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1
Survive and Thrive
Presented by
The Center Advancement Committee
Surviving and Thriving Requires:
Assessing your organization
Thoughtful planning/ Focusing on a manageable number of priorities
Sustainable funding
Leadership
“Like people and plants, organizations have a life cycle”
John W. Gardner
The 5 Life Stages – Where You Are, Where You’re Going, and What to Expect When You Get There
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Seven Arenas of Nonprofit Organizational Life
Board/Governance
Programs
Staff Leadership
Financing/Funding
Administrative Systems
Staffing
PR/Marketing
Let’s add one: Facilities/Physical Plant
Stage One: Imagine and Inspire
Can this dream be realized?
Characterized by:
Enthusiasm
Energy
Creativity
Stage Two: Found and Frame
How are we going
to pull this off???
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Stage Three: Ground and GrowHow can we build this to be a viable business?
Stage Four: Produce and SustainHow can the momentum be sustained?
Stage Five: Review and RenewWhat do we need to redesign?
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Decline and Dissolution
OR….Sustainability
The Nonprofit Life Stage Assessment No right or wrong place to be
Important to know where you are; to know that you are NORMAL
Can apply age appropriate behavior
Key is what you do with the information
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What needs to happen to move from one stage to the next?
Transition ideas
– in your key arenas
Need strategies/
decisions
Thoughtful planning
Strategic Planning
Process
Set priorities
Get buy-in
Stay focused
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Strategic Planning Five Steps to Develop a Strategic Plan
Step One: Get Organized
Note why you are planning and any new concerns
Select a steering group or person to keep planning on track
Determine if outside help is needed
Outline the planning process that fits your organization
Get Commitment to proceed
Step Two: Take Stock
Pull together necessary background information
Review your nonprofit’s past, present and futureSWOT Analysis
Identify key issues or choices
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Step Three: Get Direction
Develop a vision of your organization’s future Critical issues approach
Scenario approach
Goals Approach
Alignment Approach
Determine how to move your organization toward this future
Develop first draft of the plan
Critical Issues Approach
Identify critical issues and put in a logical order with the most fundamental issues discussed first
Address each issue, building a clearer vision of your organizations’ future
Incorporate this vision into your plan
Scenario Approach
Develop several alternative visions or pictures of what your organization might look like in the future
Evaluate the scenarios
Select the preferred scenario
Incorporate this into your strategic plan
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Goals Approach
Set strategic goals or guidelines
Develop strategies and plans to achieve goals
Incorporate these goals/strategies into your plan
Alignment Approach
Outline current plans- get parts of your organization working in sync to accomplish your mission
Identify what’s working well and what needs to be adjusted
Determine how needed adjustments can be made
Incorporate this into your plan
Step Four: Refine and Adopt the Plan
Review and refine the plan
Adopt the plan
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Step Five: Implement the Plan
Implement the plan
Monitor Progress
Make Adjustments
Periodically update the plan
Focus on a manageable number of priorities
It is important not to try and do too much as an organization
Focus on your strong areas, get them self-sustaining and then expand
Say no to growth or plan for careful growth
Make careful choices; evaluate new ideas
“If you don’t know what you’re doing,
don’t do it all at once”.Unknown
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Identifying goals/strategies
What are the most critical arenas that need to move to the next stage?
What are your goals for these arenas? Programs: Inconsistent quality? Increase rider
numbers? Volunteer retention 50% or lower?
Financing: Funding coming from only one source? Cash flow a problem?
Action Plan Worksheet What is your priority arena focus?
List organizational strategies/goals
List possible action steps
Sustainable Funding
Budgeting
Resource Allocation
Fundraising/resource buildingBuilding relationships
Different types of fundraising for different needs
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Budgeting How to get beyond cash flow
Budget conservatively –
under-estimate income &
over-estimate expenses
Budget for contingency/reserves –
3 months savings account
Budget Projections – Monthly review
Resource Allocation
Thoughtful assessment of the cost versus the benefit for any project or goal
Not just dollars, in-kind resources and “soft”costs Stuff Staff Time
Handout
Fundraising/Resource Building It’s about building relationships
The critical nature of listening
Identifying the WIIFM for the donor/volunteer/ board/rider families
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Finding the right funding source for the identified need results from building relationships with:Staff
Board
Volunteers
Rider families
Donors
Media
The community
Brainstorm Activity
Get into groups Who do you have relationships with? Who is missing? Share stories of successful relationship
building Who do you need to further your goals? What do they need?
