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Capacity Building for Nonprofit and Business Development
Capacity Building for Nonprofit and Business Development
Capacity Building for Nonprofit and Business Development
Capacity Building for Nonprofit and Business Development
Capacity Building for Nonprofit and Business Development
Capacity Building for Nonprofit and Business Development
Capacity Building for Nonprofit and Business Development
Capacity Building for Nonprofit and Business Development
Capacity Building for Nonprofit and Business Development
Capacity Building for Nonprofit and Business Development
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Capacity Building for Nonprofit and Business Development


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Consultant brochure that includes: …

Consultant brochure that includes:
1. a case for investing in capacity building
2. my process for developing effective deliverables
3. featured client list
4. deliverable menu for proposal departments
5. about me

Published in: Career, Business, Technology
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  • 1. Amy Malouf Capacity Building for Business Development Transforming dreams into tangible realities 602.471.9731 Scottsdale, AZ
  • 2. Introduction Capacity building for business development Capacity building is defined as actions that improve effectiveness. Capacity building projects create long-term change and improve performance. They involve building staff knowledge and capabilities, helping design systems and procedures, improving decision processes, facilitating discussions, coaching leaders and providing training to users. Need Organizations look to capacity building as a solution when there is: • Rapid Growth: increases the need for funds and support tools • Priority Shift: changes in strategic plans open the window for new funding opportunities • Staff Turnover: knowledge is lost when key staff leave Common problems for development departments are: • making bid decisions on an ad hoc basis • lacking knowledge of potential opportunities and funding sources • wasting resources on opportunities with low win probabilities and unattainable requirements • creating new programs rather than supporting current work • consistently playing catch-up causing staff burn out and lowering quality • committing to unrealistic scope of work and reporting requirements • using out-of-date research and program descriptions • duplicating efforts because resources are not able to be centrally accessed • neglecting opportunities for partnerships and subcontracting • struggling with existing systems that are not user-friendly or not comprehensive enough to have an impact • planning on an ad hoc basis and is not supported by systematically collected data Approach Effective capacity building projects are grounded in a results-oriented, user-centric approach. Efforts are focused on: • developing meaningful relationships with leadership and staff to reveal root causes of problems • facilitating communication across organizational silos • creating a feedback loop between funders, leadership, staff and service clients • designing systems that generate quantifiable measures of outcomes • training leadership and staff to use technology and tools The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year. -John Foster Dulles
  • 3. Introduction Tools and technology can promote communication and coordination between organizational silos. They result in increased effectiveness and cohesive decision- making, ultimately generating more revenue. Results A common misconception is that capacity building is limited to administrative functions. However, capacity products can dramatically increase revenue. Efficient products: • facilitate rapid turn-around times so organizations can apply for more opportunities with less effort • lower time-on-task decreasing staff burden • deliver higher quality products that attract bigger funders and awards • clearly communicate differentiators and win themes that distinguish the organization from competitors • minimize disruption during growth and transitions • maximize the impact of existing assets to reduce expenditures • promote transparency and accountability that helps retain current funding The best capacity building deliverables produce results not reports. Service Clients Funder Leadership Business Development Finance Project Operations Contract Administration Cross-Silo Communication and Coordination
  • 4. Process Process My training and experience has led me to develop a systematic process to developing effective deliverables. This process follows products from conceptualization to outcome evaluation. It involves all stakeholders from leadership to end-users. Assess Where are we now? Where do we want to be? During assessment, I work with an organization to develop a realistic picture of their As-is state. Together, we take stock of their current assets and resources, as well as challenges and roadblocks. My asset-based approach is to first look at how existing resources may be leveraged. Typical assessment activities include: • gathering information from stakeholders across department silos and organizational hierarchies • reviewing systems, software and tools • observing user tasks and processes • documenting workflows with business mapping tools Assessment also includes developing a To-be vision that identifies dreams and needs for the future. I believe it is important to respect the roots and mission of an organization while supporting the evolution of their strategy and capacity. Analyze What do we need in order to improve? Next, I identify processes, systems, tools and training that can be improved to increase capacity. If an existing resource is not working, my philosophy is not to blame the user. The source of the problem is almost always found in poor system design, inappropriate tools, lack of user training and/or ineffective processes. It is my job to maximize the potential of existing assets to bring the most benefit the client. If a client needs to invest in new technology, I am able to inform their decision- making by analyzing: market options, return-on-investment (ROI), scalability, reusability and sustainability. I have worked with large enterprise-level systems to free open source tools and I don’t try to sell clients more than they need. Plan How will we get there? Business Development projects are time-sensitive, high-profile and have big impacts on organizations. Capacity building projects increase efficiency to improve turn-around times, individual time-on-task and quality. A well thought out project plan encompasses high-level strategy and detailed tasks. Too often, the pressure to respond to urgent demands delays careful planning. I can help organizations to prioritize their needs and set realistic goals based on resources. In many cases, I can immediately implement remedies to acute issues.
