What is the NARHA Center Advancement Committee? · Voice F ormerly known as the NARHA...

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Inside this Issue...

A Special Interest Newsletter VOLUME 3 • NUMBER 1

ADMINTheVoice

Formerly known as the NARHAAdministrative Committee, thisNARHA committee is a standing

committee under the MembershipOversight Committee. Membershipincludes diverse representation fromsmall to large centers (both in terms ofbudget and number of participants),from various regions across the country.

The purpose of the CenterAdvancement Committee (CAC) is toimprove sustainability and stability ofNARHA Centers and encourage anunderstanding and implementation ofNARHA standards through education,networking and mentoring.

At the 2008 NARHA NationalConfer-ence held in Hartford, CT, repre-sentatives from the CAC held a meetingwith interested attendees to develop anoutline of the future direction of thecommittee work. The following summa-rizes opportunities for the CACCommittee’s attention.

� A need to evaluate resources availablewithin as well as outside NARHA

� Collaboration and sharing of bestpractices among centers

� Understand/identify gaps and industry specific needs

� Understand delivery mechanism for information to be shared

• Email groups (such as Listservs) • Printed materials• Presentations• State/regional level

materials/opportunities• Web sites• Webinars

� Regional representation • Communication expectations

vs. actual practices• Challenges of different sizes

and diversity• How do we deal with challenges as

to whether regions/programsknow if they need training/education

� Create mentor lists (and defineroles/expectations of mentors)

� Referral lists� How can we educate new centers

about available resources• State reps• Welcome kit• Local referrals for info/support

� Create value added materials• Center mentor package—

welcome kit• Admin checklist

It was determined that we need to create three separate and different levelsof information: similar, for example, toinstructor training levels.

Webinar development was also sug-gested. All believe that this could be aninexpensive and useful training tool.

In order to move forward with thework of the committee, we invite interested parties to contact SandyArtichoker in the NARHA office formore information.

What is the NARHA CenterAdvancement Committee?

By Karen Kersting, Co-Chair CAC

SPRING 2009 2 The ADMIN Voice

In this time of mounting economichardship cooperation, collaborationand mergers become more than just

terms; they are actionable items that allleaders need to be prepared to reviewresearch and implement for the better-ment of the communities they serve.Integration is known by many names,such as “collaboration,” “cooperation,”“coordination,” “consolidation” and“merger.” Different scholarly fieldsdefine integration in different ways. Inthe business field, integration is definedas “working together for market advan-tage” (De Jong, 2001). In health care,integration is defined as “coordinationor linkages of service lines within oracross stages in the production processof health care” (Conrad, 1990).

Integration represents a continuum ofrelationships among organizations thatrange from a very loose form, such asinformation sharing, to a very tightform, such as a merger. Konrad (1996)identified the following levels of integra-tion: information sharing and commu-nication, cooperation and coordination,collaboration, consolidation, and com-plete integration or merger.

There are different reasons for integra-tion. Organizations may move towardintegration to meet more complex cus-tomer needs, compete for limitedresources, maintain survival, poolresources, ensure seamless continuity ofcare, achieve organizational goals thatcannot be achieved without a

partnership with other organizations,and enhance accountability. One of themain reasons for integration is "synergy."By integrating, organizations can com-bine their resources, perspectives andskills effectively and produce outcomesgreater than the sum of outcomes pro-duced by each individual member(Conrad, 1990). Synergy is achievedthrough communication and the coordi-nation of activities among organizations.

For the purpose of this article I amusing the following definitions of vari-ous types of integration, and givingexamples of how each can be applied tothe advancement of a NARHA centeror organization within the field ofequine assisted activities and therapies(EAAT):

Cooperation = knowledge and

acknowledgement of another programor programs in the community servingthe same populations.

In the case of the EAAT industry thisrefers to programs such as the SpecialOlympics or other programs serving thephysically or cognitively challenged pop-ulations that benefit from NARHA cen-ters and instructors. Advertising eventshosted by these other organizations at aNARHA center is an example of cooper-ation.

Coordination = a more formalrelationship between other programsserving the same populations, often arelationship between administrators.

Hosting a Special Olympics event at aNARHA center is an example of coordi-nation. This often occurs through a ver-bal agreement between the programmanagers or executive directors. I wouldsuggest that if you do have these typesof strong working relationships you putthem into a formal written agreement soif there is a staff turnover you haveguidelines to help continue these important partnerships.

Collaboration = sharing goals,results, resources and responsibilitiesamong organizations in order to betterserve the given population.

