Grateful thanks to the Georgia Center of the Deaf and Hard of Hearing for the opportunity to facilitate their strategic planning process. We are proud of The Goldenburg Group's role in facilitating the plan, which resulted in an incredible new strategic plan for GCDHH.
They just released this press release to tell the world about it:
Imagine a world where a nonprofit buys a for-profit company. While nonprofit expansion through strategic acquisition isn’t unheard of in the health care and senior living industries, it almost never happens in other nonprofit fields.
As a featured conversation on the Successful Nonprofits Podcast, we recently spoke with Dave Shaffer, CEO of Atlanta-based First Step Staffing about their acquisition of a for profit staffing firm.
First Step Staffing was started visionary Greg Block who sought to provide employment opportunities to homeless Atlanta residents. His vision was pure genius in its simplicity: build a staffing agency that provides homeless people temp-to-perm jobs and uses the financial surplus to provide additional client services that support employment and income generation.
Founded in 2006, First Step Staffing was already a successful nonprofit by any standard measure. The organization had enjoyed steady growth until it approached a $2 million annual budget, and the budget hovered near this mark for almost half a decade. Each year, hundreds of homeless men and women used First Step Staffing to obtain income, and this income enabled many to obtain housing. But growing beyond the $2 million mark was necessary to impact the lives of even more homeless Atlantans.
It became clear to the organization that expanding its impact required dramatic growth. They could have invested in a larger sales force to pursue additional employers, but this would have taken years to pay off and involved significantly more risk. Instead, they decided to buy a for-profit staffing company because such a purchase would immediately acquire new employer relationships, obtain the infrastructure necessary to support a larger organization, and offer employment to practically any homeless person in Atlanta who was ready to work.
The organization eventually purchased Atlanta’s fifth largest staffing firm, enabling it to grow from a $2 million organization to a $22 million organization. This dramatic expansion also achieved the vision of providing employment to any homeless Atlantan ready and able to work.
Of course, First Step Staffing conducted due diligence on the prospective purchase and ultimately the deal was brokered with a mix of philanthropic dollars, loans, and seller financing. One year after the acquisition, CEO Dave Shaffer reports that their financial projections are better than anticipated, and they don’t anticipate any issues in paying the loans.
After my conversation with First Step Staffing, I wondered if other nonprofits have purchased a for profit company, but couldn’t find many examples. In fact, a google search for “nonprofit buying a for profit company” identified only this Nonprofit Quarterly Article about senior living facilities, and articles about First Step Staffing in Forbes and the Atlanta Business Chronicle.
The fact that national and regional publications have picked up the First Step Staffing story clearly indicates this is an emerging opportunity for nonprofits to consider. Of course, nonprofits enjoy many competitive advantages when purchasing a for profit, including the ability to finance at least part of the purchase through major gifts and grants. This dramatically reduces the risk, while also providing immediate equity necessary for financing the remainder of the purchase.
Since this is not yet a common tool to support a nonprofit’s growth, I brainstormed a few possible purchases nonprofits might consider:
Earlier this week, the White House released “budget blueprint” for the upcoming fiscal year. While not a formal budget, it offered guidance on White House priorities that included eliminating 9 important federal agencies and many other funding sources (like CSBG and CDBG). I read the 62-page budget blueprint and wrote an extensive blog post yesterday, which you can read here.
With one party in control of the legislative and executive branches, a tsunami of change is inevitable and will impact nearly every nonprofit organization. Like all great storms, the change will come in strong waves: first regulations will get looser or tighten, then funding will rise or fall, and collateral damage on individual households and organizations will be felt throughout the sector.
While paradoxical, some organizations will benefit from the pending changes, others will be at a disadvantage, and the most adaptable organizations will emerge stronger and more resilient than before.
As a nonprofit consultant, podcaster, and supporter, I have been very surprised by the number of nonprofit organizations continuing with “business as usual”.