  • 5. Process Champion Is everyone in agreement? Before a project is launched, it is critical that the stakeholders buy-in to the project plan. Change can be daunting, but I am passionate about being an advocate for solutions. Championing a change includes: educating stakeholders, answering all questions, addressing issues, discussing realistic roles and responsibilities, committing to the project plan and setting guidelines for collaboration and updates. Design What will the solution look like and how will it work? During the design phase I build the content architecture and fill-in the detailed elements of the product. Most clients need to see a concept to concretely understand how it will fit into their work. I create mock-ups, storyboards, wireframes and prototypes to visually demonstrate the end-product. This is a great opportunity for collaboration with stakeholders. We identify and solve issues before they become problems. This is also a time when users get really excited. The say, “Wow! This is going to make my job so much easier!” Build How is it going? Content management projects generally begin by deconstructing information into small chunks. Large, cohesive documents are broken up into objects and organized into categories. This reveals how information is overlapping and work is being duplicated. The initial stages can appear as chaos from the outside, however, the architecture quickly takes shape into its new and improved form. During the building phase, current operations are conducted normally as I develop in a test environment. This ensures a seamless transition to the new product. While building a solution, most of my time is spent heads-down or collaborating with subject matter experts (SMEs). The project plan is the guide and closely monitored. I am in regular communication with my clients about the project’s progress. Test Does the solution really work for us? What good is a system if it doesn’t work? Any system or tool needs to be verified that it functions and meets the original needs. Just as important, it must be verified that it works for the users. To test usability, I sit down with clients and supportively ask them to perform tasks with minimal instruction. A good system should be intuitive. I make note of trouble areas and identify what needs to be corrected and clarified. Testing ensures that the end-product fully meets the needs.
  • 6. Process Train How do we use it? Similarly, what good is a system if no one knows how to use it? Users at all levels need to be trained on technology and processes. I can provide interactive trainings tailored to the client’s needs. Most users prefer a visual approach to instruction so I conduct live walk-throughs and create recorded screencast videos to “show” rather than “tell.” Instead of writing lengthy manuals that no one actually reads, my written materials are task-oriented how-to guides and quick references. Remote workers benefit from web-based user assistance and virtual interactions. Again, it is not the user’s fault if they don’t understand, it’s my job to create an intuitive product and educate users until they feel confident. Support What now? Successful capacity products become the working tools that users depend on every day. Sustainable solutions grow and evolve with the organization. All of my templates and tools can be easily reused and customized. I continue to support my clients after the end-products are delivered and adopted. I am available to troubleshoot, train and develop any add-ons to the original scope. Feedback from my clients is vital to my practice and I follow-up with clients to evaluate the results of my work and measure outcomes. Leadership is the capacity to translate vision into reality. - Warren Bennis
  • 7. Featured Clients Featured Clients Neighborhood Ministries, Inc. Faith-based urban community development non-profit Need: Increase grant revenue to support organization’s growth and complement strategic planning initiative. Solution: Assessing past proposals, researching opportunities, developing strategy, writing new standardized boilerplate for organization and programs, creating templates, developing information tools, writing corporate/private foundation, city, state and federal grants. Business Enterprise Mapping, Inc. Business process improvement consulting firm with multinational corporate clients Need: Provide clients with value-added knowledge resources to support the firm’s consulting products. Solution: Wrote customized product manual, designed reusable templates, created interactive training and marketing materials. CDI, Corp. Engineering and technology services and staffing company Need: Improve consistency, accuracy and usability of newly adopted Business Development Content Management System (CMS). Solution: Analyzed information architecture, conducted usability tests, edited content, revised processes and modified user-interface. Cogonosante, LLC (formerly FOX Systems) IT services consultant firm for government healthcare organizations Need: Respond to business development demands created by a recent merger and begin to pursue federal opportunities. Solution: Redesigned proposal resources for increased regulatory compliance, wrote federal-focused boilerplate, developed processes and procedures for rapid turn-around and quality control. Community Health Organization, NPO Grassroots non-profit providing health services to the uninsured poor Need: Apply to become a 501(c)3 and begin to pursue grant funding. Solution: Advised client about funding and reporting requirements. Wrote narrative descriptions of mission, work and strategic goals. Created reporting capacity tools. Swift Air, LLC Private aviation operations and management company Need: Rapid development of highly-regulated documentation and training materials for 20-million dollar certification project. Solution: Built technical publication CMS from ground-up. Developed auditable reporting systems. Teamed to create 13 manuals in 3 months. Thermo-Imaging Services, LLC Driftwood Trading Post, LLC Tacoistas, LLC Small business start-ups Need: Revenue for business launch and first 2-years of operations. Solution: Researched markets, developed business development strategies, wrote business plans and marketing materials, created efficient business management systems.
