MPA Capstone Learning and Professional Development Portfolio Piece of Evidence Cover Sheet Name: Samuel T. Weekley Title/Label of Evidence: Family Promise of Brevard: Assessing Organizational Growth and Sustainability Type of Evidence: o Course assignment for (identify class): PAD 6149, Nonprofit Administration and Management, Dr. Naim Kapucu o Internship artifact for (identify internship): _____________________________________ o Written reflection produced for the portfolio o Other (explain): __________________________________________________________________ Competency/capacity addressed: 3d: Evaluate and Model Best Practices Self-Assessment Score: 4 Criteria you have met: Can provide new insights into the performance management challenges facing an organization or network, and suggest alternative design and measurement scenarios. Can demonstrate how he/she has applied organizational learning and development concepts to real situations. Instructor Assessment Score: ___________ Check list: o Written assessment follows completed rubric o Evidence is located after written assessment or may be found under another tab/page of the portfolio (add location): _________________________________________ o Additional supporting evidence included This strategic management plan was written for a nonprofit organization located in Brevard County Florida, and as a course-required assignment for PAD 6149, Nonprofit Administration and Management for Dr. Naim Kapucu. Similar to my strategic planning experience with Dr. Skolnick and the EFLC, this assignment was a pleasure to conduct, as the course was stimulating and fun, and integrated many of the concepts that I had been exposed to in prior course work with nonprofit administration; a field that I had worked in professionally. This plan was a collaborative effort that included a fivestudent team of classmates: Kaelynne Nill, Sandra Otte, Jasmine Jordan, Lisa Staton, and me. The organization as it turns out was not as responsive as we may have liked, but the research we conducted as a team to make a recommendation was interesting, and enjoyable, which made up for any lack of organizational awareness or desire to collaborate. We understood however going into this project that Family Promise of Brevard was a brand new chapter of Family Promise and that there was no leadership in place while we were conducting our research. Challenging as it was, we still managed to complete a quality analysis of best practices that Family Promise of Brevard may use moving forward, and given the opportunity again I would indeed work with this organization to produce an even higher quality strategic plan that they can use as a model well into the future. Family Promise of Brevard: Assessing Organizational Growth and Sustainability Name: Course: Instructor: Kaelynn Nill, Sandra Otte, Jasmine Jordan, Lisa Staton, and Samuel Weekley PAD 6149 Dr. Naim Kapucu Executive Summary The Family Promise of Brevard (FPB) is a 501(c)3 based in Rockledge, Florida whose mission is “keeping homeless families together as a unit, providing them temporary shelter and meals through an interfaith network of congregations, and assisting them in obtaining human services, permanent employment, and safe affordable housing, so they can achieve self-sufficiency and lasting independence.” The following is an organizational analysis focusing on key issues that will affect this organization’s volunteer management, donor relationships and management, and lastly marketing, including social media. This organizational analysis consists of a literature review that discusses major research findings and trends on the mentioned key issues; a qualitative research was also conducted using a questionnaire to make key recommendations to the organization. The data collections consisted of an open-ended questionnaire to the organization and analysis of secondary data retrieved from their website; data was also retrieved from Guidestar and the National Center for Charitable Statistics to obtain financial and demographical information. The major finding of the analysis of the volunteer program is that the FPB relies mostly on volunteers through the associated churches, and Family Promise has a training program specifically for the mission. The organization does utilize a data base management program, FPForce and solicitation tools to maintain donor relationships. In the area of marketing the organization has a basic website, but their social media sites; Twitter and Facebook are not updated often. Recommendations to the Family Promise are to have a leader designated to handle volunteer management, a more direct communication with donors from the board. In the area of marketing, the organization should use current donor information from sister organizations as benchmarking tools to formulate a marketing strategy. Introduction The purpose of this study is to provide an in-depth analysis into the operations of the nonprofit organization Family Promise of Brevard. This study seeks to examine the current practices utilized to determine the most optimal way in which to improve service provision levels to the respective stakeholders of the organization, as well as improve or begin to build effective organizational capacity. Family Promise of Brevard is a local chapter of its parent organization and national affiliate Family Promise. FPB seeks to keep homeless families together by providing a place to stay, food, and assistance in securing employment and housing. These families are connected to social service agencies by case managers who provide them with the various needs that they have during their period of displacement. While Family Promise of Brevard has a success rate of 75% for placing families in a stable environment within a 2-4 month period and consistently providing families with their needs, there are still obstacles to reaching optimal success for their mission. These obstacles include their volunteer management program, effectively utilizing a donor management system, and