To continue the storm analogy, it feels like organizations have been warned a major storm is coming, but they are not filling sandbags, recruiting people to help, and identifying ways to stormproof their organizations. With their grant contracts secure for another 12 – 24 months, they aren’t currently preparing for possible government funding cuts of 25% - 100%.
This lack of action is understandable because so many organizations aren’t even sure where to start, but most organizations still have time to act. For this reason, I’ve outlined five steps your organization can take now to position your organization for changing times:
#1: Invest in Fundraising!
The two most important factors in fundraising success are developing a plan and having the appropriate staff. For this reason, allocate the funds necessary to evaluate your fundraising efforts, create (or revise) your fundraising plan, and hire the right staff to implement this plan.
Some organizations, such as Planned Parenthood and the American Civil Liberties Union, have even used the current rhetoric as a rallying cry to raise more funds. The daily news coverage of dramatic policy changes gives them a new reason to solicit donors every morning!
Remember: the ability to raise more funds from individuals will always serve your mission well.
#2: Get Media Ready!
Regardless of your mission, reporters will want to speak with those impacted by policy decisions. Prepare your organization by identifying spokespeople, crafting talking points, preparing clients to speak with reporters, and letting reporters know you can offer real people impacted by policy who are also ready to be interviewed.
When pitching ideas to the media, remember that your organization’s story is best told through people you serve. For example, people are more likely to learn about 300 low-income clients losing health insurance if one brave patient is willing to tell her story to the local news.
#3: Prepare to Advocate!
Empower your board members, volunteers, donors and clients to advocate for policies that promote and support your mission. Specifically, ask them to call legislators when relevant legislation is being considered and make sure they know how to submit public comment to local, state, and Federal agencies that are legally required to consider citizen input before changing policy.
#4: Join an Association!
In addition to joining your state or local nonprofit resource center, actively participate in an association for organizations with similar missions and services. You should expect your mission-based association will alert you of pending legislation, policy changes, and court decisions that will impact all organizations providing similar services.
Joining an association will benefit your organization in many other areas. In fact, an effective association will provide your organization with technical assistance, leadership development, program development, and fundraising support specific to your mission and the services you provide.
#5: Revisit your strategic plan!
When the environment changes, it is always a good idea to review and revise your plan. If your organization’s funding may get cut by 15% or the demand for your service may increase by 10%, it is better to plan for the possibility before it becomes a reality.
If your organization’s environment changes dramatically, however, you may need to begin a new strategic planning process. This is especially true if your organization is in the high-risk red zone on the Trump Risk Matrix below:
Yesterday the White House released Donald Trump’s “budget blueprint” that outlines his spending priorities and cuts for the upcoming fiscal year. Knowing that this budget blueprint would have broad implications for nonprofits across the nation, I sat down this morning to read the 62 page document and summarize changes that nonprofits should anticipate.
In order to disseminate this information quickly, this report includes screen captures of the actual document and has not been carefully proofed for pesky “type ohs” (sic).
In his letter transmitting the budget blueprint to congress, Donald Trump noted, “. . . .I submit to the Congress this Budget Blueprint to reprioritize Federal spending so that it advances the safety and security of the American people.” After reading the document, I can attest that his budget blueprint does indeed increase funding for national defense, border control, and law enforcement. But it jeopardizes the security of many of our poorest citizens – their food security, housing security, and neighborhood security.
While this report primarily focuses on the impact the budget blueprint will have on nonprofit organizations, the greatest impact will be on low-income Americans of all ages, ethnicities, and geographies. They will feel the impact the most because they will be affected by declining nonprofit services and declining government sector services.
It is also important to note that the President has essentially issued a policy paper. There is still time for nonprofits, their associations, and their clients to advocate and change the actual budget.
With these caveats, let’s walk through the budget.
