Most nonprofits and businesses know that to achieve their marketing goals, they must harness the power of social media. But with Facebook, Twitter, Instagram, Pinterest, and more, it's not always easy to know where to focus efforts when there are limited time and resources. While all social networks hold the potential to reach new audiences and raise awareness around an organization’s services and educate its audience, as well as establish the business or nonprofit as a thought leader in their space, LinkedIn holds particularly high potential to push your social media strategy into high gear.
There is a renewed interest at the federal level in ensuring that tax-exempt hospitals are meeting the intent of the community benefits standard. Senator Chuck Grassley, chair of the Senate Finance Committee, was the impetus for changes to the tax code that instituted initial reporting requirements for tax-exempt hospitals back in 2008. Grassley has retaken his seat as the chair of the Committee and revived his oversight of this issue last month with a letter to IRS Commissioner Charles Rettig, asking for a briefing on the full scope of the agency’s audits. It is therefore critically important that tax-exempt hospitals and their staff understand and engage in the process to achieve compliance.
In this article, we provide information to educate hospital staff and leaders about these requirements by:
Defining community benefits
Explaining the purpose and process for the CHNA and CHIP, and
Advising hospital leadership on approaches to ensure that staff are regularly and accurately reporting qualifying activities
When was the last time you asked your donors what they’re thinking? How about when you last asked them, one-to-one and not when you’re with them as part of a larger group, more about their philanthropic passions, their family, and their employment?
Not quite sure?
Well, I’ve got some good and some bad news…
You’ve finished the heavy lifting of designing a project or program, writing a grant, and submitting the application and you just found out you’ve been awarded the grant. Congratulations! …But now what? Now that you’ve got that shiny new grant sitting in your lap, it’s time to turn your attention to post award grant management.
Over the past decade, public behavioral health systems across the country have undergone one transformation after another. As a result, providers and system stakeholders are often left feeling like just when one transformation finishes it’s time to start over again. As you can imagine, this continual state of transformation is difficult to manage. Why? Because transformation is change. And, in life, we know that even though change is a constant, it’s hard. To change the world, you have to change the way you see it. You have to change the way you operate in it. You have to change your approach.
Once a year, Medicare beneficiaries have the opportunity to renew their coverage or make changes to their Medicare enrollment. That can mean choosing to enroll in Medicare Advantage (MA), selecting a new MA plan, or opting for a different benefit package. This Annual Election Period is now in full swing—running from October 15th through December 7th. This year, in many locations, beneficiaries may have several new options to choose from, as existing MA plans are expanding their footprints to serve more states and counties. Plan choice will increase nearly 20% in 2019 according to the Centers for Medicare and Medicaid Services (CMS). Now, more than 91% of Medicare beneficiaries will have access to 10 or more MA plans compared to 86% in 2018.
There are several basic and well-known tenets in fundraising, whether or not one fundraises professionally. Remembering people’s names and ensuring donations designated for specific projects or items are appropriately allocated are two such tenets, along with maintaining meticulous records and ensuring donors receive correct tax letters in a timely manner.
The Australian Commission on Safety and Quality in Health Care has published a report developed by The Nous Group, in partnership with Atromitos, on the Review of Key Attributes of High-Performing Person-Centered Health Care Organizations. The report identifies attributes of person-centered care across all aspects of a health care organization, from leadership, people, and culture to governance, technology, and the way health care is delivered.
Among the most common grievances in the world of philanthropic fundraising are the difficulties the development staff faces in engaging the C-Suite. It is the objective of every fundraiser to determine what the C-Suite’s sweet spot is in terms of luring them into doing what they must in order for nonprofit fundraising efforts to be successful. How to do that varies from organization to organization and can depend upon the nature of your nonprofit’s work and the personalities of the people who work there.
We typically work with companies undergoing some form of change. Small change, big change. Change driven from internal forces, from external forces, and oftentimes both. Conflict and resistance are inevitable in change. But, neither are inherently negative and they should not be reasons to avoid change. Instead, they should be effectively managed. But, to manage conflict and resistance, you must understand it.
To strategic plan or not to strategic plan? That is the question. We at Atromitos think the answer is yes, but not the way strategic planning has traditionally been done.
Many companies and organizations have long engaged in 3, 5 and even 10-year strategic planning. But, in today’s world, that no longer seems meaningful. In a recent Forbes article, the author asserts that the “multi-year strategic plan is dead.” Instead, companies and organizations should focus on building an agile team and culture.
Governance is a process through which decisions are made and implemented on a particular project or plan. Good governance is characterized by accountability, transparency, responsiveness, inclusiveness, and is consensus-oriented. But, it involves what some have called "an initial contradiction," that is, those who seek out a governance structure inherently hold more power and more information.
But this contradiction is why participatory collaborative governance is critical to success.
In our work with clients on any number of projects, the dynamics of each team have varied greatly. But there are clear patterns that emerge, as well as clear challenges.
“Change is hard.” People say that all the time. Big change, small change. And it's true. Change is hard. But, it is also something that is constant. Particularly in health care. Particularly right now. The Centers for Medicare and Medicaid Services (CMS) – the principle driver of health care reform in the US – has well over 20 initiatives currently underway through the Innovation Center, in addition to major regulatory changes, such as the recently finalized Quality Payment Program.