience, level of responsibility, skills, and so on. Each item should indicate the minimum
level of skill or experience acceptable. If an applicant does not indicate at least minimal
skills on all items, he or she would not be considered further.
When using the scale, you should not be so restrictive as to eliminate applicants
unfairly because they do not have exactly the right kind of experience; people can learn
skills through many types of experience, and their capabilities may not be represented on
paper exactly as you expect them to be.
During the initial review step, you should reject only those applicants deemed un-
qualified. The next step is to judge the quality and quantity of the skills of those appli-
cants who pass the initial review. As a result of this step, you will develop a small pool of
applicants to interview (perhaps five to ten).
Before interviewing the final applicants, jot down notes on areas in which you
need more specific information based on their resumes. You can use these to formulate
questions for the interview.
Interviewing
In most situations you can judge the basic skills of applicants through their resumes,
but a further step is needed to choose among those who seem to have the ability to do the job.
The interview can elicit much more information than it is possible to get from a resume. It
gives both the employer and the applicant a chance to ask questions that have developed dur-
ing earlier stages of the hiring process. However, the flexibility and subjectivity of interview-
ing make it a double-edged tool. It has the potential of supplying crucial information for
decisions, but it also has equal potential for unfairly screening out qualified candidates.
Human Resources 109
Standardized interviews can be designed to allow you to treat applicants equally and
compare different people. If you do not have parallel information on different applicants,
comparison will be very difficult. Interviews for all applicants can be structured so that
they closely resemble each other in content and format. Write down the questions you
wish to have answered and ask them of all applicants, use the same interviewers, and de-
velop a means of noting answers and rating them.
Loosely structured interviews rely on questions tailored to each individual appli-
cant. This allows you to round out the information contained in the resumes. It is often
helpful to hear applicants explain their experience and skills. This also allows you to deter-
mine more specifically the strengths and weaknesses of each applicant and to draw more
individual images of each person you interview.
Interviews can be designed to balance standardization with flexibility. Several open-
ended questions can be developed that are appropriate for all applicants and allow you to
compare responses. Other questions can be developed specifically for each person to be
interviewed. Most interview questions should be open-ended. If possible, several people
should interview candidates and a combination of the interviewers' conclusions can be
used as the basis of the selection.
You may wish to narrow the choice down to two or three candidates after the first
interview and then interview these final candidates a second time. During the second in-
terview, you may wish to involve other staff members who will be working with this per-
son. Since you have already discussed the quality of these candidates, the second interview
can focus on related values and attitudes, work style, and preferences regarding manage-
ment and supervision.
Hiring
After the candidates have been interviewed, but before you make your final selection, con-
tact the people listed as references by the final candidates. Ask the references to confirm
the reliability of the individuals and the quality of their past work. However, you may find
that the references will not go beyond confirming that the candidate was employed in a
particular position and the dates of employment. Many employers, particularly larger or-
ganizations, have policies that prevent supervisors from making any comment on the per-
formance or other qualities of former employees, because of the fear of lawsuits. Never-
theless, contacting references is still a way to determine whether applicants have presented
themselves accurately on paper and in person.
When the final selection has been made, the individual chosen should be formally
offered the job. A written offer to hire should include a brief summary of the job's respon-
sibilities, the starting salary and fringe benefits provided, the beginning date of work, the
110 Human Resources
number of work hours expected of a part-time employee (if appropriate), any special agree-
ments or arrangements between the agency and the new employee, the signature of the ex-
ecutive director, and a copy of the agency's personnel policies.
As soon as a candidate has accepted the position, all those who applied for the job
should be notified as quickly as possible that the position has been filled.
Fair Employment Practices

There are certain restrictions on your freedom to hire, promote, pay, and fire people un-
der federal law, state laws, and, often, a city's human rights statutes. Violating those restric-
tions, even unwittingly, could subject your organization (and you) to a lawsuit or other
difficulties. This is a minefield, and you'd better equip yourself with a map. As suggested
earlier, you should call the agencies of your state and city that are responsible for human
rights. They will be able to provide you with appropriate material specifying your legal
responsibilities. Also, local educational organizations or associations may offer courses on
legal employment practices. But beyond the legalities, a responsible organization will want
to treat people of various human characteristics fairly and with dignity.
Caution must be taken to protect the rights of applicants during all phases of hir-
ing. As a prospective employer, you must be careful not to place unjust or unsupportable
demands on applicants. Be careful to demand the knowledge, skills, abilities, and experi-
ence that you are confident are necessary for effective job performance. You should be con-
tinually asking yourself, Why do I want this information? Does the answer really have a
bearing on the person's ability to do the job? If you are ever questioned about why you
chose certain selection procedures, you will be responsible for proving their validity.
The following areas should never be included as questions on applications, in re-
sume reviews, or in interviews: age, race, gender, marital status, number and age of chil-
dren, child-care arrangements, weekend work capacity (unless part of regular work), credit
records, public assistance status, medical history, workers' compensation history, arrest and
conviction records, and disabilities.
"Valuing diversity" or "creating a pluralistic organization" has increasingly be-
come a focus of all types of employers. Many businesses, educational institutions, govern-
ment agencies, and nonprofits have adopted statements along these lines:
We will not discriminate against or harass any employee or applicant for employment
because of race, color, creed, religion, national origin, ancestry, gender, sexual
orientation, age, disability, marital status, or status with regard to public assistance.
We take affirmative action to ensure that employment practices are free of such
discrimination. We realize that some groups are underrepresented in employment.
Human Resources 111
We affirm the value of human diversity and seek to manage all aspects of our
organization so that every individual has the opportunity to achieve his or her
fullest potential regardless of any particular human characteristic.
As a new and most likely small-staffed organization, you probably won't be sub-
ject to the American with Disabilities Act, which currently applies to employers with fif-
teen or more paid employees. However, its provisions reflect the responsible treatment of
people with disabilities, and some state and local laws may apply similar provisions to all
organizations. Under the ADA, an employer must make "reasonable accommodations" to
the known disability of an otherwise qualified employee or applicant, unless the employer
can show that the accommodation will impose undue hardship.
If you have problems trying to design fair employment procedures, contact your
state department of human rights or the personnel department of larger cities or counties
for guidelines.
Carefully document all aspects of your recruitment and hiring practices as a safe-
guard against allegations of discrimination. The dates and texts of ads and the publications
in which the ads were placed should be recorded, and the hiring procedures should be
outlined in writing.
Personnel Policies
Personnel policies are written guidelines defining the relationship between an agency and
its staff. They spell out what the agency expects of the staff, what the staff can expect from
the agency, and what the procedures are for resolving work-related conflicts. Well-written
policies can promote good communication between your agency and its employees, and
can prevent conflicts arising from misunderstandings.
Your board of directors should hold itself accountable for the existence of written
personnel policies. You may want to seek the help of a director or a special ad hoc com-
mittee of the board to draft the policies. Ideally, personnel policies should be determined
during an early stage of the agency's development. The input of the director of the agency,
and of any other staff members who have already been hired, aids the development of
workable, satisfactory policies. Ask organizations similar to yours that have reputations
for being well managed for copies of their policies to use as models. Your own personnel
policies, however, should be tailored to fit your organization's needs and values.
The personnel policies should be formally accepted by the board of directors.
They should be reviewed from time to time and revised, when necessary, to reflect new
organizational needs and capacities. Each employee should be given a copy of the policies.
The following outline can be followed in developing personnel policies.
112 Human Resources
Personnel Policy Guidelines

