Research Paper: Competitor Profile Youth Advocate Programs

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[. . .] While not a discussion on the competitive market position as would be understood by a for profit company, like other nonprofits, YAP's is partly reliant upon the performance of its investment portfolio, where deductions in stock dividends will have some affect on revenues. Where funds are drawn from individual trust accounts where there is substantial reserve, YAP may or may not see changes where trust investment portfolio earnings have been subjected to retracted earnings. With no detail to YAP's public IRS 990 nor disclosure of the identity of its contributors, it is virtually impossible to provide an accurate statement respective to competitive financial standing.

Channel profile to the competitive picture is perhaps more readily addressed, in that articulation of YAP's service platform as a nationwide provision to underserved communities is made explicit on its website. Based in Harrisburg, Pennsylvania, YAP's over 2000 employees serve clients in one hundred twenty six programs in eighteen States. Oversight, resources and service provision is also extended to sister programs in Hawaii, Ireland, Scotland and Sierra Leone. As mentioned, funding to those programs is largely incumbent upon private cash donations, with exception where there are U.S. federal grants or external granting resource to those agencies. Identification of a pure competition model in this respect is virtually impossible. YAP is unique in its structure and system of agency support and community networking.

In the corporate sector, the constancy of research and development is the single most important factor in attracting competitive capital. Since emergence of the 'capacity building era' in nonprofit development, fundraising professionals have been pressured to incorporate strategic assessment and ongoing evaluation of their nonprofit agencies as a criterion to financial consideration. The equity principle of 'value' as a price impact statement or 'proposition' as core competency to commercial business, translates to client satisfaction within the nonprofit sector, where 'market' is replaced by demonstrated performance of service delivery.

Part of YAP's success as a multi-scale organization has been the result of the agency's ability to attract investment as a commercial entity would. Assessment of the two tiers of 'value' in channel operations analysis are intended to determine the relation between agency finance and service delivery to clients: 1) internal organizational; and 2) external or environmental analysis. Instrumental to better interpretation of fiscal audit information, translation of Six Sigma tools like SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) to the nonprofit corporation offers much in terms of reframing discussions about YAP's competitive position, and its capacity to attract added value, is illustrated in Table 1.

Table 1


Board and private support of nonprofit network

Strategic mission to accomplish designated goals

Highly competent staff

YAP, Inc. umbrella merged with international agencies prior to 2008


Limited sources of fiscal contribution

Low attention to standard capacity building methodologies in nonprofit development and service delivery

Large budge agency with alignment based on common vision, yet loose interpretation of partnership model where Autism advocacy is linked to health & human services model cordinated with law enforcement


Capacity building funds

Ample partnership opportunities

Knowledge sharing capabilities might be advanced through integrated research systems


Dependency on cash contributions means inconsistency in respect to long-term allocations where trust endowment is not present.

Grants funded competitors will exceed public agency interest in the agency's mission, where capacity building support is publically recorded, and those competitors are currently reporting to state and foundation mandates in adherence to policy.

Table 1. SWOT of YAP, Inc.

Benchmark practices to the SWOT may be met through enhancement of the organizational assessment with a complimentary PESTLE Analysis Political, Economic, Sociological, Technological, Legal, Environmental); for a comprehensive picture on where decision making and current evaluation of assets in an sector that is undergoing extensive transformation as private cash contributions continue to recede. Systems support for solution to this problem should include a risk management program; designed to mitigate threats to the organizations' fiscal position as a high profile, large budget organization. Disclosure of an audited financial statement is recommended, as public contributors and recognized private foundations will not support nonprofit agencies of this size without thorough going fiscal reporting.


Light, C. (2004). Sustaining Nonprofit Performance: The Case for Capacity Building and the Evidence to Support It. Washington, D.C.: Brookings Institution Press.

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APA Format

Competitor Profile Youth Advocate Programs.  (2010, November 15).  Retrieved June 17, 2019, from

MLA Format

"Competitor Profile Youth Advocate Programs."  15 November 2010.  Web.  17 June 2019. <>.

Chicago Format

"Competitor Profile Youth Advocate Programs."  November 15, 2010.  Accessed June 17, 2019.