On Sat, 28 Feb 2015, Doug Hughes wrote:
While I agree with a lot of what you are saying (lopsa can't afford one now,
it was arguably a mistake to do so -- and I share some of the blame here based
upon initial projections), it's a mistake to paint with such a broad brush.
There are plenty of non-profits out there that quite successfully employee
management companies for: filing taxes, organizational work, event planning,
project management, etc. The problem is one of committed membership. You
really need more than a couple of thouusand committed members to be sulf
sustaining in this model, but it is *definitely* possible and there are
thousands of successful non-profits that do this quite successfully. LOPSA was
not able to garner the anticipated committed membership. Our projections were
wrong from the start. What can I say? They were, however, in good faith. It
just didn't happen.
the AH deal was setup when the expectations were that the ~5000 members of SAGE
(and their paid memberships) would be transitioned over to the new organization,
when that plan fell apart (and the name LOPSA was picked), it took a long time
for everyone to recognize everything that needed to change as a result.
AH did what they were asked to, and as Doug says, they went out of their way to
avoid doing things that they had a right to do (both before and after the
contract was terminated). They could easily have completely killed LOPSA and
been entirely within their rights.
The reason that I brought up the fact that we used to have AH was to counter the
idea that if we only had good support, the organization would skyrocket. We had
good support from AH in the early days, and it didn't make a drastic difference
compared to what has happened since we moved to being a fully volunteer
organization.
So I don't believe that simply hireing an ED would clearly help.
David Lang
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