creating interactive marketing/social media strategies. The nonprofit is looking to enhance its volunteer management program both on an individual and organizational level. However, the current marketing strategies and the inability of the average stakeholder to interface with or get a good grasp of his/her role within the organization keeps the organization from advancing. Furthermore, Family Promise of Brevard is unable to adequately foster the necessary partnerships to maximize the prospective opportunities available within their desired Interfaith Hospitality Network. Without the ability to fully establish the Interfaith Hospitality Network and the partnerships represented through the means of the network, Family Promise of Brevard would possibly be unable to fulfill one of its key long term goals of expanding the organization into multiple chapters throughout the county by specific regional or geographic location. Thus, in order to effectively counter these issues, there must be a strategic analysis in place that examines each critical issue facing the organization and to measure whether the organization has improved from its current starting point. The research questions that will address these critical issues are: how can the effective management of volunteers, communication with donors, utilization of a donor system, marketing, and use of social media improve the organization; what organizational tools or strategies can the nonprofit implement to increase overall effectiveness; and how can the organization modify its structure to increase its effectiveness? Identification of the organizational critical issues will provide key insight into improving the organization’s capacity building and strategic management. If the organization can successfully integrate the findings from this study into daily organizational operations, it will improve the current service provision levels and build capacity that lends to key partnerships. The partnerships gained would not only be within the Interfaith Hospitality Network, but to similar organizations with comparable missions and goals. The findings from this study will provide a framework to address the key critical issues and establish a platform upon which Family Promise of Brevard can continue effectively serving its stakeholders and ensure longevity and sustainability. Family Promise of Brevard Family Promise of Brevard is a nonprofit organization committed to keeping families together during periods of homelessness by providing these families with temporary shelter, meals, and access to services as families seek to regain self-sufficiency and independence. The organization is able to link these families with human services, permanent employment, and safe affordable housing that includes, but is not limited to: job training skills, the acquisition of food stamps, day care assistance and links to housing leads. These services are provided through Family Promise of Brevard’s collaboration with the Interfaith Hospitality Network, which consists of 17 local churches that support the efforts and mission of the organization. FPB also links each family with a caseworker to connect them to the necessary social service organizations dependent upon each respective situation. The case manager continues to follow up with the family to track their progress up to a year after the family has been successfully placed in a home to ensure that the self-sufficiency is sustained and to eliminate instances of repetitive displacement. Family Promise of Brevard is a relatively new affiliate of the national Family Promise program and is attempting to distinguish itself in the competitive nonprofit arena. The organization hopes to expand and further the mission in their community. This makes it imperative for the organization to think strategically and examine important aspects of their management. Family Promise of Brevard should assess their management of volunteers, relationship with donors, use of donor data system, marketing, and social media in order to maximize their organization’s effectiveness. Literature Review Volunteer Management Due to limited governmental funding, nonprofit organizations are cutting back on full-time paid staff and replacing them with volunteers. It has been suggested that using volunteers to replace paid staff is not necessarily a good tool to fix the financial burdens of paid staff. Instead nonprofits must manage the ever-changing needs of the volunteer by rethinking strategic approaches to their organizational structure (Free Mgmt Library). A review of historical literature will offer insight on best practices and trends associated the strategic implementation of volunteer management. Dickie and Ott (2003) mention that nonprofit agencies should use strategic planning in order to be more efficient and effective. Volunteer management is critical when looking at organizations’ human resources because it provides an awareness of possible issues that can thwart an effective and efficient workforce. Brudney (2010) revealed that volunteer management is different than managing paid staff, as volunteers do not need the organization to earn a salary (p. 753). Brudney revealed in a study conducted by the Urban Institute that organizations with volunteer coordinators did not spend any more time on volunteer management than those without. According to the 2004 Urban Institute study, nonprofits that established a paid staff member to serve as a Director of Volunteer Service (DVS) put forth a 100% of the effort dedicated to managing the volunteer program (Brudney, 2010, p. 765). In order to effectively manage volunteers, the organization needs to have a structured program that will guide and assist the volunteer’s time and effort. A recommended structure of a strategically focused volunteer management program contains the use of recruitment, training, selection, motivation, and retention techniques for managing volunteers. Maintaining Donor Relationships Retaining donors is an important task for