This description is limited
to the leadership aspects of the position, and does not describe the
administrative responsibilities usually associated with managing or
working in a non-profit organization.
The methodology is to work with
existing organizations in a community. The leader must be capable of
understanding the self-interest of each individual institution. He/she
must be able to talk intelligently and creatively with the director of
these institutions and their community members about the program and
goals and visions of their organization. The leader will be judged and
the their organization will grow by the number of other organizations that are
actively involved or known by your non-profit organization to market
your service or advocacy to the community.
Your member institution must have a
core of leaders that relate to the community
organization and who are able to involve members of that institution in
campaigns of the community organization. Even though it is a difficult
task, this leadership team must be fully aware of and committed to
the self-interest of the member organization and simultaneously to
the self-interest of the community organizations. A mature community
organization should be able to recruit 10-25 leaders from your
membership or from related organizations for critical events during the
year. The leader/administrator must be responsible to develop strategies to insure
this will happen. Finding volunteers and fund development will be easier as a result.
Primarily, a leaderís job is to help
people in a community become empowered to participate effectively in
critical decisions affecting themselves, their families and their
neighborhoods. A community leader therefore must be judged primarily on
the quality and quantity of leadership development in and from a community
A leader must have a plan to
identify, recruit and develop other leadership. It will be expected of
an organizationís leader that he or she has a list of current and
potential leaders and that they will be able to discuss the interest,
development and growth of each of the leaders on his or her list for
your organization or to help market your organization.
A leader will be judged by the number
of leaders/volunteers that they involve in local formal training programs.
A mature leader should be able to train or send leaders or volunteers to training
during the year and to conduct trainings for at least 15 of his or her
leaders/volunteers on a regular basis.
A community service or advocacy
leader should be careful to involve their Board of Directors and never appear
as the sole spokesperson for a neighborhood organization, either in the
media or at formal negotiating sessions between the organization and
public and corporate officials. They must bring forward Board of
directors in the public arena to be recognized. The leaderís primary task is to develop
other volunteers/leaders to the point where they can also represent their
A leader/non-profit administrator must be attuned to social,
political and economic forces acting on a community. The leader,
therefore, will be judged on the capacity to do an analysis about the
community so that when issues are selected the organization will be
building its base and understanding about any division, turmoil or
The non-profit leader must be in
a relationship with key political, economic, judicial, and religious leaders
or her community. The leader, therefore, will be judged on his or her
increasing ability to conduct one-on-ones with such leadership
occasionally or on a regular basis. In addition, being judged based on his
or her ability to get present leaders in the organization to talk with
their peers in the community and bring them to support and help market
the advocacy and/or service of the organization.
A non-profit leader must be able to
help the organizationís members/board select and define those issues
leading to actions which will create a positive impact on members of a
community, develop new leadership for the organization, and draw in
understanding with community institutions and further educate the
community about the value of your organization.
A leader/administrator/ coordinator
are to organize an organization. It is, therefore, the role of the
person to see that people and structures are put into place in such a
way that they will create coherence and integrity within an
organization. By this, it means that there will be a functioning board
of directors, an effective fundraising strategy, issues and
organizational committees that tie into the board structure and an on
going public relations plan that enables the membership/board to select
new board leadership, volunteers and its program development.
An organization should have a
fundraising plan that not only provides long term financial security for
the organization, but also constantly increases the capacity of the
organization to support it more independently with dues, grassroots
fundraisers and other special events. It is a fundamental principle of
that organizationís leadership that they must have a strategy to pay for
the program and advocacy that is being conducted by their organization.
An organization that primarily and constantly relies on foundation
grants and is not moving toward self-sufficiency for the organization
does not comprehend the nature of a self‑directed organization.
One of the primary tools of a
community organization is an effective meeting. The managers must enable
the leadership to hold meetings that are productive, focused and
educational for the leadership and volunteers. The non-profit leader
must ensure that the board and supporters understands the organizational
processes governing their actions and must evaluate all small committee
meetings, board meetings, and large community meetings to be productive.
Community leaders working for
community organizations must, as they are attempting to do with their
leadership, be themselves in a self-development program. It is expected
that a leader in training will, for instance, be reading a minimum of
one book per month on topics relevant to their profession and doing
journals and report to the Board of Directors reports that are primarily
a tool to reflect, and develop an organizational and personal