Introduction: Briefly describe the process used for developing the policies, including the
date of approval and the recommended period for reviews of policies. Caution: In some
states, court decisions have ruled that the contents of written policies create employment
contracts that may be difficult to revise as conditions change. Thus, you may need to in-
clude a "disclaimer" such as the following: The policies, procedures, definitions, and other mate-
rial are in effect at the sole discretion of management and may be revised or withdrawn at any
time without notice. This material is not intended nor shall it be construed as a binding contract.
Employee Definitions: Define full-time employee, part-time employee (in terms of numbers
of hours worked; you may use a range of hours), temporary employee, volunteer employee,
and any other classification of employee to be used by your agency. Eligibility for benefits
should be defined.
Hiring Practices: Hiring procedures and policies, including advertisement, screening, se-
lection, and promotion considerations, should be explained. A statement explaining affir-
mative action and equal employment policies should be included also. (Check to see which
federal and state laws apply to your agency because of its size, nature, and funding sources.)
Employee Evaluations: Explain employee evaluation procedures, including periodic perfor-

mance reviews.
Termination Procedures: Practices regarding voluntary termination, involuntary termina-

tion, and reductions in workforce, including notification regarding termination, should
be specified. Appeal procedures available to employees should be outlined.
Salaries: Agency policy regarding salary schedules, salary reviews, and reimbursement for
travel, overtime, use of personal car for agency business, and other expenses should be
specified, as should the schedule for paydays.
Benefits (if any): Explain any health and life insurance coverages provided to employees.
Any staff development or training benefits should also be described, including funds or
leaves available to employees for education or training.
Absences, Vacations, and Holidays: Specify paid or unpaid time away from work that is avail-
able to employees and rate of accumulation, procedures for arranging time off, eligibility
restrictions, and salary policies for each of the following: vacation, sick leave, holidays,
personal days, leaves of absence, maternity/paternity leaves, and jury duty.
Hours: The minimum hours of work required per week, the daily office or program hours,
and procedures for variances from these should be specified. Large employers in particular
Human Resources 113
are likely to have all this written out in plain English for their supervisors, so see if you can
get a copy, or call your state's department of labor and industry (or equivalent department).
Personnel Files: Explain the contents of personnel files, procedures for access, and the pro-
cedures for challenging or adding to the materials included in them.
Performance Management
Even if you have only one, part-time employee reporting to you, good performance man-
agement is the best way to produce results for your organization. And much of what ap-
plies to employee performance management can be transferred to getting the most from
volunteers.
Some people do not perform as well as their education, experience, talents, and so
on indicate they should. Their performance may be "minimally satisfactory" in terms of
what is expected, but only that. When this is the case, most likely they're responding to
their total working environment. An organization can have wonderful statements of mis-
sion, vision, values, and so on, but those alone do not create a motivating working climate.
Good performance management includes the following:
1. Clear communication of the mission and vision of the orga-

nization, how the employee's work fits in with the mission
and vision, and what is expected of the employee.
2. Managers' asking for and listening to employees' suggestions
for getting the work done well.
3. Reinforcement of good behavior and performance. (This won't
work if you feel you must also recite deficiencies in some
other aspect of the employee's work. There's a time and place
for that, but not when you're trying to reinforce positive
performance.)
4. At a minimum, an annual performance appraisal for each em-
ployee, at which time you review, for the whole job, the ways
in which the employee is doing well and any improvement
opportunities. Many experienced supervisors find it useful to
ask the employee to do a self-appraisal first. This allows you
to consider what, if any, gaps exist between the employee's per-
ception of his or her job performance and yours so that you
can better prepare for a productive discussion.
Community Relations: Staying in Touch
The relations you develop with your community are crucial to the success of your pro-
gram. Who is your community? It consists, first of all, of those your program was designed
to serve. Depending upon your program, your client constituency may be disadvantaged
people who need the services you offer, all residents of a neighborhood, other individuals,
nonprofit organizations, or some other group. But there likely are others as well whose
understanding and support of what you're all about are important to your organization.
These could include community leaders, government agencies with an interest in the pop-
ulation you serve, potential donors, and state and local elected officials. These various seg-
ments of the community are your "publics."
Within some nonprofit organizations, the process of developing effective relations
with various publics is known as marketing, public affairs, or public relations. Regardless of
the label, we're talking about a management process that analyzes and interprets the knowl-
edge and perspectives of your organization's various publics that could affect the organi-
zation positively or negatively; that informs those publics of the organization's goals, ac-
tivities, and policies; and that attempts to influence public opinion and public policy so
that it is favorable toward the organization and its mission. Related activities include media
relations, advertising, newsletters and brochures, membership recruitment, special events,
public meetings, and personal interaction of staff and board members with those in the
community. Good relations with your publics can attract clients, members, volunteers, or
other participants; help secure financial resources; and provide useful input in converting
these resources into programs and services.
Nonprofit groups, as well as businesses, engage in public, or community, relations.
Every organized group is involved in community relations—whether it knows it or not
and whether it has planned for it or not. And these relations are having an impact on the IV.
116 Community Relations
program—for better or, sometimes, for worse. Unless you develop community relations
according to a well-thought-out plan, your efforts in this area will have limited, transitory,
and perhaps harmful effects.
Developing a plan for effective community relations will help an organization to
achieve its program's objectives. The success of a program depends as much on the people
outside of the agency as it does on those within. The support of your community—of
clients, members, other agencies and professionals, funders, community residents and lead-
ers—is essential.
Planning effective community relations involves the following steps:
1. Defining your community—your publics

