My experiences at TOPPS have certainly increased my knowledge and skills regarding the sector of social change represented by the small, grassroots, non-profit.
- I've learned about various means of to fund a non-profit: grants, donations, support from foundations, support from faith-based organizations, and endowments.
- I've learned that grants are time-consuming to apply for and the money gained from them is heavily stipulated regarding how it can be used.
- I've learned there are very few grants available for the overhead costs of running a non-profit, such as electricity and water bills.
- I've learned that, to support themselves, small non-profits can fall into patterns of chasing grants, which can detract from the mission of the non-profit.
- I've learned about something called "Founder's Syndrome," in which the founder of a non-profit has trouble letting go of the organization.
- I've learned about Succession Plans, also known as Leadership Transition Plans, which attempt to ease an organization out of the issues related to Founder's Syndrome.
- I've learned a little about Strategic Planning. Specifically, I've participated in the early stages of developing a Vision and Mission, as well as completing a SWOT analysis.
- I've learned a little about the role a board of directors can play in a small, non-profit.
- I've learned the term "stakeholder" and begun to develop my ability to recognize both the obvious and not-so-obvious stakeholders of an organization.
- I've learned that non-profits can be territorial and competitive for both grant money and clients despite and because of similar missions.
- I've also learned the term "best practices" and studied a few of the best practices related to non-profits focused on after-school programs both nationally and locally.
That list of learnings is, I'm sure, incomplete, but should demonstrate that I have a better understanding of some of the mechanisms of social change at the grassroots level.
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