Organization Partner

If you are a single parent, you need not be alone. With the help of Parents Without Partners, you can be part of an international movement that is dedicated to the interests of single parents and their children.

What is it?
Founded in 1957 in New York City, Parents Without Partners is a non-profit organization that provides single parents and their children a platform to connect with each other and build their self-confidence and personal growth.

Jim Egleson and Jacqueline Bernard, the founders, felt isolated from society because of their marital status and decided to form an organization that would cater to the needs of single parents like them. After a newspaper advertisement titled “Parents Without Partners,” several single parents showed interest. Today, the organization has more than thousands of members in the United States and Canada.

Why should I join?
Almost every single parent, at some point or the other, feels the need to connect with other single parents to discuss issues and seek support. Moreover, the strong sense of community that such organizations provide can actually be beneficial for children as well as the parent.

Members of Parents Without Partners come from all walks of life. Divorced, separated, or never married parents participate in a range of social and educational activities for parents and children.

How do I join?
To be a member, you must be a single parent. The reason for being single can be death of spouse, separation, divorce, or any special case that Parents Without Partners deems as acceptable. Visit the Parents Without Partners website for more information on how to join. parentswithoutpartners.org/join.htm

It’s just as important to plan for an economic upturn as it is to develop contingency plans for a looming recession. And from some of the leading economic indicators, now is the time to begin planning for a return to recovery. Up until now businesses have been coping, and most have hunkered down. In the fourth quarter and next year, a growing economic recovery is expected. Will you be prepared?

Many economists are suggesting an upturn in the economy beginning in the fourth quarter of 2009, and into 2010. Even though there will still be some belt-tightening while earlier contingency plans are executed, firms will need to plan for the beginning of a new business cycle.

Putting growth plans on hold for too long could be a costly strategic mistake. It’s not too late to plan for a rebound in the new business cycle. Visionary leaders look for new value propositions, and build a competitive advantage during hard times.

Here are ten strategies to prepare your organization to be well-positioned for the economic recovery:

1.? Conduct a SWOT analysis – Planning for a brighter future starts with analyzing your strengths, weaknesses, opportunities and threats. Evaluate your firm internally, coupled with an environmental scan of the competitive landscape.

2.? Differentiate your firm – It’s all about creating a unique value proposition. Start with your SWOT analysis. Everything is fair game (e.g. technology, experience, certifications, commendations, price, value, etc.).

3.? Invest in technology – Examples would include Web software that would allow customers to place and track orders, ERP suites, HR software applications, and other industry-specific technology.

4.? Identify new markets – Typically the more avenues of distribution you have, the better off you are. If, for example, you cater to the commercial market, consider the government space or even the aerospace and the aircraft sectors.

5.? Enhance your Website – Your Website should be optimized so that it becomes a powerful Internet marketing platform for generating sales leads contributing to both short and long-term growth of sales.

6.? Invest in Training – Great companies realize the value of their employees and staff development.? Don’t wait for the upturn to focus on training. Trained employees are be more confident, productive and resilient.

7.? Forge strategic alliances – Understand your core competencies, know what customers are looking for, and forge strategic partnerships to shore up your product and service portfolios.

8.? Trim costs surgically – Across the board cost cutting is risky at best. Analyze expenses with your key staff, one line item at a time. This way you can make strategic cuts, one cut at a time.

9.? Optimize your advertising effort – Go beyond traditional print advertising in trade journals and other publications. Be creative and don’t discount using Web-based technology (e.g. pay-per-click advertising). And be sure to track the ROI for each activity to make your dollars count!

10.? Build a strong sales force – Develop a unified sales team focused on customer needs and expectations. Indeed, your sales representatives should become business partners to your customers.

“In times of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world that no longer exists.” -Eric Hoffer, American Writer, 1902-1983

Nonprofit organizations are faced with more change than ever in this economic climate. Have you ever found yourself smack dab in the middle of unexpected change wondering how to keep everyone on board when you’re not even sure you can hang on yourself?

Melany Brown of Executive Alliance offers nonprofit professional suggestions on how to embrace change and actually enjoy it. Rather than thinking of it as a negative, she simply defines it as growth. Change is inevitable, but how you deal with it is completely up to you. The ones steering themselves and their nonprofit organizations by taking responsibility for what they want to create have more fun and feel more secure. Being reactive is like chasing and never quite catching the bandwagon. Here are four tips to help you and four tips for helping others benefit from change and enjoy the process.