Funding Sources Proposed for Elimination
Funding Sources Proposed for a Significant Decrease
Funding Sources Proposed for an Increase
Veterans healthcare funding
Funding Sources to Continue But No Clarity On Funding Levels
Elimination of Agencies
The budget blueprint calls for the elimination of agencies that form our country’s social safety net. These are the agencies that ensure justice for everyone, promote economic mobility, ensure equal access to the arts, and often give people their first job out of college or their last job before retirement. Under this budget blueprint, funding for the following independent agencies will be completely eliminated:
Appalachian Regional Commission: $0 in FY 2018. ARC was founded in 1965 to close the close the profound socioeconomic gaps between Appalachia and the rest of the nation. ARC serves 420 predominantly rural counties with a combined population of over 25 million rural Americans. The Commission operates programs and provides grants that make the Appalachian region more competitive in education, entrepreneurialism, infrastructure, and tourism. In recent years, it has devoted significant resources to helping the region’s economy transition away from being coal-dependent. Verdict: Rural Appalachia will lose support for economic development.
The Corporation for National and Community Service: $0 in FY 2018. This national agency engages over 5 million Americans in service every year, including 75,000 AmeriCorps members and 270,000 Senior Corps. CNCS also operates the Social Innovation Fund, Volunteer Generation Fund, Days of Service campaigns. These important volunteer programs, which include grants to many nonprofits, will be eliminated. Verdict: Fewer volunteers for nonprofits, fewer organizations with the infrastructure to support volunteers.
The Corporation for Public Broadcasting: $0 in FY 2018. CPB strives to support diverse programs and services that inform, educate, enlighten and enrich the public. Through grants, CPB encourages the development of content that addresses the needs of underserved audiences, especially children and minorities. CPB also funds multiple digital platforms used by thousands of public media producers and production companies throughout the country. CPB issued 575 large grants to support 1,498 public radio and TV stations. 70% of the organization’s budget goes directly to local public TV and radio stations, 248 of which are rural. Verdict: Public broadcasting will likely survive in areas with higher population density (cities and suburbs), but rural areas will lose this important resource for local programming and news.
Institute of Museum and Library Services: $0 in FY 2018. This Federal agency supports the growth and development of museums of all sizes. Of note, it provides capacity building grants to small and medium-size cultural institutions in urban, suburban, and rural areas. Verdict: Struggling cultural organizations across the country will have more barriers to becoming a sustainable institution. Many will close.
Legal Services Corporation: $0 in FY 2018. Provide financial support for civil legal aid to low-income Americans. LSC promotes equal access to justice by providing funding to 134 independent non-profit legal aid programs in every state, the District of Columbia, and U.S. Territories. LSC grantees serve thousands of low-income individuals, children, families, seniors, and veterans in 813 offices in every congressional district. Verdict: Fewer low-income Americans will have access to legal representation when they need it most.
National Endowment for the Arts: $0 in FY 2018. The NEA funds, promotes, and strengthens the creative capacity of our communities by providing all Americans with diverse opportunities for arts participation. In FY 2015, the NEA awarded more than 2,300 grants in every Congressional district in the country, roughly half intended to reach underserved populations. Through its direct grant making, the NEA will support more than 30,000 concerts, readings, and performances and more than 5,000 exhibitions of visual and media arts with annual, live attendance of 33 million. NEA-supported broadcast performances on television, radio, and cable will have additional audiences of at least 360 million. Verdict: Organizations often use grant-matching requirements to encourage local giving of the arts. There will be fewer performances and exhibits and less local support for the Arts.
National Endowment for the Humanities: The NEH supports scholarly and cultural activity in order to achieve a better understanding of the past, a better analysis of the present, and a better view of the future. NEH grants typically go to cultural institutions, such as museums, archives, libraries, colleges, universities, public television, and radio stations, and to individual scholars. Verdict: Less funding for the humanities.
Neighborhood Reinvestment Corporation: The NRC seeks to promote reinvestment in urban, suburban and rural communities by local financial institutions working cooperatively with residents and local government. It funds 235 community based organizations that build resilient, sustainable, and engaged neighborhoods. Verdict: Neighborhoods suffering from blight and economic disparities will not experience growth.
