Basic Guide to Nonprofit Program Design and Marketing. The resulting program plan also serves as a straightforward. References to Web addresses with additional free information. These addresses are spelled. Therefore, the reader might best be served to. This document also includes numerous references to the free. Basic. Guide to Program Evaluation at http: //managementhelp. Also see. Related Library Topics. Also See the Library's Blogs Related to Nonprofit Programs and Capacity Building. Youth sport participation in the United States has been increasing over the last few decades. Specializing in a single sport at a young age (between 6-12 years old) has become increasingly popular. This trend has been fueled. What are the ideal ways in which you can design and evaluate programming for positive youth development? Process evaluation and outcome evaluation; Participant driven, driven by the needs of the target population; Prior. Sport, Education and Child and Youth Development Physical activity is vital to the holistic development of young people, fostering their physical, social and emotional health. The benefits of sport reach beyond the impact on. Exact 'How-To' Principles From the World's Leading Youth Fitness & Sports. The IYCA Program Design System is the world’s best solution. In addition to the articles on this current page, also see the following blogs. Nonprofit Capacity Building. Scan down the blog's. Also see the section . The blog also links to numerous free related resources. Library's Consulting. Organizational Development Blog. Library's Human Resources. Blog. Library's Leadership Blog. Library's Project. Management Blog. Library's Supervision. Blog. TABLE OF CONTENTSWHAT'S A NONPROFIT PROGRAM? PREPARATION FOR SUCCESSFUL PROGRAM PLANNINGProgram Should Be Aligned with Organization's Mission Program Planning Should Be Aligned With Strategic Goals. Involve Board Members in Program Planning. Conduct Program Planning as a Team Program Planning Should Involve Potential Clients as Much as Possible. Design custom youth t-shirts for your event, group, or team. Free Shipping, Live Expert Help, and No Minimums. Looking for ways to grow your local youth sports program? MomsTeam founder and publisher Brooke de Lench has some suggestions on registration, advertising, cross-promotion, and making sports programs more family-friendly. SAMPLE SPORTS PROGRAM FOR YOUTH AGES 11-14 As used by Anapa Christian Camp June 19-30. All options were chosen via a sign-up sheet filled in by the counsellor of each group. Youth sports serving residents of the Hamilton Southeastern School. Come join us to learn about the program and get any questions you may have answered. Southeastern Program of Recreational Team Sports / SportsEngine. Don't Worry About Developing ? The typical nonprofit organizational. The central. administration exists to use the nonprofit's common resources. Programs are not the same as activities!!! Many nonprofits. have activities, not programs. The following article describes. What Nonprofit Programs Are - - and Are Not. For more information now about nonprofit organizations, their. Overview. of Nonprofit Organizations at http: //managementhelp. Program . It can be hard. However, like the overall organization itself. This systems perspective helps keep clarity about. Program inputs are the various resources needed to run the. The processes are how program services are delivered, e. The outputs are the units. The outcomes are the . This is why funders. For more information now about outcomes- based evaluation. Evaluation. During strategic planning, planners work from the mission. Each program. is associated with achieving one or more strategic goals and. Goals associated with services. Typically, at a point right after the strategic planning. This. framework is often the roadmap for a new program. For more information now about strategic planning, see Strategic. Planning at http: //managementhelp. Nonprofits must strive to keep down overhead costs, which are. Therefore. avoid developing programs to fix recurring administrative problems. Involve Board Members in Program Planning. A major responsibility of board members is to set the strategic. Therefore, board members should. However, staff members might be strongly involved. Conduct Program Planning as a Team. The chief executive, key planners on the board, relevant middle. Therefore. involve clients as much as possible in initial ideas for a program. Try verify. if these needs actually exist and how they would like their needs. You might have representatives from client groups review. Note that this involvement. For more information now about marketing research, see Marketing. Research at http: //managementhelp. Don' Worry About Developing . The organization remains the. Outside consultants. Your plan doesn't have to be. You can. change your plans - - just know why and be able to explain (e. This planning. effort is almost always more than nonprofit personnel want to. Program Framework: Outcomes, Goals, Strategies and Objectives. Program Outcomes, Goals and Strategies Follow Directly from. Strategic Planning. If your strategic planning was done thoroughly then it should. The process also determines. As much as possible, goals. The overall goals of the organization very much determine whom. For. example, strategic goals might be to expand the number of clients. You may want to develop new services in a current or new. As long as your. program planning proceeds directly from aspects of your strategic. You might consider. Consider strategies. Program Outcomes. We've noted above that intended outcomes are always the compass. Outcomes. are benefits to clients from participation in the program. Outcomes. are usually in terms of enhanced learning (knowledge, perceptions/attitudes. For example: Example Outcome #1 - - Drop- outs from Minneapolis high schools. Example Outcome #2 - - Within three