What most organizations call a collab-oration is usually more of a coordina-tion or cooperation; a true collabora-tion takes a significant commitment of

IntegrationCooperation, Collaboration and Mergers: What are they and Why Should I Care?

By Carol Nickell, NARHA CEO

Carol Nickell, NARHA CEO and her horse, Shah

Continued on page three

The ADMIN Voice 3 SPRING 2009

time, resources (both financial and staff)and a clear written agreement betweeneach of the organizations involved.Some collaborations have more than 30organizations involved. Many grant mak-ers ask about collaborative efforts, yetthey do not understand the degree ofresources needed to keep an effectivecollaboration working. It is our responsi-bility to educate the funders or potentialfunders about the true cost of formingand maintaining collaborations.

To exist is to change,

to change is to mature,

to mature is to go on

creating oneself endlessly.

(Henri Bergson, Frenchphilosopher, 1859-1941)

In my more than 23 years of experience as an executive at nonprofits,I have been involved with ten collaborations and attempted five more.There were many reasons those fiveattempted collaborations never tookroot, the key reason being there werenot enough necessary dedicatedresources allocated to make the projectstake wing. In addition, many of theorganizations did not have the key stafftime to dedicate to the project. Oneeffort did not have the lead staff thatcould manage the project, and one,while the design was effective, did nothave the funding secured.

Of the ten successful collaborationswith which I was involved, two of thecollaborations ended in a merger.Several years later both organizations arestill operating and growing to meet theneeds of their communities. Four of theten are still operating as collaborationsto best serve their communities. Theremaining four have fulfilled their

purpose and are no longer operating asa formal collaboration.

MergerThe term merger means the legal com-

bination of two organizations. Whendealing with nonprofit mergers, one501(c)(3) dissolves and re-emerges aspart of another. Nonprofit mergers aredifferent from corporate mergers ortakeovers, for several reasons. The initialquestions usually have little to do withrevenue, profits, capitalization or equity and more to do with missioncapability, organizational leadership(both volunteer and professional), wherethe organization will be headquartered,which programs will survive, and howthe clients, donors, volunteers, and sup-porters will be affected.

While you are trying to decide how toface the opportunities that this economybrings to your organization, consider thepower of a strong and successful partner-ship with other organizations in yourcommunity.

For good resources to find and connect with potential partners in your community try contacting your localUnited Way, nonprofit resource center,chamber of commerce, SCORE (SeniorCorps of Retired Executives) chapter,and/or other nearby NARHA centers.

With donors and foundations feelingthe impact of the drop in the stock mar-ket now is the time that you as a leaderneed to take action to help ensure thecontinuation of your organization.Reinforcing your existing relationships isone step to program stability. Seekinghelp before you need it will build uponyour already strong foundation. Whilethere are tough times ahead for all, thedetermination and dedication shown byNARHA centers and members is evi-dent in the 40 years of promoting excel-lence in the EAAT industry, and willcontinue in the future with smart deci-sions and innovative solutions withinour various communities.

Nichola Redmond, Co-ChairExecutive DirectorSomerset Hill

Handicapped Riding CenterOldwick, NJ(908) 439-9636

[email protected]

Karen Kersting, Co-ChairExecutive Director

UpReach Therapeutic Riding CenterGoffstown, NH(603) 497-2343

[email protected]

Barbara FordExecutive Director

EQUI-KIDS Therapeutic Riding ProgramVirginia Beach, VA(757) [email protected]

Brian MillerNew Horizon Ranch

Rantoul, KS(913) 764-4575

[email protected]

Sara QuaHigh Hopes Therapeutic Riding

Old Lyme, CT(860) 434-1974

[email protected]

The ADMIN Voice is published twicea year as an educational exchangefor NARHA members.All viewsexpressed are those of the con-tributing authors and are not necessarily those of NARHA or theCenter Advancement Committee.

CENTERADVANCEMENTCOMMITTEE

MEMBERS 2009


We all know “doom andgloomers.” They “awfulize”about this and fret about

that. We tire of their constant fear thatthe worst will happen. Well, this is theirtime to shine.

We know well the many good menand women who are out of work, or wor-ried about being out of work or justhanging on to what they have. Many ofus are feeling some sense of survivor’sguilt. It IS rough out there!

It’s not business-as-usual for not-for-profits. Fewer donors. Fewer programs.Fewer instructors on staff. Fewer volun-teers. Cost cutting wherever possible.You get it as well as anyone gets it.

