Monthly Archives: September 2011

Nonprofit Branding Is NOT an Oxymoron

By Robyn Bage

The idea of a nonprofit marketing itself and/or the services it offers seems counter intuitive. In my opinion, this is related to the belief that nonprofits are something other than businesses. Sure, a nonprofit mission will differ from those of their for-profit counterparts, and profit is not a primary motivation. In the final analysis, however, nonprofits must also operate under the same business principles as any other enterprise, such as sound management, financial solvency, and social responsibility. Employing effective marketing strategies is another smart principle that applies to all businesses—including nonprofits!

Marketing for nonprofits serves two important purposes. First, it is important to get the word out that the nonprofit exists, including information about the programs, services and goods that can help clients address their needs. Simply put, to serve the community, the community needs to know you’re out there! Fundraising is the second purpose. Fundraising is the fuel of nonprofit operations. Whether you are seeking charitable donations, legacy gifts, or writing a grant your nonprofit needs potential funding sources to know who you are, what you do, how well you do it, and the myriad ways the world is a better place because of your nonprofit.

Marketing your nonprofit can seem overwhelming. Unless you are fortunate enough to have a marketing department with experts in the field, you may have no idea where to start. One suggestion would be to start with branding. I recently came across a definition of branding that resulted in an “a ha!” moment regarding marketing:

“Brand is the process of attaching an idea to a product in the mind of the public. Brand persuades people to consume the idea by consuming the product.”

Jennifer Fusco, author of Market or Die: Sensible Brand Building Advice for Writers

Yes, the book was written as a guide for writers, but the meaning holds true for nonprofits as well. What is it that you want people to think or feel about your nonprofit? For example, the mission of the Women and Families Center speaks to the empowerment of individuals and families. When you think of us, we want you to know that when you participate in a program here or we provide you with a service, YOU WILL BE EMPOWERED.

Branding requires your organization to be clear about its purpose and mission, and to communicate this understanding through all aspects of your business. Once you develop a brand that creates a powerful and emotional connection between the organization and its audience, the job becomes communicating it consistently and continually to your audience and beyond. A marketing committee, comprised of managers, staff and board members working within your organization can help with this important work.  Of course, I do not mean to imply that branding is easy.

But I am saying it may be easier than you think.

For more information on Market or Die, please visit: www.marketordie.net

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Local Governments and Disaster Communication with Social Media

By Justin Mosebach

From the recent earthquake to hurricanes and wildfires there certainly has been the need for residents to find out timely and useful information from their local government.

In my last post, I talked about How Local Governments Benefit from Social Media. This time, let’s talk about some keys to communicating during a natural disaster.

1.       Link social media to information on your website.

Some people might not think to check your government website for information during (or after) a natural emergency situation. But, they might check their Facebook or Twitter account and happen to see what you’ve posted in their news feed. So be sure to link people to important information.

This also means that you’re going to want to have a following before an event like a hurricane happens. You can’t broadcast information to people who aren’t listening. So work on sending out interesting and useful information on a regular basis so that when an earthquake hits, you’ll be more easily able to send information to citizens.

2.     Keep the updates coming!

Don’t just send out an initial post and not follow it up with more recent information. This is relevant to both your social media outlets and to your website. If you’ve got more news or tips for safety, let the public know.

You’re going to become a less-relevant source if you don’t keep the information coming. People will turn to other sources if you stop – and those sources might not be accurate.

3.     Use different media.

Don’t just use text on your website. Yes, words on a page are important, but give your audiences’ eyes a break! Share photos and charts of what to do. Setup a webcam to broadcast what it looks like outside your office (especially if there’s flooding or snow). Use video to communicate important information to your citizens. Mix it up. It will help keep your citizens engaged. After all, the saying is that a photo is worth 1,000 words!

Here’s what Elgin, IL did for communicating during a snow event this past winter.

What other ideas do you have? Let us know in the comments below!

Photo credits:

Top: NASA/NOAA GOES Project

Bottom: NASA Earth Observatory

 

Disclaimer: I work for an IT company that (among other things) has products dealing w/ transparency, gov’t, & technology (including video). The company works with government in multiple ways to help them with gov 2.0 and related technologies, as well as other clients not in the public sector

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Budget Cuts & Emergency Response

By Lisa Beutler

Water –it’s never where you want it when you want it.  My last post was about the Texas drought. Dramatically book-ending that story are the Missouri and Mississippi Rivers gone wild, and the eastern seaboard hammered by torrential down pours.

