NFP Analysts

Testimonial – Primary English Teaching Associations

Janine Howard — Mon, 15 Nov 2010 04:12:34 +0000

Your extensive experience and knowledge in strategic, governance, operational and financial issues in the not-for-profit sector were certainly on display during your recent work with e:lit, all of which helped create many successful and constructive outcomes. As a result of your work with e:lit, we have managed to “move forward” on a number of issues generated during the program, which have assisted the association on a number of fronts.

Stephen Wilson
General Manager
e:lit (Primary English Teaching Associations)

Associations Forum National Conference 2010

Janine Howard — Fri, 21 May 2010 00:24:19 +0000

Communicating with Baby Boomers, Gen X and Gen Y

Martin Long — Thu, 11 Feb 2010 22:59:11 +0000

A discussion paper for professional and industry association communications managers.

In business, including NFP organisations, you are likely to be communicating with up to four different generations. These will be represented among your staff, members and volunteers. This raises unique communications issues, particularly due to the dichotomous nature of the management chain which may feature an unbalanced selection on each side of the staff/volunteer divide. This demographic segmentation has achieved popular credence and has promoted much academic research, particularly about changes in behaviour.

In this paper we consider the differences in communication style for each group and their more likely preferred methods of communicating. From this we can draw some guidelines for gaining attention, getting the message across and generating action.

Your four generations are:

* Veterans or seniors – born before 1945

* Baby Boomers – born 1946 – 1964

* Gen X – born 1965-1979

* Gen Y – born after 1980

Each has a different communication need, based on their lifestyle characteristics and personal communication styles. So, how do we identify the key differences? And how do we tailor the communication for each group when we sometimes have to talk to all of them together?

Each demographic has a distinct set of values, view of work / life balance, concept of loyalty and expectations from the work environment and those they do business with. Each group also has a unique communication preference in an escalating technological world.

You will need to use the appropriate language – based on their lifestyle characteristics – together with the appropriate communication tools ranging from old fashioned letters through emails to texting and social media channels. Only by doing this will you be able to attract and keep members in each of the categories and engage with them to generate activity.

Let’s take a look at each category:

Seniors

Remembering the privations of the Great Depression and the Second World War, these hard working people have firm ethics, high standards of personal behaviour and have learned, and often continued, to live on modest means.

They prefer direct communication and usually read – and believe – what they see. Most are users of traditional media including newspapers, radio and television and they usually share the social, political and emotional values of the media they consume. To say they are change resistant would be an understatement. They expect you to be truthful but with ‘sensitive expression’ that doesn’t offend. Some are suspicious of or unused to technology while others have embraced it wholeheartedly. Many octogenarians – like my mother in law in New Zealand – use the internet daily, email regularly and upload their own digital photographs. I’m used to text messages during rugby tests and this group will also use Skype if you show them how.

Your communication style with seniors must be clear and straight forward. While they will believe what they read in the newspaper they may be more suspicious of the internet, so websites must be kept clear and really easy to navigate.

Baby boomers

Baby boomers have reinvented every decade of their lives, and continue to do so. Born into post Second World War food rationing and massive social restructuring, these children had little and invented much in the 1950s and into the 60s. They were able to develop powerful imaginations and the education system gave them grammar and language. Television was in its infancy.

Major changes occurred during the rebellious 1960s and, for Australia and New Zealand, the early 70s – rock music, political protest, sexual freedom and the beginnings of prosperity. Boomers enjoyed geographic mobility as they travelled east and west, listening to rock anthems such as Pete Townsend’s “I wanna die before I get old”. Tertiary education became more accessible and the general level of education and awareness rose.

Boomers have experienced recessions, personal successes and failures, a complete change to the pattern of family relationships and are now looking at their 60s being the new 40s – much to the ongoing despair of the Xers who just want them to retire! Some will and some will stay working for a long time yet as health is better and life expectancy has gone well over four score.

Open minded and rebellious in their teens and twenties, many boomers are now rather conservative. Perhaps it’s the weight of running the world for so long or merely the fear of losing what they have managed to build up – families, businesses, property empires, superannuation and investments. Most certainly want to hang on to their status symbols including property in the right suburb, brand name consumer goods and the ability to maintain a hedonistic lifestyle.