Help yourself embrace change`

1) Be clear on your vision. Executive Directors are faced with tough decisions every day. Do you need to lay an employee off? Do you need to take a stand on a sensitive issue? By keeping your bigger vision active and alive, you’ll know how to navigate through rough waters. Guide yourself around the obstacles rather than letting them stop you. Notice what’s in your path, while keeping an eye on the big picture. Melany acknowledges the hurt she feels when laying off an employee, but moves forward proactively knowing her decision will help the nonprofit organization meet their goal.

2) Realize the responsibility that comes with being a change agent. Making decisions that affect others automatically comes with a huge bulls-eye that lands neatly on your back. It’s easier for people to say what they don’t like than what they do like. Take a lot of deep breaths, remember your mission and keep going!

3) Engage in frank conversations to alleviate fear. In times of tumultuous change, it’s be tempting to be like an ostrich with your head tucked safely away in the sand. Develop a support system of peers, board members and staff where you can honestly express your feelings. After you’ve released what’s been holding you back, remind yourself of the valuable service your nonprofit has to offer. Make appointments to talk with donors about how they can partner with you to meet a bigger, collective goal. Have fun with your supporters; enjoy your time together!

4) Research and take action. Be aware when you’ve fallen into analysis paralysis. 15-20 minutes of research is often all you need for daily decisions. Don’t let the powers of the internet entice you to spend too much time on research. Notice if your research is merely a reason not to take action. Your decisions may change, but for today, take a stand. Be ready to change when you get new information. Mitigate as much as possible, but keep moving forward. Trust yourself, get enough people on board and be totally committed when you make a decision.

Helping others embrace change

1) Be open, direct and transparent. Have meaningful conversations with your staff and listen to what they feel their role is in your organization. Each person on your staff needs to be fully engaged or it’s time for them to move on. Transition can bring up a plethora of fear. Work together. If they say they don’t want to change, communicate in a firm and compassionate way that that isn’t an option. Help them see options and possibilities that are aligned with their upcoming changes so they can be as proactive as possible.

2) Encourage them to make more decisions and take responsibility for what matters to them. The Executive Alliance hosts the Washington State Annual Conference with a theme this year of Investment + Innovation = Impact. Melany encourages people to invest in themselves and the nonprofit sector so they can find more innovative ways to make an impact.

3) Communicate your vision in different ways. It’s easier for your staff and supporters to embrace change if you present your vision in different ways. Reach out to the visual learners with pictures, graphs and other visual props. Have dialogue and audio programs to reach the auditory learners. Explore creative ways to physically involve the kinesthetic learners. Refresh your vision and keep it alive in their hearts and minds. Multidimensional communication supports everyone going through small and large changes. Help people feel safe by relating to them in a way that makes sense to them.

4) Share examples of people doing amazing things. While community service is part of the graduation requirement for many schools now, it’s just the starting point for others. When you meet people like 17 year-old Dallas Jessup who travels over 10,000 miles a month speaking about her cause, writes a book and makes a film all while going to high school, it’s easier to go through change yourself. Melany loves sharing stories like this. Think of people who are having a hard time going through change and share an inspiring story with them.

Change. It’s going to happen. What you do with it is your choice. Being proactive with these tips will put you in the driver’s seat. If you have more suggestions on how you get through change, please leave a comment.

Are you putting all of your personal assets at risk every time you undertake any activity related to your business??Without setting up and properly maintaining the business form that best serves your needs, you may be doing just that.?The form under which your business is organized makes all the difference.?

In most states business owners have a number of different choices for their business formation.?These forms of ownership fall into two general categories.?The first category includes those in which the owner is personally responsible, or liable, for all of the obligations of the business.?The second general category allows the owner to shield personal assets from most of those obligations.

Previous articles discussed the characteristics of the sole proprietorship and the general partnership, the two business forms that put personal assets at greatest risk.?In this article, we will explore the characteristics of the form of business known as the limited partnership.?This series of articles on business forms will continue in the next issue with a discussion of corporations.

What is a Limited Partnership?

The limited partnership first appeared in the civil law tradition of France.?Our English-based law later embraced the elements of the limited partnership on the way to the evolution of corporate law.?The cornerstone of the limited partnership is that partner’s personal liability is no greater than the amount invested in the business.?

The limited partnership has three key provisions that distinguish it from its cousin, the general partnership.?First, limited partnerships are created by statute, not just by contract and require the filing of a certificate of limited partnership with the state’s registration authority.?Second, there are two distinct classes of partner.?Every limited partnership includes at least one general partner and at least one limited partner.?The general partner retains the unlimited personal liability of a traditional general partnership while the limited partner’s personal liability is limited to the amount of the capital contribution.?Third, the limited partner’s opportunity to participate in the management of the business is restricted in exchange for the liability limitation.?