Emergency managers not only face these threats but at the same time face a continuing drumbeat for smaller government.  This extra dilemma seems incomprehensible for many public administrators.  Polls indicate people continue to think government should be involved in disaster prevention, preparedness, response and recovery.   Managing these polar demands has had real consequences.

As of September 9, the cost of Hurricane Irene was estimated at up to $10 billion. This figure makes it one of the top 10 costliest disasters in the nation’s history.  It caused millions of power outages up and down the eastern seaboard, brought widespread flooding, and resulted in over 13,000 flights being cancelled.

In contrast to the finger-pointing and gaffs oft associated with Hurricane Katrina, in this last round of preparation for hurricanes, FEMA and elected officials demonstrated steady leadership. They provided wise advice, appropriate caution and action.  We also saw citizens demonstrate faith in these managers.  They listened and responded appropriately.  While the outcomes of any disaster should not be understated, it is fair to say the situation could have been far worse.  Some critical differences in disaster response between Katrina and Irene are already being outlined.

In 2005, slow response (particularly in New Orleans) resulted in tragic loss of life and left people without water and food for days after the storm.  Realignment of emergency agencies, done after 9/11 to support homeland security, caused confusion over chain of command and ultimately put people at risk.  Another interesting, yet less discussed aspect of the governance approach involved contracting out emergency services.  This was similar to approaches used in the ongoing war effort.  While effective in some situations, this further bifurcated and confused chains of command, and removed levels of accountability.

Only one federal team, the Coast Guard, appeared to come out of Katrina relatively unscathed.  In considering lessons learned from that hurricane, Rear Adm. William Lee, commander of the Coast Guard’s District 5, based in Portsmouth, Va., was succinct.  “The primary lesson the federal government took away from Katrina,” he said, “is that we needed to do a better job of preplanning and coordination across the interagency.”

Prior to Irene, he said his team had, “been planning extensively, talking within the Department of Homeland Security partnerships, the Department of Defense (DoD) partnerships, to make sure that we’ve got the people and the equipment and posture in place that we can come behind the storm and respond appropriately,”

For instance, Lee said, the Coast Guard and DoD had developed a concept of air operations for tracking incidents, determining needs and directing various assets.

“It’s a team effort,” he said, an “all-out team effort.”

The direct and cost saving benefit of prevention, preparedness and collaboration is clear. Yet, federal emergency managers have been directed to fund this latest round of disasters from current budget allocations.

The impact of this directive is immense.  Federal agency expenses for response efforts are more than double of what would normally be allocated in a regular year.

What this means is that resources used for response to today’s disaster must be taken from prevention and preparation for tomorrows disaster.  The training and collaboration needed for seamless response will be lacking.   The levee improvements already scheduled for the near term will be delayed.  Mitigation efforts will be stifled.

The false economy of penny pinching today will rob all of us tomorrow.   We know investments in collaboration, preparedness and prevention pay off.  The real thing we can’t afford is the price tag of a future disaster where these investments were not made.

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ASPA Code of Ethics: To Revise or Replace…The Debate Goes On

ASPA is embarking on an interesting discussion about Ethics, specifically its Code of Ethics. Most of us believe that there should be standards or we often expect the most ethical behavior from our public servants. As a professional member association, ASPA committed to encouraging ethics within the profession. As part of that goal, ASPA members are engaging in a ‘count-counterpoint’ debate about whether the Code should be ‘revised’ or ‘replaced.’

In the first round of public debates published in the September 5 edition of PA TIMES Online, Ginny Wilson and Jeremy Plant, make sound arguments for revising and replacing the Code, respectively. While not terribly far from each other in their preference for a Code that is more flexible, the authors – who are also ASPA members, make clear that the code needs an update.

According to Wilson, who writes in favor of a replacement of the code, says:

“The ‘rewrite’ being suggested here would not entail developing a different list of ethical rules than the existing code, but would distill the existing rules into the basic underlying principle to be used as the core test of actions taken by all public servants…”

Wilson argues that the current ASPA Code of Ethics is not the most effective tool ASPA could use to increase the likelihood that members will incorporate ethical considerations as a primary factor in their professional choices. Instead, Wilson prefers a simpler and shorter Code that is easily referenced for ASPA’s multiple audiences and broadly applicable to its members.

Meanwhile, Plant invokes into the discussion a consideration for incremental change that uses the current five pillars of the Code as the foundation.