Boomers still love direct mail (which really started in earnest in the 1980s) and love the ‘information search and evaluation’ stage of the consumer decision making process. While many have embraced the internet and mobile phones, print is usually required to reinforce communication. They will often undertake copious research before making a buying decision.

There is a specific group of boomers who have not used computers in their working situation and have not kept up with their children technologically. This group is often quite set against the internet and mobile telephony, a little scared to show their ignorance. As this group ages and retires it is likely that they will, in turn, embrace this technology and the non users will become a very small minority.

Gen X

More resourceful and resilient than their elders, this generation is sometimes known as the ‘lost generation’ squeezed between the boomers and Gen Y. They have been regarded by some as ignored and misunderstood. Well educated and qualified, Xers are sceptical of authority and have a focus on outcomes and skills. Many have been waiting a decade for the management responsibility the boomers took as their right. They want effective leadership and many despair of the mess some boomers have made of companies, business, politics and the social order. They want to work for someone who knows what they are doing and not all are patiently waiting their turn!

In a business context they will want to know the benefits to them of their involvement and action. This is particularly true in a NFP volunteer context and they can quickly get involved or get out if they don’t see the return. Loyalty must be earned and is a disposable product. Xers can be churned if you provide them with a good reason.

Relatively late to partner, marry and have children Xers as a group carry the biggest financial burden in society. Families, big mortgages, huge demands from children, and the costs of keeping up appearances and lifestyle with their friends and family cause financial and emotional stress.

Xers are good researchers, using the internet extensively. They love interactive communication and. their intelligent use of search engines means that marketers have to put the right bait in their way to get a hearing. Needless to say they are time poor, so if you are not easily visible to them you may not even be considered. Television is a medium that is well used, but selectively. In many ways this group is the most challenging to reach as they are so busy in all aspects of their life that ‘information overload’ is a constant state for them.

Gen Y

Sometimes called the Millennials, the Google generation or the iPod generation, these are perhaps the hardest for other generations (and specifically management) to understand. They are generally optimistic, highly social and rather moralistic. Described as overly ambitious and impatient by some, this reflects the way they have always been treated as ‘special’. They competed with fewer siblings and enjoyed economic stability and growth in their formative years. They wanted for little. Now, they want prosperity and work on their own terms.

While Gen Y is “all about me” they share some interesting moral views with seniors, often criticising their boomer parents (sometimes all four of them!) for their loose approach to morals and relationships. Growing up in the “respect the children” era they seem to have scant respect for their own parents, one factor in their ability to live at home for so long without a conscience! Most, of course are unmarried and unencumbered with children. Their conscious decision to delay this process will lead to a likely boom in the next decade.

At work, Gen Y wants authentic relationships – and authentic inspiring leadership. The key to managing this group in the workplace is in asking them how they can contribute, changing the ‘command and control’ model to one of ‘inclusion and collaboration’. This requires a mindset change in communication style for most boomers.

This generation thinks and acts differently to the others. They have a complicated and strong tribal social structure. Divisions between work and social life are blurred as their lives are often out there for all to see. “It’s not real unless it’s on Facebook” is a common observation and the speed at which they communicate and tell their peers and the world how they feel is quite disturbing to older people and seems open to the point of naivety. This is a generation committed to the idea of change and fragmentation, described by Hugh Mackay as the Kaleidoscope generation.

Multi tasking comes naturally to Gen Y people and the peer to peer network is more important than any advertising campaign, however delivered. As the first truly ‘post feminist’ demographic there is little power difference between men and women. To communicate successfully you need to employ and leverage every possible technological medium, backed up by good quality brand support. Honesty is everything as you will be found out and ignored without authenticity. It helps to ensure that members of this generation are managing the communication.

How do I make this work?

Most associations cannot afford to segment all their communication to each segment, nor is it necessary. The key is in using the right language in each media channel for the most likely audience of that channel.

Let’s assume you have a website and the ability to send email campaigns. The design, layout, structure and content of the website should, in any case, be simple, clear and fast to navigate. That suits all users. Cascading levels of detail can help capture both the speeding, multi tasking Gen Y audience while satisfying the more comprehensive research needs of boomers and Gen X.

Email campaigns can be directed to each segment, using appropriate language and highlighting the benefits that will appeal to each segment. Facilitate forwarding and track that.

Direct mail may be targeted more at boomers and seniors, less at Gen Y. The language used in brand marketing should use the ‘authenticity’ requirements of Gen Y which will work with the other segments too.

