Building Bridges - The TANGO Blog
TANGO’s mission is to build bridges between the nonprofit sector and the business sector. The mission is based on the belief that the interests of the sectors are capable of being aligned, and that communities do better when their interests are aligned.
More about the TANGO Blog
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An alignment of interests is not the same as a merger of interests. Each sector is responsible for different tasks within a community, both sets of tasks are necessary conditions for community stability, and each sector should be allowed to perform the tasks for which it is best suited without undue interference from the other. However, recognizing the equally important role each sector plays in the community, the sectors should support each other, and doing this will require a bridge over which information, ideas, problems, solutions, and goals are exchanged freely in both directions. |
The principles upon which the bridge will be built are the TANGO Founding Principles appearing at the beginning of our textbook, The TANGO Nonprofit Method. This Blog is one component part of the bridge we will be building, and it will be both a platform and a portal to identify relevant information, ideas, problems and solutions and to discuss them openly and critically. Finally, our roots are in the business sector, and we will bring “business-like” rigor to our commentary. We will be frank and clear so as not to be misunderstood, while always being respectful. We also invite counter-opinion from those who disagree. Having said this, our critique of nonprofit sector organizations will be based on the following rigorous standards and principles: |
ONE: Tax-exempt status is a privilege conferred by federal and state legislative acts. Tax exemptions and tax deductions reduce public tax revenue, and, as such, indirectly subsidize nonprofit sector operations.
TWO: The governing boards and management teams of these organizations must adhere strictly to high fiduciary standards when expending and managing the funds and assets of the organizations they serve. Moreover, as fiduciaries of financial and other assets dedicated to a public/charitable purpose, nonprofit governing boards have a higher level of responsibility than do our elected officials who are not held to fiduciary standards when they exercise their voting authority over public assets.
THREE: Nonprofit governing boards have a duty to develop a set of measures and metrics to gauge both internal operating functions and the social impact of their organizations. The applicable measures and metrics should be prepared in conformance with the fiduciary standards mentioned above consistent with applicable benchmarks, data, and known industry standards.
FOUR: Organizations should report prominently and candidly the results of operations relative to the measures and metrics. The fiduciaries governing boards of these organizations must have the courage to report poor measures and metrics, not unlike the manner in which publicly traded business organizations are required to do so – even if over the objections of management.
FIVE: Nonprofit Organizations should not misuse the emotional appeal of their mission. The emotional appeal of a mission statement should be subordinate to the measurement and metric outcomes.
Partners Perspective – The Connection August 2022
The significant emotional toll of the pandemic, staffing shortages, financial constraints, and everyone being asked to do more with fewer resources has resulted in unprecedented numbers of people experiencing mental health crises.
TANGO’s Fred Jenoure named Board Chair of Ascentria Care Alliance
TANGO is proud to announce that Frederick Jenoure, the Director of our Board Diversity Initiative, has been elected chairman of board of directors of Ascentria Care Alliance. With 60 locations throughout New England, they are one of the largest community service...
Partners Perspective – CohnReznick July 2022
We wanted to share with you an accounting standard change resulting in new guidance regarding contributed nonfinancial assets.
Partners Perspective – Novus June 2022
10 Questions to Ask When Considering New Case Management Software
Partners Perspective – FNP May 2022
The role of Talent Acquisition is to create and implement a robust strategy aligned to the overall business strategy of the organization. The goal of this strategy is to ultimately identify and engage qualified individuals to join the organization as team members. This requires skills most closely aligned with a sales function.
Rising Star Scholarship Recipients Announced at Celebrate Nonprofits Night
Rising Stars announced. . . TANGO was proud to announce our 2022 Rising Star Scholarship Recipients at out Celebrate Nonprofits Night at the Hartford Yard Goats game on May 12th. It was a beautiful night where we presented our awards on the field in the Pre-game...
Partners Perspective – Weiser Innovations
The role of Talent Acquisition is to create and implement a robust strategy aligned to the overall business strategy of the organization. The goal of this strategy is to ultimately identify and engage qualified individuals to join the organization as team members. This requires skills most closely aligned with a sales function.
Partners Perspective – Franklin Pierce University
If business owners learned anything from the last two years, it would be importance of investing and supporting employees. While some could argue that employers should have already been attuned to this, COVID-19 forced a reckoning with the employer-employee relationship.
Partners Perspective – Financial One Accounting, Inc.
An adaptive marketing strategy is one that is constantly changing based on relevant, accurate data in order to reach qualified individuals in the most effective ways.
Partners Perspective – Cause Inspired
An adaptive marketing strategy is one that is constantly changing based on relevant, accurate data in order to reach qualified individuals in the most effective ways.
INTRODUCING THE AUTHOR.
John (Jack) Horak is a lawyer by training and practiced law for 36 years at the Hartford, Connecticut based law firm Reid and Riege, P.C. During the first half of his legal career he worked primarily with for-profit business clients, and in the second half he worked primarily with non-profit organization clients. His practical familiarity with both sectors, and daily experience with the types of organizations and people in each, led to the conclusion that the sectors should be allies and not opponents, and that a basis for the alliance exists in law, history, philosophy, logic, science, religion, and psychology.
While at Reid and Riege, Jack established the firm’s Nonprofit Organization Practice Group and authored the Reid and Riege Nonprofit Organization Report, a quarterly publication that was distributed throughout the United States. He has also published articles and editorials on legal and policy issues in Philanthropy Magazine, the Hartford Courant, and the Connecticut Law Tribune. He writes a regular column for the Hartford Business Journal entitled “Rule of Law.”
Over his career, Jack presented at various venues including the Commonfund Endowment Institute at Yale, the Aspen Institute, The Philanthropy Roundtable in Washington, D.C., The American Institute of Certified Public Accountants, and many others. He also served as a member of the board of directors of several nonprofit organizations.
Jack was listed in The Best Lawyers in America® for Corporate Law and Non-profit/Charities Law (2009-2017) and earned an AV® Preeminent™ Martindale-Hubbell Peer Review Rating. Jack is a 1976 graduate of Dartmouth College and a 1980 graduate of the University of Notre Dame Law School.