nonprofit organizations and it is a challenge they must persistently undertake. Nonprofit relationships with the donors should be founded on trust in order to avoid losing relations with a donor. According to Bryce (2007), a trust relationship is neither unconditional nor risk free because there is uncertainty about whether or not expectations will always be fully met (p. 113). The relationship is based on the reciprocity of expectations in which both parties derive some benefit from. This relationship can be cultivated through ongoing communication and personalized messages from the organization (Riley, 2008, p. 9). Nonprofits can strengthen the connection with donors by communicating realizable future performance and confirming that the organization is making good discretionary decision in the public’s future interest (Bryce, 2207, p. 126). An organization must illustrate transparency and accountability in order to build trust with donors and sustain their relationship. Nonprofits can improve donor retention by nurturing donor relationships through acknowledgement and gratitude. Thanking the donor is a vital building block in the nonprofit organization-donor relationship because it not only strengthens the relationship, but it also increases the likelihood of more frequent donating (Ford, Merchant, & Sargeant, 2010, p. 593). According to a cross sectional study on donors to a regional public television station in the United States, acknowledgements help strengthen the nonprofit's relationship with less frequent donors and enhances positive emotions towards the organization (Ford et al., 2010). Donors place a premium on developing a relationship with organizations in their communities and are likely to support their local nonprofit once the organization has earned their trust and has sufficiently acknowledged them (Powers & Yaros, 2013). Cultivating or maintaining donor relationships are vital to a nonprofit’s fundraising endeavors and ability to expand their donor base. Utilizing a Donor Management System Customer Relationship Management (CRM) is the most critical element of a fundraising strategy and is designed to help nonprofits compete with other organizations. The choice of the technology that will facilitate efficient CRM is an indispensable component in a nonprofit’s strategy for approaching the management of funders in a socially connected 21st century. It is important for a nonprofit to “stay ahead of the change,” ensuring that technology based decisions are not reactive, but proactive (Ross p. 41, 2009). CRM provides a sufficient array of resources to employees and volunteers throughout the fiscal year in order to ensure transparency about future technology decisions. A developing Floridian nonprofit may consider using new and innovate technology such as Geographical Information Systems (GIS) to map fundraising patterns. Using GIS provides the capability for “plotting on a map the location of their: $100+ donors; loyal donors; subscribers; patients; alumni; food recipients; ticket buyers; gala attendees and so much more” (Raff, 2013). An organization may also consider conducting a Return On Investment (ROI) evaluation after fiscal year two because it helps quantify the technology’s benefit to your organization’s mission by forcing you to quantify the benefits into a monetary value (Ross p. 57, 2009). A nonprofit can use a customized CRM system based on the Salesforce CRM platform. Salesforce “is a powerful CRM system,” established on cloud technology that is, “flexible in tracking and displaying all the myriad ways a constituent might interact with an organization” (NTEN p. 38, 2011). The flexibility that Salesforce offers may also bring complexity because it is harder to learn to use than some of the other systems (NTEN p. 38, 2011). Nonprofit managers must weigh the positives and negatives of the technology they use and choose a system that is most compatible with their organizational needs. Marketing A developing nonprofit organization can greatly benefit from a strategic market approach. Gainer (1989) argued that marketing within nonprofit organizations should be a branch of the organization’s strategic planning and management. This approach relies on research and analysis that focuses on segmentation and marketing. This marketing and segmentation focuses on targeting specific audiences/groups and certain segments of the population based upon demographics, educational background, socioeconomic status, etc. Gainer (1989) warned about specifically targeting segments or groups because the nonprofit may miss the opportunity to target other groups that are not primary beneficiaries, stakeholders, or the target population. While these groups and audiences should be targeted, the organization should also look beyond those audiences and groups and tap into unchartered markets in order to be truly effective. It is imperative for the nonprofit organization to have a good grasp on what the service provision climate is outside of its respective organization and build a strategic marketing process. Gainer (1989) stated that competition, positioning, and branding are vital components to consider when a nonprofit organization is designing its marketing campaign and strategies. Organizational branding will help with acquiring multiple revenue sources and creating a solid donor base. A nonprofit should also have both an Internet presence and a physical presence within their community because it is vital to an organization’s effective marketing sustainability to reach mass markets (Stater, 2009). If this is done effectively, nonprofit organizations can obtain the trust of the constituencies desired and the attention of broad audiences. Bryce (2007) introduced the idea that trust is gained through a transactional relationship between the nonprofit organization and the public. If a nonprofit organization can reach a delicate balance of the core transactions of trust with the antecedents that affect the marketing message, the nonprofit organization