Formation of a Limited Partnership

Limited partnerships require certain formalities when they are created.?The two or more partners must execute a certificate of limited partnership and register with the state in which the business is formed.?The certificate includes the name, general purpose of the business, address of the principle place of business, latest date for dissolution, and the identity and contact information of the agent.?The name, address, and capital contribution of each partner is also provided on the certificate.?When any of the information provided on the certificate changes, an amendment must be filed within 30 days of the occurrence of that change.

The name of the business may only include the surname of a limited partner if it is also the surname of a general partner.?The name must include the words “limited partnership.”

If a mistake is made when the certificate is filed, it may be corrected by filing an amendment or by withdrawing from participation and filing a certificate of withdrawal.?If a limited partner is mistakenly listed as a general partner, she will remain personally liable for all business transactions until the amendment or withdrawal is filed.

The partners in a limited partnership should draft and sign a limited partnership agreement.?When people decide to become partners, it is because they are convinced that they can work together profitably and for the duration of the partnership.?Unfortunately, life often gets in the way and circumstances change.?Anything from a falling out of the partners, a change in organizational goals, a divorce, or a death can change the relationship between the partners.?The time to address the way these events will be handled is long before they do, when the partners are still enthusiastically cooperative.

The agreement will cover such matters as how profits and losses are allocated, the partners’ rights to company information, and how new partners will be admitted.?Absent an agreement or terms within the agreement that address specific issues that arise, the partnership statute of the state will control the outcome of any disputes.

Dissolution of a Limited Partnership

At formation, a limited partnership may be established for a specified period of time such as five years, for a specific purpose such as the development of a new software package, or at-will with no specified event causing termination.?After formation, the partners may by unanimous written consent or withdrawal of a general partner choose to dissolve the partnership.?A judicial decree might also be entered where a general partner shows a court that it is not reasonably practical to carry on the business in conformity of the limited partnership agreement.

After dissolution, windingup is the process of liquidating the assets of the partnership and distributing the proceeds.?First in line are the secured creditors followed by the unsecured creditors.?If any of the members have loaned money to the partnership, their position as a creditor is generally subordinated to all other third party creditors, yet their credit position is superior to any member claims for return of their capital contributions.?Should the resources after liquidation be insufficient to satisfy all of the claims any partner may petition the court to administer the windingup process.

Conclusion

A limited partnership is created when two or more parties agree to operate a for-profit business together and two classes of partners are created, general partner and limited partner.?Due to the limitations on personal liability provided to limited partners, there are more formalities required to create and maintain the partnership than there are for a general partnership.?It is still easier and less expensive to establish and maintain a limited partnership than it is for a corporation, the next step in the progression from simple to complex business forms.?In the next article, we will explore the corporation, a truly autonomous legal entity that exists independently from its owners.

? Copyright 2009 by Bill Gschwind, inPURSUIT Consulting, LLC.

Buying a clinical information technology system challenges every organization’s senior management team. Unlike other administrative applications that help manage a facility, the clinical information technology system touches directly the lives of patients and the work flow of physicians, nurses, and other clinicians. Careers and entire organizations can be ruined by poor vendor choices and botched implementations (e.g., installation of the software and hardware) and deployments (e.g., introduction of applications to end users). Poorly chosen clinical information technology systems can drive physicians to competitor institutions, impact facility accreditation, and in some cases invite litigation due to unexpected morbidity or mortality.

As frightening as this task is, the best way to be successful is to be humble. Senior executives must accept the fact that full investigation of the features and functionality of clinical information technology systems before purchase is impossible. No individual or committee has the technical expertise and available time to effectively evaluate and fully review the capabilities of a comprehensive clinical information technology system. Therefore, organizations must base their decision to purchase systems on factors that function as surrogates for the usefulness and appropriateness of the systems in its institutions. These may include such items as the source of clinical content included with the system, list of organizations using the system, and perceived ease of use of the application.

Evaluate Live Systems

Although information technology vendors utilize demonstrations of their software to educate clients about their products, viewing working systems deployed in patient care areas offers the most valuable information. Unfortunately for both vendors and purchasers, the competitiveness of the healthcare information technology marketplace, couple with the complexity of these systems, encourages vendors to showcase software products during demonstrations that are either partially completed or are in beta version.

