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Understanding Nonprofits: A Deep Dive Into How To Succeed · Earn Your Leisure

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  Speaker 2: As far as a nonprofit, the business model behind nonprofit,
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  Speaker 2: you still get to make money though, right to live,
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  Speaker 2: right of course, So how does that work? Because people
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  Speaker 2: here to work nonprofit and it's like, okay, everything it's
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  Speaker 2: like it's just a charity. Everything that comes in goes out,
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  Speaker 2: but it's still a business. Yeah, yeah, explain that as
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  Speaker 2: like it's easy to explain a for profit organization. Everybody
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  Speaker 2: knows that, But the nonprofit, I think it's interesting. It
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  Speaker 2: like it's a nonprofit but it's still a business at
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  Speaker 2: the same time.
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  Speaker 3: Yeah, for sure. For sure. So the business part of
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  Speaker 3: it just for the viewers.
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  Speaker 4: Right, it's about like the way it's broken up in
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  Speaker 4: its taxes, right, like the entities is about. The taxes
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  Speaker 4: is different. Right, the way it's broken up. The structure
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  Speaker 4: is the same, just a different market.
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  Speaker 3: Right.
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  Speaker 4: So the foot profit, I have to say that you're
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  Speaker 4: selling a good to make a profit.
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  Speaker 3: Right. I sell you this candyball. I make money off
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  Speaker 3: that candy ball.
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  Speaker 4: The nonprofit is about providing a service that's not being sold.
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  Speaker 4: I'm not selling you my financial literacy program. I'm not
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  Speaker 4: selling you my mentorship.
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  Speaker 3: Right.
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  Speaker 4: You're in the program for free, but it's funded by
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  Speaker 4: that could be a diverse pool. Right, So we have
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  Speaker 4: government funding right primary with a lot of nonprofits are
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  Speaker 4: funded by government. And interestingly enough, you don't want to
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  Speaker 4: be funded by government, right because it's not guaranteed. Political
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  Speaker 4: shift happened, you lose that money.
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  Speaker 3: Private.
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  Speaker 4: You have private donors, people who own companies, people are
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  Speaker 4: well wealthy that love the cause you're doing. They want
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  Speaker 4: to donate, contribute. There's a diverse corporate right, fundraisers, crowdfunding,
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  Speaker 4: so all of that money really goes towards your budget.
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  Speaker 3: The same way of foot profits just set up.
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  Speaker 4: Right. Everyone has expenses, right, you got rent, you got utilities.
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  Speaker 3: You got galery salary.
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  Speaker 4: That's where the money comes in. So I'm salaried as
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  Speaker 4: a CEO of my company.
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  Speaker 3: Right. I started off unpaid.
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  Speaker 4: Right, And that's the part with the nonprofit like some
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  Speaker 4: businesses too, that you have to start unpaid build it.
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  Speaker 3: And the way we grew was uniquely.
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  Speaker 4: Because we started like as contractors, Me and my team, right.
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  Speaker 4: Because once I got two or three brothers that join
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  Speaker 4: the movement that came home. Right, half my team that
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  Speaker 4: over one hundred team is in prison.
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  Speaker 3: FYI.
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  Speaker 4: Like we all came from the same fed state and county.
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  Speaker 4: So they all love them noble movement. They jump on board.
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  Speaker 4: So what happened was people starting to see us and
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  Speaker 4: they're like, Yo, can you run this program?
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  Speaker 3: Our first program was manhuch uh? What was it called
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  Speaker 3: the Manhood Training? Right?
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  Speaker 4: It was an eight week program and it was focused
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  Speaker 4: on adulthood and life skills and communications. And we went
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  Speaker 4: into the Youth Shelter of Mount Vernon. You know, shout
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  Speaker 4: out to the youth shelter. They gave us one of
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  Speaker 4: our first contracts to run program. That's how we started, right,
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  Speaker 4: what they're paying for the program X amount of money
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  Speaker 4: or right you come when you do two workshops, I
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  Speaker 4: pay for those two workshops. And we just started like
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  Speaker 4: building financial systems based on contracts. Then it got a
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  Speaker 4: little deeper when grants come in. So she had a
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  Speaker 4: grant from a government and they're like, hey, you get
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  Speaker 4: this X amount of money. In this particular first experience,
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  Speaker 4: it was a reimbursement grant, so you have to spend
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  Speaker 4: the money in order to.
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  Speaker 3: Get it back, right. So all of that taught me
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  Speaker 3: how to do.