can create a sustainable future and a successful marketing campaign. Social Media In the era of online social networking, it is very important for nonprofit organizations (NPOs) to be fluent in the use of social media. The literature thus far on the use of social networking sites such as Twitter and Facebook has examined how NPOs are making use of social networking and how they should be. One of the big findings in the research is that it is not enough that organizations have set up Facebook and Twitter accounts alone, they must engage with their followers. The second major finding is that NPOs are not taking full advantage of social networking sites. One study on the use of Facebook examined 275 NPO Face book profiles to understand how they are using the social networking sites to advance their missions and programs (Waters, et. al. 2009). The items researchers specifically looked for in profiles were the “presence of items representing organizational disclosure, information dissemination, and involvement” (p.103). These three components are deemed important in relationship building. The results of this study concluded that organizations used disclosure as the most frequent strategy and there were mixed components involving information dissemination and involvement (p. 105). Organizations are not using the interactive features of Facebook to build relationships. A study conducted on the use of Twitter by NPOs looked at 73 organizations to see how they engage in stakeholders not only by looking at their Tweets, but they also looked at the utilization of tweet frequency, follower behavior, hyperlinks, hash tags, public messages, retweets, and multimedia files. Like the Facebook study, the Twitter study concluded that organizations are not using this social networking at its maximum potential either. Organizations are using Twitter and Facebook as a “one way communication channel” (Lovejoy, et. al (2012). Organizations need to be active on these sites and need to engage with their followers regularly. It is recommended not to over-tweet on Twitter because messages could get lost in user feeds. Also, it can be worse for organizations to have abandoned accounts as this may turn off potential stakeholders. Methodology A series of interviews, email correspondence, and a key list of open-ended questions provided to the organization were used to analyze the effectiveness of its strategies. Upon the initial interview with the Family Promise of Brevard, short-term goals were identified as establishing communication with constituents, donors and volunteers, and various types of funding. Their long-term goal is to further expand and increase the growth of their organization. The articulation of these goals led to the formation of three research questions: • • • How can the effective management of volunteers, communication with donors, utilization of a donor system, marketing, and use of social media improve the organization? What organizational tools or strategies can the nonprofit implement to increase overall effectiveness? How can the organization modify its structure to increase its effectiveness? Research Design A qualitative research design based on observation was utilized, which ultimately provided us with more research flexibility moving forward. This flexibility was imperative, as communication between FPB, and our team was primarily conveyed through the use of technology, specifically by phone, and Email. The questions we sought to answer were explanatory questions of, “what, where, when, and how, and why,” (Babbie 2013, p. 92), which are also identified by Bryson (2007) as the fundamental questions used in strategic planning to identify strategic issues. Data Collection To answer these questions, we chose to design a questionnaire consisting of openended questions that we hoped would ultimately generate a sufficient amount of organization specific data to answer the aforementioned research questions proposed at the beginning of this study. This questionnaire can be found in Appendix A. We also analyzed (secondary) data that we retrieved from the organizational Website, and data that were passed down to use through the organization and through our point of contact to analyze organizational effectiveness. We were also able to utilize both the Guidestar database and the National Center for Charitable Statistics database to obtain relevant financial and demographic data pertaining to established Family Promise chapters within the region that we would ultimately use as a benchmark for comparison. Given that this chapter of Family Promise (of Brevard) was new, and did not in fact have previous financial data to use, it was crucial to use the data retrieved from the two charitable statistics databases to benchmark where FPB wants to be, where they should be, and how they may go about getting there. We are also obliged to note the research method that Family promise of Brevard should utilize when attempting to formulate a strategy for obtaining benchmarking data that can be used to advance the organization beyond the conception stage and into a fully functional operation. If FPB is to be successful in achieving its mission, it will be imperative for the organization to conduct both a qualitative analysis using a Grounded Theory Method for comparing organizational data and a quantitative analysis of data accumulated by multiple Family Promise chapters within the region for use as a benchmark to set organizational goals or objectives. The qualitative analysis should focus on relevant case studies and the processes used to address recurring issues, as well as any findings associated with those processes. It should also seek to identify patterns of success, accomplished, and recorded by multiple Family Promise chapters within the region that answer questions concerning: the frequency for which identifiable success patterns occurred; the magnitude of the impact that these successes had on the stakeholder base; the processes that were undertaken to ensure