Capacity Building for Nonprofit Organizations


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Presentation and live webinar hosted by California Community Foundation for donors interested in assisting their favorite nonprofits in capacity building.

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  • Managing Finances in a Changed Economy 2011 Nonprofit Finance Fund
  • Not linear CRCD and Project GRAD examples
  • Imagine providing every foster child with a loving and supportive community that instills the values, principles and life skills that lead to a successful and productive life. This is the vision that Peace4Kids carries out daily in the South Los Angeles neighborhoods of Watts, Willowbrook and Compton. We believe that all youth deserve a sense of belonging and stability in a responsive, consistent, and nurturing environment, allowing them to discover their unique voice and limitless potential for success. Unfortunately, youth in foster care experience multiple traumas that often rob them of this privilege.
  • Explain what a Logic Model is… 1) “Developed Logic Models for programming that were specific to each age group.” “ The ultimate common goal for all of the models was to support the children in becoming productive, self-actualized, healthy, self-valuing individuals.” “ Then indicators were developed uniquely for each age bracket so that goals for young children included, for example, controlling impulses, while for teenage youth, they included for example not engaging in high risk behaviors or sexual engagement.” 2) “Development of New and Revised Intake Application Forms for foster care youth: to capture new demographic information and other details about the youth participants in our programs.” 3) “Created a Program Improvement Committee within our organization: to have staff, executive staff and board members engaged as proactive leaders in the development of program improvement criteria.”
  • 1) Peace 4 Kids expanded the age range of the foster youth served : By going through the Logic Model exercise, Peace 4 Kids identified that they could have an even greater impact on the positive development of foster youth by offering their intervention and support programs at a younger age, leading to the creation of programs to engage younger children. 2) Peace 4 Kids just submitted a funding proposal to the Department of Justice for mentoring program : By going through the Logic Model, Peace 4 Kids is better able to articulate why its programs are uniquely effective. This makes the organization more competitive for future funding opportunities and more resilient to overcome rigorous funding evaluations. 3) New Data Collection and Analysis Process: By going through the Logic Model exercise, Peace 4 Kids was able to identify the kinds of information they need in order to demonstrate their results. Staff are now being trained both on the data they need to capture and on the computer programs that will enable them to analyze and communicate that data to show impact.
  • Program Effectiveness: Better able to serve target community by more strategically addressing its needs Program Impact: Better able to track its progress and direct its programs to achieve desired results Program Funding: Better able to capture and communicate results for funding opportunities Program Sustainability: Increased program effectiveness, ability to capture results and convey impact to funders increases organization’s potential for sustainability
  • Capacity Building for Nonprofit Organizations

    1. 1. Making Good Organizations Great How you, as a donor, can help your favorite nonprofit become self-sustaining and achieve its mission 
    2. 2. What is Capacity Building? <ul><li>Capacity Building Grants help strengthen the nonprofit organization itself, so that in the long-term, it is better able to sustain the programs we care about and make them ultimately more effective for the community </li></ul>Institutional Operations Programs
    3. 3. Today’s Featured Capacities <ul><ul><li>Three kinds of capacity building services that can be critical to an organization’s wellbeing: </li></ul></ul>Leadership Development Financial Sustainability Program Effectiveness