“What is needed is not a fundamental reorganization or rewriting of the code, but a significant update with incremental changes to represent important drivers of change in the environment of public administration…These numbered statements in the code form the basis for understanding the meaning of the broad principles in the practice of public administration. They provide a link between the broad ethical principles and the practice of the profession.”

Admittedly, Plant and Wilson are not deeply divided in their propositions for the ASPA Code. Their positions are helpful in igniting a discussion among ASPA members. The co-chairs of the working group, Jim Nordin and Jim Svara, note that the current discussion revolves around the content of the code and the nature of any change that might take place.  The co-chairs are curious about ASPA Membership position on:

- Should the Code be rewritten, perhaps as a short list of “principles” with a longer commentary attached?

- Or should it be changed incrementally keeping the format and most of the content of the current code with only modest revisions and additions?

Nordin and Svara are also asking ASPA members to consider that regardless of the format and delivery:

- Should the scope of the code be expanded to include, for example, standards for administrators as advisors of their superiors or their responsibilities to promote democratic governance, social equity and organizational improvement?

- Finally, should we clarify the purpose of the code and who is covered by it?

- Does it need a “preamble”?

What is your view about the strengths and weaknesses of the current code?  What would you add or revise?  

Join the conversation online through the ASPA blog, social media or PA TIMES Online.  Post your comments below, email to the co-chairs of the working group, Jim Nordin at nordinja@sbcglobal.net or Jim Svara at james.svara@asu.edu.

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James Nordin, DPA, is a semi-retired practitioner, after working in the federal service for 33+ years.  He is an adjunct professor at Golden Gate University teaching budgeting and financial management.  He has a passion for social justice, equity and ethics.  He is a life member of ASPA, serves on its budget and finance committee, and is a founding member and treasurer of the ASPA Section on Democracy and Social Justice.

James Svara is Professor of Public Affairs at Arizona State University.  He is Doctoral Director, and Director of the Center for Urban Innovation. He is author of The Ethics Primer and co-editor with Norman Johnson of Justice for All:  Promoting Social Equity in Public Administration.  He is a life member of ASPA, a member of the board of the Ethics Section, and former president of the Section on Intergovernmental Management and Administration.  He is a fellow of the National Academy of Public Administration.  

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ASPA Members Recall 9/11

In the wake of 9/11 ASPA members shared their thoughts, expertise and insight on their own experience with the horrific incident and ways forward for the country. On the cusp of the 10 year anniversary, we recall some of these poignant articles. These articles were first printed on the ASPA website. The viewpoints expressed by ASPA’s online columnists are the individuals’ and are not necessarily the viewpoints of ASPA or the organizations the columnists represent.

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Tough on Terrorism, Tough on the Causes of Terrorism

By Colin Talbot

I spent the week of the awful events in New York and Washington in South Africa with many colleagues from their public policy and administration community. It made me reflect on how two organisations that had both been called “terrorist” – the African National Congress (ANC) and the apartheid state – eventually reached a peaceful settlement. And it made me realise why no such compromise is possible with those who attacked the World Trade Centre and the Pentagon.

UK Prime Minister Tony Blair first used the tough slogan above in relation to crime some years ago. A balanced response from democratic peoples to the utterly appalling events in New York and Washington has to look closely at how we both make sure justice is obtained, by whatever means are necessary, and that we remove the fertile soil in which terrorism grows.

We must reflect on what exactly is the terrorist menace we are confronting. We need to distinguish here between two distinct types of terrorist activities and terrorist organisations. The (Irish Republican Army) IRA, the Basque Euskadi ta Askatasuna (ETA), the Irgun, Hezzbollah, Al Fatah, and even the ANC of South Africa, are or have been, terrorist organisations fighting for causes they believe to be just.

They believe or believed – rightly or wrongly – that their specific peoples – the Irish, the Basques, the Jews, the Lebanese, the Palestinians, or South Africa’s majority – had a legitimate cause. They often received explicit or tacit support from a wide section of their populations. In every case they carried out specific actions which by any civilised standards are barbaric and which killed innocent civilians.

Historically it has often been the case that one set of terrorist activities – the protestant Ulster Volunteers in 1920s Ireland or the Zionist Irgun in 1940s Palestine – have led to settlements which simply beget another round of terrorism – the IRA or Palestinian groups today. So the first lesson we have to learn is we must find ways of producing just, equitable and lasting settlements to disputes over territory and rights.

