Dynamic believes in supporting nonprofits holistically, from a 360-degree perspective, in order to ensure excellence in key areas of nonprofit operational performance—finance, marketing, and technology.
Dynamic begins all engagements with detailed fact-gathering to understand the issues, organizational culture, personnel, engagement objectives, and success criteria. Depending on the complexity of the engagement, this discovery may be done through a single meeting or a series of meetings with key personnel.
Dynamic works with organizations of all sizes from small start-ups to large organizations with revenues greater than $100 million. For start-ups with budget constraints, Dynamic can assist with locating funding sources for services through capacity-building grants. For all organizations, Dynamic strives to provide the most efficient and cost-effective services and still exceed client expectations.
Dynamic offers customized fee structures depending on the types of services and scopes of work. Dynamic strives to assist clients in managing budgets by providing flexible payment options, structuring engagement resources to reduce fees, and establishing project scopes that include phases to distribute the costs over a period of time.
Dynamic provides a number of board-related consulting and training services. These include reviewing nonprofit financial statements; strategic planning; developing informative and concise board presentations; understanding core board responsibilities and effective governance; recruiting and orienting of new board members; and assessing board performance.
Dynamic does not offer professional fundraising services but does provide consulting in areas of strategic planning to drive donor engagement; effective fundraising techniques; and marketing and communications planning.
For its permanent placements, Dynamic offers an all-inclusive flat fee for its recruitment services, which is less than the larger recruitment firms in the Washington, DC area. Dynamic additionally offers a six-month recruitment guarantee for permanent placements that provides for the replacement, at no charge, of a hired candidate who does not perform at the level required for the position.
For its outsourced or temporary placements, Dynamic offers its own Complimentary Advisory Program (CAP). For every 40 hours of staffing services, clients receive 30 minutes, free of charge, with a C-level staff member of the Dynamic team. This time can be used to help clients solve a problem, receive advice or counsel, or prepare for an important meeting.
Read more about CAP
General Nonprofit FAQs
Outside firms can be good resources to (1) temporarily or permanently fill staff vacancies; and (2) provide specialized skill sets not found among current staff including strategic thought leadership, project management, complex analyses, and systems recommendations and implementations.
The IRS provides a list of classifications for tax-exempt organizations (see IRS publication 557), but many nonprofit organizations fall within three main groups:
- 501(c)(3) – Religious, Educational, Charitable, Scientific, Literary, Testing for Public Safety, to Foster National or International Amateur Sports Competition, or Prevention of Cruelty to Children or Animals Organizations
- 501(c)(4) – Civic Leagues, Social Welfare Organizations, and Local Associations of Employees
- 501(c)(6) – Business Leagues, Chambers of Commerce, Real Estate Boards, etc.
An association is a subset of the broader category of nonprofit organizations. Both nonprofit organizations and associations are tax-exempt, but the federal government differentiates them by their exempt purpose and who they serve.
Associations exist for the sole purpose of providing products and services to their members. Other nonprofit organizations are focused on a mission. Both associations and nonprofits can make a profit, but they must retain and reinvest their profits in their organizations.
An organization that has a high turnover rate and/or fluctuation in workload should consider outsourced or interim support in order to reduce costs; focus resources on major business functions; and save money, effort, and time.
Additionally, if an organization has the need for specialized skill sets for a project, program, or other static purpose, then hiring an outside consultant may be an optimum solution.
Lastly, organizations that don’t have full-time requirements in their accounting or marketing functions may want to consider outsourced part-time staff for cost and efficiency purposes.
The following steps should be employed to improve a business process: (1) meet with key stakeholders to understand the current process; (2) flowchart the current process; (3) analyze the current process; (4) redesign and flowchart the process (5) employ the resources to implement the new process; and (6) periodically review the new process.
Many nonprofits have sketchy or nonexistent internal controls that significantly increase risks of fraud and regulatory compliance. Lack of expertise and/or time are frequently the culprits that prevent nonprofit CFOs from focusing on strengthening the internal controls in their organizations. More often than not, internal controls are only evaluated after a catastrophic event such as an embezzlement occurs. Nonprofit organizations would do well to preemptively evaluate their current controls and institute stronger ones where required to avoid a loss of significant time and resources caused by a fraud incident.
An organization may want to evaluate the need for a financial system upgrade if it has outgrown its current system; its current processes rely on manual systems; and/or its current systems (financial, payroll, CRM, etc.) are stove-piped and disconnected. Additionally, an upgrade to its financial system may be a viable solution if an organization is unable to close its books accurately or on time, receives an unfavorable finding in its audit, or experiences long cycle times.