    4. 4. Relevant to Our Times: <ul><li>The current economic climate has led to: </li></ul><ul><li>The flipside is that it has also given nonprofits an opportunity to become stronger: </li></ul><ul><ul><li>By assessing it’s strengths/weaknesses </li></ul></ul><ul><ul><li>Filling in its weaknesses and building on its strengths </li></ul></ul>Reduced Funding Increased Need
    5. 5. How Capacity Building Relates to you as a Philanthropist <ul><li>If you… </li></ul><ul><li>have supported an organization over the years that is still in the same place of breaking even… </li></ul><ul><li>know of a great organization whose work you want to be sure lasts for years to come… </li></ul><ul><li>have a relationship of an organization that has been severely impacted by the economy… </li></ul><ul><li>A Grant for Capacity Building may be an ideal way to help that organization overcome today’s challenges and unleash its potential for long-term sustainability. </li></ul>
    6. 6. Expert Capacity Presenters Executive Service Corps: Leadership Development Nonprofit Finance Fund: Financial Stability Special Service for Groups: Program Effectiveness
    7. 7. Nonprofit Finance Fund Presented by Karla V. Salazar, Director Jessica LaBarbera, Director Nonprofit Finance Fund May 6, 2011 Getting to Know Nonprofit Finance Fund
    8. 8. Nonprofit Finance Fund: Where Money Meets Mission <ul><li>Served thousands of nonprofits and funders since 1980 </li></ul><ul><li>CAPITAL ACCESS </li></ul><ul><ul><li>Nearly 30 years of experience as a 501(c)(3) Community Development Financial Institution (CDFI) </li></ul></ul><ul><ul><li>Create access to capital directly (e.g., loans) and/or strategic partnerships (e.g., Program Related Investment management, Philanthropic Equity, and Catalyst Funds) </li></ul></ul><ul><ul><li>New Market Tax Credits, $280 million in loans; $100 million in New Market Tax Credit deals; over $1 billion in capital leveraged </li></ul></ul><ul><li>CONSULTING </li></ul><ul><ul><li>Over 1,000 consulting engagements and workshops in past 5 years </li></ul></ul><ul><ul><li>Financial advisors and educators </li></ul></ul><ul><ul><li>Collaboration/Merger specialists </li></ul></ul><ul><li>Serving nonprofits nationwide from seven local offices </li></ul><ul><ul><li>Northeast: Boston, New York </li></ul></ul><ul><ul><li>Mid-Atlantic: Philadelphia, Newark, NJ </li></ul></ul><ul><ul><li>Midwest: Detroit </li></ul></ul><ul><ul><li>West Coast: San Francisco and Los Angeles </li></ul></ul><ul><ul><li>All sub-sectors served: $300,000 to $50 million </li></ul></ul>“ [NFF is]… arguably the most influential voice in the ongoing effort to reshape thinking and practice about nonprofit capitalization.” – The Nonprofit Times
    9. 9. NFF Addresses a Central Nonprofit Challenge <ul><li>Why do so many nonprofits run into financial difficulties, despite their excellent programs, and what can we do about it? </li></ul>Mission and Program Capacity Capital What you do and why you do it Your ability to do what you do: Supporting infrastructure (e.g., people, space, and processes) What you have and how it is distributed: Assets, Liabilities and Net Assets
    10. 10. Educating our Sector to Move Beyond Breaking Even <ul><li>Like any organization, nonprofits need to cover the ‘full cost’ of delivering programs </li></ul><ul><ul><li>Tax Status vs. Business Model </li></ul></ul><ul><ul><li>Full Costs > Operating Expenses </li></ul></ul><ul><li>Full costs include: </li></ul>Operating Expenses Fixed Asset Additions Debt Principal Working Capital Reserves Depreciation
    11. 11. Five Steps that NFF uses to Assess a Nonprofit’s Financial Health <ul><ul><li>Profitability & Savings: Are costs covered? Are surpluses sufficient to pay for debt principal and facility or equipment purchases? Is the nonprofit generating adequate savings? </li></ul></ul><ul><ul><li>Revenue Dynamics: Where does the nonprofit’s money come from? Are revenue streams relatively reliable or at risk? </li></ul></ul><ul><ul><li>Expense Dynamics: Does management understand the differences between direct, indirect and full costs? Does management adjust costs in response to revenue shortfalls? </li></ul></ul><ul><ul><li>Health of Balance Sheet: Are the size, nature and distribution of assets, net assets and liabilities appropriate to support the organization’s business and programs over the long term? </li></ul></ul><ul><ul><li>Liquidity: Is there enough cash available to cover current obligations? How quickly do receivables convert to cash? How liquid are the nonprofit’s net assets? </li></ul></ul>