Just because someone pursues a legitimate grievance with illegitimate means doesn’t mean we can ignore the grievance. The only way to finally stop terrorism in these situations is to find a peaceful settlement, a compromise surely that recognises all people’s rights. There are few examples of where a genuinely aggrieved people who have resorted to terrorism (however wrongly) have been stopped by force alone, except of a genocidally unacceptable kind. While security and law enforcement are vital, they will not solve the problem alone.

The peace process in Ireland, for all its faltering nature, and especially the democratic transition in South Africa have lessons for us all. South Africa’s negotiated peace involved compromises on all sides, it involved a new tolerance for each other’s rights and it involved purging old wounds through the Truth and Reconciliation Commission.

The leading democratic nations of the world have a duty to start seeking and enforcing such settlements much more even-handedly and not merely when it is convenient to geo-politics or garnering votes back home.

Having said all of that, the terrorist threat posed by attack on the Pentagon and World Trade Centre is of an entirely different order. Whilst the terrorist networks involved may gather their supporters from those disgruntled by more specific grievances, their organisations are waging an ideological war. They seek not to achieve a specific righting of wrongs – against the Palestinians for example – but to overthrow a whole system – e.g., secular liberal democracy.

These groups are just as ideological as the 1970s Red Army Faction in Europe or the Symbionese Liberation Front, or more recently the Militia movements which led to the Oklahoma City bombing in the US. They simply have a different set of ideas and a different vision of an alternative society that they seek to create through terror – that of an intolerant, autocratic theocracy.

Because these groups are so ideologically, almost hermetically, sealed against any outside pressures they are willing to commit atrocities on a scale rarely contemplated by more limited groups. The IRA, for example, could almost certainly have hit a UK nuclear power station or carried out some similarly catastrophic attack over the past 30 years. They did not, not because of any inherently more civilised approach to terrorism but simply because such an attack would have seen their popular hinterland evaporate overnight and destroyed their political base.

The second lesson we have to learn is that whilst there can be compromise and settlement with specific groups with specific grievances (the IRA or ANC), there is no compromise possible with these ideologically based forces.

This leads immediately to a third conclusion – our strategy to defeat these ideologically based groups must encompass settling genuine grievances in order to remove their ‘hinterland,’ isolate them and eventually crush them. If we fail to resolve the genuine grievances that create fertile soil for their activities, we will find it exceedingly difficult to defeat them. But we also have to realise that this is a war – however you define it – that has to be fought through to victory. These groups cannot be negotiated with – they simply have to be defeated. Their grievances have no legitimacy whatsoever and their aims are completely antithetical to the values of democracy. They would rip up the Universal Declaration of Human Rights – we must defend it.

Moreover, because they reject any basic democratic and legal values and operate far beyond the remit of normal justice systems, we may need to use extraordinary measures to defeat them. That of course includes military action – preferably as surgical as possible even if it means more risk to our own side.

Collateral damage may not concern many in the US and beyond too much at the moment, but it only helps to provide more recruits and support for the terror networks and is ultimately counter-productive (as well as being morally wrong). We need also to consider other means – for example the hijackers in the US used money that had somewhere to have gone through the banking system. There is more than one way to cut off their supplies.

Hence we have to be tough on terrorism and tough on the causes of terrorism – never more so than after last week’s unspeakable events.

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Colin Talbot is Professor of Public Policy and Management at the University of Glamorgan, Wales, UK and a founding member of Public Futures, a public service knowledge company.

The viewpoints expressed by ASPA’s online columnists are the individuals’ and are not necessarily the viewpoints of ASPA or the organizations the columnists represent.

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We’ll Rise to the Occassion

By Harlan Cleveland

This week’s terrorist attacks in New York and Washington were enormous as a human tragedy, historic as a turn of events. While most news media have focused on what well-known leaders around the world and especially in the United States are saying about what will happen next, the main thing to watch is how the American people react — and what they will tell their leaders to do about it. That’s how it really works in the US: on important policy issues, the people get there first and their leaders follow sooner or later.

The attacks shocked us and changed us. Nothing like this has happened here since the Japanese attack on Pearl Harbor in December 1941. That attack instantly unified the American people. Since then, we have felt we had a firm grip on President Franklin Roosevelt’s first freedom — the Freedom from Fear. No American less than half a century old could ever have imagined the puncture in that freedom as we saw on television, in living color, on Tuesday, September 11.

The American people, once again instantly unified, have now made a judgment that we are at war. It’s not in us to walk around frightened about our future, so we’re going to do something. But do what? And who’s the we that will be doing it?