these successes; the initial causes that were considered in the formulation of the organizational mission statement, and any recurring issues that have been strategically accounted for; and the consequences, whether factual or hypothetical if the organization does not in fact address these issues. The quantitative analysis should focus on primarily financial and demographic data accumulated by Family Promise chapters within the region. Financial data may include budget and financial statements from previous fiscal years that would provide a benchmark for setting financial objectives for the organization. The demographic data should be comprised of accumulated case data that indicates successes or failures given the availability (or lack thereof) of resources that are necessary to achieve the organizational mission. Findings The research questions have a common theme of requiring effective strategies and tools to increase the effectiveness and establish future growth of the organization. A review of the literature provided that the variables of volunteer management, donor relationships, donor management system, marketing, and social media should be examined to answer the research questions and asses the long-term goals of the organization. The questionnaire and analysis of secondary data provided significant results of the effective ness of the organization. Refer to Appendix A to see the organization’s responses to open-ended questions related to this project. Family Promise of Brevard relies on partner churches and the National Family Promise for volunteer management and communication. According to the questionnaire, they utilize church coordinators to communicate and oversee their volunteers because of a vacant Board position for Congregational Relations. This future Board member will also be responsible for the recruitment and retention of volunteers. Volunteers representing the National Family Promise trained current volunteers for the Brevard branch in order to provide the organization with a “Core Group” of volunteers. The Executive Director is responsible for training the coordinators and congregational volunteers several weeks before the hosting week of congregations. The National Family Promise provides most of the training and volunteer’s information for interested parties. The organization depends on FPForce data system and solicitation tools to maintain donor relationships. The data system will be used to organize their donor lists and media tools, email, or mail solicitation will be used to communicate with and thank donors for contributions. Donor communication is strongly linked with the use of their data system, social media, and marketing strategies. System generated thank you letters will be a regular tool that Family Promise of Brevard plan on using. The nonprofit will also communicate through pastors and church coordinators of the Interfaith Hospitality Network (IHN). Donor communication will be organized by FPForce and maintained on a regular basis through newsletters, emails, mail, and church coordinators. Marketing for Family Promise of Brevard consists of promotion through their website, social media, newsletters, email, bulk mailing, and timely acknowledgement of donations. The website currently has a very basic set up in which information about the organization and newsletters are provided. Their Facebook is not updated on a regular basis and Twitter was last used in November 2012. Family Promise plans on having two mass mailing solicitations a year and will be asking participating congregations to take an annual special offering. The organization is also planning three major fund raising events: a golf tournament, a Bowlarama, and a Walkathon and Tent City event. They hope to develop a two-person grant writing committee that works on government, corporate, and private foundation grant requests. The organization has future marketing tactics, but is not currently utilizing all marketing tools. Social media is not used on a regular basis by the nonprofit and they are focusing on public media promotion of their organization. They do not update their Facebook page regularly with their current newsletter or the interviews with media outlets. They also do not invite users to donate or volunteer, there is a link to their website however. Social networking sites should be used consistently with the most up to date information and used as two communication tool. Discussion After an analysis of the answers provided by the organization to the open-ended questions, it was determined that Family Promise of Brevard is not currently utilizing all recommended effective strategies and should make some organizational changes. Kapucu (2012) stated that “it is clear that capacity building activities are needed to enhance the organizational effectiveness of small nonprofit organizations” (p.182). Ultimately, the process is a continuous incremental that will build organizational capacity over time. Given the substantial role volunteering has on the organization’s day-to-day operations, it will be imperative for FPB’s immediate future to elect the new board member who will be charged with the responsibility of recruiting and managing volunteers. The absence of a leader from the organization to manage the volunteers will hamper their ability to effectively recruit and retain volunteers. According to Herman and Renz (2000), nonprofit effectiveness is strongly related to board effectiveness, which makes it essential for boards to have carefully chosen members and to lead the organization (p.158). It may also be prudent to consider relinquishing volunteer recruiting and management duties to either a full-time or parttime coordinator to ensure efficiency. Volunteer managers must set clear goals, evaluate performance, and recognize the achievements of their volunteers, which may be too much for a single board member to handle when considering their other organizational responsibilities (Worth, 2013, p. 234). A full or part-time volunteer manager