Sustainable fundraising Choose the right type of fundraising based
on available resources and identified needs
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Event Fundraising
ProsCan reach wide audience – friend makerGood way to build corporate support –offer
strong name visibility & attached to worthwhile cause
Generate excitement & public awareness within community
Strong volunteer involvement
Event Fundraising
Cons Expenses can be high
Labor intensive
Can take focus away from program
Event donors are not necessarily mission driven
Initial income can be difficult to budget
Event FundraisingMeets needs of Primary – General Operating
Secondary – Capital, Facility and Scholarship
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Individual FundraisingPros: Provides base for growth
Most will have strong commitment to mission
Provide networking opportunities to corporate and foundation support
Good source for new Trustee identification & development
Cost effective
Individual Fundraising
Cons: Cultivation can be slow before
results are felt
Heavy use of staff time
Potential for personality driven conflicts
Individual Fundraising
Meets needs of: Primary - General Operating
Secondary - Capital & Facility, Program, Endowment, Scholarship
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Foundation Support
Pros:Provides necessary diversification of funding
support
Good indicator of organization’s health and clarity of mission
Good source of funding for targeted needs
Foundation Support
Cons: More rejects than acceptances Cultivation can be slow before results are
received Not long term, need to be rolled over on
regular basis Few will support capital projects or
endowment
Foundation Support
Meets needs of: Primary - Program & Scholarship
Secondary - General Operating, Capital & Facility, Endowment
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Corporate Support
Pros: Primary source for event funding
Provides necessary diversification in funding support
Provides recognition of organization’s value to community
Outreach to executives can lead to individual donor cultivation
Through employee programs and networking can be good source of list building
Corporate Support
Cons: Funding can be discontinued with little
warning
Not good for long term planning
Corporate Support
Meets needs of:Primary - General Operating & Scholarship
Secondary - Program, Capital & Facility
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US Giving Statistics
75% Individuals
12% Foundations
8% Bequests
5% Corporations
Reference: Guidestar
Defining Leadership
“True leadership exists only if people follow when they have the freedom not to.”
-Jim Collins, “From Good to Great”
“Leadership is the capacity to translate vision into reality.”
- Warren Bennis
So what skills are needed to be a strong leader??
Communication-receptive and expressive
Coaching-builds a team
Delegation-makes others powerful, responsible
Empowers others
Encourages passion, not fear
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Leadership: An Art of Possibility
“Give people the possibility to live in to not the expectation to
live up to.”
“Radiate Possibilities”
-Ben and Rosamund Zander
Communication
It’s OK not to have all the answers
It’s good to ask questions Ask open/probing questions that will give you
deeper answers
Engage people in finding the answers
Listen
“Communication is the exchange of information between individuals by means of speaking, writing, or using a common system of signs or behavior.“
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Communication Climate
The tone of communication is based on how comfortable members feel with one another and with the organization.
Supportive communication
- conveys assistance
- arouses feelings that reduce defensiveness
- determined by the degree that people see themselves valued
Supportive versus Defensive Communication
Descriptive vs. EvaluativeProblem Oriented vs. ControllingSpontaneous vs. StrategicEmpathetic vs. NeutralEqual vs. SuperiorProvisional vs. Certain
Communication
Internal communication keeps energy up and builds consensusFundamental to teambuilding
Clarifies roles
Agreed upon on “course and speed”
Accountability
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Communication
External Communication builds support, while recruiting and retaining:
Volunteers
Supporters
Donor base
Your sanity!!!
Communication
Don’t forget to listen!
Communication is a two way activity
Accept compliments graciously; don’t go fishing!
When listening to complaints Keep your cool
Listen with empathy
Take action
Bring to a polite close
Coaching
Define Project and Goals
What is the impact on the Organization
Team work with positive reinforcement
Build on work to set next plan of action
Support, Assess and Evaluate
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Delegation is a form of leverage:
Human resources
Financial resources
Time
Delegation Ripple Effect
You MUST
Others COULD
Others SHOULD
Others MUST
What needs to happen for Delegation to be successful?
Set clear expectations and goals
Trust and confidence in the skills of staff
Communicate roles—not only to responsible staff but to all staff/volunteers
Set timelines, identify resources, training, etc.
“Expect and then Inspect”
-summarized from Pierce Management Development
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Empowerment
Empowerment is the collective effect of leadershipPeople feel significantLearning and competence matterPeople are part of a communityWork is exciting
-from Warren Bennis, Jossey-Bass“Why Leaders Can’t Lead-
The Unconscious Conspiracy”
Leadership vs. Management
“Management is easy. Leadership is motivating people, turning people on, getting 110% out of a personal relationship.”
- Colin Powell
“Jack of All Trades” Syndrome
Also known as “How Many Hats Do You Wear?”
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Consider a time study of all the things the leader in your organization does
Analyze if a leader needs to be doing all of these tasks
Assign an hourly wage to these tasks, based not on who is doing them, but what is being done
Note the variance between the rate of the person who is doing the tasks vs. the established hourly value
HMMMM…..How do we fix this problem????
Create new systems that streamline tasks
Delegation to existing staff?
Outsource the task?
Hire new staff?
Adapted from Dennis Duroff
Monday Morning Business Gems
www.dennisduroff.com
Final Exercise
Write down your highest priority and your goals for achieving it
Write down one person outside of your organization that you will build a relationship with for outside support
Put it in envelope provided and return to presenters
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“Contrary to popular opinion, leadership is not about decid-ing where other people should go. It's about finding out where they want to go and then helping them get there.”
--Unknown