It’s not about choosing one specific media channel or one level of language… more a strategy of integrating channels and listening to your own voice. And, as we used to say in the 1980s with direct mail – test, test and test again!

Acknowledgments

I have researched widely on this subject and acknowledge concepts and findings from the following sources:

Hugh Mackay, Bernard Salt, Avril Henry, Ann Andrews, eMarketer and numerous blogs and articles. The opinions and conclusions are, of course, my own!

Martin Long

Social networking will drive member communications in associations by Martin Long

Martin Long — Tue, 08 Dec 2009 03:32:46 +0000

Associations and those charities with a significant membership base are increasingly looking at where social networking fits into their medium term planning.

Many of us have become used to connecting to family and friends through Facebook, MySpace, Friendster and Bebo. So it should be no surprise that in April 2009 Facebook reached 200 million users and overtook MySpace in unique visits, time spent on the site and, importantly, members over the age of 35.

This growth will continue as the younger generations grow. Already in the US some 75% of all 13-18 year olds use social networks and virtually 100% are on the internet and use email. (FUSE Teen Advertising Study June 2009)

No longer is social networking solely the province of teens and Gen Y and its broad acceptance as a private social communication tool heralds a wider use of the concept of social computing for business.

The fear of lack of control stops many commercial organisations from being active in these forums right now but for member based organisations – where communication truly should be two way already – the opportunities are almost unlimited and certainly positive.

Dan Bricklin of Socialtext, speaking at the 2009 Enterprise 2.0 conference in Boston, commented that “Social networking is a way of expressing yourself and collaborating. You need to have it in business to break down barriers and you need to have software to facilitate that.”

The software exists in various forms. IBM touts their SharePoint application and is working tirelessly on linking it with Lotus Notes and Microsoft Outlook. Various free applications offer versions of community software that extend the concepts of blogs and forums and customised software has been designed for specific community groups.

One such example is a social network designed exclusively for professional and industry associations by issociate that goes live next month.

But the software is only half the story.

In his recent book ‘Connection Generation’ Iggy Pintado refers to the tipping point in 1995 when Netscape Navigator opened the doors to the internet. Google widened the door space in 1998 and what followed in less than fifteen years are web 2.0 and our ability to interact through blogs, wikis, podcasts, video posting and the social media websites.

This evolution to user generated content on the web has empowered us all to put forward our own views, our own information, to an unlimited potential world wide audience in a way that only governments and major corporations could contemplate a decade ago. The web is us!

Introducing online social networking to the members of an association or a commercial enterprise that is based on membership and common interests will therefore not come as a shock. The ground is prepared in our private world. In fact, few member based organisations will be able to ignore social networking within the next five years. Almost certainly they will be building and leveraging their communities, making them an integral part of their overall communications portfolio.

The key will be to build a community using the most appropriate software and encourage the level of interactivity that makes it a viable communication tool and rewarding for all its users.

NFP Analysts will play a role in assisting associations choose the right technology for their social networking capacity.

For more information please contact Martin Long, mlong@nfp.net.au.

Find out more by getting in touch with our consultants »

Three steps to board evaluation by Stephen Crocker

Stephen Crocker — Tue, 08 Dec 2009 01:51:15 +0000

Most, if not all directors, recognise the importance of evaluation. CEOs are appraised to determine performance against organisations’ strategic objectives. Boards expect that CEOs appraise managers’ performance against criteria which include deliverables stated within business plans and budgets. Managers in turn appraise staff against particular tasks, often contained in duty statements. The CEO and other staff evaluate the appropriateness, timing and quality or services provided.

The reason for investing significant effort in evaluation, whether it be of staff performance or service delivery, is to determine what is, and what is not being done well. These findings then lead to actions that focus on how performance may be improved to achieve organisations’ strategic objectives.

With the benefits of evaluation for staff and service delivery in mind, it is often intriguing that such a limited focus appears to be placed upon board and director evaluation, particularly given their role as the body ultimately responsible for what the organisation does.

What follows is a brief summary of three steps a board might follow to establish and maintain an evaluation strategy.

Step 1: Establish objectives (if we don’t know where we are going, any road will get us there)

Achieving agreement on the objectives for board evaluation requires input from all directors. Ownership of the process is otherwise limited, as is the likely pursuit of strategies for improvement.