    12. 12. NFF Financial Tools <ul><li>Our financial tools are designed to help nonprofit management plan effectively during years of economic uncertainty and beyond. </li></ul><ul><ul><li>Nonprofit Business Analysis (NBA) & Financial Situation Analysis (FSA) </li></ul></ul><ul><ul><li>Financial Management Tools: Cash Flow Analysis, Scenario Planning, and Program Profitability Analysis </li></ul></ul><ul><ul><li>Facilities Solutions: Systems Replacement Plan (SRP) </li></ul></ul><ul><ul><li>Nonprofit Finance Workshops & Clinic </li></ul></ul>
    13. 13. 1) Financial Expertise: Nonprofit Finance Workshops & Clinic <ul><li>Nonprofit Finance Workshops </li></ul><ul><ul><li>Linking Money to Mission: A Balancing Act </li></ul></ul><ul><ul><li>Facilities Projects: Funding and Financing Strategies </li></ul></ul><ul><ul><li>Growth and Nonprofit Organizations: Achieving Impact and Stability </li></ul></ul><ul><li>Financial Leadership Clinic </li></ul><ul><ul><li>What every nonprofit leader needs to know about the role finance plays in supporting nonprofit mission and program </li></ul></ul><ul><ul><li>An opportunity to bring key staff and board members together to examine the crucial financial underpinnings of an organization </li></ul></ul><ul><ul><li>A chance to gain in just two days: </li></ul></ul><ul><ul><ul><li>A greater understanding of nonprofit finance </li></ul></ul></ul><ul><ul><ul><li>Customized financial analysis of the organization </li></ul></ul></ul><ul><ul><ul><li>An insider look at the financials of similar nonprofit organizations </li></ul></ul></ul>
    14. 14. 2) Nonprofit Business Analysis (NBA) & Financial Situation Analysis (FSA) <ul><li>The NBA and FSA are an one-on-one consultation using proprietary financial analysis. It provides: </li></ul><ul><ul><li>An in-depth examination of a nonprofit’s financial strengths and weaknesses </li></ul></ul><ul><ul><li>A fresh, independent perspective to help organizations balance financial considerations with program goals </li></ul></ul><ul><ul><li>Clear visuals and helpful tips to help an organization better communicate its financial situation to stakeholders </li></ul></ul><ul><li>Clients benefit from: </li></ul><ul><ul><li>One-on-one collaborative engagement with nonprofit financial experts </li></ul></ul><ul><ul><li>Clear and easy-to-use reports, illuminating a five-year financial picture </li></ul></ul><ul><ul><li>Trend analyses, charts and recommendations to communicate financial needs to stakeholders </li></ul></ul><ul><ul><li>Technical assistance to reinforce lessons from the NBA </li></ul></ul>
    15. 15. 3) Financial Management Tools Program Profitability Analysis Scenario Testing Explore strategic partnerships, collaborations, mergers Debt Consulting and Access to Capital Cash Flow Planning Financial & Organizational Assessment
    16. 16. 4) Facilities Solutions: Systems Replacement Plan (SRP) <ul><li>A Systems Replacement Plan (SRP) gives you a practical plan to take care of your building for the next 20 years, so that it can continue to safely house your mission and programs </li></ul><ul><li>An SRP is an assessment of the 20-year repair and replacement needs and costs for a nonprofit facility: </li></ul><ul><ul><li>Provides a comprehensive facilities analysis by engineers, architects or construction consultants </li></ul></ul><ul><ul><li>Forecasts the necessary replacement of specific systems and equipment, presuming routine maintenance </li></ul></ul><ul><ul><li>Details a year-by-year breakdown of proposed costs and savings </li></ul></ul><ul><li>Who can take advantage of an SRP? </li></ul><ul><ul><li>Nonprofits that own buildings </li></ul></ul><ul><ul><li>Nonprofits with a long-term lease that are responsible for all repairs and replacement </li></ul></ul>
    17. 17. NFF approach to working with a Nonprofit Organization to Achieve Sustainability Success & Ongoing Improvement Execution Planning & Decision-making Communication Education Understanding links between finance and mission success Using data to better articulate mission needs Translating what you’ve learned into short- and long-term actions Integrating plans into day-to-day activities and organizational culture Conducting continuous evaluation to leverage impact and adjust course