2. Determining the objectives of your community relations
3. Deciding the messages to be conveyed to your community
4. Selecting the media for communication with your community
5. Outlining and carrying out your community relations plan
6. Evaluating the results
Who should be involved in developing your community relations plan? The input
of both board and staff is essential. It works best when one person is designated to be re-
sponsible for overseeing the community relations of your organization. If the staff is large
enough and has some expertise in this area, a staff member can perform this role. In many
cases, a board member serves as public relations chair, perhaps working with a committee.
You may be able to recruit someone with experience in this area to serve as a board mem-
ber in this role. One option is to have a public relations chair on the board who works
closely with one staff person—perhaps the executive director, assistant director, or infor-
mation coordinator—to develop and administer community relations plans. In any case,
the input of other board and staff members is important; they can bring additional insight
and expertise to this planning process, and their support will be needed to carry out your
public relations plans.
The following community relations planning guide is supplemented by worksheets
at the end of this chapter.
Step 1: Define Your Community (Worksheet A)

The first step in community relations planning is to identify those groups with whom
your organization has, or should have, relationships. These groups are your publics. You
probably do not have one broad, homogeneous public; rather, you likely have many smaller,
identifiable groups. These groups vary according to the nature of the organization. A com-
Community Relations 117
munity theater establishes relationships with theatergoers, actors, and others involved in
producing plays and funders interested in the arts. A youth group may want to reach
youths, their parents, school officials, and other youth agencies in the area.
Some of publics may be organized — other agencies, service clubs, other special
interest associations, political parties, neighborhood associations, government bodies. Some
are not organized but are easily identified—members, clients, families of clients, funders,
and certain community leaders. Other groups are larger, unorganized, and less easily iden-
tified—senior citizens, music lovers, smokers, potentially delinquent youths, and busi-
nesspeople.
In order to identify your publics, ask yourself: To whom will you be providing ser-
vices? Who do you want to attract to your program? Will you be referring clients to any-
one else? Will you be receiving clients referred from other sources? Who will be provid-
ing funding and other support for the program? Are there groups you will be trying to
influence? Who will be trying to influence you? Are there those whose goodwill you de-
pend on? The answers to these questions should provide you with an outline of the major
groups in the community with whom you have or will be establishing relationships.
Each of these major groups, or markets, should then be divided into smaller units,
or segments. This segmentation will allow you to examine the differences among each of
these groups based on their interests, needs, perceptions, size, and so on. Your community
relations plan should take into account these differences among the segments of your mar-
ket in order to be more effective in reaching all of the segments. Each may require a dif-
ferent message sent through different media and aimed at different objectives. You may
want different things from each of your publics.
It can be helpful to rate the relative importance of each of these segments to your
organization in order to set priorities for your efforts and avoid spending a lot of time and
effort reaching groups that are relatively unimportant to you while ignoring more signifi-
cant groups. Importance can be defined in terms of the extent to which a group can have
an impact on your program or the extent to which you feel your program can have an im-
pact on the group.
Step 2: Determine the Objectives of Your Community Relations

Plan (Worksheet B)
What do you want your community relations plan to accomplish? In broad terms, you
want your community to support you and to use your resources appropriately. But the ob-
jectives of your plan must be more specific. What kinds of community support do you need
in order to achieve your program? In many cases, your public relations objectives may
parallel your program objectives. As with program objectives, public relations objectives
must be specific, realistic, and measurable in terms of numbers of people, dates, money,
and so on. They should be concerned with results rather than process. In addition, they
should be agreed upon and written down. Revisit your strategic plan to see what commu-
nity relations objectives are needed to support your mission, vision, and strategic goals.
Objectives can be short-term, related to a specific community relations effort, or
ongoing, aimed at maintaining a certain level of performance. What do you want your
public to think or do as a result of your communication with them? This should be some-
thing very specific, such as becoming a participant in your program, referring others to
your program, providing funding, establishing a service contract with you, supporting your
presence in the community, or attending a concert. You may also want a response that is
more difficult to perceive: for example, a change in attitude toward your program or an
increase in the level of knowledge about a particular issue. In either case, you should be
able to pinpoint the intended response closely enough that you will later be able to tell
whether your communication succeeded. The following are some examples of possible
objectives:
1. To attract thirty new inquiries from potential volunteers each

month from September through December.
2. To increase by 10 percent the number of clients referred by the
community's high schools during the following school year.
3. To achieve newspaper reviews of all theatrical productions
(presumably, achieving favorable reviews will depend on the
quality of the performances and not on your public relations
effort!).
4. To develop a service contract with the county by January.
5. To create a positive attitude among the majority of neighbor-
hood residents toward our facility.
6. To maintain theater attendance at the current level for the
next season.
Step 3: Decide the Messages to be Conveyed (Worksheet C)

What information do you wish to convey to each of the publics you have identified?
What impression do you want them to have of your program? What idea do you want to
get across? What are you offering to the community? If you have done an adequate job of
program planning, this step will be just about complete. You should have already assessed
the needs of the community you will be serving. You should have defined those particular
needs that your program will be addressing. And you should have a clear description of
the programs and services to be provided.
Use this information to arrive at a description of the program or, in a sense, the
"product" that you are offering to the community. Briefly outline each service your orga-
nization provides and the need for each service. Emphasize each service's uniqueness. What
are the characteristics of the service that will appeal to the community you wish to serve?
Such features may be related to its availability elsewhere in the community, the back-
ground of the staff, the program, its philosophy, its target constituency, its price, and the
uniqueness of the program. In other words, what should you stress about your program
when you tell the community about it? Why should the community care?
How do your publics regard you? What impression do they have of you? This im-
age can be described in terms of expertise, confidence level, comfortability, and accessibility.
Are you considered to be competent, trustworthy? Are your staff considered outsiders in
the community? Do your publics know what you offer and at what cost, and how to get
involved in your program?
If you are unsure of your image in the community, develop a feedback mechanism
to give you this information. Formal feedback, through polls and surveys, can be costly,
but you should be able to conduct small-scale surveys periodically. Questionnaires to be
completed by current members or participants are relatively easy to develop and adminis-
ter. However, most of your community feedback will probably be "anecdotal," gleaned
through meetings, interviews, and casual discussions with members of your various publics.
Even such anecdotal measures, if collected systematically and without filtering out un-
pleasant feedback, can tell you much about your program's image and provide good infor-
mation to improve your program.
In turn, how do you want each of your markets to regard you? What impression
of you do you wish them to have? Are there any discrepancies between what people see in
your organization and what you want them to see? If so, how can these be minimized?
The results of this exercise are important to consider when you are designing your mes-
sage to the community. You must take care to establish an identity that you feel truly rep-
resents you and design communications that reinforce this image. In some cases, you may
have to make some program changes in order to develop a more positive image in the
community.
At this point, you should have a good idea of the messages you wish to convey,
and you can write your messages out briefly and simply. For example:
1. Forming block clubs will reduce crime in your neighborhood.

