Exploring Not For Profit Efficiencies in Golden & CSRD Area A
Conclusions
This project represents a search, both around the world and within Golden & Area A, for non profit efficiencies and frameworks/models that allow a community to become more efficient.
Surprisingly, there were no holistic frameworks to follow; no linear models to adapt. This finding is reflective of the challenges faced by both non profit organizations and the communities they serve.
Instead, we find that:
Therefore, the greatest achievement from this project to date is a better understanding of the local non profit landscape and a better understanding of what we don't know (and no other researchers know) about non profit efficiency.
While Golden & Area A has a much higher per capita number of non profit organizations, it shows:
Consolidation seems like the obvious end game for many of these groups. However, community coordination is required first. Because as easy it has been to research, evaluate and provide recommendations to existing and future non profit groups, it can be emotionally and culturally very difficult to wind-down a non profit organization. And at first glance, there may appear to be a natural fit between two 'linked' organizations, but without 1) the right people, with 2) the right motivation and 3) the right plan at 4) the right time, successful independence may be the best alternative.
This project represents a search, both around the world and within Golden & Area A, for non profit efficiencies and frameworks/models that allow a community to become more efficient.
Surprisingly, there were no holistic frameworks to follow; no linear models to adapt. This finding is reflective of the challenges faced by both non profit organizations and the communities they serve.
Instead, we find that:
- Around the world, Australia is one of the leaders in non profit and community development
- In Canada, we know very little about our non profit sector;
- In BC, we know even less about the non profit sector; and
- In Golden & Area A, locally we are one of the only communities to have an exhaustive list of locally registered charities and non profits.
Therefore, the greatest achievement from this project to date is a better understanding of the local non profit landscape and a better understanding of what we don't know (and no other researchers know) about non profit efficiency.
While Golden & Area A has a much higher per capita number of non profit organizations, it shows:
- The number of non profit organizations does not increase the amount of resources available to a community
- Limited finite resources (time, money) are stretched ever thinner across an increasing number of groups
Consolidation seems like the obvious end game for many of these groups. However, community coordination is required first. Because as easy it has been to research, evaluate and provide recommendations to existing and future non profit groups, it can be emotionally and culturally very difficult to wind-down a non profit organization. And at first glance, there may appear to be a natural fit between two 'linked' organizations, but without 1) the right people, with 2) the right motivation and 3) the right plan at 4) the right time, successful independence may be the best alternative.
A Word of Caution
As we seek to improve the combined performance of Golden & Area A's non profits, it is paramount that a proper performance measurement system is created.
"When outputs and particularly outcomes are difficult to grasp - often the case in the public sector - a performance measurement system can quickly instill a sense of direction and purpose. This is good if the performance measurement system is well-designed... The danger lies in a measurement system that unduly emphasizes one aspect to the detriment of others." - Institute on Governance, Policy Brief No. 3 - April 1999; Means... Ends... Indicators... Performance Measurement in the Public Sector by Mark Schacter