Objectives should be relevant to the board’s unique current and future requirements. The process for preparing objectives may include delegation of the task to a sub-committee or an individual. The sub-committee or individual might conduct interviews with directors to determine issues of concern. Such issues may include dynamics within the boardroom, Chairperson effectiveness, strategy development and or monitoring, monitoring compliance requirements, succession planning, directors’ skills or the Board/CEO relationship. Draft objectives can then be discussed, possibly modified and finally agreed upon by the board.

An alternative approach to preparing objectives might be to hold a board workshop, either as part of a routine board meeting or more likely at a separate time. Such sessions might be facilitated by someone external to the board.

The end result should be a manageable number of succinct, written objectives that provides clarity of purpose regarding the board evaluation.

Step 2: Choose Evaluation Technique(s)

Tools for evaluating board performance are spread across quantitative and qualitative techniques, used independently or together. Care should be taken when employing either technique as interpreters’ personal views or bias may distort results.

The following provides a brief overview of several tools used as part of board evaluations.

Probably the most commonly used range of tools are quantitative. These include the Binary question, Likert scale and Ranking scale. The binary question is one of the most simple to use as it requires respondents to provide a simple ‘yes’/’no’ answer to a series of questions. For example “Is your Chairperson effective?” Whilst responses to this question can be easily collated and analysed, they provide no information as to why the Chairperson is either effective or ineffective.

Likert scales require respondents to identify, on a graded scale from strongly agree, to strongly disagree, their view about the “correctness” of a statement. An example might be ‘board papers are always received five working days prior to board meetings’. Data collected from this tool is again easy to collate and analyse. This tool provides more detail than Binary questions.

As with Likert scales, Ranking scales require respondents to judge the value of statements. In this case, the respondent may be required to place a numerical value, e.g. 1 – 7 against a series of statements where 1 is most important and 7 least important. Data again is relatively easy to collate and analyse, providing information about the way a respondent prioritises a particular issue.

Unlike quantitative techniques that are based on analysing numbers to gauge “how much”, qualitative techniques are used to answer questions about “how” and “why”.

One commonly used qualitative technique is that of conducting and analysing data obtained from interviews (with either individuals or groups). Interviews are often conducted by a facilitator, achieving a higher level of objectivity than might be achieved were the Chair or another director to perform this task. Information obtained this way can provide substantial detail, not available from quantitative tools.

Another qualitative technique relies on the making of observations from specific events, for example, the nature of interactions between Chair, directors and the CEO during board meetings. Where the board employs an external person to undertake and report on observations, consideration should be given to the impact of having a “stranger” in the room. The impact will, in part, depend on the consultant’s ability to establish a trusting relationship with directors.

Step 3: Discuss Results and Follow Through

Who receives results of the board evaluation will depend upon the objectives established. Where the evaluation focuses on the board’s performance, the Chairperson and/or consultant are likely to provide a summary of aggregated/de-personalised results to the whole board. This could be followed by discussion of the evaluation’s findings, along with planning for actions to improve a specific area(s) of board performance. Where results refer to one or more directors, the Chairperson would arrange to provide individual feedback on the issue(s) identified.

Where an objective(s) related to the Board/CEO relationship or the Company Secretary or Public Officer’s role, then relevant results might also be made available to those officers.

Depending upon the objectives established, the board may also wish to make all or some of the results available to senior management and/or external stakeholders.

The next step is for the board to follow through by establishing its own action plan in light of the evaluations findings. The plan, preferably documented, can be referred to at board meetings to assess progress

The above three steps provide a brief guide to board performance, the outcomes of which often include identification of areas for directors’ personal development, improvements in board decision-making processes, a stronger Board/CEO relationship and quality of sub-committee work.

Where board evaluation is being conducted for the first time, its introduction sends a clear message to staff, the organisation’s members and other stakeholders of its commitment to internal review and improvement. This can be a very strong message regarding the board’s views and expectations regarding its commitment to the principle of “continuous improvement” of itself and for the organisation.

NFP Analysts is a Supplier Member of Associations Forum. For further information contact Stephen Crocker, stephen@nfp.net.au, 02 9413 9999.