The first instinct of some leaders may be to lash out at the most obvious symbols of terrorism, and do it in a hurry-at whatever expense to our own democracy-and on our own, as a self-isolating action. My guess is that the instinctive wisdom of the people will prevail over the itch of the instant-response hotheads, and that the case for acting internationally in an interdependent world will trump the urge to express our unilateral impatience.

The day after the disaster, the UN Security Council had already unanimously condemned the terrorist actions. The European Union expressed its solidarity with its transatlantic partner, and the North Atlantic Treaty Organization (NATO) began making operational, for the first time, the NATO Treaty provision that an attack on one ally is an attack on all.

Under the impressively calm and clear-headed leadership of Secretary of State Colin Powell, the United States has begun “a worldwide effort to build a coalition against all forms of terrorism.” This will be, at best, the beginning of a long-term coalition-of-the-willing that won’t be satisfied to decapitate a few obvious villains but that writes and enforces new rules for peaceful change and civilized behavior in the 21st century.

Like most things worth doing, this won’t be done in a hurry. It won’t be done without casualties, and it won’t be done at bargain prices. For a start, it will doubtless cost a lot more than we were planning to spend on “defense.” This may require changing some suddenly premature Republican ideas about tax cutting, and some postponable Democratic ambitions about social spending.

The American people are heir to one tradition that is a feature of our history but is, curiously, not yet expressed in the lyrics of our patriotic songs. Ours is a nation that rises to the occasion. We have done it before, and we will do it again.

This column was reprinted with permission of The World Paper.

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Harlan Cleveland is a former US Assistant Secretary of State and US ambassador to NATO and past president of the World Academy of Art and Science. He passed away in 2008.

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Winter is Coming

By Robyn Bage

In the wake of the East Coast’s Hurricane Irene, nonprofit administrators are faced with many dilemmas to resolve:  Managing building and equipment damage, maintaining normal operations, and addressing a surge of new client and community needs, to name a few. The ethical dilemmas that have arisen are among the most difficult to sort out. One in particular reminds me of a similar dilemma brought about by a more common (and upcoming!) occurrence in the North East—snow storms: Balancing the needs of our clients with the needs of the staff who serve them.

Snow storms in the northeast can behave in unpredictable ways.  You  may end up shoveling feet when inches were predicted. Similarly, you might expect a blizzard and celebrate just a dusting in the driveway.  The hype is contagious. “It’s going to be a big one!” echoes through the hallways. Employees speculate, often days in advance, if we are going to close. Or open late. Or end the business day early. You can almost hear them whisper in agitation, “Isn’t SOMETHING going to happen?”

A veteran of nonprofit operations, I firmly believe we have an obligation to remain open. Our clients and our communities rely on us to be there for them. It is a sacred trust. We also have contractual and legal commitments to uphold. On the other hand, I also firmly believe we have an obligation to our employees.  Asking them to get to work in bad weather conditions seems uncaring and perhaps imprudent. Hence the ethical dilemma:  In the face of bad weather do we close and ask folks to brave the weather and come to work, or do we remain open to serve clients?

Typical decision-making perspectives, as usual, do not provide easy ways to resolve this quandary.  F or example, from a legal/justice perspective, as long as we meet our contractual obligations it’s a coin toss. The utilitarian perspective (“the needs of the many outweigh the needs of the few”) leaves someone in jeopardy. The “every man for himself” standpoint of the individualism approach is no way to successfully run a business. (Imagine the difficulty operating if you have no idea who will come to work—or if anyone will come!) It can also leave employees without guidance or support.

In the final analysis it comes down to making sound, defendable decisions that you can live with, decisions that don’t make you queasy in hindsight. For me, it means that when the roads are impassable and the danger is clear and pervasive for staff and clients, the business is closed. Otherwise, I put my faith in my employees. If individual employees believe they cannot make it safely to work, they can choose to stay home and use their benefit time. (We offer generous benefit time for this and other reasons.) I find that this trust empowers employees to make decisions in their best interest while assuring that clients are served— even in 24-hr programs.

I wonder, what guides your inclement weather decisions?

My wish for you is that you and yours weathered the recent storm in good spirits and good health, or better yet, avoided Irene altogether.  Let us take this opportunity to  plan for events that we will all face in upcoming seasons of inclement weather. After all, with due respect to George R.R. Martin, “winter is coming.”

Ms. Bage is a nonprofit CEO and Assistant Professor in a Community College.

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