United States Interagency Council on Homelessness: This federal agency coordinates and catalyzes the federal response to homelessness among the 19 Federal agencies tasked with addressing the issue, as well as governors, mayors, and continuum of care leaders. Verdict: With less coordination of homeless intervention efforts, many communities will experience duplication of services.
And The Cuts Keep Coming
While the President proposes the wholesale elimination of many agencies, his budget priorities will impact funding and services in several key areas:
Food Security and Housing
The budget proposes eliminating the discretionary programs within the Department of Health and Human Services’ Office of Community Services. This includes the
Affordable Housing will be harder to build and harder to obtain. In eliminating both the Community Development Block Grant and the HOME Investment Program, there will be fewer resources to build affordable housing and fewer resources to support those entering or in affordable housing.
Of course, the Community Development Block Grant does more than just help homeless people. It also provides vital services like meals on wheels for home bound seniors, supports community centers providing after school activities, and much more. In a recent year, the CDBG touched the lives of over 73,000 Americans with housing, 17,000 with economic development, and 38 million with facility improvements in their communities
Finally, nonprofit builders of affordable housing will have fewer resources for capacity building with the elimination of Section 4 Capacity Building for Community Development and Affordable Housing. Consequently, they will also have a lower capacity for actually building housing.
Workforce and Economic Development
Workforce and Economic Development efforts will be taking hits as well. This includes less support for minority businesses and small- to medium-size manufacturers (the text from the budget blueprint is inserted below):
Nonprofits that provide workforce development and job training will experience significantly more demand for their services, as the government eliminates or decreases its job training programs.
With the elimination of the Senior Community Service Employment Program, older workers over age 55 will have fewer opportunities to reenter the workforce. Of note, this program funds 19 national nonprofit organizations that place older workers with employers for a risk-free trial period. During this time, the program funds 100% of the worker’s salary and subsidizes the salary for several months if the employer chooses to hire the older worker. Typically about a third of program participants are hired after the trial period, and many nonprofits have also used this program to recruit and hire older workers.
In an interesting twist of logic, the White House also recommends, “improving Job Corps” by closing under-performing Job Corps centers. It is not recommending replacing those centers that are closed, which means that many low income people will now lose access to their nearest Job Corps training center:
Finally, as seen throughout the budget blueprint, the President seeks to stop funding Federal programs with the expectation that states, municipalities, and employers will find the funds necessary to provide these programs for low-income job training and workforce development.
Also impacting nonprofit healthcare providers, they should anticipate more aggressive monitoring of Medicare and Medicaid reimbursements:
Healthcare and Disease Prevention
The budget blueprint also calls for 20% less funding for NIH, with a significant but undisclosed impact on research grants that will be “rebalanced”.
Ryan White funded healthcare for people living with HIV/AIDS appears safe, but it also depends on the definition of “supports”. Most of the narrative in the blue print is clear whether funds will be increasing, decreasing, or remaining the same, but it is not clear when referring to Ryan White. For this reason, “supports” leaves me suspicious.
Also nonprofit healthcare providers should anticipate more aggressive monitoring of Medicare and Medicaid reimbursements, as the blueprint seeks a $70 million increase in efforts to investigate healthcare fraud and abuse through these programs.
Nonprofits engaged in educating our children and young adults will also have fewer resources to support their students. As outlined below, public schools will have fewer resources for providing remedial help to under-performing students, and nonprofit organizations serving youth will have additional demands to provide educational and social support to these students.
The Supporting Effective Instruction program will be eliminated. This $2.4 billion program supports ongoing State and local efforts to ensure that every child has access to effective teachers. Funds implement educator evaluation systems that provide meaningful feedback and support to teachers and school leaders, prepare educators to implement standards, and attract and retain the best teachers and leaders in high-need schools.
The budget blueprint also eliminates the $1.2 billion 21st Century Community Learning Centers program. This program supports the creation of community learning centers that provide academic enrichment opportunities during non-school hours for over 2.2 million children, particularly students who attend high-poverty and low-performing schools. As a result of this program, 36% of the students experienced an improvement in math grades, 36% experienced an improvement in English grades, and 50% of the students’ teachers reported an increase in homework completion.
