Leadership Engagement: The Key to Capacity Building
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Leadership Engagement: The Key to Capacity Building

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The single most important component of a robust development program is leadership. This webinar will demonstrate how nonprofit organizations can leverage individual board members and the board as a ...

The single most important component of a robust development program is leadership. This webinar will demonstrate how nonprofit organizations can leverage individual board members and the board as a whole to engage in a successful philanthropic process.

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Leadership Engagement: The Key to Capacity Building Leadership Engagement: The Key to Capacity Building Presentation Transcript

  • Leadership Engagement: The Key to Capacity Building David A. Mersky January 18, 2012A Service Of: Sponsored by:
  • INTEGRATED PLANNING Advising nonprofits in: www.synthesispartnership.com • Strategy • Planning (617) 969-1881 • Organizational Development info@synthesispartnership.comA Service Of: Sponsored by:
  • Affordable collaborative data management in the cloud.A Service Of: Sponsored by:
  • Today’s Speaker David A. Mersky Founder and Managing Director, Mersky, Jaffe & AssociatesAssisting with chat questions: Hosting:April Hunt, Nonprofit Webinars Sam Frank, Synthesis PartnershipA Service Of: Sponsored by:
  • Leadership Engagement: The Key to Capacity Building David A. Mersky Founder and Managing Director Mersky, Jaffe & Associates January 18, 2012©2011 Mersky, Jaffe & Associates
  • ©2011 Mersky, Jaffe & Associates
  • The State of Philanthropy in America Today©2011 Mersky, Jaffe & Associates
  • The number of 501(c)(3) organizations 2001–2010
  • 2010 charitable givingTotal = $290.89 billion
  • Types of recipients of contributions, 2010 Total = $290.89 billion
  • Total giving, 1970–2010
  • Total giving as a percentage of Gross Domestic Product, 1970–2010Data are rounded.
  • Total charitable giving and the Standard & Poors 500 Index (Adjusted for inflation)
  • Giving by type of recipient as a percentage of total givingData began in 1978 for foundations and in 1987 for environment/animals and international affairs.
  • Types of recipients of contributions, 2010 Total = $290.89 billion
  • Q: How do you get your piece of the pie?©2010 Mersky, Jaffe & Associates
  • A:• A Strong Leadership Team• A Comprehensive Plan• A Compelling Case©2010 Mersky, Jaffe & Associates
  • PROPER PLANNING PREVENTS POSSIBLE POOR PERFORMANCE©2011 Mersky, Jaffe & Associates
  • PROPER PLANNING PROMOTES POSSIBLE POSITIVE PERFORMANCE©2011 Mersky, Jaffe & Associates
  • ©2011 Mersky, Jaffe & Associates
  • GAINS: The Platonic Ideal Board member tasks and responsibilities©2011 Mersky, Jaffe & Associates
  • GIVE • Their gift makes a difference • Their gift empowers them to serve as an advocate and ambassador • Their gift enhances their credibility to ask others to give©2011 Mersky, Jaffe & Associates
  • ACKNOWLEDGE • Acknowledge contributions in personally written letters and calls • Tell donors how valuable their gift is • Recognize donors at events personally©2011 Mersky, Jaffe & Associates
  • IDENTIFY• Review existing prospects and donors• Identify others from communal, professional or personal contacts©2011 Mersky, Jaffe & Associates
  • ENGAGE or if you prefer NURTURE • Educate and encourage prospects to support the organization • Host a meeting at home for major gift prospects • Conduct one-on-one encounters to engage prospects©2011 Mersky, Jaffe & Associates
  • SOLICIT• People give to people• Approach people with whom they are comfortable• By asking others to give, leaders fulfill their responsibility to provide financial resources• Build a community of donors and funders©2011 Mersky, Jaffe & Associates
  • A strong board has…• Dedication to the organization’s purpose• Regularly scheduled discussions about goals and objectives• No fear of failure• Unshakable confidence in the organization’s objectives• Patience—it takes time to reach goals• Priorities and timelines©2011 Mersky, Jaffe & Associates
  • A strong board has…• Personal energy• Persistence• Commitment to change• Willingness to try new things• An understanding of the role of and respect for professional staff©2011 Mersky, Jaffe & Associates
  • Only a board can…• Define and disseminate the mission• Set institutional goals• Manage the assets• Authorize and oversee budgets• Provide financial resources to fulfill the mission and meet the institutional goals• Engage the ―CEO‖• Replace themselves©2011 Mersky, Jaffe & Associates