  • 8. Deliverable Menu Deliverable Menu for Proposal Departments Leadership Support • Business Development Strategy • Market and Competitor Research and Tracking • Opportunity Research and Tracking • Opportunity Pipeline and Forecast • Bid Criteria and Decision Matrix • Pre-Release Planning • Bid Committee Processes and Decision Facilitation • Partner and Subcontractor Relationship Development • Funder Profiles and Targeted Communications • Proposal/Project Conceptualization • Proposal Level of Effort Analysis • Formal Proposal Planning • Proposal Participation Facilitation • Proposal Review Coordination • Post-Award Pass-off to Contract and Project Teams Technology • Content Management Systems (CMSs) for documents and data • Donor Databases that capture meaningful profiles • Metric Systems to analyze efforts and outcomes • Centralized Knowledge Libraries to collect and document internal expertise • Project Management Software (brand name and free access) • Web-based Collaboration Tools to support remote workers Tools • Proposal Document Templates • Up-to-date Organizational Boilerplate • Proposal Archives • Project Management Processes and Tools • Knowledge Resource Libraries • Time-on-Task and ROI Reporting • Submitted Response Tracking • Proposal Requirement Gathering • Proposal Overview Worksheets • Scope of Work Development • Key Personnel and Staffing Plans • Pricing and Cost Justifications • Indirect and In-Kind Cost Descriptions • Past Performance Summaries • Organizational Charts • Effective Graphics • Proposal Production Checklists • Oral Presentation Materials • Award Tracking • Meeting Agendas and Facilitation • Quality Assurance Processes and Tools Training • Interactive Technology Training • Proposal Department Policies and Processes • Style Standards and Brand Management • In-Document Review and Revision • Writer Evaluations • Partnership Relationships • Proposal Close-out and Lessons Learned Loop
  • 9. About Me About Me I am a technical communicator that specializes in translating complex content to business decision-makers, product users and compliance organizations. For over 10 years, I have been collaborating with cross-department teams in high-turnover environments. I recently completed a Certificate in Technical Writing and Communication where I learned the emerging trends and tools in web and mobile communication. My goal for every project is to balance the momentum of growth and innovation with meticulous quality standards. I have a proven record of delivering sustainable solutions on-time and in-budget. What I bring to the table • Dynamic communication and media: My passion is using language to translate complex concepts to real people. I specialize in creating user-centric written and visual content for online and mobile delivery. • Meta- and micro-perspective: I am able to look at projects from the big picture of business processes and strategic goals to the minutia of metrics and editing. • Flexibility and creativity: I am eager to try, test and refine new ideas and tools. I am energized by turning problems into opportunities. • Facilitation and collaboration: I have 10 years experience of leading cross-department stakeholder teams. Strategic project management and fluid communication is key to a successful project. • Advocacy and championing: I am passionate about helping organizations embrace current trends and innovation. Implementations can be challenging, but it is exciting to show users how changes can be solutions. Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results. - Andrew Carnegie
  • 10. Amy Malouf Capacity Building for Business Development Thank you for taking the time to review my services. Please do not hesitate to contact me with any questions about my skills or experience. Portfolio Samples and References available by request. I look forward to talking to you soon about your organization’s capacity needs and business development goals. Transforming dreams into tangible realities 602.471.9731 Scottsdale, AZ