2. Buying a season theater ticket saves you money and time.
3. Your financial support will send 50 disadvantaged children to

camp.
4. We are an effective and qualified program to which you can
refer troubled youths.
Such statements will be the basis for your communications with your publics.
Step 4: Select the Media (Worksheet D)

The communications media to be considered include television and radio spots, newspa-
per ads and articles, posters, videotapes, brochures, newsletters, booths, speaking engage-
ments, personal meetings, special events, billboards, and door-to-door campaigns. In re-
cent years, on-line services such as CompuServe, Prodigy, and America Online, which
provide access to the Internet, local electronic bulletin boards, community "freenets," and
more, have offered increased communications opportunities to nonprofits.
Generally, you should use more than one type of communication to convey your
message. The media available offer a range of possibilities and vary in the amount of money
and expertise they require. The second part of Worksheet D, at the end of this chapter,
describes the pros and cons of various media. Certain media may be more effective than
others for reaching particular audiences.
Where can you reach your publics? Are they generally at home, in school, at work,
in clubs, involved with the courts or other agencies? This information provides a key to
choosing the most appropriate medium for reaching your audience.
What else do they do? The answer to this question is often helpful when you are
choosing a main medium or a secondary channel of communication. What kinds of activ-
ities do they participate in? Watching television, listening to the radio, attending church
or other social activities, participating in clubs or cultural activities, going to a doctor?
You should try to reach your audience by using the channels they already use.
When selecting media, ask yourself: Will this medium help us achieve our goals?
Will it reach our target audience? Can we do a good job with this medium? Can someone
help us use it more effectively? How much will it cost? Can we afford it? Are the projected
results worth the cost?
Step 5: Finalize Community Relations Plan (Worksheet E)

The next step is to consolidate your community relations planning steps into a workable plan
that includes target dates and who will do what. As a result of the last exercise, you should
have considered possible channels of communication, the costs and resources required by
each, their potential impacts, and any drawbacks they may have for your organization
(such as relatively high cost). Draw on the resources of your board members to help make
decisions regarding the most appropriate media for your purposes. If none of your board
members has expertise in this area, chances are that someone on the board can refer you
to others with that knowledge.
Once you have made these decisions, outline the specific activities that correspond
to each of the community relations objectives you have already identified. Examples of
such activities include the following:
1. Design and distribute five hundred brochures on our agency

to potential referral sources.
2. Prepare a news release regarding the organization's stand on
proposed legislation and distribute it to local daily and com-
munity newspapers.
3. Design a booth and arrange for participation in a state con-
ference.
4. Conduct personal meetings with staff at twelve agencies and
schools that are potential referral sources.
5. Develop a radio spot explaining the hot line aimed at youths
and place it for airing on youth-oriented stations.
Outline your community relations plan in terms of the resources necessary: people,
time, materials, and money. Be realistic. What can your agency afford? You should consider
community relations costs when you plan your budget. Community relations is not a friv-
olous extra; you need to plan on spending time and money on it, because it can be crucial
to the success of your organization.
For each activity, pinpoint the date, at least by month, by which the activity should
be complete. Identify the staff member or volunteer who will complete the activity or take
responsibility for its completion. Any needed resources should be identified: equipment,
facilities, information, skills outside of your agency. Determine the cost of completing this
activity. Such expenses may include production or printing costs, paper, postage, comput-
erized mailing lists, and consulting or design fees. You may also wish to determine how
much the activity will cost in terms of staff time, converted to a dollar figure, when possible.
The list of resources, skills, and expenses may seem overwhelming initially, but
consider all of the resources in your community on which you can draw for help: public
relations, advertising, and graphic arts departments of the businesses and corporations
that fund you, that your board members work for, or that may be interested in providing
such a donation can provide design, production, and printing assistance. Public relations
and advertising agencies may be willing to "adopt" your agency for a period as a public
service. Professional associations of journalists and other communication professionals may
help you locate volunteers. Schools of journalism and/or advertising at local colleges and
universities may be interested in helping you. A media resource center for nonprofit agen-
cies may be available, if you are in a large metropolitan area.
Step 6: Evaluate Your Efforts (Worksheet F)

After you have carried out your planned activities, it is important to determine what you
have accomplished. For each activity, determine how you will evaluate its success. What
questions can be asked that, when answered, will tell you whether the community relations
objective has been met? You may have to set up an information or record-keeping system
that will allow you to answer these questions. For example:
1. How many callers heard about you through the radio spot?
(You will have to ask them when they call.)
2. How many clients were referred by the agencies you met with?
(You will have to record this information.)
3. How many of the local media carried articles based on your
news release? (Monitor and keep clips of those that were used.)
If you received outside assistance in designing your communication, you can ap-
proach your volunteers or consultants again after the results are in to help you determine
what went right or wrong, how future results could be improved, and how to follow up on
this communication.
After you have carried out one community relations program and evaluated its ef-
fectiveness, you will be able to develop the next phase in your effort to communicate with
your public. Community relations must be an ongoing process of listening to the concerns
of your identified community, telling them what you have to say about your issue or your
program, and listening again for their response.
Take It a Bit at a Time