The reality is that perhaps the greatestimpact of the current economic crisis onyour center has to do with employeemorale and fear. How do we continue tomotivate our staff? How do we stay posi-tive and optimistic when the world isfalling apart around us? How do youmanage the people left behind—theirfears, their confidence, their spirit?Who’s looking after them and their needs?

Now is not the time to take an intellec-tual or academic approach to maintain-ing morale. You know better than any-one what it takes to “keep the faith.”

Pay attention!Ask your employees if they are okay.

Hear what they are telling you andbelieve them if they say they are in crisis.Listen with your heart! Help them toexplore options and problem solve withthem in creative ways about their issues.

Did I mention listening?!

Communicate…Communicate…Communicate!

Be honest about finances. In fact, behonest about everything. Believe it ornot, the fear of losing one’s job is actual-ly worse than the reality of losing a job.Don’t let their fears take control of theirlives. We all need a little more reassur-ance during difficult times.

You can’t make unrealistic promisesbut you can give them some sense ofreassurance that you will do everythingin your power to stay the course.Conduct weekly communication meet-ings. Talk from your heart. Talk aboutfinances and the budget. Talk abouttheir concerns. Reinforce the values andmission of your center. Let them openlyexpress their fears no matter how

irrational they may be. If one person hasheard a rumor, they’ve all heard it.Address the fears honestly. Don’t let therumors circulate without responding.

Express GratitudeThis is the time to manage from your

heart not your head. You’ll have plentyof time to manage from your head oncethe economy strengthens again. Expressyour gratitude for their values, theirwork ethic, and their spirit. Thank themevery day for what they do to make yourcenter special. Celebrate their successes.Empathize with their frustrations. Tellthem how much they mean to you personally.

In other words, do more of what youdo best. This can be your finest time asa manager. In this altruistic industryyour staff is likely to respond well tomessages driven by the heart. Heck, Iwould even give more hugs than younormally do. I know. You don’t hearthis often from us HR types. We tend tobe cautious about physical contact. ButI’m giving you permission. Go ahead—hug away!

Carl Budke is director of HR for Birner

Dental, a $40 million network of dental

offices and the largest provider of dental

management services in Colorado and

New Mexico, recently expanding in to

New Mexico. He has served as a

volunteer board member for nonprofits.

Do What You Do Best!—MMaannaaggiinngg EEmmppllooyyeeee MMoorraallee

By Carl Budke, SPHR

“Now is (indeed) the time for all good men (and women)…”

Carl Budke, SPHR


In the wake of sev-eral unsavory alle-gations, accusa-

tions and the misuseof funds in the corpo-rate and financialworld these past fewyears, nonprofits arebeing closely scruti-nized for the way wedo business.Nonprofits, like ourfor-profit counter-parts, must adhere tocertain rules in orderto preserve integrity,trust and accountabilityto our donors, clients,members and other interested parties.

There is a wealth of informationconcerning financial stewardship fornonprofits. Much of it can be help-ful in planning how you will main-tain your organization’s financialhealth in order to promote growthand sustain it for the future.However, nonprofit directors andstaff must process and apply theinformation as a part of good gover-nance and resource management.To that end, management, staff andboards of directors can strengthentheir organizations by implementinga few strategies that will ensuredonor support, longevity and futuregrowth of their organizations.

FundsNonprofits are charged with the

responsibility of executing the phil-anthropic intent of their donors.We are essentially employed in thework of guarding, managing and dis-tributing resources that are entrust-ed to us by donors and other stake-holders. This means that we mustrespect the donor, follow his/herintentions for their donations andthen report back to the individualon the success and challenges ofeach donation he/she has made.We must maintain transparency andaccountability at all times.

An excellent forum with which tocommunicate this information to

donors is with yourorganization’s annu-al financial audit.Post it on your web-site. Donors and oth-ers will be able toclearly see where themoney is going: newprograms initiated,on-going programsthat were helped orsustained by theirdonation.

The same is truewith an annualreport. Include how

your donations wereused, how much was

spent on programming and howmuch was spent on administrativeneeds. Your donors will feel a “buyin” to the program and that theirdonation really did make a differ-ence in the lives of the people you serve.

BoardsYour board of directors must

understand their fiduciary responsi-bility when they sign on. It is theresponsibility of the organization’sexecutive director and the nominat-ing committee to be clear about theexpectations for board membersand the fact that board members are

Financial Stewardship: a Key to Credibility

By Barb Ford and Karen Kersting

Management, staff and boards can implement strategies to ensure the donor support and future growth of their organizations.

Continued on page six


legally responsible for the financialmanagement and governance of theorganization, things that should notbe taken lightly. Board membersshould understand how criticaldonor stewardship is and that theyare responsible for providing ade-quate resources for the organizationto effectively carry out its mission.