will enable the newly elected board member the capability to focus further on managing the relationships within the religious congregations currently collaborating with FPB. De Vita & Fleming (2001) suggest that nonprofits that want to increase the overall effectiveness of their organizational structure can do so by restructuring their organizational activities, thereby resulting in a sustainable building of capacity. Strategies that can be used by FPB, are to build structural effectiveness by providing more training of staff and volunteers, increased utilization of volunteers and the creation of specific programs that focus on public outreach, marketing and donor-base management. Other strategies that are external to the organization can include, collaborating with other agencies that have a similar mission to heighten mission impact, diversify funding sources, and diverting resources to more successful ventures. Family Promise can create additional homeless outreach program that provide literacy and job-hunting skills for the homeless, thereby creating additional avenues and sources of funding. Another recommendation for the FPB is to take advantage of technology by using the world-wide-web to achieve a broader reach for potential donors, and volunteers, and to communicate organizational effectiveness to their constituents. De Vita & Fleming mention that nonprofits that do not take advantage of the today’s new technology in fundraising will be left behind. By FPB incorporating social networking and providing an easier way for people to donate online, they will increase their capacity for long-term sustainment. In addition, the day-to-day management of the Internet will replace the old antiquated letter mailings and phone calls. Family Promise of Brevard must place more emphasis on relevant and meaningful communication with current donors, particularly with large donors. The organization relies too much on mass mailings and impersonal emails as a means of communication. More personalized emails and direct communication from the Board will ensure a sustainable source of revenue and open the door to potential sources for unrestricted revenue that may be used for general operating expenses. However, the nonprofit does plan on effectively using the FPForce donor management system for the necessary one-way communication (i.e. thank you notes, and communication regarding upcoming events). The software will also assist in the identification of future or potential donors and provide Family Promise of Brevard with the data necessary to create a map of current and future donor prospects and formulate a plan for engaging them. Utilizing the full potential of the software’s capabilities should not, however, be viewed as an alternative to face-to-face communication with donors. Finally, a well-planned marketing strategy, including the use of social media, should be considered during the initial strategic planning phase. It will be crucial for Family Promise of Brevard to use data accumulated by Family Promise chapters within the region, as well as current donor information as a benchmark for formulating a new marketing plan that accounts for the needs that should be identified during the where are you now, where are you going, and how do your plan to get there phases of the strategic planning process. Given the relevant significance social media has played in the success of many Family Promise chapters nationally, it will also be important to make better use of both the organization’s Facebook and Twitter accounts to advocate on behalf of stakeholders and clients, as well as promotional purposes. Social media, especially Twitter, has not been utilized effectively to reach out to potential donors because of its limited use by the organization. Both Facebook and Twitter provide a unique opportunity for engaging potential and future donors who may identify with the organizational mission and should be updated daily with relevant information. Conclusion This paper addressed a series of research questions in the hopes to provide some palatable recommendations that will empower the Family Promise of Brevard to seek consolidated approach that will produce high returns in achieving its mission. The overall goal of the paper is to provide a picture of organizational success by using the mission-action connection, which involves: assessing the mission, providing a strategic approach to achieve the mission; and producing recommendations and activities that will assure organizational effectiveness for the FPB. This study recommends several ways that the agency can effectively market the organization and communicate to donors and volunteers, by using various social networks in order to improve performance. Additionally, this paper provides organizational tools and strategies in order to improve organizational effectiveness. Lastly, this paper addresses ways that the organization can modify its structure to increase the overall effectiveness. It is the view of this research that the organization lacks a knowledgeable human resource that can address effective ways to approach volunteer recruiting, fund-raising, marketing, and collaborative activities that will produce high impact on mission effectiveness. By using social networking, the agency can post a need for a strong leader to fill the gap in volunteer management and fund-raising roles. In addition, using social networking sites such as Facebook will empower FPB to market the organization and communicate mission impact to current and potential donors, and volunteers, Also, the agency can show constituents and larger funders such as regional or national foundations the fruits of their labor and a measurable performance that produces a positive community impact. The overall embracing of technology will reduce the current ineffective ways of fund-raising, volunteer management, and marketing. To accomplish an effective use of resources and outreach, Family Promise of Brevard will need to incorporate training of staff and volunteers in proper procedures for day-to-day operations, fund-raising, and recruitment. It is the hopes of this study that the organization implements the recommendations, thereby empowering FPB with a longterm sustainable approach to building capacity in the years to come. References Babbie, Earl (2013) The practice of social research, (13th ed). Belmont, CA: Wadsworth Publishing. Brudney, J. L. (2010). Designing and managing volunteer programs. The Jossey-Bass handbook of nonprofit leadership and management, (3rd ed.). San Francisco, CA: Jossey-Bass. Bryce, H.J. (2007). The public’s trust in nonprofit organizations: The role of relationship marketing and management. California Management Review, 49(4). 