To the novice in the field of community relations, the plan just described probably seems
overwhelming. Your initial list of the various groups that make up your community and
the subgroups within them will probably seem enormous and out of your control. It is!
The utility of this planning guide is that it can help you identify potential community
relations activities. From the endless agenda of things you could be doing to interact with
the various groups in your community, you must choose which are the highest priority, most
feasible, most affordable in terms of time as well as money, and most likely to get results.
Begin with a limited plan and choose a few activities that you feel you can do well.
When these are completed, review what you have done. How did it go? What could you
have done better? What did you do well? Did you get some results? Where do you go
from here?
Worksheet A
Determine Who You Want to Reach
Public Segments:
Publics: With whom Who are specific Relative Importance
should you interact? target groups? (1 = high, 5 = low)
Funders 1. Foundations •
2. Businesses •
3. Government •
4. Individual donors •
Volunteers 1. From businesses •
2. Neighborhood •
3.
4. •
Clientele 1. •
2. •
3. •
Public opinion makers 1. Media editorialists •
2. Political reporters •
3. Other reporters •
4. Public officials •
5. •
Church leaders 1. •
2. •
Worksheet B
Determine Your Objectives
Target Date
Objective or Time Span
1.
2.
3.
4.
5.
6.
Worksheet C
Determine Your Message(s)
The Information: The Message:
Public What do you want them What should
Segment to know or do? you tell them?
1.
2.
3.
4.
5.
6.
Worksheet D
Selecting the Media
Part I: Pros and Cons of Various Media
Medium Pros Cons Most Effective Use
Personal • Trust more easily • Time-consuming • Introduce self or
contacts established • Impractical for large program to key people
• Immediate feedback public
possible • "Getting in" may be
• Greatest impact difficult
Brochure • Control of message • Competes with many • Mailing list is up-to-date
• Low-cost pieces can other items with right individuals
be effective • Recipients may not • Easy to read
• Mass mailings can be absorb key messages • Designed for both skim
targeted to individuals • Difficult to secure and detailed reading
immediate feedback
Poster, • Control message • Competes with many • Short, quickly absorbed
billboard • Can reach large group other items message
or target narrow • Short message • High-impact message
audience • Generally no immediate
• Usually easy to deliver feedback
• Can be expensive
Print • Control message • Competes with many • Need quick delivery
advertising • Easy to deliver other ads • Seeking response
• Detailed messages • Ads in daily newspapers • Detailed message
possible and magazines
• Can reach large generally expensive
audience
Radio • Control message • No visual image • For high impact
advertising • May secure free public • Need quality taped • Simple message
service announcement message • Able to use listeners'
(long shot) • Expensive imaginations for images
• Stations have defined • Generally no immediate • Refer listeners to
audiences feedback sources — "look us up
• Can have high impact • Message must be short in phone book"
PV advertising • Same as radio but also • Need quality • For high impact
provides visual images production • Simple message
• Expensive • Refer listeners to
• Generally no immediate sources — "look us up
feedback in phone book"
• Message must be short
Part I:
Sources of Assistance 143
8. Your local library and some university libraries may have collections of books
on various nonprofit topics, including some of the books listed in the bibliography.
9. The Nonprofit Risk Management Center offers training, technical assistance,
and publications on insurance, liability issues, and other risk reduction for nonprofits. For
information, write to 1001 Connecticut Ave. NW, Suite 900, Washington, DC 20036; tele-
phone (202) 785-3891.
Nonprofit Management Bibliography
Many books are available on nonprofit management and other nonprofit sector subjects.
(One publisher, Jossey-Bass, produces a "nonprofit sector series" that includes a variety of
useful books.) This bibliography lists some of the books and publications that should be
especially useful to those engaged in starting a nonprofit organization. Some items are
not available through bookstores, but must be ordered from the originating organizations
(see end of bibliography for addresses).
Books Covering Multiple Management Subjects

A Nonprofit Organization Operating Manual: Planning for Survival and Growth. By
Arnold J. Olenick and Phillip R. Olenick. New York: The Foundation Center, 1991. A guide
to acquiring and managing sources crucial to the life of a nonprofit; covers incorporation,
legal obligations, accounting methods (written for nonaccountants), budgeting strategies,
tax returns, fund raising, organizational management, auditing policies, income-producing
ventures, and long-range planning. 477 pages. Order from the Foundation Center.
Managing a Nonprofit Organization. By Thomas Wolf. New York: Prentice Hall

Press, 1990. Provides concise guide to nonprofit management. Covers the selection of
board members, financing, fund raising, staffing, computerizing, planning, and marketing.
Includes illustrations and checklists to aid in understanding of management theory and
practices. 296 pages.
Managing Nonprofit Organizations in the 21st Century. By James P. Gelatt. Phoenix:

Oryx Press, 1992. Addresses emerging issues and trends that will affect how and whom 145
146 Nonprofit Management Bibliography
nonprofit executives will manage for the year 2000 and beyond, with chapters on mission,
strategic planning, marketing, public relations, fund raising, fiscal management, human
resources management, communications, running productive meetings, governance, and
volunteers. 238 pages.
Profiles of Excellence. By E. B. Knauft, Renee A. Berger, and Sandra T. Gray. Wash-

ington, D.C.: Independent Sector, 1990. Suggests how nonprofits can achieve excellence
by applying four basic principles of outstanding nonprofit leadership. Draws on data re-
flecting experiences of more than one thousand U.S. nonprofit groups; includes ten de-
tailed case studies. 197 pages. Order from Independent Sector.
Books Focused on One Function

Community Relations
Marketing Workbook for Nonprofits. By GaryJ. Stern. St. Paul: Amherst H. Wilder
Foundation, 1990. Provides instruction, nonprofit case studies, and six step-by-step work-
sheets that guide the user through each stage of the marketing process. 132 pages. Order
from Wilder Foundation.
Financial
Accounting and Budgeting in Public and Nonprofit Organizations: A Manager's Guide.
By C. Y. M. Garner. San Francisco: Jossey-Bass Publishers, 1991. 272 pages.
Accounting for Contributions and Financial Statement Display: Important Developments

for Not-for-Profit Organizations and Their Boards. By Ernst & Young, 1994. Covers the 1993
rules (FASB Statements 116 and 117) issued by the Financial Accounting Standards Board.
Provides overview of the new accounting rules for nonprofits, including alternative ap-
proaches, and implementation issues. 27 pages. Request from local Ernst & Young office.
Financial and Accounting Guide for Not-for-Profit Organizations (fifth edition). By

