Part of the founding vision of The Safe Place was that the model for a successful non-profit organization would be replicable. This concept was a primary aspect that often intrigued potential TSP Board members, as well as members of the Board of Directors of the Stanahan Foundation, who has championed TSP for over four years.

It is TSP's hope to see the model serves others throughout the United States and abroad through a sharing of information. The intent is to save other potential organizations and individuals some of the legwork in recreating such a model.

Though TSP shares a vision of a global network of sites, those organizations that utilize the model are not obliged to call themselves The Safe Place. TSP is open to the idea of partnering with new startup organizations, however. Also, if TSP can offer insight to the process of an organization in need of guidance, or to save a bit of time and money, then perhaps the trials and errors need not be theirs.



The Model


Needs Assessment and Finding an Umbrella Organization

Providing there is a need in the community, it is not necessary to initially have a
501(C)(3) non-profit status. Instead, try to partner with, or become sheltered by an umbrella organization such as a religious institution of some sort or another non-profit whose mission includes the fostering of such a project. This will help from a tax standpoint, and enable the organization to see if it has the support necessary to become a non-profit on its own. Since this process can take up to two years from concept through realization, be realistic about time constraints from the start. It will happen in its own timing. If there
is truly a need, nothing will be able to stop it from existing.


Legal Issues

To insure receiving the specific word of law for the state/city and tax rulings both
federally and locally, it is imperative to secure a solid licensed CPA and an attorney in good standing with the Bar in the state or municipality. This is prerequisite in fact.
Nothing here is meant to replace legitimate legal or financial counsel.


Acquiring Allies and Free Service

Try to seek a law firm and/or CPA firm that is willing to work with the organization pro bono, or without fees. Many lawyers and accountants give of themselves and their firms when they hear and see a commitment to a dream, especially when combined with the knowledge of the need that may speak to them on some deep level. Next, move on to get other professionals and begin growing the ranks. Invite printers, fund-raisers, health
care providers (especially doctors, nurses, psychotherapists, social workers, etc.)
and individuals that may later seek to join the Board of Directors from
every business and profession.

A "medical board" may be created, as TSP did, and a Board of Advisors for all of the professionals that are invited to become involved with. This brings ownership to the minds of those who are involved. It is important early to always thank in writing on letterhead every person for every gesture, big or small. At fund-raising events, verbally thank those who have gone above and beyond, and know that many of these people need this
to remain actively involved.


Create an Image

Create a distinctive and impactful image or logo that clearly states the mission
of the organization. TSP was able to secure the services of both an award-winning advertising company, and a printing company. These two companies provided nearly $45,000 worth of work, which demonstrates how gaining allied services pro-bono
can remarkably help the organization.

Creating a video early on can be a great benefit to the organization. Having a two
or three minute "pitch piece" can be instrumental in selling the organization to potential donors. TSP showed their initial video at their kick-off event in July 1994, and it went a long way toward instilling faith in TSP and involving people who felt the video's
message helped show the founding Board's earnestness, conviction and
commitment to see the Mission to fruition.


Grow the Board

Though growing the Board of Directors (known as board development) is critical from
day one and continues throughout the life of the organization, it is important to know
that equally vital components comprise a successful organization.

All board members must sign a "give/get" agreement. This, along with a Board member responsibility statement and goal sheet (they create the goal list), means that they agree to give a certain amount of money personally and commit to bringing in a certain amount of money from their business and personal contacts. This understanding is central to
the ongoing vitality of any non-profit. It is the Board who personally give themselves monetarily that shows others the model for giving, and giving time alone is not
enough. It is essential that their annual or semi-annual gift be what they
can give, like a personal tithing.

If Board "burn out" syndrome sets in, it will be critical for the recruitment of potential new volunteer Board members to keep new blood and excitement pumping up the mission and other newcomers to the cause. This is the fuel of the grass roots organization.
Without it, an organization ceases to exist.

It is essential to express gratitude to the Board, but remember from the onset that
some potential or new Board members may require handholding, or even not work out
at all. Allow an "out" from the beginning of the relationship in order to dissolve their membership on the Board should their presence not be consistent with the
organization's goals. Having a probationary period is one way to
safeguard this from occurring.


Acquiring Funds

There are several means of acquiring funds. Fund accumulation is the backbone of any plan to ensure the financial future of the organization.

Developing an effective strategy must include a major donor program and can include fund-raising events. Central to any plan, and key to an ongoing fund-raising effort,
is the individual donor base.

Building relationships is the most important single piece of guidance in maintaining consistent belief in and financial support for the organization. It can take years of nurturing these relationships in order to see them turn to gold.


Site Location

Call preschools and child development centers throughout the local area. Target the areas most in need according to statistics via available demographical assessments of the area.

Remember that all that is needed is ONE location to help a child and family. From there, other locations will be more visible and in some cases, perhaps more accessible.

Arrange for in-service trainings in HIV/AIDS education for the school staff. Find
ways to enhance the location through all of the organizational allies. The more
that is given or arranged for the school to receive, the more likely they will
be to feel the sought partnership.


Persist

Be patient. James Loyce, the former Executive Director of APLA (AIDS Project Los Angeles), expressed himself about The Safe Place and founder Barry Bruder,
by stating "The rapid yet orderly growth of The Safe Place solidifies my
belief in the organization longevity."


Conclusion

This model is not meant to replace books of great authority on the subject of starting non-profits. It is one man's journey to enlist and inspire the creation of a Board of Directors, and to share some of the main aspects to be considered in any such endeavor. Seek legal, tax, and non-profit guidance. It is a journey you must take to ensure the
ongoing success of your organization.