Find out more by getting in touch with our consultants »

Importance of a good current constitution by Keith Roberts

Keith Roberts — Tue, 08 Dec 2009 00:01:45 +0000

Importance of a good current constitution

By Keith Roberts, Consultant, NFP Analysts Pty Ltd

Recently, several organisations sought help from us for strategic initiatives only to find that achieving those initiatives had been made more difficult because of their constitutions.

Problems included:

• An organisation’s plan to save costs by linking its board election to the mailing of its regular magazine was complicated because under the constitution the board did not control the closing date for nominees who could submit after the mailing date for the magazine, forcing a duplicate mailing.

• Two organisations were frustrated in their efforts to build the capacity of their boards because their constitutions allowed nominations from the floor of the AGM for any vacancies on their boards meaning persons irrespective of their experience and appropriateness could finish up on the board.

• An organisation with a growing membership base faced a disenfranchised membership because under the constitution the board was appointed by unrelated organisations.

• A user-group established for a community voice to providers was, because of vague definitions in its constitution, open to providers becoming members alongside the users.

• An organisation limited the number of proxies any individual could hold but did not in the constitution exclude the Chair from this limitation. Hence the growing community practice of members appointing the Chair as their proxy because the law requires the Chair to exercise the proxy vote in a poll could see a ‘Catch 22’ of their proxy vote being negated but having to be exercised.

Good practice is for managers and boards continually to be referring to their constitution to guide their actions. Disturbingly, too many organisations appear rarely to refer to their constitutions so is it any wonder they have problems and run into major difficulties when trying to implement strategic initiatives.

Common problems with constitutions arise because:

The law changes – as an example, recent court decisions have indicated that constitutions cannot restrict who can be appointed a proxy thus raising questions with the many constitutions that require proxies be members of the organisation.

Errors, omissions and lack of clarity emerge – usually these arise from poor drafting but a common cause is where amendments are made without their impact on the rest of the constitution being assessed.

Strategic needs change as organisations evolve over time. Some changes may occur periodically like adjusting the size and composition of the board. Other changes may be more once-off like, the growing tendency for federations to move to single entities.

Good practices change and should be reflected in what the constitution allows as, for example, is occurring at present with the growing popularity of direct voting to allow members to express their opinion at general meetings directly rather than through proxies.

Constitutions are critical for Not for Profits. They are the fundamental legal mortar that binds members, directors and the organisation and are vital for securing various tax benefits. Because of the rate of change of legislation, of good practices and of community expectations, increasingly there is a need routinely to review constitutions to ensure they continue to work for the benefit of the organisation, not to its detriment.

The examples above, all of which come from constitutions introduced in recent years, show that when reviewing constitutions you not only need advice from someone who understands the relevant law, you need advice from people who have direct experience with, and can guard against, the peculiar complications that can arise in Not for Profit constitutions.

NFP Analysts is a member of Associations Forum, for more information please contact Keith Roberts, kroberts@nfp.net.au.

Constitutions are critical for Not for Profits. They are the fundamental legal mortar that binds members, directors and the organisation and are vital for securing various tax benefits. Because of the rate of change of legislation, of good practices and of community expectations, increasingly there is a need routinely to review constitutions to ensure they continue to work for the benefit of the organisation, not to its detriment.

Recently, several organisations sought help from us for strategic initiatives only to find that achieving those initiatives had been made more difficult because of their constitutions.

Problems included:

* An organisation’s plan to save costs by linking its board election to the mailing of its regular magazine was complicated because under the constitution the board did not control the closing date for nominees who could submit after the mailing date for the magazine, forcing a duplicate mailing.

* Two organisations were frustrated in their efforts to build the capacity of their boards because their constitutions allowed nominations from the floor of the AGM for any vacancies on their boards meaning persons irrespective of their experience and appropriateness could finish up on the board.

* An organisation with a growing membership base faced a disenfranchised membership because under the constitution the board was appointed by unrelated organisations.

* A user-group established for a community voice to providers was, because of vague definitions in its constitution, open to providers becoming members alongside the users.

* An organisation limited the number of proxies any individual could hold but did not in the constitution exclude the Chair from this limitation. Hence the growing community practice of members appointing the Chair as their proxy because the law requires the Chair to exercise the proxy vote in a poll could see a ‘Catch 22’ of their proxy vote being negated but having to be exercised.

Common problems with constitutions arise because:

The law changes – as an example, recent court decisions have indicated that constitutions cannot restrict who can be appointed a proxy thus raising questions with the many constitutions that require proxies be members of the organisation.

