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San Diego, Calif. (Vocus/PRWEB) January 27, 2011

Non-Profit Purchasing Group, the only group purchasing organization dedicated exclusively to non-profit organizations nationwide and in Canada, announced today that for five days only, non-profits can join NPPG at half the regular price at http://www.nonprofitpurchasinggroup.org. To get this one-time only discount, non-profits must enter the promo code “NPPG2011” when signing up. This offer expires at midnight on January 31, 2011.

“NPPG is the only one-stop discounted shopping site for non-profits,” said CEO Dan Engel. “We have negotiated discounts with over 55 name brand national vendors based upon the purchasing power of thousands of non-profit organizations. Through our Web site, non-profits have immediate access to savings online and in retail outlets. Now it is easy for non-profits of any size, with or without employees, to save on their most commonly purchased goods and services.” Members can easily search by vendor partner or by category including Fundraising Tools and Consultants; HR, Risk Management and Board Management Tools; Insurance; Marketing and Promotional Services; Professional Services; Supplies and Services; and Technology and Software.

NPPG’s Web site features a savings calculator that demonstrates how quickly a non-profit would recoup the nominal membership fee, which starts as low as $ 19 per year. There is even a downloadable executive/board member presentation to present to key decision makers in an organization. “We want access to savings to be simple, and that’s what makes our Web site unique,” added Engel.

Vendor partners include national name brands such as Office Depot, Standard Register, Dell, Constant Contact, Intuit, SurveyMonkey, Stamps.com, BoardSource, GoToMeeting.com, Coeus Global, PR Web, Virtual PBX, Pro-Link, Hertz, Hyatt Hotels and Dolce Hotels and Resorts. NPPG also provides discounts to other important non-profit fundraising and other research tools such as GrantStation, Bidding for Good, GiftWorks, givezooks!, and NTEN (the Nonprofit Technology Network). In addition, discounts are provided by renowned service providers in such fields as law, graphic design, strategic communications and public relations, web design and search engine optimization. Over time, NPPG intends to add more service providers with non-profit expertise in every major metropolitan area.

About Non-Profit Purchasing Group

The Non-Profit Purchasing Group, LLC, is the nation’s only group purchasing organization devoted exclusively to the non-profit community. NPPG is committed to lowering the recurring costs of non-profit organizations by providing its members with discounted rates on their most commonly purchased goods and services. NPPG is also committed to reinvesting in the non-profit community by donating 10 percent of its net income to charity. NPPG also builds branded, private-label sites for associations wishing to provide purchasing benefits to their members. For more information, call 877.THX.NPPG or visit http://www.nonprofitpurchasinggroup.org.

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Providing information on using QuickBooks to track financial data in nonprofit organizations, this book covers all versions of QuickBooks. Management of donors, grants, and pledges, and topics such as allocating expenses to programs, handling donor restrictions, and generating the reports needed for donors and tax returns are covered in detail. In addition to easy-to-follow instructions and tons of tips and workarounds, information on using QuickBooks for fundraising is provided.

Rating: (out of 29 reviews)

List Price: $ 21.95

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• ISBN13: 9780470407493
• Condition: New
• Notes: BUY WITH CONFIDENCE, Over one million books sold! 98% Positive feedback. Compare our books, prices and service to the competition. 100% Satisfaction Guaranteed

Praise for the Second Edition of The Executive Director’s Guide to Thriving as a Nonprofit Leader

“This book is a gift for nonprofit leaders in all stages of their careers. With clarity and profound simplicity, it dissects the otherwise overwhelming role of the nonprofit executive director into understandable components that can then be made workable (and even fulfilling!). It is a highly readable and practical road map for success.”
—Molly Polidoroff, executive director, Center for Excellence in Nonprofits