Malvern J. Gross, Jr., Richard F. Larkin, and William Warshauer, Jr. New York: John Wiley
&Sons, 1995.681 pages.
Sales Tax Exemptions for Charitable., Educational, and Religious Nonprofit Organizations.
Byjanne Gallagher. Washington, D.C.: Independent Sector, 1992. Provides a broad-brush
look at the patterns of sales tax exemptions as they affect nonprofits in the course of car-
rying out their missions and related activities and fund raising. 16 pages.
Collaboration
Collaboration Handbook: Creating, Sustaining, and Enjoying the Journey. By Michael
Winer and Karen Ray. St. Paul: Amherst H. Wilder Foundation, 1994. Offers tips to
speed the collaborative journey, including worksheets, annotated resources, illustrations,
case studies, and a number of examples. 192 pages. Order from Wilder Foundation.
Periodicals
Chronicle of Philanthropy, P.O. Box 1989, Marion, OH 43306. Biweekly paper that
bills itself as the "Newspaper of the Nonprofit World." Reports on news affecting non-
profits, management matters, fund raising techniques, IRS regulations, corporate/foundation
grants, and conferences. Annual subscription $67.50 (six months also available for $36).
Legal-Ease. Center for Nonprofit Management, University of St. Thomas, 52 Tenth

St. S., Minneapolis, MN 55403. Quarterly, four-page newsletter sponsored by several
nonprofit service organizations. Covers new federal and Minnesota state laws and regula-
tions and related matters of prime interest to nonprofit managers and their boards. Free
subscription to Minnesota-based nonprofits; $5 annually to others to cover printing and
postage.
Nonprofit Management News. Center for Nonprofit Management, University of St.

Thomas, 52 Tenth St. S., Minneapolis, MN 55403. Quarterly, four-page newsletter that
focuses on nonprofit management issues, developments, tools, new management-related
research, and best practices. Free subscription to Minnesota-based nonprofits; $5 annu-
ally to others to cover printing and postage.
Nonprofit Times. Davis Information Group, 190 Tamarack Circle, Skillman, NJ

08558. Monthly in tabloid format. Covers legislative and regulatory issues affecting non-
profits as well as fund raising, marketing, and other management practices and tips. Annual
subscription $59; free to "qualified, full-time nonprofit executives who specify job title
and responsibilities and annual gross revenues over $500,000."
Nonprofit World. The Society for Nonprofit Organizations, 6314 Odana Rd., Suite
1, Madison, WI 53719. Bimonthly magazine. Focuses on leadership and nonprofit man-
agement. Annual subscription $79; free to members of the Society ($95 annual member-
ship fee).
Addresses for Ordering Books Not Available through Bookstores

Amherst H. Wilder Foundation, Publication Center, 919 Lafbnd Ave., St. Paul,
MN55104
Center for Nonprofit Management, 52 Tenth St. S., Minneapolis, MN 55403
Foundation Center, 79 Fifth Ave., New York, NY 10007
Grantsmanship Center, P.O. Box 17220, Los Angeles, CA 90017
Independent Sector, 1828 L St. NW, Washington, DC 20036
KMPG Peat Marwick, 345 Park Ave., New York, NY 10154
Nonprofit Risk Management Center, 1001 Connecticut Ave. NW, Suite 900, Wash-
ington, DC 20036
Index
accounting, 73-82 functions, 9-10

accounting system, setting up, 73-77 indemnification, 18
accounts payable journal, 76 meetings, 15, 25
accounts receivable journal, 76 members of board, 16-18, 24
accrual accounting, 74 minutes, 15
audit, 36, 82 officers, 13, 26-27
board responsibilities, 81-82 orientation, 18-19
bookkeeping system, 75-77 responsibilities, specific, 10-12
cash accounting, 74 size of board, 16, 23
cash disbursements journal, 75, 76 terms of board members, 24
cash receipts journal, 75 budgeting, 51-71
controls, internal, 76, 81-82 cash flow, 60-61
donated sendees and materials, 78-79 developing a budget, 52-60
Financial Accounting Standards Board, 77 facilities expense, 55-56
functional program accounting, 79 formats, 59-60, 63
general ledger, 76 human resources expenses, 54-55
reports, general criteria for, 80-81 income budget, 58-59
standards for financial reports, 77-79 using a budget, 51-52, 60-61
statement of activities, 77-78 worksheets, 65-71
statement of cash flows, 78 bylaws, 21-28
statement of financial position, 77
assistance, sources of, 141-43 checklist of things to be done, 5-7
community relations, 115-39
boards of directors, 9-19 defining your community, 115-17
actions in writing, 25 evaluating results, 122-23
chair, 13, 15 media, selecting, 120
committees, 13-15, 27 messages, 118-20
communications, 15 objectives, 117-18
directors and officers liability insurance, 18-19 plan, finalizing, 120-22
duties, fiduciary, 9-10 worksheets, 125-39 in
152 Index
evaluation of organization's effectiveness, 47-49 recruiting and screening job candidates, 106-9
staff, kinds of, 101-3
fund raising, 83-99
case statement, 86-87 legal aspects 29-37. See also bylaws
grant proposals to corporations, foundations, directors and officers liability insurance, 18
government, 92-96 incorporation, how, 31-33
individuals, seeking donations from, 96-98 incorporation, why, 29-31
questions, strategic, 85-86 licenses, public solicitation, 36-37
sources of funding, 87-91 registration, state and local, 35-36
strategies, 84-86 tax exemption, 33-35
membership, 22-23
governance. See boards of directors
mission statement. See planning
human resources, 101-13 planning, 39-50
fair employment practices, 110-11 implementing the work plan, 49
hiring, 109-10 mission and vision statements, 41
interviewing job candidates, 108-9 reviewing plan and repeating planning process, 49
job descriptions, 104-6 strategic plan, 40-45
models, organizational, 103-4 tactical plan, 45-47
performance management, 113
policies, 111-13 vision statement. See planning
Joan M. Hummel has extensive communications experience, with a focus on public re
tions and marketing communications for nonprofit organizations and government agen-
cies. She has served as both staff and board member at nonprofit organizations, and has
experience in working with foundations and other supporters of nonprofit organizations.
The Center for Nonprofit Management is based in the Graduate School of Business,
University of St. Thomas, . Paul. It develops and offers management de-
velopment courses, informational services, and management tools to improve the organi-
zational effectiveness of nonprofit organizations. The Center's programs are designed to
meet the specific and special needs of nonprofit managers and other professionals.
Sources of Assistance 143
8. Your local library and some university libraries may have collections of books
on various nonprofit topics, including some of the books listed in the bibliography.
9. The Nonprofit Risk Management Center offers training, technical assistance,
and publications on insurance, liability issues, and other risk reduction for nonprofits. For
information, write to 1001 Connecticut Ave. NW, Suite 900, Washington, DC 20036; tele-
phone (202) 785-3891.
Nonprofit Management Bibliography
Many books are available on nonprofit management and other nonprofit sector subjects.
(One publisher, Jossey-Bass, produces a "nonprofit sector series" that includes a variety of
useful books.) This bibliography lists some of the books and publications that should be
especially useful to those engaged in starting a nonprofit organization. Some items are
not available through bookstores, but must be ordered from the originating organizations
(see end of bibliography for addresses).
Books Covering Multiple Management Subjects

