Non-Profit Management

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In the environments of local government and non-profits, management is a key asset that can build partnerships in order to deliver bold solutions to underlying problems. Thus, each manager is assessed based on the results he or she delivers to their respective organization(s). Over the last few decades, increased levels of scrutiny have been placed on public managers. This development has greatly changed the world of nonprofit management education, especially as the growth of the nonprofit sector has made it necessary to become delivery vehicles for certain public services (Rathgeb Smith, S, 2012, p. 30).
With respect to managing scenarios involving a crisis or crises, the best way to monitor the situation(s) is to build proper communication
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The steps to gives organizations increased opportunities for collaboration in researching and planning include: (1) developing new approaches to fill the service gaps; (2) find better ways to meet client needs; and (3) provide a fuller range of services (Eschenfelder, 2010, p. 408). Another advantage of the needs assessment is that it helps organizations establish its priorities. This becomes even more pivotal for non-profits suffer in times of economic downturns. When the Pinellas County Salvation Army conducted its own needs assessment, Eschenfelder (2010) documented how the organization’s planning committee teamed up with researchers to develop new ways to partner with local non-profits and city and county government offices (p. 413). Not only did the Pinellas County Salvation Army end up strengthening its own service delivery mechanisms, but they also became more active in the community and developed more solutions to give local aid (Eschenfelder, 2010, p. …show more content…
One can establish criteria that should legitimize the partnership in order to establish accountability and develop alternative situations to problems. Such criteria was researched by Skelcher (2005) in developing a Governance Assessment Tool to provide quantifiable data on which partnerships adopted the ‘best practice’ standards in local UK governments (p. 585). The criteria that was established was: (1) Public Access; (2) Internal Governance; (3) Member Conduct; and (4) External Accountability (Skelcher, 2005, p. 585). The lower scores suggested that not every aspect of the criteria was considered crucial to the partnership’s success (i.e. Public Access to board meetings) (Skelcher, 2005, p. 585). However, the higher scores on Internal Governance suggested that developing an organizational structure (i.e. a written memo that establishes the formal rules for conduct) in a partnership can highlight conflicts of interest and enforce the collaborators to adhere to their own structural elements (Skelcher, 2005, p.

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