Volunteers who populate nonprofits and professional associations add their experience and expertise to myriad causes in an era when these organizations are being called upon to deliver services designed to enhance the quality of life in Arizona.

Without these associations and the volunteers they attract, particularly on their boards, the burden on government and taxpayers in general would increase markedly. In addition, some groups strive to further the cause of trades and professions at the Legislature and in the public eye.

Yet, these organizations are only as effective as the individuals who serve in their leadership and management roles, says Robert Ashcraft, associate professor and director of the Arizona State University Center for Nonprofit Leadership and Management.

“The center exists to advance nonprofit leadership practices so that organizations can better achieve their mission,” Mr. Ashcraft says. “And whether the mission is housing, youth development, recreation or neighborhood revitalization, effective nonprofit organizations improve individual lives and enhance our entire community. We are about providing knowledge and tools for nonprofit effectiveness.”

Established by the Arizona Board of Regents in 1999, the center’s efforts are based on four themes: research, education, convening conferences and technical assistance. Research focuses on philanthropy, time, money, and know-how, Mr. Ashcraft says.

Education includes three distinct and complementary nonprofit programs — an undergraduate program, graduate course work in nonprofit study and professional development, and a noncredit course of study through the Nonprofit Management Institute at ASU.

The center convenes two statewide conferences a year and stages several training sessions throughout the year.

The fourth element is technical assistance, with a nonprofit organizational self-assessment program for the center. “Are we serving our customers, are we relevant≠” he says.

“Veteran nonprofit managers often say that it’s only a matter of time before a nonprofit faces a theft, abrupt loss of funding, costly workers’ compensation claim or other threat to its well-being and resources,” Mr. Ashcraft says.

Financial risk management addresses a loss waiting to happen by providing a game plan for avoiding mistakes and security gaps that can lead to an organizational crisis, and integrating practical measures that lift and protect a nonprofit’s charitable, community-serving mission, he says.

“Risk management should never be about canceling programs and services out of fear,” Mr. Ashcraft says.

An upcoming seminar covers how a practical approach to financial risk management can help a nonprofit avoid risks such as theft or violation of likely new regulatory requirements under the Sarbanes-Oxley Act of 2002, what role a professional staff and board should play in protecting the financial assets of a nonprofit, and what services are available from outside advisers with respect to managing financial risk.

The center’s programs are overseen by an advisory board of directors, which can include up to 21 members who represent corporate interests, academics, fund-raisers and alumni. “Our advisory board is a group of champions who believe in our work,” Mr. Ashcraft says. “They sharpen our focus, assure our relevance and help provide resources.”

New board members often are nominated by current members. “We have a good mix of representation,” he says. Terms are for three years, but some members are re-elected numerous times. The board meets formally three times a year. Members meet as a committee of the whole, but on occasion break down into task groups.

Here’s a look at a few groups and how they function:

Alliance Of Construction Trades

The 240-member Alliance of Construction Trades (ACT), led by Executive Director Jim Kuliesh, represents construction specialty contractors, including companies that do drywall, electrical, roofing, concrete, painting, plumbing and mechanical, plus material suppliers. The association’s mission is “to provide a forum to improve business conditions for its members through united and cooperative action for the betterment of the construction industry and the community.”

“In simple terms,” Mr. Kuliesh says, “ACT’s business is helping subcontractors do theirs.”

Board members are nominated and elected by the association’s members. The nine members serve one-year terms and meet monthly. Their duties are to oversee all affairs of the association, to set policy and guidelines that insure the growth and success of the association.

Issues facing the association are many, says Mr. Kuliesh. They include:

• Timely Payments. Subcontractors continue to fight the battle of getting paid on time from general contractors and home builders.

• Insurance Reform and the cost of business insurance. A bill (S1323) that would eliminate indemnity agreements, which allocate risk among parties on construction projects, was held in the Senate Finance Committee on Feb. 17.

• Skilled Craftsmen. “There is a very serious shortage of skilled labor in our industry,” says Mr. Kuliesh. “This will continue to be a problem due to the lack of vocational training in our school systems.”

• Business Education. “Subcontractors are the heartbeat of construction and take pride in doing the job, but very few graduate from state universities with a degree in drywall, plumbing, etc etera,” he says. “They arrive in the business world with tool belts. ACT holds many seminars and workshops aimed at educating them to learn the skills necessary in operating a successful business.”

• Safety Education. The association works on safety education for its members and their employees.

Internal association issues include attracting new members and raising money, in addition to dues, through various events such as a golf tournament, awards banquet, selling safety and business training manuals, and advertising in the association’s quarterly newspaper, Hard Hat News.