A Nonprofit Organization Operating Manual: Planning for Survival and Growth. By
Arnold J. Olenick and Phillip R. Olenick. New York: The Foundation Center, 1991. A guide
to acquiring and managing sources crucial to the life of a nonprofit; covers incorporation,
legal obligations, accounting methods (written for nonaccountants), budgeting strategies,
tax returns, fund raising, organizational management, auditing policies, income-producing
ventures, and long-range planning. 477 pages. Order from the Foundation Center.
Managing a Nonprofit Organization. By Thomas Wolf. New York: Prentice Hall

Press, 1990. Provides concise guide to nonprofit management. Covers the selection of
board members, financing, fund raising, staffing, computerizing, planning, and marketing.
Includes illustrations and checklists to aid in understanding of management theory and
practices. 296 pages.
Managing Nonprofit Organizations in the 21st Century. By James P. Gelatt. Phoenix:

Oryx Press, 1992. Addresses emerging issues and trends that will affect how and whom 145
nonprofit executives will manage for the year 2000 and beyond, with chapters on mission,
strategic planning, marketing, public relations, fund raising, fiscal management, human
resources management, communications, running productive meetings, governance, and
volunteers. 238 pages.
Profiles of Excellence. By E. B. Knauft, Renee A. Berger, and Sandra T. Gray. Wash-

ington, D.C.: Independent Sector, 1990. Suggests how nonprofits can achieve excellence
by applying four basic principles of outstanding nonprofit leadership. Draws on data re-
flecting experiences of more than one thousand U.S. nonprofit groups; includes ten de-
tailed case studies. 197 pages. Order from Independent Sector.
Books Focused on One Function

Community Relations
Marketing Workbook for Nonprofits. By GaryJ. Stern. St. Paul: Amherst H. Wilder
Foundation, 1990. Provides instruction, nonprofit case studies, and six step-by-step work-
sheets that guide the user through each stage of the marketing process. 132 pages. Order
from Wilder Foundation.
Financial
Accounting and Budgeting in Public and Nonprofit Organizations: A Manager's Guide.
By C. Y. M. Garner. San Francisco: Jossey-Bass Publishers, 1991. 272 pages.
Accounting for Contributions and Financial Statement Display: Important Developments

for Not-for-Profit Organizations and Their Boards. By Ernst & Young, 1994. Covers the 1993
rules (FASB Statements 116 and 117) issued by the Financial Accounting Standards Board.
Provides overview of the new accounting rules for nonprofits, including alternative ap-
proaches, and implementation issues. 27 pages. Request from local Ernst & Young office.
Financial and Accounting Guide for Not-for-Profit Organizations (fifth edition). By

Malvern J. Gross, Jr., Richard F. Larkin, and William Warshauer, Jr. New York: John Wiley
&Sons, 1995.681 pages.
Sales Tax Exemptions for Charitable., Educational, and Religious Nonprofit Organizations.
Byjanne Gallagher. Washington, D.C.: Independent Sector, 1992. Provides a broad-brush
look at the patterns of sales tax exemptions as they affect nonprofits in the course of car-
rying out their missions and related activities and fund raising. 16 pages.
Collaboration
Collaboration Handbook: Creating, Sustaining, and Enjoying the Journey. By Michael
Winer and Karen Ray. St. Paul: Amherst H. Wilder Foundation, 1994. Offers tips to
speed the collaborative journey, including worksheets, annotated resources, illustrations,
case studies, and a number of examples. 192 pages. Order from Wilder Foundation.
Periodicals
Chronicle of Philanthropy, P.O. Box 1989, Marion, OH 43306. Biweekly paper that
bills itself as the "Newspaper of the Nonprofit World." Reports on news affecting non-
profits, management matters, fund raising techniques, IRS regulations, corporate/foundation
grants, and conferences. Annual subscription $67.50 (six months also available for $36).
Legal-Ease. Center for Nonprofit Management, University of St. Thomas, 52 Tenth

St. S., Minneapolis, MN 55403. Quarterly, four-page newsletter sponsored by several
nonprofit service organizations. Covers new federal and Minnesota state laws and regula-
tions and related matters of prime interest to nonprofit managers and their boards. Free
subscription to Minnesota-based nonprofits; $5 annually to others to cover printing and
postage.
Nonprofit Management News. Center for Nonprofit Management, University of St.

Thomas, 52 Tenth St. S., Minneapolis, MN 55403. Quarterly, four-page newsletter that
focuses on nonprofit management issues, developments, tools, new management-related
research, and best practices. Free subscription to Minnesota-based nonprofits; $5 annu-
ally to others to cover printing and postage.
Nonprofit Times. Davis Information Group, 190 Tamarack Circle, Skillman, NJ

08558. Monthly in tabloid format. Covers legislative and regulatory issues affecting non-
profits as well as fund raising, marketing, and other management practices and tips. Annual
subscription $59; free to "qualified, full-time nonprofit executives who specify job title
and responsibilities and annual gross revenues over $500,000."
Nonprofit World. The Society for Nonprofit Organizations, 6314 Odana Rd., Suite
1, Madison, WI 53719. Bimonthly magazine. Focuses on leadership and nonprofit man-
agement. Annual subscription $79; free to members of the Society ($95 annual member-
ship fee).
Addresses for Ordering Books Not Available through Bookstores