Errors, omissions and lack of clarity emerge – usually these arise from poor drafting but a common cause is where amendments are made without their impact on the rest of the constitution being assessed.

Strategic needs change as organisations evolve over time. Some changes may occur periodically like adjusting the size and composition of the board. Other changes may be more once-off like, the growing tendency for federations to move to single entities.

Good practices change and should be reflected in what the constitution allows as, for example, is occurring at present with the growing popularity of direct voting to allow members to express their opinion at general meetings directly rather than through proxies.

For more information please contact Keith Roberts, kroberts@nfp.net.au.

Find out more by getting in touch with our consultants »

Testimonial – Australasian Sleep Association

Janine Howard — Mon, 26 Oct 2009 04:34:12 +0000

The consultancy services offered by NFP Analysts, mainly John Peacock, has been invaluable to the Australasian Sleep Association, helping us with

1. governance issues

2. advising on the appropriate legal status for our association

3. financial reporting and systems

4. leading a strategic planning day

This has certainly assisted us in focusing the efforts of the association and greater confidence by the board.

Should you require further information on the huge benefits we have gleaned from our dealings with NFP Analysts we would both be happy to provide this.

Yours sincerely,

Dr David Hilliam, President

Stephanie Blower, Executive Officer

Testimonial – Interactive Entertainment Association of Australia (IEAA)

Janine Howard — Thu, 13 Aug 2009 01:36:57 +0000

Dear John,

With the recent conclusion of the External Review of Interactive Entertainment Association of Australia (IEAA) by NFP Analysts, we are writing to extend our thanks to you and your team for your assistance and guidance throughout the process.

It was refreshing to work with a team of consultants who took the time to really understand our industry and association and then provide objective, commercial and practical guidance.

The outcome of the review has seen some marked improvements in the way we operate. Following are some of the highlights from the last six months since we commenced the project:

• The planning sessions facilitated by NFP gave us greater clarity of purpose. Taking the time to carefully analyse and craft our new Mission was central to our moving forward.

• Having a clear Mission and an understanding of who our members are and what we represented led to our new name, with the IEAA planning to soon become the Interactive Games & Entertainment Association

• This new name and the detailed discussions regarding strategy have positioned us for expansion to New Zealand

• Our ‘new’ Board, (previously called the Executive), will be more focused with the restoration of the position of Chair and a better understanding of their role within the organisation

• Constitutional changes proposed at the forthcoming Special General Meeting will bring us closer to best practice in association governance

• We are now clearer in our membership definitions. This will aid future membership expansion

• Greater use of activity based costing made our budget setting process very realistic and decisions were made directly from seeing the overall financial implications of income and expenditure items

• Broadening our member services and communications will certainly be an advantage in retaining our membership base

• Your suggestions on increasing the size of the staff team is likely to see the iGEA (as we will be known) move to even greater levels of assistance to members in the years ahead

It was very advantageous for IEAA to work with a consulting firm that knows associations so well and hence is able to give insightful and practical advice. From our perspective, the investment was certainly worthwhile.

I look forward to staying in touch with you working with NFP on our annual Board Planning Day.

Kind regards,

IEAA

Ron Curry

Chief Executive Officer

Testimonial – Jewellers Association of Australia Ltd

Janine Howard — Thu, 16 Jul 2009 07:41:05 +0000

The JAA has had a two year association with NFP Analysts and I can honestly say that they have revolutionised the corporate culture within our organization. Their professionalism and passion is of the highest calibre. To those associations whose constitution has been in existence for a long time or whose Board is in need of corporate responsibility training, I would highly recommend you make contact with NFP Analysts.

Ian Hadassin

Chief Executive Officer

Testimonial – Fitness Australia

Janine Howard — Thu, 16 Jul 2009 07:40:10 +0000

Fitness Australia has successfully achieved major structural reform that included a shift from a federated structure to a unitary national association structure. Our partnership with NFP Analysts throughout this process was instrumental in the success of this reform program. NFP Analysts provided expert guidance, advice and support on the change strategies and their implementation. The use of an external consultant when planning and executing major organisational change is highly recommended as it adds an element of trust and credibility to the whole process. NFP Analysts performed this role with professionalism and excellence.

Lauretta Stace
Chief Executive Officer