Nonprofit Management. TH 166 Spring 2007

Transcription

1 Nonprofit Management TH 166 Spring 2007

2 Sources Managing a Nonprofit Organization in the 21 st Century; ; Thomas Wolf Management and the Arts; ; William Byrnes Theatre Arts Department Handbook; ; CWU The Performing Arts in a New Era; ; The Rand Corporation Wikipedia; Leadership

3 Elements of Nonprofit Management Understanding Nonprofit Organizations The Board of Directors Assembling the workforce Personnel Policy Marketing Financial Management Fund Raising Planning Leadership

4 Understanding Nonprofit Organizations Must have a public service mission Must be organized as a not-for for-profit or charitable corporation Governance structure must preclude self-interest and private financial gain Must be exempt from paying federal tax (501c-3) Must possess the special legal status that stipulates gifts made to them are tax deductible

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7 Responsibilities of the Board of Trustees Determine mission and set policy; ensure the charter and law are followed Long term planning Establish fiscal policy and boundaries Provide adequate resources through direct contribution and a commitment to fundraising Select, evaluate and terminate (if necessary) the chief executive Maintain a link with the community to promote the work of the organization

8 NOT Responsibilities of the Board of Trustees Engage in day-to to-day operations Hire staff Make detailed programmatic decisions

9 Assembling the workforce Salaried staff Volunteers Independent contractors Outside organization service providers

10 Personnel Policy Organization chart Job descriptions Policies and procedures Employment and pay Staff evaluations Conflict-of of-interest policy Termination and grievance policy Sexual harassment policy General office practice and procedures Personnel Manual

11 Image Marketing Mix Product Promotion Price Place Market Research Marketing Environment Threats Opportunities Perceptions Organization strengths and weaknesses

12 Nonprofit Management TH 166 Fall 2006

13 Financial Management Financial (Calendar) vs. Fiscal Year Budget Income (Revenue) Expense (Expenditures) Project Budgeting Contingency/Reserve Budget Process Cash Flow

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15 Budget Process Make a wish list Cost out the list Allocate income Compare Set priorities Adjust and balance Approve Monitor and amend

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18 Adjust and Balance Cost Savings Strategies 1. Reducing real wage growth 2. Choosing productions or pieces that require fewer artists and/or fewer scene changes 3. Hiring fewer expensive guest artists 4. Avoiding newer works to avoid royalty payments to creators 5. Cutting rehearsal times 6. Developing productions in low-cost locations.

19 Adjust and Balance Revenue Savings Strategies 7. Producing lavish programs featuring celebrity artists to attract large audiences (blockbusters) 8. Producing familiar, traditional programs ( warhorses( warhorses ) designed to attract large audiences (the Nutcracker strategy) 9. Tying primary programming to sales of auxiliary products such as T-shirts, T collectibles, etc. 10. Increasing the number of performances of the same production 11. Maximizing the audience per performance by increasing the size of performance venues 12. Targeting niche markets that have predictable, loyal audiences.

20 Adjust and Balance Financing Savings strategies 13. Productions jointly financed by firms in the for-profit and nonprofit sectors 14. Adoption by nonprofits of commercial financing techniques such as for-profit subsidiaries or charitable component mutual funds

21 Fundraising Unrestricted gifts and individual contributions Corporate support Foundations and public agencies Deferred giving

22 The Ten Commandments of Fundraising I Only prospectors find gold II Be sure that courtship precedes the proposal III Personalize the pitch IV If you want bread, you need dough V When asking for money, assume consent VI In written requests, if you can t t scan it, can it. VII In designing budgets, use the old math VIII When in doubt, communicate in English IX Don t t take a no personally X No matter how many times you said thank you, say it again Managing a Nonprofit Organization in the 21st Century

23 Planning Short-,, Intermediate-,, and Long Range Plans Strategic and Operational Plans Single-Use Plans Standing-Use Plans

24 Planning Every good plan must answer Why What When Where Who

25 Excuses for Not Planning Takes too much time and effort Planning is too expensive Planning saps organizational initiative

26 The Planning Process

27 Leadership the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members" R.J. House, Culture, Leadership, and Organizations

28 Management vs. Leadership Managers administer, leaders innovate Managers ask how and when, leaders ask what and why Managers focus on systems, leaders focus on people Managers do things right, leaders do the right things Managers maintain, leaders develop Managers rely on control, leaders inspire trust Managers have a short-term term perspective, leaders have a longer- term perspective Managers accept the status-quo, leaders challenge the status-quo Managers have an eye on the bottom line, leaders have an eye on the horizon Managers imitate, leaders originate Managers emulate the classic good soldier, leaders are their own person Managers copy, leaders show originality Warren Bennis, On Becoming a Leader

29 Front of House Functions

30 William J. Brynes, Management and the Arts

31 Production Stage Manager William J. Brynes, Management and the Arts

32 General Management Positions Artistic Director General Manager Producing Manager Managing Producer Managing Director Executive Director

33 Financial Management Positions Director of Finance Comptroller Director of Business Information Systems Accountant Business Manager Bookkeeper Box Office Manager Head Treasurer

34 Fundraising Management Positions Director of Fundraising Special Events Director Director of Volunteer Services

35 Marketing Management Positions Director of Marketing Marketing Manager or Market Analyst Director of Membership Director of Audience Development Director of Public Relations Press Representative Director of Community Relations Director of Advertising Sales Director of Publications Ticket Services Manager Group Sales Manager Subscription Sales Manager Telemarketing Manager Merchandise Marketing Manager Concessions Manager

36 Production and Operations Management Positions Library Manager/Dramaturg Production Manager Facilities Manager Office Manager Stage Systems Manager Company Manager House Manager Production Stage Manager Technical Director Tour Manager Advance Stage Manager Internship Director School Director or Administrator Director of Security Maintenance Supervisor

37 Questions?

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