Raising awareness is a form of enlightening the community on certain alarming matters. In most nations, public cognizance focuses mainly on diseases that are known to be a menace among individuals. HIV/AIDS and cancers like breast cancer, prostrate among others consciousness which is widespread across the world is an excellent example of public alertness. Educating the public about issues that affect them provides a basis of where to get help, the measures put in place to help avert the concern, and how they can assist in resolving the matter (Robb et al., 2009). Donations, group-on’s, grant writing, and fundraising are some of the ways that can be used to enlighten the public.
Apart from having the right ways of conducting awareness, there is a need for relevant stakeholders to steer the forum. This essay will look at what is entailed in directing an awareness program for a nonprofit organization. The paper will elaborate on the stakeholders involved, the challenges or opportunities the organization may encounter, and the various ethical, economic and legal responsibilities of the organization with regards to the matter at hand. The article will also look at the conflicts that might arise in the organization concerning the issue and the non-profit management principles, concepts or ideas that might help manage the organization about cancer cognizance.
The Australian Cancer Research Foundation (ARCF) based is an Australian non-profit organization based in Australia. The organization funds research interested in prevention, analysis, and treatment of all forms of cancer. It offers multimillion dollar donations for modern, sophisticated research technologies, equipment, and infrastructure growth with the aim of supporting Australian cancer researchers.
It is important to note that for an effective awareness program, ACRF will require several stakeholders. Stakeholders are individuals or a group interested in a particular goal or mission. They are also described as persons affected by a project or who inspire it but are not directly involved in doing the task. To promote cancer awareness, the board of trustees, the Medical Research Advisory Committee (MRAC) and the employees would play a significant role (Wheelan, 2009).
The board will aim at ensuring that the community gets to know the ins and outs of cancer, why it is a significant concern and how to cope with it. The MRAC will provide reliable information to the public on the various cancer research projects conducted and their effect on cancer avoidance, diagnosis, and treatment
A significant threat to cancer sensitization derives from misconceptions and stigma surrounding cancer prevention, diagnosis and treatment. The organization may be reluctant in conducting the program because of the community’s misunderstandings concerning cancer (Morhason-Bello et al. 2013). Less commitment by the stakeholders can be an additional barrier. Some of them might be reluctant in executing the matter thus delaying the accomplishment of the program. Poor funding may also affect the organization thus deterring continuity of the awareness program. Despite these threats, the organization is open to opportunities. With proper financing channels and expert grant writers, the firm can get sufficient funds to provide for prospect programs and cancer researchers in several research institutes.
ACRF is dedicated to providing high-end, multimillion dollar funds to the most promising and advanced cancer study teams and projects in Australia. Funding research works assure them the ability to outwit cancer with novel preventive and diagnostic kits and actions. On matters of the law, the institute follows the State laws and regulations to meet the guidelines set for fundraising events. The door to door cash collections is not allowed unless an Authority to Fundraise is issued. ACRF is sensitive towards its employees, stakeholders and service beneficiaries (Curtis et al, 2010). The organization aims at equity to all. The firm is ready to offer help in the best way they can to ensure continuity of the charity foundation.
Conflicts of interest may arise because of monetary or personal gains. Some staff members may influence stakeholders of ACRF to hold a fundraising event to help fund a cancer alertness program with the intentions of embezzling the funds raised (Handy, Mook & Quarter, 2008). The stakeholders might have differing views on how to develop an effective awareness program. The different aspects may affect duty performance since each one wants their opinion considered.
Non-profit management principles or concepts
These are the principles or concepts that can help in making necessary decisions or actions to manage the organization
Non-profit firms offer opportunities for people to combine their skills and their energy for the sole purpose of a community’s development. Therefore, nonprofit firms are indebted to ensure that their duties focus on the enrichment of the population (Weerawardena, McDonald & Mort, 2010). They should also conduct their activities with honor, transparency, and honor.
Planning provides a direction, tasks, and strategies that an organization has set to enable it to achieve its mission. Non-return institutes have a responsibility to engage in comprehensive planning, defining a clear vision, and specifying goals and objectives for plan execution (Bryson, 2018). Effective planning should involve input from various persons.