In addition to eliminating the striving readers program, which provides additional help for students reading below grade level, the budget blueprint also eliminates or reduces more than 20 unnamed programs.
President Trump appears to be fulfilling his promise to take care of our nation’s veterans by increasing funding for veteran healthcare by $4.6 billion, though his commitment on veteran homelessness is not as concrete. The budget blueprint merely indicates "support". This seems vague enough to make us worry about possible cuts in grants to address homeless vets:
With decreased funding for legal service corporations, decreased support for services benefiting our nation’s poorest residents, and an increase in immigration enforcement, the White House is preparing for an increase in Federal arrests:
Legal Service Corporations will have more demand for service from those arrested, while having fewer resources to represent them. Additionally, many of those arrested will be their household’s primary earner, which will place additional burdens on nonprofit organizations serving the poor in their community.
About the Author
Without a doubt, the best time to engage board members is when they first join the board, and orientation should play a critical role in the process.
Assuming you have a strong process for vetting prospective board members, your organization probably has people joining the board with a passion for the mission, connections in various communities, and skills that the board can use. In my experience, most new board members begin their first term with an extremely high level of commitment and willingness to roll up their sleeves.
In my board development work as a consultant, I often interview board members and ask what their orientation looked like. Typically, half of the board members I interview indicate they have no official orientation, about a quarter indicate meeting with the board chair or executive director for a couple hours, and the remaining 25% recall attending a half day orientation with other new board members.
Their responses represent an interesting phenomenon. For the most part, we take people with a high level of passion, skills and connections but give them minimal or no advice about how to get involved at a leadership level.
As with most things in my career, I’ve learned this the hard way. Back when I was an executive director I used to ask new board members to sit through a boring half-day session with board leadership.
While better than no orientation at all, the common half-day session is not a very effective orientation tool. The human attention span isn’t really designed to concentrate on one topic for 3 – 4 hours, and that’s even truer in our digitally distracted world. If board orientation is an elephant, we want to eat that elephant in bite sized chunks over a period of months.
A couple years ago, I began asking boards to think about having an orientation process instead of an orientation session. Each organization’s process is unique, but the process might include attending information sessions one hour before regularly scheduled board meetings. Each session would have a theme, such as a session on board governance, one on organizational finances, another on programs, and a final session on fundraising. And each session would be designed to provide significant information that the board member can use in their new role.
The orientation process should also include tasks that board members are expected to do, such as joining a committee, making their first gift, soliciting their first gift, making their first public presentation on behalf of the organization, or liking the organization’s Facebook page. You get the concept: think about what you want your board members to do every year and include this in the orientation.
The idea is to get your new board members into the habit of being good board members early in their tenure. To help guide this process, it’s a good idea to give new board members a checklist with the various orientation sessions and tasks that all new board members perform. The individual board members can use this checklist to track their own orientation progress, and the organization can track each board member’s orientation on a spreadsheet.
This allows board leadership to publicly recognize board members as they complete the orientation process. Of course, praise at the board meeting is a good start, but completing orientation is a great time to award some branded swag – like a travel mug, pad folio, or lapel pin. This not only recognizes the board member but also serves to encourage other new board members to complete their orientation process.
At the bottom of this post, I’ve included a suggested checklist for a board orientation process. But remember this checklist is like a picture on the cereal box. You know the picture, with hearty red strawberries and blue berries atop a bowl of crispy flakes (with the hidden fine print reminding customers that this is a serving suggestion). This checklist is just a suggestion. Craft the process that is right for your organization and your board.
Our parents taught us about the birds and the bees, but most parents rarely teach children a much less natural part of life: negotiating salaries. Additionally, colleges and graduate schools typically don’t offer courses in negotiating salaries. Consequently, we’re far too often thrust into the professional world with limited experience and tools to negotiate our salaries.