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  Speaker 4: Budgets spreadsheets right like from the very beginning, and it
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  Speaker 4: kind of worked out because it wasn't. I turned down
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  Speaker 4: a lot of money, by the way, right in the
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  Speaker 4: early parts of my career because I didn't want to
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  Speaker 4: do too much and then not be able to have
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  Speaker 4: the infrastructure to maintain it, your collapse like that. So
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  Speaker 4: I took each opportunity intentionally if it was aligned with
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  Speaker 4: my values and my mission, which is very important with the.
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  Speaker 3: Business and nonprofit.
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  Speaker 4: Can't chase the money, you got to chase the mission
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  Speaker 4: because sometimes the dollar is tied to somebody who's not
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  Speaker 4: aligned with your mission on your values and a lot
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  Speaker 4: of nonprofits go wrong with that. They're looking at the
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  Speaker 4: dollars they needed for expenses and then they you know,
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  Speaker 4: wrap themselves up and they can't produce in all cases.
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  Speaker 4: Was like we kind of like started to not put
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  Speaker 4: the car before the host started walking.
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  Speaker 3: You know, we crawled. Now we're walking, and then we
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  Speaker 3: started slowly running.
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  Speaker 4: And with the nonprofit game was just understanding how to
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  Speaker 4: diversify your income right, diversify your portfolio right, how to
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  Speaker 4: get corporate funds, how to get foundation money, how to
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  Speaker 4: get you know, crowdfunding, fundraisers money, how to get government money,
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  Speaker 4: and then looking at that money that the money's coming
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  Speaker 4: and tying it to the budget. And that's where salaries,
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  Speaker 4: insurance build, I mean, your utilities, anything that you have
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  Speaker 4: as an expense for your nonprofit.
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  Speaker 3: Hope. I kind of answered that you said you had
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  Speaker 3: to as a CEO. Did you built the border directors?
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  Speaker 3: How did you go about choosing that?
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  Speaker 1: And then you said that obviously the team has been incarcerated.
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  Speaker 3: How you go about so that then?
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  Speaker 2: Who's going to be a good sit town mission?
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  Speaker 4: I know for sure for sure for the board of directors.
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  Speaker 4: It started with Lamont Withdrew right, he was off because
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  Speaker 4: he was our first fiscal sponsor, So that check that
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  Speaker 4: we got for five thousand, we couldn't take it because
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  Speaker 4: we wasn't a five O one C three yet. So fiscal
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  Speaker 4: sponsors are like other more established nonprofits that'll take that
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  Speaker 4: money pass it through their bank account to you. Because
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  Speaker 4: then that check the person who wrote the check to
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  Speaker 4: that it went to a nonprofit, right, it had to
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  Speaker 4: be a five on C three. So him being our
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  Speaker 4: physical sponsor and being somebody that was, you know, helping
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  Speaker 4: us build the business. He was our first board member, right,
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  Speaker 4: and then we you know, at the time, we were
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  Speaker 4: selecting people who was helping us on the ground. But
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  Speaker 4: it was like I try to get people who are
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  Speaker 4: are an expert in different spaces, whether in education, whether
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  Speaker 4: in fundraising right, whether it's marketing right, operations to contribute
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  Speaker 4: and put back down into the organization. But it never
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  Speaker 4: works like that. You find people that's dedicated it, then
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  Speaker 4: they're too busy, they got too many kids over the
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  Speaker 4: family level, so they can't contribute. So we re ramped
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  Speaker 4: the board in twenty twenty two going into twenty twenty three,
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  Speaker 4: and one person who's still we have actually five, there's
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  Speaker 4: five board members right now, me I'm the president, the
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  Speaker 4: co founder is the board treasurer. Then we have an
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  Speaker 4: advisor and two secretaries and the other two besides Lamont,
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  Speaker 4: we met them through just networking and they had the
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  Speaker 4: skill set that we needed, which is understanding nonprofit business,
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  Speaker 4: understanding operations right. Other ones worked in correction facilities to
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  Speaker 4: understand program and leadership development. So we started to select
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  Speaker 4: people based on how are they tied to the mission
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  Speaker 4: and what do they bring to the table. And right
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  Speaker 4: now with that small team, we're starting over because we're
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  Speaker 4: literally formalizing the board process on what recruitment strategy looks like.
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  Speaker 3: Right, we have to enhance.