112-131. De Vita, C. J., & Fleming, C. (2001). Building capacity in nonprofit organizations. Retrieved from http://www.urban.org/UploadedPDF/building_capacity.PDF Dickie & Ott. (2003). Post–September 11 human resource management in nonprofit organizations. Review of Public Personnel Administration, 23(2), 97-113. Ford, J. B., Merchant, A., & Sargeant, A. (2010). 'Don't forget to say thank you': The effect of an acknowledgement on donor relationships. Journal of Marketing Management, 26(7/8), 593-611. Gainer, B. (1989) Marketing for nonprofit organizations. The Jossey-Bass Handbook of nonprofit leadership and management, (3rd ed.). San Francisco, CA: JosseyBass. Herman, R. D., & Renz, D. O. (2000.) Board practices of especially effective and less effective local nonprofit organizations. American Review of Public Administration, 30(2): 146-160. Kapucu, N. (2012). It takes a village: Capacity building for community-based nonprofit organizations through an academic center. Journal of Nonprofit Education and Leadership, 2(3): 172-185. Leslie; Jay; Berry, Andrea; Quinn, Laura S., and Bernard, Chris (2011) A consumer’s guide to low cost donor management systems. Portland, Oregon. Nonprofit Technology Network (NTEN). Lovejoy, K., Waters, R., & and Saxton, G. D. (2012). Engaging stakeholders through Twitter: How nonprofit organizations are getting more out of 140 characters or less. Public Relations Review, 38(2), 313-316. Powers, E., & Yaros, R. A. (2013). Cultivating support for nonprofit news organizations: commitment, trust and donating audiences. Journal of Communication Management, 17(2), 157-170. Raff, Larry G. (2013). “Mapping” fundraising strategies. (Web Log Comment). Retrieved from: http://copleyraff.blogspot.com/ Riley, D. (2008). Deeper donor relationships = Increased contributions. Nonprofit World, 26(4), 8-9. Ross, Holly. (2009). Managing technology to meet your mission: A strategic guide for nonprofit leaders. San Francisco CA: Jossey-Bass-Wiley. Stater, K.J. (2009). The impact of revenue sources on marketing behavior: Examining web-promotion and place-marketing in nonprofit organizations. Journal of Nonprofit & Public Sector Marketing, 21(2). 202-224. Waters, R. D., Burnett, E., Lamm, A., & and Lucas, J. (2009). Engaging stakeholders through social networking: How nonprofit organizations are using Facebook. Public Relations Review, 35(2), 102-106. Worth, M. J. (2012). Nonprofit management: Principles and practice, (2nd ed.). Los Angeles, CA: SAGE Publications, Inc. Appendix A • Questionnaire for Family Promise of Brevard What are the long-term goals of Family Promise of Brevard? o The long-term goals are to mentor the lifestyle basics for the guests and help to locate permanent housing. We will remain in contact with them for a year after completion of the program to ensure they are not falling back into homelessness. We seek to give them a hand up, not a hand out. o We will partner with other organizations to meet these goals, for they have expertise in these areas and we do not need to expend valuable resources to re-create the wheel. o Because Brevard County is 76 mile long, we have a long term vision to eventually form an affiliate for Brevard North, Brevard Center and Brevard South, so that we are better able to assist more families in the far reached of Brevard County. • What’s the best way to manage the vital relationships with donors to drive results? o A way to manage the relationships with donors is to stay in touch with them, keeping them aware of what we are doing and how important they are to the success of the program. o We have just purchased FPForce a data system developed by National Family Promise that will allow us to sort contacts and donors in numerous relevant ways and to generate thank you letters, information and publicity communications, and donor solicitation both via email and USPS mail. • What tools (Facebook, Twitter, mass mailings, phonations, special events, etc.) is your organization using as part of its current fundraising strategy? o We are using or will use the Website, Facebook, Twitter, distribution of newsletters via email distribution and bulk mailing, timely acknowledgement of donations and seeking additional grants. o We are also members of the Brevard Homeless Coalition, Brevard Interfaith Coalition; Greater Palm Bay, Cocoa Beach Regional, Melbourne Regional and soon, The Puerto Rican/Hispanic Chambers of Commerce. We are planning to join the Titusville Chamber of Commerce in the future. o We seek opportunities to present our program to Civic, Business and Faith organizations. We also attend tabletop events as the opportunity arises. o We continue to seek any group willing to listen to how our program does so much with only two salaried positions. Our volunteers will provide two, three or more times our annual budget in value of time contributed to our guests. o We will be doing two mass mailings solicitations a year. We will be asking participating congregations to take an annual special offering in which we provide the return envelopes and a bulletin inserts, and media copy for projection. We currently are planning three major fund raising events: 1. A golf tournament. 