Non-Profit Organization: Role of Management in the Community

Jul 13, 2011
Constance Woloschuk

Non-Profit Community Partnerships - teaksato

The Executive Director/CEO of a nonprofit organization is responsible for the agency's reputation and position in the community.

Although it is hoped that board members will participate in advocacy initiatives and fundraising events on behalf of the organization, it is the Executive Director/CEO (ED/CEO) who is usually the community face and voice of the nonprofit agency. This is the person on whom rests the credibility of the organization. The principal stakeholders include service partners, funders, politicians, media, and the general public.

Role of ED/CEO

The ED/CEO is representing the agency as a whole and should be reflecting the position of the board in any public statements and actions. Not every senior manager is comfortable in this role that requires so much external contact. However, it is an essential part of the senior job in a community-based nonprofit organization.

Community Activities for ED/CEO

The extent of community involvement can be determined by the mission of the nonprofit organization, the kind of work done, and the expectations of the community. Following are some typical activities expected of an ED/CEO of a nonprofit:

Attend and participate in events that are relevant to the work of the organization. This includes fundraisers, forums on client issues, chairing debates on social issues that have an impact on the agency’s client and anything else that is pertinent.
Develop and maintain effective, outcome based service partnerships. This includes working with other agencies to provide services to clients in common. It is usually the front line workers in both agencies who provide the direct service and need to collaborate for the sake of the clients. However, it is important that management of both agencies develop the service protocol, policies, and procedures that will provide the reference frame for that front line work.
Negotiate with funders. Although the board usually has to sign off on funding contracts, it is the ED/CEO who negotiates the terms of agreement. This can be as formal as responding to a Request for Proposals for client services to taking initiative in approaching a community foundation. It is up to the ED/CEO to ensure that the nonprofit has the capacity to provide the expected services and will receive adequate funding to do it properly. There is often a great deal of tact and patience required to develop a good working relationship with funders.
Participate in coalitions and associations that are active in advocating for client-focused changes in public policy, funding and/or service delivery. The board will set the parameters for this kind of advocacy and might even take part in such initiatives. Usually, though, it is the ED/CEO who participates in such advocacy groups to ensure that client interests are foremost and that the position of such groups is aligned with the overall mission and philosophy of the nonprofit organization.
Work with media. An effective nonprofit ED/CEO understands both how to respond to media inquires and how to initiate contact. Media people usually call key community contacts when there is a crisis that involves the client population, funding, and/or a political debate. This means that management should always have key messages ready, plus a thoughtful analysis of current situations. There are also times when it is appropriate for the ED/CEO to approach media contacts him/herself to see if they are interested in featuring an incident, a client, or an issue.
Network with politicians. The ED/CEO might want to connect with elected officials at whatever level of government makes the policy and funding decisions that are relevant to the nonprofit’s area of service. Although systemic issues might be dealt with through an advocacy coalition, the ED/CEO of one nonprofit agency can still do his part of making the politicians aware of the current issues and offer suggestions for improving the situation. It is always appropriate, and often very effective to offer opportunities for politicians, their staff and families to volunteer in providing service to clients in the community.

Resources Needed to Support ED/CEO in the Community

In even the smallest nonprofit organization, the ED/CEO needs access to resources that will help him be an effective representative among community stakeholders.

Board support. It is important that the nonprofit board understand the benefits of having an ED/CEO who is a confident, credible presence in the community. Board members can support the ED/CEO by attending functions with him, understanding and confirming key messages for stakeholders, confirming scope of advocacy initiatives, and developing a network of allies and supporters in the community at large.
Professional coaching. The ED/CEO might need this coaching, particularly for effective communication, from developing to delivering the key messages, appropriate to various audiences. Then, he will be able to speak clearly and purposely about the organization’s mission and operations, its needs and its position.
Time to participate in community events. The ED/CEO needs to know that there is time within his schedule to participate in community planning meetings, attend fundraising events, contribute to advocacy initiatives, and anything else that furthers the mission of the organization.

The organization, as a whole, from board members to front line staff and volunteers has to recognize that all this external work is an integral part of the job of the nonprofit ED/CEO. It is not ‘extra’, nor is it an option. The ED/CEO will be best able to fulfill his role in the community if his own capabilities are strengthened by the support of the entire agency.