Therefore, often what is seen in these demonstrations does not accurately represent the features and functionality currently available. It is important to take vendors at their word when they declare that the demonstrated software is representative of features and functionality under development.

Focus on Deployed Working Systems Only

To increase the probability of purchasing a product that will satisfy the needs of an organization, institutions most focus on existing, working, deployed, and implemented versions of the applications being considered for purchase. The best way to evaluate current-state versions of applications is to visit current clients of each vendor and to witness the daily use of the various applications. Organizations must be patient and allocate adequate time to see the systems working under all conditions. This includes visiting multiple hospitals and various patient care areas throughout each hospital.

Forge Solid Vendor Relationships

For most organizations, it is more prudent to engage in relationships with vendors that have established working applications that can be immediately deployed and utilized. Although working, released software will have its inevitable share of problems, it is likely there will be fewer problems and solutions will be readily found.

In some cases, it may be advantageous to engage in relationships with vendors that are offering software that hast just been released or is under development. In these instances, organizations must enter the agreement recognizing the potential benefits from such arrangements but also the problems and delays in the software that may be associated with purchasing new, untested software. Organizations that do not have extensive information technology infrastructure and departments should be wary of entering into these types of arrangements.

The following sections outline a recommended process for choosing clinical information technology for an institution.

Review and Embrace Strategic Vision

The purchase of all clinical information technology tools must be driven by the clinical strategic vision of the organization. The strategic vision represents the views and aspirations of the board of directors, the medical staff, and other clinical professionals in the organization. Clearly, cost control is always a consideration, but the importance of patient safety and quality healthcare overwhelmingly drives decision making.

Broadly Explore Options

A high level of evaluation of your organization will quickly identify the potential suppliers of the application software required. In almost all cases, there will be a relatively small number of vendors who provide software that meets the needs of an organization. Identification of these vendors can be done through a request for information process ( RFI ), searching the Internet, and contacting colleagues at institutions similar to one’s own.

Understand the Vendor

As relationships with application vendors extend far beyond the implementation phase, a strong, open, and trusting relationship is necessary to be able to ensure that implemented software will deliver the expected results to an organization. Because problems will arise, a positive relationship is required to ensure that problems are resolved. A good relationship with a vendor, as exhibited by respectful an honest interactions with all representatives of the organization, unequivocally trumps perceived advantages in features and functionality that might be seen in other products.

Evaluate The Product

The best way to evaluate clinical information technology applications is to actually see them functioning in a real working environment. Unless an organization is working as a development partner with a vendor, various client organizations, comparable to the purchasing institution, should be available to be visited to observe the applications being used by clinical professionals.

Purchasing organizations must budget more than one day to visit these client organizations and see the applications being used at a variety of times during the day. Workloads vary, with morning physician rounds often presenting the greatest demands upon systems because of their high number of new patient orders and the need for patient care documentation. In addition, evening use represents a time when information technology staffing may be low or system maintenance may occur.

Organizations should request that their representatives be allowed to visit patient care areas unencumbered and be able to ask questions of the various users of the applications. The more institutions visited, the better the information that can be collected to evaluate the applications and the vendor.

Understand Pricing

Vendor pricing is greatly influenced by the level of ongoing maintenance payments, the strategic value of the organization to the vendor, and market forces. Therefore, in negotiating products with vendors, be sure to take a very broad and considered view of the products, services, and support being provided.

Cost of ownership includes not only the purchase price of the software but also the ongoing maintenance fee to the vendor and the cost of implementing, deploying, and maintaining the system during its life. Finally, the importance of the quality of the relationship with the vendor cannot be overemphasized, as it will have the greatest impact on the success of implementation and, eventually,clinician adoption.

Secure Adoption

Implementing clinical information technology without broad involvement and support by the clinical staff-requiring focus on all stakeholders, including physicians, nurses, pharmacists, and other health professionals-all but guarantees a failed and wasteful deployment. Clinical information technology systems alone do not fix clinical problems, advance safety, or reduce costs by themselves. These systems provide tools that can be used by clinicians to change how they deliver care. Only with clinician creativity, insight, and experience molding the implementation can new processes deployed with these tools deliver acceptable work flows and generate good outcomes.

If deployment is poor and disruptive, clinicians will create work-arounds to these failing system processes, a development that guarantees medical errors and unacceptable waste. By securing adoption, organizations can be assured of usable systems that are embraced by clinicians and that are able to deliver expected and much-needed clinical and financial outcomes.