Visiting Professors 5 Challenges for the Modern Nonprofit Nonprofits are becoming more and more essential to the core of a thriving community. According to the Council of Nonprofits, there is an increasing need for nonprofit services of all kinds within big cities, small towns and local neighborhoods. However, the Council of Nonprofits also reports that many organizations are now having a harder time raising money. Nonprofits are facing big changes in how they operate, including fundraising in the digital age, attracting an engaged workforce and figuring out how to appeal to future donors.
Health and Human Services 5 Trends Driving the Future of Human Services Whatever the future of human services innovation looks like, the key for organizations is in making the most of the forces of change in alignment with their unique circumstances.
The political pressure to avoid displaying material reductions in service while costs increase and revenues fall is driving change in human services. Leaders know that processes, technologies and cultures must all be part of the change equation to deliver high-quality, cost-effective services.
A recent survey of Human Services Summit attendees revealed a consensus around the value of progressing along the Human Services Value Curve a framework developed by Antonio Oftelie at Harvard Universityciting it as a high priority.
Yet respondents acknowledged that moving their organizations to greater levels of maturity is a significant challenge. How can agencies move through the challenges of change? Innovation can be about bold moves or subtle shifts, and it can occur all at once at scale or incrementally in pockets and across functional areas.
Whatever the future of human services innovation looks like, the key for organizations lies in making the most of the forces of change in alignment with their unique circumstances. So what are the most promising trends in human services? And how can organizations take advantage of them to move to greater levels of outcomes and impact for the people they serve?
Creating a New Human Services Ecosystem Human services organizations sometimes have entrenched ways of working. It is not uncommon for service delivery functions within a single agency to be isolated from one another, despite redundancies that mean higher costs and lower-quality services.
Government agencies and nonprofit community-based organizations often work in parallel, but rarely with explicitly common goals and practices. Recognizing the need to maximize resource use and offer fresh ideas, some human services organizations are breaking through longstanding barriers and exploring nontraditional partnerships with each other—both nonprofits and the private sector.
The result is a new human services ecosystem where organizations forge interactive and interdependent relationships that are mutually beneficial and directed toward a common goal.
This mix of new people and resources creates important advantages. Working together broadens the discussion around the role of human services with other state and community services. It forces every contributing organization to consider core competencies and determine how the collective can best function for greater, system-wide impact at less cost.
It adds a client and community-centered approach to program-centered accountabilities, and creates stronger social services through collaboration. The relationship between the Arizona Commerce Authority and the Arizona Department of Economic Security reflects the potential of nontraditional collaboration.
If this trend continues over the next five years, human services delivery could change dramatically. Broad coalitions of organizations with the right skills and resources led by human services agencies would jointly provide coordinated, cradle-to-grave human services with a shared emphasis on work, higher paying jobs with skill-ready workers and early intervention—minimizing the need for deeper-end government services.
Investing in Social Outcomes An extension of this partnership climate, pay-for-success contracts are gaining traction as an alternative funding mechanism for human services programs that pays providers of goods or services when outcomes are met. These arrangements take on a variety of forms, and social financing is one of them.
The basic principle is to encourage outside investment in preventive social interventions that ultimately benefit the common good—and reduce the need for costly future remediation for which taxpayers will have to pay.
In social financing, foundations or other non-government entities infuse capital for a specific intervention and, if a predefined social outcome is achieved, funders recoup their investment plus a reasonable rate of return.
Prison recidivism programs in the United Kingdom and New York City number among those that have been funded via social financing. Similarly, Dakota County Minnesota Community Services, supported by the Bush Foundation, has explored the business case for its Re-entry Assistance Program, developed an outcomes measurement framework, and a re-investment design to support social investment funding.
Not only do such pay-for-success models align incentives across sectors and promote the wise use of precious taxpayer dollars, they are rooted in a strong outcomes focus.
To monetize social outcomes, value must be inherently data-driven and outcomes-based. This drives discussion on measurable impact and emphasizes return on social investment in an entirely new way.
Non-government funding opportunities also tend to increase tolerance for the risks that accompany innovation. Continued momentum here could mean that, as soon as five years from now, agencies could regularly pay providers only when social outcomes are met or exceeded. Unlocking the Data That Matters The proliferation of data and the sophistication of technology to draw insights from it is a double-edged sword for many human services organizations.
What data do we have? What data should we be collecting? Descriptive and predictive analytics are at the heart of the information boon as organizations work to make data insight actionable. Human services agencies using analytics today are most often using descriptive analytics for simple reporting or to detect and correct non-compliance after transactions are completed.
The more exciting promise of analytics lies in a more proactive application.What are the financial management issues that human service organizations face? Is it important for all of a human service organization’s staff, not just the financial experts, to understand financial management? CAPSH and other human service organizations provide many of the safety net services that LMI clients call on for assistance—food shelves for sustenance, housing services for shelter, etc.
Demand for these services surged during the Great Recession and continues to be high. Healthcare mergers and acquisitions in Running list While was a record-breaking year in healthcare mergers and acquisitions, saw more change as organizations across the industry adjust and adapt to the evolving financial landscape.
Financial Management in Nonprofit Organizations. Running head: Financial Management in Nonprofit Organizations Financial Management in Nonprofit Organizations Executive Summary Successful management of a not-for-profit organization requires providing high-quality service, but at the same time, careful administration - to reduce expenses and .
In addition, human resource management challenges must be defined and solutions determined in order to succeed. Today's Top 10 Human Resource Management Challenges Due to the fluctuating economy as well as local and global advancements, there are many changes occurring rapidly that affect HR in a wide range of issues.
Data security is a major issue of concern in the financial services industry, with huge potential liabilities.
Accordingly, it involves not only information technology staff but also risk management and compliance personnel, as well as controllers.