Non-Profit & Charities

“I have specialized within non-profit organizations for many years, but not because I am an idealist. I have no problems with returning a healthy profit, all good companies need to, even non-profit organizations. The difference is that they are committed to re-investment. Without investment we achieve nothing and companies that are motivated by increasing shareholder profits are always subject to complacency. The same is true with individuals. I have always been committed to investing in my future and if I manage to do well with something, I will always re-invest the profits into future self-development. That is the way of progress in my humble opinion. I am always on the look out for new and exciting opportunities and the AGC CLP represented an opportunity that enabled me to diversify into corporate training and I now have a separate corporate training practice, which operates entirely independently of a consultancy that I also operate and a number of other product-related businesses. All of my business ventures operate on a non-profit or re-investment basis as do my clients and I simply take a salary from each company. I share the management and operations of these businesses with like-minded business partners. Appleton Greene itself does not claim non-profit status, but it certainly implements the same re-investment policies and is totally self-financing. This bodes well for the future, for both clients and for learning providers and consultants alike, because it is likely to be operating at the forefront of innovation for some time. Watch this space!”

A quotation taken from a Learning Provider reference within the Non-Profit & Charities industry.

Non-Profit & Charities
  • All Hands Volunteers
  • ALSAC St Jude Children’s Research Hospital
  • American Cancer Society
  • American Red Cross
  • Americares
  • Amnesty International
  • Boys and Girls Clubs of America
  • CARE
  • Catholic Charities USA
  • Cedars Sinai
  • Children’s Hospital
  • CHOP
  • City Harvest
  • City of Hope
  • Dana-Farber Cancer Institute
  • Doctors Without Borders
  • Feed the Children
  • Feeding America
  • Food For The Poor
  • Gifts in Kind
  • Goodwill Industries
  • Habitat for Humanity
  • Henry Ford Health System
  • International Rescue Committee
  • Mayo Foundation
  • Memorial Sloan Kettering
  • Mt Sinai
  • National Military Family Association
  • Natural Resources Defense Council
  • New York Presbyterian Hospital
  • Oxfam
  • Planned Parenthood
  • Salvation Army
  • Save the Children
  • Shriner’s Hospital for Children
  • Smithsonian Institution
  • Teach For America
  • The ARC of the United States
  • The Cleveland Clinic Foundation
  • The Nature Conservancy
  • The Red Cross
  • United States Fund for UNICEF
  • United Way
  • World Vision
  • World Wildlife Fund
  • YMCA
Non-Profit & Charities

While not-for-profit organizations are permitted to generate surplus revenues, they must be retained by the organization for its self-preservation, expansion, or plans. NPOs have controlling members or boards. Many have paid staff including management, while others employ unpaid volunteers and even executives who work with or without compensation (occasionally nominal). Where there is a token fee, in general, it is used to meet legal requirements for establishing a contract between the executive and the organization. Designation as a nonprofit does not mean that the organization does not intend to make a profit, but rather that the organization has no owners and that the funds realized in the operation of the organization will not be used to benefit any owners. The extent to which an NPO can generate surplus revenues may be constrained or use of surplus revenues may be restricted. Some NPOs may also be a charity or service organization; they may be organized as a not-for-profit corporation or as a trust, a cooperative, or they exist informally. A very similar type of organization termed a supporting organization operates like a foundation, but they are more complicated to administer, hold more favorable tax status and are restricted in the public charities they support. Their goal is not to be successful in terms of wealth, but in terms of giving value to the groups of people they administer to. NPOs have a wide diversity of structures and purposes. For legal classification, there are, nevertheless, some elements of importance: Economic activity; Supervision and management provisions; Representation; Accountability and auditing provisions; Provisions for the amendment of the statutes or articles of incorporation; Provisions for the dissolution of the entity; Tax status of corporate and private donors; Tax status of the foundation. Some of the above must be, in most jurisdictions, expressed in the charter of establishment. Others may be provided by the supervising authority at each particular jurisdiction. While affiliations will not affect a legal status, they may be taken into consideration by legal proceedings as an indication of purpose. Most countries have laws which regulate the establishment and management of NPOs, and which require compliance with corporate governance regimes. Most larger organizations are required to publish their financial reports detailing their income and expenditure publicly. In many aspects they are similar to corporate business entities though there are often significant differences. Both not-for-profit and for-profit corporate entities must have board members, steering committee members, or trustees who owe the organization a fiduciary duty of loyalty and trust. A notable exception to this involves churches, which are often not required to disclose finances to anyone, including church members.

Non-Profit & Charities

“What I like most about Appleton Greene’s programs is that they are flexible enough to take on board individual client requirements, because every industry and every organization is unique. Even the standard programs are flexible enough to accommodate special requests.”

A quotation taken from a client reference within the Non-Profit & Charities industry.