months after getting certification. Program Goals. Programs goals should follow directly from, or be the same. Nonprofit services must be marketed, including clarifying. Draft Basic Description of Each of Your Services. Typically, a service is a closely related set of activities. Exactly what. determines a service in an organization is highly unique to the. A program can have several services. A nonprofit. might sell services separately and/or in a package of related. For example, from the above example outcome #1, services. Example Service for Outcome #1 - - High- school training services. Example Service for Outcome #1 - - Transportation services. Example Service for Outcome #1 - - Child- care services. By now, you might have a strong, clear sense of what each of. At this point, you might draft for yourself. The description. should include: nature of your services (arts, social services. Be. careful to describe the services in terms of benefits to clients. For example, address pricing, convenience, location. What Major Groups of Clients Do You (or Do You Want to) Serve? You may want to develop new services in a current. These examples of strategic goals greatly determine who. Understanding your program's target markets makes it much easier. If you've. done a good job so far of strategic planning and program planning. These additional markets are often where you should focus. At this point, write down a customer profile. Consider, for example, their major needs, how. What Needs Do Your Services Meet for Each Target Market? By now, you should have clear idea of the major needs met by. The services should be described. For example, in the above examples: Needs Met for Target Market #1: High school graduation, eligibility. Needs Met for Target Market #2: Place to refer high school. Needs Met for Target Market #3: Place to refer their children. Needs Met for Target Market #4: Place to get clients to find. Needs Met for Target Market #5: Place to get job candidates. Note that identifying the needs of target markets is a major. One would think. that in this spirit of service, all nonprofits should collaborate. However, nonprofits do compete. Consider. the following questions: Who are your competitors? What client. needs are you competing to meet? What are the similarities and. What are. the strengths and weaknesses of each of their products and services? How are they doing overall? How do you plan to compete? Offer better quality services? Easier access to services? For more information now about competitor. Who Are Your Collaborators? Successful collaboration brings two or more organizations together. Many nonprofit. leaders naturally struggle with the notion of collaboration, of. Collaboration. can be viewed as quite frustrating for nonprofit leaders. This. dilemma invites leaders to carefully consider whom it is that. If collaboration will better serve. In this analysis, consider: Who are potential collaborators. What client needs might you collaborate to. What resources might they bring and what could you bring? However, funders won't support a program. The nonprofit is always wise to explore what revenue. For example, if the. The nonprofit might consider changing pricing. Competitor. pricing also has a great effect. If competitors are charging much. Similarly. if the competitor is charging much more, then the nonprofit might. In this pricing analysis, consider: Is your nonprofit recouping. Is it. affordable to clients? Would a sliding- fee scale better? What. about volume discounts? What is the competition charging? What. should be the new fee(s), if any? How do you know? For more information now about Pricing. What Laws and Regulations Must You Follow? It's critical to identify all laws and regulations that effect. Contact local state. What Name Will You Use for Your Service? To effectively promote your service, you must have a concise. This can be much more. There are consultancies. You have to be sure that you're not using a name. You should not have. You need a name that makes sense locally. For example, convene. Communities usually expect nonprofits to operate in. Thus, these people might believe that a nonprofit should. However, even if a nonprofit. Therefore, the nonprofit should carefully consider. Copyright law protects. Patent law protects. Trademark laws protects words, names. For more information now about Intellectual. Property, see http: //managementhelp. Finalize Description of Each of Your Services. At this point, you've thought - - and hopefully learned - - more. You've learned more about. Now go back to your drafted. Include description of: 1. The business you're in, for example, service, manufacturing. The type of your service, for example, arts, advocacy, social. The target market for the service. Include description of the. Include your strategies regarding pricing, distribution, advertising. Planning Program Promotions (Advertising, Public Relations. Sales)Promotion keeps your service in the minds of your clients and. Promotion involves ongoing. All of these build from having a clear idea. Positioning Your Nonprofit and Its Services - - the Positioning. Statement. Simply put, positioning is determining how you want others. Positioning. builds from many of the above- mentioned activities, including. It should clearly depict your organization. When writing it. down, consider answers to the question: . In addition, the budget for advertising and promotions. Therefore, we'll look at sales at this point in the advertising. Sales involves most or many of the following activities, including. Sales forecasts (or projections about sales accomplished. Sales forecasts are often made. Unfortunately, many people in nonprofits have strong feelings. Re- Designing Youth Sport: Change the Game. Important Made in USA Origin Disclaimer: For certain items sold by Walmart on Walmart.
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