“Our staff is a key reason for the association’s success,” Mr. Kuliesh says. “And, I believe that this is true for almost all associations. In today’s world, with the stress of business and family life, I see fewer and fewer volunteers. If members have time to volunteer for a certain task, that’s wonderful. But, no matter what, the staff must get the job done.”

Arizona Library Association

The Arizona Library Association, which represents libraries and librarians, has approximately 1,200 members, according to Executive Secretary Courtney Gilstrap. Its mission is “to promote and improve library service and librarianship in Arizona.”

Executive Committee members are elected annually to serve either one- or two-year terms, and the remaining board members are appointed. There are 10 Executive Committee members and 46 on the entire board.

The board, which meets quarterly, is responsible for the operation and direction of the association, an annual conference and trade show, membership, education, annual awards for books and authors, and the Horner Fellowship Scholarship, which is a librarian exchange program with Japan, Ms. Gilstrap says.

Clearly the biggest issue facing the association, says Ms. Gilstrap, is the eventual construction of a new Library and Archives Building to be named after the late Rep. Polly Rosenbaum.

League of Arizona Cities and Towns

The League of Arizona Cities and Towns represents 89 incorporated municipalities throughout the state under the leadership of Executive Director Cathy Conno
lly. Its mission is “to provide collective advocacy, education, training, technical assistance and information sharing for and among the cities and towns of Arizona,” she says.

The 25-member board meets four times a year. Members must be elected officials of a city or town and are elected to the board each year at the league’s annual conference. Board members adopt the league’s budget, establish policy and hire the executive director.

“Legislative issues dominate the league’s agenda during this time of the year,” Ms. Connolly says. “We face issues of preemption of local authority, state and federal mandates and attempts to reduce shared revenues virtually every legislative session. This year we are battling against bills to interfere in local cable negotiations and reduce revenues from that source, determine local sales tax practices, prohibit local development incentives and restrict how we can work with developers to encourage affordable housing.”

The bill (H2563) that would reduce cable television subscribers’ bills and result in less revenue for cities and towns was approved by the Senate, 16-12, on April 7. But on April 11 and 12, the House rejected H2563.

Arizona Community Health Centers

Arizona Association of Community Health Centers represents 38 rural and urban community health centers at nearly 100 sites throughout the state. Community health centers, in areas with little medical care, are nonprofit health clinics that provide access to quality, comprehensive primary and preventative health care, according to Tara McCollum Plese, the association’s public information officer.

“The centers provide essential primary care services, such as routine health screening and examinations, prenatal care, well-baby care, pediatrics, chronic disease management for asthma, diabetes and other diseases, prescription drugs, dental services and in-house lab services,” Ms. Plese says.

Its mission is “to promote and facilitate the development and delivery of affordable and accessible community-oriented, high-quality health care for everyone in the state of Arizona through advocacy, education and technical assistance.”

Board members come from the health organizations that are full members of the association, which currently has 19 full members eligible for board director appointments. The majority of association board directors must be from federally qualified health centers.

New full-member organizations submit a written request to the association’s board of directors for a representative from that organization to be appointed to a two-year term or to fill a vacant term, Ms. Plese says. Members include directors or medical directors of community health centers. Regular board meetings are held the second Friday of each month, and the annual meeting generally is held in February. Board members participate in board meetings and assigned committees in accordance with the by-laws.

“The most pressing issues facing our organization are: retaining state and federal funding, meeting the demand for health care delivery through the expansion of services and additional clinics, capital for facilities and equipment, and workforce issues, such as recruiting and retaining quality health professionals to fully staff the clinics, especially in remote rural sites,” Ms. Plese says.

Western Growers Association

AnnaMarie Aja, Arizona government relations director for the Western Growers Association (WGA), says the group represents growers, shippers and packers of fresh produce, fruit and nuts in Arizona and California. WGA members account for 50 per cent of the total production of fresh produce in the United States.

“The mission of WGA is to provide quality services and programs that benefit and enhance the competitiveness of WGA members in the Arizona and California fresh produce industry,” Ms. Aja says.

There are currently 3,000 regular and associate members, with a 36-member board of directors. Board members, who serve two-year terms and direct policy decisions, are selected by a nominating committee: two are chosen from each of the 15 member voting districts. There are also six associate member positions on the board. Meetings are held three times a year.

“Current issues facing the WGA include farm labor availability, water supply, country of origin labeling, food safety, and workers’ compensation,” Ms. Aja says.

FYI

A training session on Money & Mission: Managing Financial Risk in Your Nonprofit, is scheduled for April 26, at the Black Canyon Conference Center, 9440 N. 25th Ave., from 8 a.m. to 4 p.m. —