With the current foreclosure crisis at hands, some non profit housing counselors are struggling to keep up with the increased demand of people looking for help.

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Components Towards Building Evaluation Tools

1. An Active Board.
2. Nonprofit staff and management organized around the mission of organization.
3. Evaluation is an important component of the strategic plan and no pending issues has a higher priority.
4. Know who is the customer?
5. Know what the customer needs?

What are the tools the organization will use to measure point 4 and 5.

Next steps:

1. Define the inputs for a program.  (process)
2. Define the outputs of a program.  (outcomes)
3. Prioritize what knowledge is needed to make current decisions and long term decisions.
4. Collect and Review the information.
5. Make decisions.

Michael R. Bloomberg and the Bill and Melinda Gates foundation has announced that a joint commitment of $375 million will be used to fight international tobacco use in poor and middle income countries.

Photo by Richard Parmiter

Reaching as high as you can imagine need not to be as challenging then learning to ride a bike.

Define the time line for which to evaluate.

Define the milestones that shows progress towards success.

Define the indicators of success.

Define the learning loop for the nonprofit organization.

Set up a process that allows for implementing change when milestones are not being met or rules change requiring adjustments to the milestones.

Base outcomes on a position vs an individual.

Base outcomes on a program vs an individual.

Base outcomes on the nonprofit vs an individual.

When dealing with individual goals and objectives, milestones should be used that are reflective and tied to the expected outcomes of the organization.

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Is it a challenge to set goals?  Is the organization going in the wrong direction?

Each year most employees expect to get a raise.  Is it automatic or is there an annual evaluation on their performance first?  Why is it automatic if your funders do not automatically give the nonprofit organization an increase?

Each Year does the Board of Directors review with management the  performance of the nonprofit?  If the answer is no than why should the organization expect to receive any funding from outside resources?

Evaluation is about learning and continuously improving the nonprofit or any organization.

The use of measurable outcomes and milestones that challenge the nonprofit only create a stronger nonprofit.

This article talks about how a new study has found that about 26% of Americans had volunteered in 2007.

It’s interesting how we equate learning with professionalism. There is a far greater chance that one’s not for profit company will be taken seriously if the workforce is learned. Many non profits are noticing this now. Click here to read the great article that details this.

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If you would not feed your dog your money then do not raid your retirement cookie jar.  John Wasiejko from The Online 401(k), a provider of 401(k)s for small businesses has agreed to provide today’s post to support the efforts of nonprofits. 

“Take a look at the housing industry—home values are down and outstanding home equity loans are at record highs. What’s a cash-strapped borrower to do? One of the disturbing trends is that more retirement savers are taking loans from 401(k)s and raiding their hard-earned retirement cookie jar. According to a leading Boston College researcher, the percentage of employees in 401(k) programs who have taken a loan from their investments rose from 9% in 2005 to 18% in 2007.

At first glance, it seems appealing: you borrow money that you aren’t going to need for a few years and pay yourself back at below-market rates—all with no credit check or drawn-out approval process.

But beware the hidden costs! According to the Employee Benefit Research Institute, there was approximately $49 billion in outstanding 401(k) loans at the end of 2006.

Employees are often unaware what they are giving up:

*Loss of tax savings
Repayments are made with after-tax dollars. This means a bigger bite out of the employee’s paycheck.

*Lost opportunities
Often, you can’t afford to continue to make contributions to the 401(k) plan as well as the loan payments. The consequences can be longstanding. Not only you miss being in the market, but you miss out on possible employer matches and the compound effect of consistent investing.

Bottom line—unless you believe can “make up” the funds before retirement, a 401(k) loan should be the last resort.”

For more information or a free consultation on your 401(k) plan, contact John Wasiejko at jwasiejko@theonline401k.com or call him at 415.477.8800 ext 828.

Photo by Rebecca Becky Bex

It is never easy to reach beyond the safe borders of your own nonprofit organization.  However, the strengths of the organization are dependent upon a constant reaching beyond your borders to bring in talented individuals, whether as employees, board members or volunteers.  So, I challenge and push the organization to think of another organization as just another component of gaining more strengths for the organization.

Partnerships should only last as long as there is an identified benefit for both parties.  It is no different than letting go of an employee, board member or volunteer when there is no longer a good fit.

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15 Steps towards a successful partnership:

1. Assess the identified the strengths and weaknesses of each organization.
2. Assign roles and responsibilities to individuals of each organization.
3. Accept that with taking risks ones emotions can sometimes cause untended actions.
4. Ask questions, the only dumb question is the one you do not ask.
5. Admit mistake will be made
6. Adjust partnership goals and objectives as rules change or new information becomes known.
7. Align performance expectations with milestones that are slightly higher than organization is comfortable with.
8. Allocate resources to maximize benefits to both organizations.
9. Anticipate an organizations actions as the result of performance outcomes.
10. Appreciate change
11. Apply what you learn
12. Archive and record the success and failures of actions to provide an environment of continuous learning.
13. Autonomy for each organization
14. Achieve success
15. Arrange recognition of the success