Amherst H. Wilder Foundation, Publication Center, 919 Lafbnd Ave., St. Paul,
MN55104
Center for Nonprofit Management, 52 Tenth St. S., Minneapolis, MN 55403
Foundation Center, 79 Fifth Ave., New York, NY 10007
Grantsmanship Center, P.O. Box 17220, Los Angeles, CA 90017
Independent Sector, 1828 L St. NW, Washington, DC 20036
KMPG Peat Marwick, 345 Park Ave., New York, NY 10154
Nonprofit Risk Management Center, 1001 Connecticut Ave. NW, Suite 900, Wash-
ington, DC 20036
Index
accounting, 73-82 functions, 9-10

accounting system, setting up, 73-77 indemnification, 18
accounts payable journal, 76 meetings, 15, 25
accounts receivable journal, 76 members of board, 16-18, 24
accrual accounting, 74 minutes, 15
audit, 36, 82 officers, 13, 26-27
board responsibilities, 81-82 orientation, 18-19
bookkeeping system, 75-77 responsibilities, specific, 10-12
cash accounting, 74 size of board, 16, 23
cash disbursements journal, 75, 76 terms of board members, 24
cash receipts journal, 75 budgeting, 51-71
controls, internal, 76, 81-82 cash flow, 60-61
donated sendees and materials, 78-79 developing a budget, 52-60
Financial Accounting Standards Board, 77 facilities expense, 55-56
functional program accounting, 79 formats, 59-60, 63
general ledger, 76 human resources expenses, 54-55
reports, general criteria for, 80-81 income budget, 58-59
standards for financial reports, 77-79 using a budget, 51-52, 60-61
statement of activities, 77-78 worksheets, 65-71
statement of cash flows, 78 bylaws, 21-28
statement of financial position, 77
assistance, sources of, 141-43 checklist of things to be done, 5-7
community relations, 115-39
boards of directors, 9-19 defining your community, 115-17
actions in writing, 25 evaluating results, 122-23
chair, 13, 15 media, selecting, 120
committees, 13-15, 27 messages, 118-20
communications, 15 objectives, 117-18
directors and officers liability insurance, 18-19 plan, finalizing, 120-22
duties, fiduciary, 9-10 worksheets, 125-39 in
152 Index
evaluation of organization's effectiveness, 47-49 recruiting and screening job candidates, 106-9
staff, kinds of, 101-3
fund raising, 83-99
case statement, 86-87 legal aspects 29-37. See also bylaws
grant proposals to corporations, foundations, directors and officers liability insurance, 18
government, 92-96 incorporation, how, 31-33
individuals, seeking donations from, 96-98 incorporation, why, 29-31
questions, strategic, 85-86 licenses, public solicitation, 36-37
sources of funding, 87-91 registration, state and local, 35-36
strategies, 84-86 tax exemption, 33-35
membership, 22-23
governance. See boards of directors
mission statement. See planning
human resources, 101-13 planning, 39-50
fair employment practices, 110-11 implementing the work plan, 49
hiring, 109-10 mission and vision statements, 41
interviewing job candidates, 108-9 reviewing plan and repeating planning process, 49
job descriptions, 104-6 strategic plan, 40-45
models, organizational, 103-4 tactical plan, 45-47
performance management, 113
policies, 111-13 vision statement. See planning
Joan M. Hummel has extensive communications experience, with a focus on public re
tions and marketing communications for nonprofit organizations and government agen-
cies. She has served as both staff and board member at nonprofit organizations, and has
experience in working with foundations and other supporters of nonprofit organizations.
The Center for Nonprofit Management is based in the Graduate School of Business,
University of St. Thomas, . Paul. It develops and offers management de-
velopment courses, informational services, and management tools to improve the organi-
zational effectiveness of nonprofit organizations. The Center's programs are designed to
meet the specific and special needs of nonprofit managers and other professionals.

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Starting and Running a

Revised by the Center for Nonprofit Management

University of Minnesota Press

All rights reserved. No part of this publication may be reproduced, stored in a

Published by the University of Minnesota Press

Library of Congress Cataloging-in-Publication Data

The University of Minnesota is an equal-opportunity educator and employer.

• Barbara Davis, executive director, Resources and Counseling

• Edward Gill, CPA, chief financial officer, Minnesota Orchestra

• Pam Harris, attorney, Rider, Bennett, Egan & Arundel, Min-

1. Establish the charitable purpose of the anticipated program;

10. File application with the IRS for tax-exempt status.

31. Begin marketing program services to clientele.

What Does the Board of Directors Do?

1. Duty of care: being diligent and acting prudently as a director

Budget and Finance

Strategic and Annual Plans

As an alternative (or addition) to standing committees, many boards utilize tempo-

Who Is on the Board?

Who Should Be on the Board?

• Competence: This is the number-one priority. Board members

What You Should Look for in a Board Member

How Do You Invite Someone to Join Your Board?

insurance is strongly recommended. Knowledgeable community and business leaders of-

Chapter-by-Chapter Bylaws Guide

I. What is the PURPOSE of the organization?

H. Where will be the location of the organization (REGISTERED OFFICE)?

III. Will the organization have MEMBERS?

IV. What will be the structure of the BOARD OF DIRECTORS?

1. What will be the size of the board?

V. How are the MEETINGS OF THE BOARD OF DIRECTORS struc-

VI. What shall be the duties of the OFFICERS?

VII. What will be the structure of the COMMITTEES?

VHI. What SPECIAL RULES will apply to the corporation?

IX. What are the provisions for AMENDMENT OF THE BYLAWS?

What Does Incorporation Mean?

1. Limited liability: The most important advantage of incorpo-

2. Continuity: A corporation will continue to exist "in perpetu-

How Does an Organization Incorporate?

1. Name of the corporation.

Federal Tax Exemption

State Income Tax Exemption

State Sales Tax Exemption

Utilities Tax Exemption

State and Local Registration Requirements

Registration with State Attorney General

Charities Review Organizations

Public Solicitation Licenses

"Cheshire-Puss," she began, "wouldyou tell me, please, which way

1. A good strategic plan should work for your organization for

The plan should include an honest analysis of the needs your

Step 4: State Your Guiding Values

• The Center believes that all people, regardless of social or economic

Step 5: Define the Problem or the Need

Step 7: Assess Present Organizational Conditions

Step 8: Develop the Strategies

• Maximize our resources and the impact on our clientele by develop-

The Annual (Tactical) Plan

Step 1: Establish Your Objectives