“The Executive Director’s Guide to Thriving as a Nonprofit Leader not only clearly and concisely identifies the most critical issues of nonprofit leadership, but it also provides the resources and answers to those challenges. It will be required reading for both the most seasoned executive as well as the emerging leader.”
—Bill Coy, director of leadership practice, La Piana Consulting

“I provide The Executive Director’s Guide to Thriving as a Nonprofit Leader to all new executive directors placed by my firm. They find it to be a great resource during their orientation to a new organization, new people, and new challenges, and it continues to be a support as issues come up in their work over the years. It’s comprehensive and sensible, and the authors’ great knowledge and respect for nonprofit executives shine through.”
—Susan Egmont, consultant, Egmont Associates

Praise for the Previous Edition

“How would I describe this book? Practical. Helpful. Encouraging. Realistic. Thought-provoking. Accessible. Focused. Honest. Refreshing. It should be on every nonprofit leader’s desk.”
—Barry Z. Posner, former dean and professor of leadership, Leavey School of Business, Santa Clara University, and coauthor, The Leadership Challenge

“In this new age of nonprofit management, executive directors are getting over their fantasies and past their fears, crafting change-the-world ideas and executing them every day. Mim and Margaret now provide real-life, real-time help in coaching and guiding executive directors from survival to success. I can’t think of a more important contribution in today’s drive to strengthen the sector.”
—Roni Posner, former executive director, The Alliance for Nonprofit Management

Rating: (out of 10 reviews)

List Price: $ 38.00

Price: $ 26.62

The Jossey-Bass Handbook of Nonprofit Leadership and Management brings together leading experts in the nonprofit and management fields to describe effective practice in all the important functions, processes, and strategies of nonprofit management. Based on the most current research, theory, and experience, this comprehensive edition offers useful advice for managing nonprofit organizations and addresses key aspects of practice such as board development, strategic planning, lobbying, marketing, fundraising, volunteer management, financial management, risk management, and compensation and benefits.

New chapters include information and knowledge in areas that have developed and changed substantially since the second edition was published, including: social entrepreneurship, financial leadership and capital structure, demands for new levels of accountability and transparency, and the changing political and legal climate and context.

Praise for the third edition of the The Jossey-Bass Handbook of Nonprofit Leadership and Management

“To leaders and educators in the nonprofit sector, this edition takes the volume to a new level. The new chapters on accountability, finance, and social entrepreneurship are timely additions that bring even greater depth and value to this impressive collection. This is an essential book for every nonprofit leader’s bookshelf.”—Patrick Rooney, executive director, Center on Philanthropy at Indiana University

“Loaded with managerial best practices, illustrative examples, and tips for running an effective operation, the Handbook is a must read for seasoned and fledgling nonprofit leaders alike.”—Kathleen P. Enright, president and CEO, Grantmakers for Effective Organizations

“This handbook is a masterpiece of grounded scholarship about the nonprofit sector. No faddish jargon here but a strong, clear description of how things really work in this sector. I’m certain readers will find themselves, even years later, remembering this insight or that framework that helps make sense of even the most confounding and delicate of situations… and there are plenty of those to go around.”—Ruth McCambridge, editor-in-chief, The Nonprofit Quarterly

Rating: (out of 6 reviews)

List Price: $ 90.00

Price: $ 72.00

Why is this important?

Widespread state budget shortfalls have created tremendous pressure on nonprofit boards to run their organizations efficiently and effectively. States have cut both funding overall and the reimbursement rates for crucial social services. Nonprofits that fail to develop business strategies for better economic security will surely face tougher times. Some will merge with other organizations.  Some will not survive.

Business crises

Three kinds of crises can lead to a nonprofit’s demise. Regardless of what causes the crisis, nonprofit management executives and board members are often lacking in business crisis management and/or preventing these issues from threatening organization sustainability.

Program-related problems: when a client is abused or harmed in some way through program services or when a disgruntled and vocal client lodges a public complaint, the effect on a small nonprofit can be devastating.  Whether the matter is actual nonprofit wrong-doing or perceived negative programming the loss of community confidence can lead to a reduction in donor support. Ongoing feedback, timely response to client complaints and overall quality monitoring is required to prevent these disasters.