    18. 18. Nonprofit Finance Fund <ul><li>Thank you! </li></ul><ul><li>To learn more about NFF: </li></ul><ul><ul><li>Visit our website: </li></ul></ul><ul><ul><li>Sign up for news and updates through our website </li></ul></ul><ul><ul><li>Follow us on Twitter! </li></ul></ul><ul><ul><li>Contact us: </li></ul></ul><ul><ul><ul><li>Karla V. Salazar Jessica LaBarbera </li></ul></ul></ul><ul><ul><ul><li>Director Director </li></ul></ul></ul><ul><ul><ul><li>213-623-7001, ext. 2 213-623-7001, ext. 5 </li></ul></ul></ul><ul><ul><ul><li>[email_address] [email_address] </li></ul></ul></ul>
    19. 19. Example of Nonprofit Finance Fund’s Work with a Nonprofit Client <ul><li>Korean Health Education Information & Research Center </li></ul>
    20. 20. Who is KHEIR? <ul><li>The KHEIR Center is a primary provider of critical linguistic & culturally-appropriate healthcare and human services support to the residents of Los Angeles and its neighboring communities. </li></ul><ul><li>Annually, KHEIR Center offers over 30,000 Human Services case visits, 100,000 hot meals to seniors, and 10,000 patient visits in English, Spanish, and Korean. </li></ul>
    21. 21. Recent challenges that KHEIR sought to address with the Nonprofit Finance Fund <ul><li>One of the key programs for KHEIR, the Adult Day Health Care (ADHC) Center has faced an over saturation in the market for Korean seniors with fierce competition from private clinics. </li></ul><ul><li>Also, since the economic recession, there is a constant threat of the ADHC program facing elimination. Currently about 70% of revenue comes from ADHC. </li></ul><ul><li>The staff and the Board were in agreement that KHEIR should: </li></ul><ul><ul><ul><ul><ul><li>Diversify revenue streams by also diversifying programs and funding sources. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Develop a financial capacity building & sustainability plan, based on a worst case scenario of ADHC eliminations. </li></ul></ul></ul></ul></ul>
    22. 22. KHEIR’s work with the Nonprofit Finance Fund <ul><li>Through a “Scenario Planning Engagement” Exercise </li></ul><ul><li>KHEIR & NFF examined the fiscal and programmatic impact of a funding reduction to the Adult Day Health Care (ADHC) Centers on KHEIR </li></ul>
    23. 23. Scenarios KHEIR explored with the Nonprofit Finance Fund Secure diverse revenue sources and clientele. Utilize/ leverage funds to address housing needs for long-term community benefit. Decision What if Scenario Options Financial Impact #1 Financial Impact #2 ADHC is severely cut or eliminated Minimal Adult Day Care or complete closure Minimal Adult Day Care would require an additional revenue of $1.3 million/year to be sustainable Use $1 million of existing reserves to help wind down ADHC (assuming full year transition is needed) Clinic focuses on attracting new clients Increase marketing $$ Hire new employees Bottom line improves by roughly $250,000 based on projected increase in client intake Stay as-is, allow management to focus on other operational needs
    24. 24. Actions Taken by KHEIR as result of work with the Nonprofit Finance Fund <ul><ul><ul><ul><li>Adult Day Health Care </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Renegotiating lease </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Researching addition of a new patient group (service language) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Exploring federal programs for long-term sustainability </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Identifying public-private partnership opportunities for Assisted Living Facility </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Clinic </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Identifying new revenue opportunities: </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>HMO Contracts </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Marketing Imaging Services to other Clinics & Private Practices </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Securing service contracts (Federal, State & County) </li></ul></ul></ul></ul></ul>
