The DIRECTIONS nonprofit resource assessment model: A tool for small nonprofit organizations

Abstract

Rapid growth in the number of nonprofits has created a shortage of trained staff and experienced volunteer leadership for nonprofit organizations. The Nonprofit Education Initiative (NEI) in South Carolina developed the DIRECTIONS nonprofit resource assessment model to provide tools to help nonprofits better meet the challenges facing our communities-tools that will help nonprofits develop effective plans, integrate resources, diversify revenue, communicate effective messages, and motivate constituents. These tools are also inexpensive and available close to home. The research and development process was a cooperative effort between the Department of Parks, Recreation, and Tourism Management and Clemson University Cooperative Extension Service, with funding from the W. K. Kellogg Foundation. Cooperative Extension is a component of the land grant university system, the largest educational delivery system in the world. Cooperative Extension' s role is to plan, execute, deliver, and evaluate learning programs consistent with locally identified needs. It helps people acquire the understanding, capabilities, attitudes, and skills essential to solving farm, home, and community problems. This article gives a background of the challenges facing nonprofit organizations in South Carolina, the steps taken to develop this new assessment model, and results of research conducted throughout the development process.

Solutions out of context: Examining the transfer of business concepts to nonprofit organizations

“…First, small nonprofit organizations would benefit from adopting a business perspective and from using many of the business tools and management solutions developed in the private sector (Butler and Herman, 1999;Lindenberg, 2001;Paton, Foot, and Payne, 2000;Standley, 2001;Young, 2001aYoung, , 2001b. Second, nonprofit organizations are sufficiently unique that many prescriptions for success developed in the private sector are either inappropriate or extremely difficult to apply because of resource or training limitations (Bozzo, 2000;Lindenberg, 2001;Zimmermann and others, 2003) or because of cultural and institutional differences between these organizations and typical business firms (Lewis, 2002;McPeak, 2001;Sawhill and Williamson, 2001).…”

“…Unfortunately nonprofits face challenges in establishing a clear vision. Zimmermann and others (2003) documented "clarification of organizational philosophy" as one of the biggest challenges facing nonprofits. These organizations often embrace grand social missions that appeal to multiple stakeholders.…”

Best practices in board governance: Evidence from South Carolina

“…In fact, South Carolina nonprofits have grown at a faster rate than the sector nationally. Rapid growth has not always resulted in "smart" growth, however, as new organizations often start without leaders who possess the necessary skills to manage resources effectively (Zimmermann and others, 2003). In working with nonprofit startup organizations, we have found one issue that provokes frequent discussion: the role of the board in organizational management.…”