  • Guiding Principles• A successful organization begets successful board recruitment and retention• Strong staff attracts strong board members• If your board is unwilling to pay the going rate for quality staff, you will get what you pay for©2011 Mersky, Jaffe & Associates
  • Guiding Principles• Success results from the shared commitment of board and staff• A board member who is properly prepared is productive• When recruiting your board, as in soliciting funds, you are hurt more by those who were not asked and would have said ―yes‖ than by those who say ―no‖©2011 Mersky, Jaffe & Associates
  • The Annual Fund Plan: BOARD DEVELOPMENT • Assess the current board • Committee on Governance and Leadership Development – Create job descriptions – Identification, recruitment, appointment and confirmation of members – Board member agreement? • Orientation Meeting/Materials • Evaluate©2011 Mersky, Jaffe & Associates
  • Obstacles to Board Effectiveness• Absence of a written rationale for the existence and role of the board• Lack of a studied design for the composition criteria, on site/in-house orientation and function of board members, and• Failure of control and evaluation of the board and its members by the board itself©2011 Mersky, Jaffe & Associates
  • ©2011 Mersky, Jaffe & Associates
  • The Board Building Cycle Identify Celebrate Cultivate Rotate Recruit Orient Assess Educate Involve©2011 Mersky, Jaffe & Associates
  • Identify• A board is like a puzzle• Profile your existing board• Establish criteria for new board members• Create a file for each prospect• Assign a prospect manager©2011 Mersky, Jaffe & Associates
  • Cultivate • Personally invite prospective board members to special events • Follow up with one-on-one encounters • Focus on prospect’s interests—not organizational needs • Develop relationship©2011 Mersky, Jaffe & Associates
  • Recruit• Face to face meeting with board chair, ―CEO‖ and prospect manager• Make expectations clear• Written job description• Board member agreement or commitment letter©2011 Mersky, Jaffe & Associates
  • Orient • Provide all new board members with • history • by-laws • budget review • strategic plan • org chart • mentor • Create harmony between new and old board members©2011 Mersky, Jaffe & Associates
  • Involve• Conduct valuable, informative meetings• Delegate meaningful tasks to new board members• Pair them with veterans©2011 Mersky, Jaffe & Associates
  • Educate • Help people advance within the organization • Train board members to succeed • Help individuals overcome their anxieties about asking©2011 Mersky, Jaffe & Associates
  • Assess • Review every board and committee meeting • Individual board members should do a self-evaluation • Board members should assess the board and the organization regularly©2011 Mersky, Jaffe & Associates
  • Rotate• Set terms for service on the board• Groom current board for executive positions• Continually search for new leadership• Create opportunities for ―past‖ leadership to serve©2011 Mersky, Jaffe & Associates
  • Celebrate• Complete the board building cycle with the achievement of organizational goals and fulfillment of the mission• Begin the cycle anew by identifying prospective new leadership©2011 Mersky, Jaffe & Associates
  • The Board Building Cycle Identify Celebrate Cultivate Rotate Recruit Orient Assess Educate Involve©2011 Mersky, Jaffe & Associates
  • Fund Raising RolesSTAFF Board• Provides information about the • Learns the mission and goals of the organization organization• Develops proposals and letters • Provides information about prospects• Provides first draft and coordinates • Provides final edit of and signs mailing of solicitation letters solicitation letters• Provides follow up to all solicitation • Solicits gifts on behalf of the calls organization• Sends reminders and organizes report • Uses linkages to set appointments meetings • Asks for the gift in a solicitation• Provides information about programs meeting and tax advantages in a solicitation call • Practices solicitation calls with team• Schedules solicitation rehearsals members©2011 Mersky, Jaffe & Associates
  • ©2011 Mersky, Jaffe & Associates
  • Board members are… …busy people who care deeply about your mission©2011 Mersky, Jaffe & Associates
  • Board members are… …champions of your vision©2011 Mersky, Jaffe & Associates
  • Board members are… …amateurs— full of passion and love for your core values©2011 Mersky, Jaffe & Associates
  • Mersky, Jaffe & Associates Financial and Human Resource Development Solutions for Nonprofits 800.361.8689 413.556.1074 fax www.merskyjaffe.com OFFICES IN BOSTON AND NEW YORK©2011 Mersky, Jaffe & Associates
  • Find listings for our current season of webinars and register at: NonprofitWebinars.comA Service Of: Sponsored by: