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I have spent
my entire
professional career in the nonprofit sector,
doing work that I have found intellectually
and personally rewarding. All of my positions
have involved some mix of fundraising,
communications, marketing or organizational
development, so I have spent a lot of time
thinking about the things that we do, and
finding ways to explain to others how
nonprofit organizations operate similarly to
for-profit businesses.
Nonprofits employ people, nonprofits
buy goods and services from for-profits,
and nonprofits are an important economic
engine of the United States economy. In
fact, if the global nonprofit sector were
a country, it would have the sixteenth
largest economy in the world. In 2012, the
nonprofit sector contributed $878 billion
to the U.S. economy, or about 5.4 percent
of our nation’s GDP. Additionally, the
nonprofit sector is the 3rd largest employer
with nearly 11 million paid employees.
Even more, it is one of the few areas of the
U.S. economy adding jobs at a
rate of nearly 2 percent per year.
Obviously, the nonprofit
sector is a force to be reckoned
with in so many areas. However,
economic impact pales in comparison
to the enormous impact the combined
mission outcomes have on our community.
In Georgia, the nonprofit sector is quite
large and diverse, representing interests
ranging from health care, education,
the arts and business associations to
civic groups focused on some of our
community’s most critical issues.
Strong, effective nonprofit
organizations have adopted many best
practices from business. We know that good
management and strategically deployed
resources help us gain market respect,
donor confidence, and public support. But
the attention rarely goes in the opposite
direction. All too frequently, for-profit
companies just do not see what nonprofits
do as relevant to sound business practices,
let alone making a profit. Frankly, the fact
that so many nonprofits have been able to
respond to significant increases in demand
for service without going over the financial
cliff is testament to some pretty remarkable
business skills.
Yet, in a world of fast-diminishing
customer and employee loyalty, for-
profits can learn substantial lessons from
nonprofits in three areas: cultivating
passionate employees, keeping clients
and customers engaged and loyal and
identifying and serving a compelling
mission that emphasizes a higher purpose.
Great organizations have tremendous
business execution in part because they have
strong core values. The “essence” of what
lies at the crux of our continued success
here at Annandale Village are the seven core
values that serve as our guiding principles,
taken to heart by each member of our Board
of Directors, professional staff and volunteer
leadership.
Individuals with intellectual disabilities
and traumatic brain injuries come first
in everything we do.
Commitment to excellence and
professionalism are key tenets at all
levels of our organization.
We are one team with one vision and
one mission working together.
Collaboration and partnership within
our organization, and with others who
share our vision and values, are keys to
our sustained success.
Integrity, honesty and ethical behavior
guide all our endeavors.
Diversity of ideas, cultures, ethnicity
and backgrounds strengthen our efforts.
Financial strength enables us to
accomplish our goals.
Core values are designed to capture
“how you show up, how you serve and
how you promote who you are as an
organization.” If you are able to infuse
your core values into the many layers
of your business and its operations,
the organization’s capacity to fulfill its
fundamental purpose is considerably
greater.
Charities Mean Business
BY: KEITH FENTON, CHIEF DEVELOPMENT OFFICER , ANNANDALE VILLAGE
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THE EXECUTIVE – Q3 2015
PAGE 10