Stories About Our New Organization
Over the next year, TACS will evolve into a membership organization with a new name. What this means will be the focus of key communications to all the stakeholders and potential members and clients of the organization. Some of the stories that have begun to form are the following:
Nonprofits need to pull together: The scale of the challenges nonprofits face post recession, along with escalating needs of rural Oregonians, rising cross cultural challenges with new immigration, and changes in services delivery with new technology to name a few drivers of change, are all inviting nonprofits to leverage their work, collaborate more creatively, and advocate for their interests with a strong voice. TACS’ experience with the Nonprofit Association of Oregon and its very committed steering committee suggests the vitality and excitement that arises from finding collective advantages.
TACS’ history with diversity and social justice promises a new governance model: Association structures can result in segmentation of the membership and continuing disadvantage to those who are frequently not served by large institutions. TACS’ commitment to evolving a governance structure that truly gives voice to the full spectrum of nonprofits needing support is another indicator of success for TACS.
Leveraging resources is an imperative in today’s economic environment: Just as fireman don’t tackle a forest fire fighting only on the front line, so too service organizations need to be strategic and leveraged in their delivery of services. Helping the nonprofits that are critical to serving the underserved–including government and large direct service delivery nonprofits–will leverage the help that TACS provides to many more people.
Being a true knowledge HUB is possible in today’s technical environment: Marrying TACS’ 32 years of experience with the power of the internet and social media will open doors of opportunity for the organization and all the nonprofits it serves. The organization already has a solid technical team, and can grow in capability and delivery by partnering with others interested in tapping this resource for the good of nonprofits.
Other states are doing it successfully: The TACS staff is in communication with several states like Montana and Minnesota that are successfully running nonprofit associations.
Answering to member’ real needs will stimulate innovation: By committing to serve an involved membership, TACS will be insuring that it is upgrading it’s sense of what nonprofits really need.
Membership Organization Business Model Canvas
Infrastructure
Partner Network
In the process of being determined.
Key Activities
- Clear governance
- Prioritizing services
- Marketing & tracking
- Engaging more consultants and alliances
Key Resources
- Member org structure
- Feedback mechanisms
- Innovation HUB
- Resources for web
- Integrated org systems
- Management capacity
Offer
Value Added Products & Services
- Convening/networking
- Conferences
- Knowledge management
- Certification
- Consulting & training bundled
- Advocacy
- Referral
- Discounts/group buying
- Education
Customer
Customer Relationship
- Advocacy calls
- Consultant relations
- Personal shopper
- Help line
Distribution Channels
- Web
- Workshops
- Consulting jobs
- Conferences
- Advocacy
Customer Segments
- 10,000 501C3s (priorities?)
- Foundations (which?)
- Corporations (type?)
- Government (which?)
- Nonprofit consultants
Finance
Cost Structure
- Core administration and staff (basic annual cost?)
- Annual conference costs (estimate?-include special staff)
- Web costs (include infra-structure and staffing estimate)
- Marketing costs (estimate? what’s for “free?”)
- Services fees (consultants, professional services, legal, etc.)
- Operating costs (high level budget for plant, supplies, etc.)
Revenue Streams
- Membership fees (how much per year?)
- Consulting & training fees (estimate?)
- Grants and third party payers (estimate?)
- Product and on-line services sales (how much per year?)
2011 Goals
1. A NEW GOVERNANCE STRUCTURE
a. Representative of Oregon’s nonprofit sector
b. Inclusive of often underrepresented voices
2. FINANCIAL STABILITY & A BALANCED BUDGET
a. Mix of earned and contributed revenue sources
b. Poster of products and services based on constituent needs
3. INCREASED QUALITY & QUANTITY OF NONPROFIT LEADERSHIP
4. TRUSTED VOICE OF THE SECTOR
a. Storehouse of knowledge
b. Authoritative speaker on selective issues
c. Mobilized sector
5. HIGH VALUE MEMBER SERVICES
a. Robust benefits that are wanted and needed by the nonprofit sector
b. Lower the cost of doing business for nonprofits
6. INTEGRATED SYSTEMS & INFRASTRUCTURE TO SUPPORT ORGANIZATIONAL GOALS
a. Driven by mission
b. Solid business practices
c. Model proven practices
“MEMBERSHIP ORGANIZATION” VISION
NONPROFIT COLLABORATION SPARKS CYCLES OF INNOVATION
Results
- Diverse leadership pipeline full and growing
- Nonprofits costs lower through shared services
- Philanthropic dollars to public benefit organizations is expanding again
- Oregon nonprofits best practices being modeled in other states
Headlines
- Leadership Institute ignites interest in non-profits
- Collaborative knowledge sharing drives must-have tools and practices
- Leverages impact by working with front line organizations
- Constituent driven services perceived as high value
- NAO consultants set standard for Nonprofit support
- NAO policy work creates Statewide Commission for Nonprofits
- NAO is the Google for nonprofit info
- Governance reflects diversity of the non-profit sector
- Annual conference breaks attendance records
Quotes
- “These are the most effective dollars we spend” – Regional Foundation
- “Undisputed leader in nurturing effective, impactful nonprofit organizations” – Political leader
- “This organization builds social bridges like no other” – Member
Jefferson e Funders Forum 