2. A Bowlarama and 3: A Walkathon and Tent City event. We also have a two person grant writing committee that works on various government, corporate and private foundation grant requests. • How often does your organization communicate with donors? o We contact donors on each occasion a contribution is made, through a current quarterly newsletter, and email distributions, although it is not limited to donors. o We also communicate via the Pastors and Coordinators of the Interfaith Hospitality Network (IHN) involved in support of our guests through hosting, feeding, listening, mentoring and treating the guests with respect each night for the week they spend at each congregation before moving to the next congregation. o We provide personalized thank you letters following a donation using templates based on the purpose of the donation. We list grants on our website. When we begin to use FPForce (see comment on bullet #2 above), we will be able to generate regular (probably quarterly) communications with donors. • How can social media be utilized to promote the mission of Family Promise of Brevard? o We have had various articles the past few years in newspapers: Florida Today, Hometown News and Viera Voice. We have used advertising of events through WCIF-FM, and WMEL-AM for a 30-minute interview and other media outlets. o We also had a Family Promise of Brevard, Inc. night at the Space Coast Stadium in Viera. o We have an upcoming interview with Channel 6 for their segment of "Making a difference". o We are working hard to keep our website up to date and relevant with what is happening with our organization o We ask our churches to continually put articles in their church weekly bulletins and monthly newsletters. o We continually meet with the Brevard Interfaith Coalition and Brevard Homeless Coalition and use their information website and Facebook outlets to get our information out to other audiences through United Way and Catholic Charities. We are also in the beginning stages of becoming more involved with Habitat for Humanity. • Who is responsible for managing volunteers? o Currently, we utilize our Church Coordinators to communicate and oversee our volunteers. We have a Board position for Congregational Relations who will assist the Church Coordinators in communication with volunteers. This will include sending the newsletter and periodic updates to the volunteers as well as assisting with an annual volunteer recognition event. o The Executive Director is responsible for all volunteers training and support to the Church Coordinators. • How can your organization improve volunteer retention and recruiting processes? o As we move forward and host our first guests, the host congregation will realize what they have just encountered, lived through and what has just changed in their lives and attitudes. They will want to share that feeling with everyone in their circles. As more congregations cycle through their first week, that feeling will spread and others will want to know how they might share in this endeavor. It will be through the volunteers that more congregations and volunteers will wish to be a part of moving a homeless family to permanent housing. That has a snowballing effect as long as there are guests needing assistance to stand and fight against the adversity of being homeless. o We are looking at having Board position that is responsible for volunteer recruitment, placement and training for needs outside of the church hosting duties. This person would be responsible for recruiting individuals and groups who assist with things such as staffing of the resource center, staffing fund raising events, light office duties, assisting the Executive Director with projects etc. They would also oversee training and manage the schedule of these volunteers. This Board position would work in conjunction with the ED, the Board President, and the event fundraising chairpersons to identify needs. This person would also be responsible for planning and organizing an annual volunteer recognition event for all volunteers to include church/host volunteers as well. • Are volunteers provided access to adequate training and mentoring resources? What resources or information are available to volunteers? o On several occasions, volunteers representing National Family Promise came to train the “Core Group” of volunteers as we proceeded to form Family Promise of Brevard, Inc. In June 2013, the Board of Directors, Executive Director, congregational coordinators and the team of volunteers from the first two host and support congregations met for a more formal in-depth set of training required for us to host the first guests. The Executive Director is responsible for training the other coordinators and congregational volunteers several weeks before their hosting week. This continues as other Host and Support congregations are added to the Networks. o The National Family Promise organization offers a large array of helpful material and training for affiliates as they start up, as well as those mature in hosting guests. o The National Family Promise staff is always available to provide training asset and materials. Additionally, volunteer trainers from other affiliates are available to assist us in training and organizational structure as well as address issues as they arise for the 1st time, as we move forward. • Do you have SOP's (standard operating procedure) in place for events and volunteer recruiting as well as daily operations? o Yes. They all have been recommended by National Family Promise, and adapted for Family Promise of Brevard, Inc. and approved by the Board of Directors. As a new start up organization, our policies and procedures are dynamic as new policies are placed in use where circumstances dictate. That may come from Federal, State, Health, Payroll, Insurance or a myriad of other sources. o We have a complete set of personnel and financial policies. We have also established daily operating procedures that guide our daily operations, as well as long-term operational aspects of Family Promise of Brevard, Inc.
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