The Trustee Board of directors of any non-return firm is accountable for defining the institution’s mission for providing overall leadership and strategic planning. (Every bard should have the policy to ensure that the institution has sufficient resources to carry its mission.
Non-profit firms provide opportunities for people and other organizations to voluntarily give their donations (Bryson, 2018). Thus, fundraising events should be conducted according to the absolute ethical values about acceptance, reporting, and use of the funds. Therefore, non-profit institutes should embrace clear guidelines for fundraising activities to guarantee responsible use of funds and transparent communication with donors and other constituents.
Developing an inclusive understanding of the issue being tackled is important. It is important to establish campaign memos, stories, and calls to action that do not threaten how an audience feels (Robb et al., 209). A compelling message will allow people to attend the awareness forums.
Providing people with cards with information about kinds of cancer, symptoms, diagnosis, and treatment can considerably raise the awareness level of cancer.
The current generation is tech-competent. Therefore, creating an app that can provide information about cancer can increase the figures for cancer cognizance. An online program is fast, cost effective, accountable and accessible.
Although these recommendations are easy to implement, accountable, fast and cost effective, they have a few disadvantages. On the first recommendation, it might be a difficult task to come up with a compelling message that will convince the public on the matter (Stubbings et al. 2009). It might also be challenging to call people to action since some have different views on cancer. Using wallet cards might be a disadvantage because they can easily be displaced.
It is cognizant that non-profit organizations need to have principles that aid in management (Steinberg & Weisbrod, 2008). Values in governance, the role in the society, fundraising, and planning are significant in ensuring that any organization meets its set goals and objectives. Without these principles, an organization is prone to conflicts of interest which in most cases deter the development of institutes (Pynes, 2008).
Conclusion:
Campaign awareness requires adequate funds and planning. The board of governors of any organization should affirm that all the stakeholders involved playing their part for an operative accomplishment. The directors should be at the forefront of ensuring that everything is conducted by the ethical principles provided. Tensions or conflicts of interest should be avoided at all costs since they impact a firm from attaining its mission and vision. For operative influence to the society, all organizations should employ good management principles like planning, good governance, accountability, and transparency. In cases where specific issues are not working out for the institute, it is commendable to request recommendations from within or outside the firm.
References:
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
Curtis, L., Edwards, C., Fraser, K. L., Gudelsky, S., Holmquist, J., Thornton, K., & Sweetser, K. D. (2010). Adoption of social media for public relations by nonprofit organizations. Public Relations Review, 36(1), 90-92.
Handy, F., Mook, L., & Quarter, J. (2008). The interchangeability of paid staff and volunteers in nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 37(1), 76-92.
Morhason-Bello, I. O., Odedina, F., Rebbeck, T. R., Harford, J., Dangou, J. M., Denny, L., & Adewole, I. F. (2013). Challenges and opportunities in cancer control in Africa: a perspective from the African Organisation for Research and Training in Cancer. The lancet oncology, 14(4), e142-e151.
Pynes, J. E. (2008). Human resources management for public and nonprofit organizations: A strategic approach (Vol. 30). John Wiley & Sons.
Robb, K., Stubbings, S., Ramirez, A., Macleod, U., Austoker, J., Waller, J., … & Wardle, J. (2009). Public awareness of cancer in Britain: a population-based survey of adults. British Journal of Cancer, 101(S2), S18.
Steinberg, R., & Weisbrod, B. A. (2008). Non-profit organizations. In The New Palgrave Dictionary of Economics. Palgrave-Macmillan.
Stubbings, S., Robb, K., Waller, J., Ramirez, A., Austoker, J., Macleod, U., … & Wardle, J. (2009). Development of a measurement tool to assess public awareness of cancer. British journal of cancer, 101(S2), S13.
Weerawardena, J., McDonald, R. E., & Mort, G. S. (2010). Sustainability of nonprofit organizations: An empirical investigation. Journal of World Business, 45(4), 346-356.
Wheelan, S. A. (2009). Group size, group development, and group productivity. Small Group Research, 40(2), 247-262.
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