Discuss the nature and characteristics of no profit organisations Explain the challenges leaders experience i leading in a non-profit organisation Identify the abilities a leader needs for lead non-profit organisation Recognise the competencies a leader need leading in a non-profit organisation
Seek to create public good Usually driven by a “passion for mission” Involvement is usually “married to the cause” realisation of a social mission as a driving force and not profits often established or founded by individuals Play an important role in society A growing sector… many borne out of profit making entitie Extremely diversed sector: length in establishments categories number of staff size of budget
Has diversed stakeholders Board of trustees Donors Volunteers Employees Members Local (and sometimes int.) government agen Visitors Prospective members/donors/volunteers
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Has diversed stakeholders NPO Board of Trustees Donors Volunteers Employees Members Local govt. agencies Visitors Prospective Members/ Donors/ Volunteers
NPOs function in complex environment NPOs are experiencing increasing competition NPOs often are not able to have strategic plan as they tend to tackle major issues and to quic address them NPOs need to have affordable, accessible management but with sufficient technical assistance NPOs often receive a one-time only external support E.g. government funding, corporate consultation
Leaders of smaller NPOs often have multiple ro and functions Building networks are often time consuming a risky Lacking in access to resources necessary in co with the pace and scale of change Have to cope with changing technologies E.g. data and information collection, technologically mediated communication (inc. websites, facebook, tweeting)
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Dr. Jemilah Mahmood •Founder of Mercy Malaysia •Malaysian Medical Relief Society, 1999 •President from 1999 to 2010 •Member of Advisory Group of the Central Emergency Response Fund (CERF) •Recipient of several awards including the Isa Award for Service to Humanity "Your accountability is not just to your don also your beneficiary. For instance, were y beneficiaries involved in deciding what foo buy? Did they receive it in time? Was there bias in your distribution? Are you ethical in way you work? Do beneficiaries have a cha to voice complaints?"
Stakeholders: differences in experiences differences in expectations E.g. how funds should be allocated, partnerships of NPOs each seeking different relationships and connections w the NPO (and leader) stakeholders are sometimes not clear about how they best contribute to the NPO leader needs to constantly engage with stakeholders leaders need to learn how to effectively navigate and consensus amongst the multiple and diverse stakehol
Measuring impact : Stakeholders… are linking value to what they are doing wants to see impact of what they are doing increasingly demanding for tangible evidence wants to know that they are indeed making a difference have differences in assumptions and perceptio about the relationship between their efforts an outcomes have different measures of impact (and succes
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Measuring impact : NPOs…. can monitor and demonstrate effort but measu the impact of those efforts is challenging tend to have limited evaluation program capac absence of standardised evaluation outcomes do not have ‘market feedback’ on how well the is serving the community assessingcost-effectiveness and comparing alternative actions is difficult
Measuring impact : NPOs…. sustained, measurable impact takes time to ev requires chain of impact with measurement fo desired change and level of change measurements include quantitative and qualit
Human Resource issues : Motivation Mixed skills Pay satisfaction Turnover HR support E.g. training, performance management, career development Learning environment Conflict and resentment between paid and non staff (volunteers)
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Anita Ahmad •Program Advisor, Mercy Malaysia •From 2002 to 2006 •Bachelor of Laws (LLB), Cardiff University, U •Previously worked at a publisher oflaw booksc •Managed humanitarian projects •E.g. Displaced families in Afghanistan, Displace families in Iraq, Displaced families in Sudan •Does project operations planning •Implements the operation •Does some of the actual operation, as and when •Overseas the implementation of the operation •Write up reports on progress of the operation •Provide additional support to volunteers •Went on to do her Master’s in Social Developmen •Went on to work with the United Nations High Commission For Refugees (UNHCR)
Volunteers NPOs usually rely on the active participation o volunteers Many stakeholders are volunteers Thus, contribution of volunteers is significant Without volunteers, many services would not b available to the public
Volunteers Do not depend on income from NPO Usually are busy and have to juggle multiple commitments Have different relative priority given to their ro the NPO Time availability of volunteers varies, often in evenings and weekends May choose to leave at any time
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Zhang Liwen •Served as a core volunteer •At Moon Corner, Beijing, China •Formerly an animal-protection NPO: •collecting stray cats and looking for adoptive families for them •Works full-time as a customer relations manager in a company •Took two months off her full-time work to prepare for Moon Corner public awareness exhibition. “It is not a matter of money. What really matters is that it gives me an opportunity to do something for stray animals and the environment we are living in”
Volunteers Leading volunteers is very different because leaders: Do not have position power Cannot discipline followers Have no formal HR process Leading volunteers often requires Community Leadership: Framing ▪Communicatingto the volunteers in a compelling way ▪Communicating the Why and How Building social capital ▪Developing and maintaining relationships with volunteers Mobilisation ▪Taking action to assemble and prepare the volunteers
Volunteers Components of Community Leadership
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The need to balance between: structure and flexibility formality and informality mission and budget or financial results leading and managing paid and non-paid staff needs and expectations of diversed stakeholde
Leaders in NPOs requires the ability to: have a diverse matrix of skills foster learning build talent adapt to changing expectations adapt to changing structures measure impact communicate and articulate the impact connect to the impact
1.Ethics and values Considered the most important and fundamental Essential for public and stakeholder confidence and trust Having and establishing personal and organisational ethical standards, code of conduct Establishing accountability structures Ability to communicate the above 2.Board and committee development Recruitment, interacting, engaging and motivating of board m To be able to explain the board’s purpose and role To be able to discuss strategies 3.Accounting and financial management Understand the fundamental principles of non-profit account Establish the principles and standards for effective control an monitoring fiscal operations Ability to read and interpret financial statements and audit re
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4.Community outreach & public relations Strategiesin and implementation of building public awareness o mission of the NPO Critical for fundraising which is affected by the exposure of the N 5.Diversity awareness Preparedness and appreciation of cultural diverse settings Understand alternative views Interaction skills with diverse population Mindful approach and ability to navigate encounters, dilemm challenges of diversity 6.Non-profit management Understand the central importance of mission orientation an statement Demonstrate basic knowledge in management including plan human resource issues
7.Risk management and legal issues Have a working knowledge of the basic laws and regulations which NPO operates Know the basic steps in risk management and crisis managem 8.Fundraising principles and practices An understanding of variety of fundraising strategies and me Skills used in raising funds from multiple sources Understanding the motives of why stakeholders give to the N Ability to write and present an NPO case statement and grant 9.Program planning and implementation Assessment of clients needs Development and implementation of the program based on t needs (including activities, staffing and scheduling) Inclusive programs for diverse individuals and groups Promotion of programs through various media Evaluation of program outcomes
10.Volunteer management Understand the reasons why people do and do not volunteer HR planning and techniques for volunteers From recruitment to retention Fostering volunteer/staff relationships Fostering the spirit of volunteerism 11.Information and technological management Basic computer literacy skills Understand the role of IT in the NPO Social impact and responsibilityof technology Ethical considerations
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12.Youth and adult development Develop activities and program that is responsive to the nee youth and adults Encouraging and fostering mentoring Recognising ‘red flags’ for protection issues 13.Other competencies Leading staff Communication Team building Collaboration Interpersonal skills