Human resource-related problem: when a current or former employee launches legal action against a nonprofit several problems arise: legal fees, negative publicity, and distraction from regular programming.  Even when an employer prevails the process is a costly and stressful diversion.  Finally, the lack of adequate funding over time leads nonprofits to operate without the technical human resource expertise required to ensure these challenges are prevented.  

Financial problem: financial mismanagement and malfeasance is increasing among nonprofits. The failure to monitor cash or to to engage in long rane financial planning invites cash management and other financial problems. Unfortunately nonprofit leadership and/or board members often lack this expertise. Lack of proper financial checks and balances may delay the discovery of serious problems so that recovery is more difficult.

Prudent program management

Program planning should always include the possibility of public funding losses or reductions. It is tempting to try to sustain programs that operate in the red but pressure on sound programs to help fund those with inadequate funds prevents the organization from building for the future. Worse, it can lead to organization-wide financial troubles. Because nonprofits are leanly staffed, setting aside time to focus on the future requires strong discipline. Large nonprofits with a mix of programs should consider narrowing programs to those with adequate funding. Sticking to one or two adequately funded key mission elements is one way to acheive sustainability.

Funding loss and funding diversity

Regardless of the funding source, dependence on any one funder is a mistake. State-wide budget shortfalls forced many states to retrench social service funding. But loss of state funding won’t necessarily sink a nonprofit. Those with a diversified funding base can survive cuts with efficiency gains and proper planning. Endowment funding is the most effective way to cushion funding losses and survive challenging economic times.

Cash and financial management

Poor cash management and lack of sound financial reporting makes it difficult for organizations to discover problems in a timely way. Nonprofits necessarily run with tight cash margins. Even a small funding reduction or brief receivables delay can result in difficulty meeting payroll. Reviewing historical cash flow and managing receivables is an absolute requirement.  It is surprising that nonprofit boards still tolerate unclear, inadequate or inaccurate financial information reporting from an executive director. In addition, boards do not always give full attention to the information they receive. Accounts payable and receivables aging reports should accompany the monthly profit & loss and balance sheet. Finally, as cash tightens, financial misfeasance is likely to increase for those nonprofits without proper financial controls.  Though this is changing, I still see occasions where nonprofit executive directors deposit funds, write agency checks and then sign them.  Retaining external bookkeepers who prepare accounts and write checks for an executive to sign ensures that there are two sets of eyes and at least one individual who is governed by an independent code of financial ethics watching day-to-day financial activities.  In my experience, external bookkeepers are more likely to contact board members when they have concerns than paid financial staff.

The burden of old facilities

Property ownership can be a blessing and a curse. Large, older nonprofits whose services depend upon brick and mortar facilities have the special challenge of repairs, upkeep and modernization. Many states have burdensome red tape meant to ensure safety that most nonprofits cannot meet completely. Further, an urban organization started 30 years ago might own a building with tempting market value. Commercial buyers have the cash to fund renovations that could bring top rental values. A building sale could yield capital as long as the nonprofit has reasonable equity in the building. Unfortunately, many will have used building equity for cash in the past. Another ongoing issue here is that public funding and foundations focus on program operations and not capital improvements. Some funding sources short-sightedly prohibit the accumulation of public funds for capital improvements, even when savings come from operating efficiency gains.

Spending and expense controls

Overspending is never acceptable in a publically funded environment and most nonprofits keep a close eye on expenses.  Real expense reduction requires staff reduction.  When gas and fuel price hikes increased the cost of nearly every type of service, some nonprofits reduce staffing levels.  Nonprofits in large or rural states consolidated staff into regional offices and unfortunately now, getting staff to where clients are located involves costly auto travel reimbursements. There are many creative ways to reduce expenses or to obtain resources for reduced price: recycling and corporate partnerships for example. Managers cannot control all expenses but failing to control the ones you can is poor mission stewardship.