For folks who only change jobs every 5 or 6 years, it can take decades to figure out how to negotiate salaries in an effective and productive way. As an example, I’ve had five professional jobs since graduating from college and in retrospect ech transition helped form these “contemplations on compensation”:
Contemplation #1: The best time to negotiate is before you take the job!
When negotiation salary, trade your life for the most you can (legally) earn doing what you love. Toward this end, always ask for more than the amount offered because your leverage is highest before you accept the job. When offered my first professional job out of college in early 1994, the executive director offered me a whopping $20,000 a year (about $32,000 in today’s dollars). My rent was $280 a month, this was more than I’d ever made before, and I was expecting to be offered only $18,000. Unfortunately, I didn’t ask to think about the offer and I didn’t ask for $22,000, I just said “yes.” I would make that mistake a few more times before learning better.
Contemplation #2: Taking a pay cut now can cost you hundreds of thousands in retirement
Don’t be willing to take a paycut – no matter how much you want the job. After four years in my first job, I had the title of Development Associate, supervised a grant writer, and was well compensated for the position at $44,000 a year. But I was ready to be a Development Director, and the organization I worked for had a Development Director who seemed happy and unlikely to leave anytime soon. For this reason, I launched a job search and one smaller homeless organization seemed like a good fit. Everything about the job seemed right but the salary was significant lower than I was already making. My household expenses were low, and I knew that I could live on less than I was making. They convinced me to take a $10,000 pay cut without me getting a commitment for a significant salary increase once I’d proven myself. My passion, heart, and ambition for more responsibility caused me to take the leap in a job paying significantly less. That was 18 years ago, and assuming that my salary has lagged about $10,000 a year for that entire period – the decision has cost me $180,000. That’s enough to buy a modest house in suburban Atlanta or 5 Toyota corollas.
It’s one of the few career decisions I genuinely regret, and I wish I would have said this when negotiating with this small homeless service organization:
“I’d love to work for you, and I will bring significantly more than $34,000 of value as your Development Director. I’m taking a risk by going from an established organization to a smaller one, and I need you to take a risk by paying me what a development director should make at this size organization. What arrangement can we agree to that will meet both our needs?”
After you’ve negotiated salary – forget about your salary – you no longer work for the paycheck. In fact, work as if you are paid a million dollars per year – which is still less than the value of 2,000 hours of life. Whenever I’ve gotten hung up on my salary, it’s impacted my attitude, enthusiasm, and overall happiness in both the job and in life. From an employer’s perspective, people who hold a grudge about their salary often become toxic employees and the situation rarely ends well for anyone.
Don’t ask for a raise without first sitting down with your boss and creating a roadmap to the raise. If, for example, you believe you deserve a $10,000 raise, at a scheduled meeting say the following to your boss:
“I think my value to the organization has increased because of [reason you deserve one] but I’m not going to blindside you by asking for a raise now. Instead, I’d like to learn the contributions I can make, commitment I can demonstrate, and goals I can achieve that would warrant you giving me a $15,000 raise in 6 months [or 12 months].”
The vast majority of bosses will appreciate your candor, willingness to prove yourself, and flexibility in wanting to meet the organization’s needs. This will start a conversation that may unfold over the course of weeks and will hopefully result in a roadmap to the raise you deserve. Of course, once that roadmap to a raise is created, it’s up to you to exceed expectations and keep your boss in the loop on your progress in a diplomatic way.
With a little creativity and the right support, every board member can be a stellar fundraiser. In fact, we recently brainstormed 31 board fundraising opportunities to give board members several options to choose from.
Customize this list for your organization, and ask board members to commit to the fundraising activities that feel right for them and their personal networks.
When Bill Lutz started as the Executive Director of an outreach ministry called The New Path, he brought a strong management and leadership background to a traditional ministry. Within six months of accepting the position, he learned that he often did not learn about an issue until it was a “full fledged disaster or catastrophe mode.”