In addition, the business of theorganization should be handled in away that promotes transparency andpride in efficient management of allresources. The board must set poli-cies and strategies to incorporatefunds and use them to ensure theorganization’s long term survivabili-ty. Set short term and long termgoals. Both are important, shortterm for maintaining a level of excellence in programs and longterm for longevity of that same level of excellence.

EExxtteerrnnaall FFaaccttoorrssIs your nonprofit of value to the

community in which you live? Doesthe community support your organi-zation? Does your organization sup-port (via services and good will) thecommunity? If you cannot answerthese questions with a definitive“yes,” it is time to assess your com-munity and the impact your organi-zation has on your surrounding areas.

Program evaluation is necessary forthe viability and relevance of yourorganization and how your missionintegrates with the community at large.If your organization doesn’t enjoy sig-nificant community support, it is possi-ble that you need to reflect on how orif your organization is positioned tomeet your community’s needs.

This type of re-evaluation doesn’tmean that you will need to scrap a particular program, but you mightneed to do a little tailoring to make it a good fit, allowing yourorganization to better interface withthe community.

FFiinnaallllyyStewardship is really a matter of

taking care with what has beenentrusted to us, whether it is finan-cial gifts, land, horses, participants,goodwill or trust. We must be proac-tive in setting policies to guardagainst abuse of that trust and mustbe willing to hold every area of ourorganization open to public view.

After all, we have an awesome privilege of engaging in programsthat have life-changing impact. Wemust do everything in our power to ensure that privilege is not jeopardized.

Resources:

• OnPhilanthropy.com• Center for Business and

Government (Elizabeth Keating,Asst. Professor of Public Policy)

• GuideStar.com

Save the Date!


This article is meant to serve as general

information only, not as a recommenda-

tion of any kind. Seek advice from a

qualified professional regarding your

organization’s tax return, financial and

governance policies.

You may have read that theInternal Revenue Servicerecently made changes to the

Form 990 or the tax return for nonprof-it organizations. Whether or not yourorganization will be required to use theredesigned form this year depends uponyour gross income and assets for 2008.The IRS will phase in the use of thenew 990 over three years.

•Nonprofit organizations that don’tmeet the threshold in a particularyear will file the Form 990 EZ.Organizations with gross receipts over$1 million and assets over $2.5 mil-lion must use the new 990 for 2008.

•For 2009, all organizations with grossreceipts of over $500,000 and assets over$1.25 million must use the new form.

•Then finally for 2010, organizations

with gross receipts of more than$200,000 and assets of more than$500,000 must use the new 990.Other organizations can file the lesscomplex Form 990 EZ.

•Even organizations with annual rev-enue of less than $25,000 that didnot have to file previously will berequired to file an electronic “post-card” just to let the IRS know thatthey are still in business.

The form is not just a redesign butrequires additional information not pre-viously addressed by the IRS. This newinformation will most likely create addi-tional work for nonprofit boards andstaff. In addition to five completely newschedules for Form 990, there are ques-tions on compensation procedures,expense reimbursement policies, con-flict of interest policies, whistleblowerpolicies and document retention anddestruction policies. While these ques-tions may be seen as an additional bur-den for nonprofits, these policies are allpart of good governance procedures. It is likely that this new information-dense 990 will assist the IRS in identifying irregularities and provoketargeted audits.

One of the positives from the organi-zation’s standpoint is that if a nonprofitis well governed and has a track recordof good stewardship it will be validatedwith the new standardized format. Thenew 990 will serve nicely as the basis ofan annual report for an organization’sstakeholders.

This redesign is considered long over-due by many industry experts. The lastrevamp was in 1979 and the nonprofitlandscape is far more crowded than itwas thirty years ago.

In response to pressure from Congressand other sectors, the IRS is looking toshine a light into the shadowy recesses ofthe nonprofit world. Organizations thathave poor control over their resources orthose that are downright fraudulent willhave a more difficult time hiding abusesand that is the goal of the IRS in a nut-shell. The rest of us hard-working, well-meaning nonprofits may have to polishour good governance policies and checkto ensure that we remain in compliancewith federal regulations, but will be ableto rest easy at the end of the day know-ing that we are doing the best for ourparticipants, volunteers, donors and the community.

Changes to the

IRS Form 990:

A BIG DEAL for your

organization?By Nichola Redmond, Co-Chair CAC

What is the NARHA Center Advancement Committee? · Voice F ormerly known as the NARHA...

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