Private fundraising challenges

A simple 10-year profit and loss projection immediately highlights funding increases needed to simply maintain current service levels. Public funding is nearly always level from year-to-year. Not many nonprofits have the private fundraising machinery necessary to raise substantial funds or to raise them quickly. Over the last five years well-run nonprofits have improved fundraising effectiveness. However, as overall comunity funding decreases and nonprofits improve these skills, competition with other worthy causes can result in local donor fatigue. Lastly, establishing an effective development department requires capital investment – a “Catch 22″ challenge.

Inadequate operating revenue

Income generated by program operations is a blessing if you have it. Social services “serve” vulnerable populations.  By definition this includes low income families, elderly, disabled and others who cannot pay the full cost of services needed to lift them from their present circumstances.  Even nonprofits that charge service fees cannot collect the full value from  most clients.  In addition, state reimbursement rates are not typically designed to pay the full cost. Services must be as efficient as possible with an eye to adequate funding both today and over the next five years.

Organization oversight

Turbulent times require everyone’s sustained attention and sound planning. Inattention for even brief periods by disengaged board members can allow a cash position to slide into dangerous territory.  Other negative board dynamics include boards:

Engaged in power struggles with each other or their executive director
Without financial management experience or nonprofit experience
With members who are afraid to speak up about problems they observe
Who fail to evaluate and confront strong but less competent executive directors 

Executive directors who are both strong and less competent can render the most well-intentioned board members reticent to speak up when needed. In addition, many executive directors ascend to leadership positions through the ranks without essential professional people management or financial skills. Nonprofit board members must represent the community in ensuring that public funds are used prudently and that services are efficient and effective. This means holding the executive director accountable and speaking up even when it may be perceived as “rocking the boat.” Passion for the mission is not enough.

Well-run nonprofits of varying sizes are working around the country to provide essential services to vulnerable groups.  If you serve on a board or donate, help them ensure forward planning and financial prudence and don’t be afraid to speak up about your management concerns.  It is not your choice, but rather your duty emanating from your role as a community representative.

A nonprofit’s real-world survival guide and nitty-gritty how-to handbook

This down-to-earth book shows how to hack through the bewildering jungle of marketing options and miles-long to-do lists to clear a marketing path that’s right for your organization, no matter how understaffed or underfunded. You’ll see how to shape a marketing program that starts from where you are now and grows with your organization, using smart and savvy communications techniques, both offline and online. Combining big-picture management and strategic decision-making with reader-friendly tips for implementing a marketing program day in and day out, this book provides a simple yet powerful framework for building support for your organization’s mission and programs.

• Includes cost-effective strategies and proven tactics for nonprofits
• An ideal resource for thriving during challenging times
• Fast, friendly, and realistic advice to help you navigate the day-by-day demands of any nonprofit

Written by one of the leading sources of how-to info and can-do inspiration for small and medium-sized nonprofit organizations, Kivi Leroux Miller is,among other things, a communication consultant and trainer, and president of EcoScribe Communications and Nonprofit Marketing Guide.com.

Rating: (out of 7 reviews)

List Price: $ 39.95

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Answer by xtral8
I would rent a list from ASAE (American Society of Association Executives). That way, you’ll have a target audience.

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Shows leaders and managers of public and nonprofit organizations both how and why they should use strategic planning to improve the performance of their organizations. This expanded edition includes many examples to illustrate both successful and unsuccessful planning efforts, while new chapters address planning implementation, strategy evaluation and reassessment, and key leadership roles vital to effective strategic planning. In addition, the author presents a planning process used successfully by many public and nonprofit organizations–the Strategy Change Cycle–along with detailed guidance on its application.

Rating: (out of 15 reviews)

List Price: $ 54.00

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