For this reason, he created and implemented a quarterly “Pulse Survey” to measure the three key organizational indicators:
The survey is sent every three months to staff, board, volunteers, partners, and other key constituents. Started in 2015, they have sent the survey for five quarters.
The first survey resulted in a strong response – noting both issues to work on and strengths to celebrate. During the first few quarters, the survey indicated low numbers on “strategy”. And this provided data to help the board understand the importance of allocating funds to hire a strategic planning consultant and completing a strategic planning process.
We interviewed Lutz on Episode 17 of the Successful Nonprofits Podcast, and our conversation also included:
Listen on Sound Cloud
Check out the Successful Nonprofits Podcast
In less than one week, Americans everywhere will have one final opportunity to vote. I say one final opportunity – because many have had the opportunity to vote in the primaries and vote early in the general election.
According to the census bureau, just 92 million Americans voted in the last national election – while the nearly 240 million Americans are of voting age in this country. In other words, only 38.5% of adults over age 18 voted. The Census bureau asked registered voters who did not vote to explain their reason for not participating in the election. The most common reasons:
Those are the two worst reasons for not voting. After all, counties offer absentee ballot options for this very reason. That’s right, a county election office would have sent each of these non-voters a paper ballot to fill out in the comfort of their own home while sitting in a Lay-Z-Boy chair.
But wait! The responses non-voters get worse:
What the ?!#%$@&
If you leave the house on Election Day, you will see hundreds to thousands of people wearing stickers proclaiming “I voted”. If you didn’t leave the house – did you fail to turn on the TV, check your newsfeed online?
I think, perhaps, an ascetic monk living in cave in a mountain could use this excuse. Anyone else – it’s another bogus excuse.
Just when you thought the reasons couldn’t get any worse – guess what? They do.
We can assume these folks understand the importance of voting because they went to the trouble to register. But then, when Election Day rolled around they were “not interested”. You may not be interested in spaghetti for dinner tonight; you may not be interested in seeing Paris before you die.
But I sincerely hope you are interested in a civil society, infrastructure, a common defense, and many other issues that we decide by election. How do I know you’re interested in them? Well, if there is a riot in your hometown, you want something done about it (and then say something should have been done sooner). If a bridge you cross every day needs repair, you want it fixed before someone gets hurt. If our nation is at threat, you want it defended.
I’m just about to stop listing every one of these reasons, but here’s one more:
To keep this short, please see the paragraph about absentee ballots.
Our Constitution assigns two critical duties to Citizens, and one of them is to vote.
Whether you are conservative, liberal, or moderate, our nation faces issues that you care about. And Hillary Clinton and Donald Trump have dramatically different proposals for addressing these issues.
If you are eligible to vote, it is your constitutional duty to cast a ballot for the person you believe will best serve our country. And saying “I don’t like either of them” is perhaps the worst reason for failing to vote.
You know why? There are a lot of other races you will be voting on, including
So if you haven’t already participated in early voting or cast an absentee ballot, look at your schedule for Tuesday November 8 and plan when you will go to the polls and vote.
Episode 16 of the Successful Nonprofits Podcast delves into developing a professional brand as a nonprofit professional.
Many of us (including this podcaster) started our nonprofit careers without thinking about a professional brand. But how we brand ourselves professionally shapes our career and our lives for years to come. In fact. every stage of a nonprofit professional’s career offers opportunities to brand yourself based on your competencies, core values, and vision.
To help us better understand how to brand ourselves, we spoke with Kristin Battista Frazee, who is truly a renaissance woman. Holding an MSW from Columbia University, she has been a geriatric social worker, legislative assistant at a Capitol Hill lobbying firm, published magazine and book author, marketing consultant, and personal branch coach for social and human service professionals.
We also discussed her book The Pornographer's Daughter: A Memoir of Childhood, My Dad, and Deep Throat, with a special emphasis on what the book can teach us about building a personal brand that overcomes adversity.
Listen on iTunes Android Stitcher Sound CloudVisit the Successful Nonprofits Podcast website to find out about other episodes: www.successfulnonprofits.com