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  Speaker 4: Our by laws, right the by laws is the governance
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  Speaker 4: structure of the nonprofit. We're literally working with three different
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  Speaker 4: law firms to tighten up some of the back end
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  Speaker 4: documentation such as the by laws, and that by laws
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  Speaker 4: is going to dictate how we recruit new board members.
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  Speaker 4: So while that's being developed by a legal consultant firm,
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  Speaker 4: where we're with the board to make sure our strategy
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  Speaker 4: is in line with the by laws, and it's really
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  Speaker 4: you want to target people who's going to bring to
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  Speaker 4: the organization. They're volunteering their time, but you want people
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  Speaker 4: who's going to bring in money, bringing resources, bringing connections
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  Speaker 4: and also information. Right, So we're still in that development phase.
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  Speaker 4: When it came to the team, it happened through me
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  Speaker 4: knowing individuals from serving time with them and them returning
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  Speaker 4: home and reaching out asking for the opportunity, and then
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  Speaker 4: it just kind of working out at the right time.
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  Speaker 3: Right.
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  Speaker 4: That was like an unstructured way that we recruited of
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  Speaker 4: course with intention, right, like you know. Now, so now
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  Speaker 4: the whole team is forming costs for only half the team.
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  Speaker 4: We have women on our team that's been impacted by
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  Speaker 4: the system indirectly that got you know, different careers that
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  Speaker 4: contribute to the movement. But now we have a actually
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  Speaker 4: HR department is in Now we're developing an HR system
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  Speaker 4: where we're doing onboarding more for more and more corporate.
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  Speaker 4: But there's a caveat that we are keeping with the organization,
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  Speaker 4: and that's the voting process. I like member led organizations,
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  Speaker 4: right where my team has to say so on how
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  Speaker 4: certain things process.
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  Speaker 3: Right.
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  Speaker 4: So one of the last two excuse me, the last
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  Speaker 4: two members we had we did a panel discussion, right, So,
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  Speaker 4: and it's somebody I was up North Fork, master grad bilingual,
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  Speaker 4: solid brother, well intellectual. He brought so much to the table,
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  Speaker 4: but I knew he just came home. We got to
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  Speaker 4: kind of groom him. And that's how we start to
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  Speaker 4: do it. We like, he's take an opportunity at Woodfield.
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  Speaker 4: They'll build their like kind of experiences working with the population.
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  Speaker 4: We kind of observe them, We put them in spaces
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  Speaker 4: to kind of get them a job of the team,
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  Speaker 4: and then we like, Yo, this person's dedicated. This person
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  Speaker 4: actually brings a lot to the table, and they bring diversity.
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  Speaker 4: That's the other key, diversity.
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  Speaker 3: Right. So then from there, if we feel like, yea, we.
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  Speaker 4: Want to vote them in, we'll do a panel meeting
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  Speaker 4: with the person and I'll have the whole team. Could
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  Speaker 4: be a little intimid dating, but it's more like just
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  Speaker 4: really interviewing you about your interests in this movement, right
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  Speaker 4: because we don't call it a nonprofit or a.
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  Speaker 3: Company or job. We a movement.
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  Speaker 4: So there's you know, company values and cultures that we
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  Speaker 4: have to talk about and how do you like assimilate
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  Speaker 4: into That is what we try to figure out. And fortunately,
• 10:05
  Speaker 4: you know, we have a team of thirteen right now.
• 10:08
  Speaker 4: You know again I said half my team did a
• 10:10
  Speaker 4: lot of time. Five of them have former gang experience
• 10:13
  Speaker 4: from Cribs, Bloodslain and Kingston and th Adios to you
• 10:16
  Speaker 4: know No Blood, So like they all were gang leaders
• 10:20
  Speaker 4: in their own way. So now they use that to
• 10:22
  Speaker 4: go back into the institutions working with the young kids
• 10:25
  Speaker 4: who are gang banging. So the diversity kind of worked out,
• 10:28
  Speaker 4: but the cherry picking comes in with who were bringing
• 10:31
  Speaker 4: in and why And now we're just going to implement
• 10:35
  Speaker 4: the more like formal.
• 10:36
  Speaker 3: Process of it because you need a HR.
• 10:38
  Speaker 4: I have to remove myself from also the interviewing process
• 10:40
  Speaker 4: just to some degree to offset any liabilities, you know
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  Speaker 4: what I'm saying. So it's more member led, but now
• 10:47
  Speaker 4: we're bringing in more corporate structure.
• 10:48
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