    25. 25. Replicating KHEIR-NFF Success: Who Else Can Benefit? <ul><ul><ul><ul><li>Organizations Reviewing Their: </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Long Term Sustainability </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Revenue Model </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Effectiveness (Individual Programs, Agency-Wide) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Growth Potential </li></ul></ul></ul></ul>
    26. 26. Expert Capacity Presenters Executive Service Corps: Leadership Development Nonprofit Finance Fund: Financial Stability Special Service for Groups: Program Effectiveness
    27. 27. Building a Learning Organization to Increase Program Effectiveness Special Service for Groups
    28. 28. Who is SSG? <ul><li>Incorporated in 1952 </li></ul><ul><li>Operates 20 programs </li></ul><ul><li>Address key issues identified as priorities by local grassroots communities </li></ul><ul><li>In last decade, SSG has excelled in developing and leading collaborative efforts with other community-based organizations </li></ul><ul><li>Today’s focus: SSG Research and Evaluation’s work as a capacity builder for program evaluations to increase program effectiveness </li></ul>
    29. 29. Why Important? <ul><li>1) Boosts Program Effectiveness </li></ul><ul><ul><li>Nonprofits need to capture information about their programs in order to manage it, learn from it and improve the future of the program. </li></ul></ul><ul><li>2) Supports Fundraising Efforts </li></ul><ul><ul><li>Nonprofits need concrete information about the impact of their programs in order to convey that they are effective to potential funders to increase funding for their programs. </li></ul></ul>
    30. 30. Don’t organizations already know this? <ul><li>Nonprofits are generally funded to implement and report on program completion </li></ul><ul><li>Organizations are rarely funded to evaluate their programs </li></ul><ul><ul><li>Forfeits valuable lessons learned to make future programs more effective </li></ul></ul><ul><ul><li>Repeat the same mistakes over and over again </li></ul></ul><ul><ul><li>Or miss the opportunity to replicate successes </li></ul></ul><ul><ul><li>When could alternatively be getting better and better </li></ul></ul>
    31. 31. SSG as Capacity Builder <ul><li>CCF contracted SSG in 2010 for an evaluation capacity building project called Building Learning Organizations. </li></ul><ul><li>The purpose was to help nonprofits conduct their evaluations—not only as a reporting mechanism—but primarily as a tool to: </li></ul><ul><ul><ul><li>Improve programs </li></ul></ul></ul><ul><ul><ul><li>Achieve better outcomes </li></ul></ul></ul><ul><ul><ul><li>Inform nonprofits’ organizational development </li></ul></ul></ul>
    32. 32. SSG Strategy with Nonprofits <ul><li>Feedback Loop </li></ul>
    33. 33. What SSG achieves with nonprofits: <ul><li>Increase staff knowledge of program evaluation concepts and their importance and link those concepts to organizational learning and improvement </li></ul><ul><li>Increase capacity of nonprofit organizations to document and evaluate their outcomes and to use evaluation data to inform their organization’s development and programming </li></ul><ul><li>Integrate evaluation as a regular part of the organizational culture, and not external to - or independent of - the organization. </li></ul>
    34. 34. Kind of nonprofit that can benefit: <ul><li>Characteristics of nonprofits that can benefit : </li></ul><ul><ul><li>ACCOUNTABILITY CHANGE: Used to compliance reporting but want to switch to an outcomes-based model of accountability (measuring impact versus program completion) </li></ul></ul><ul><ul><li>ORGANIZATION DEVELOPMENT: Want to use data to support program improvement, fundraising initiatives and policy advocacy efforts </li></ul></ul><ul><li>Characteristics of nonprofits that demonstrate readiness : </li></ul><ul><ul><li>Leadership buy-in </li></ul></ul><ul><ul><li>Organizations that are trying to implement their strategic plan that includes evaluation </li></ul></ul><ul><ul><li>Young or growing organization that does not yet have set infrastructure – more fluid and adaptable to changes </li></ul></ul><ul><ul><li>New or revamping programs </li></ul></ul>
    35. 35. Peace 4 Kids Empowering foster and at-risk youth by providing community as family Program Effectiveness Capacity Building Scenario with SSG
    36. 36. Conditions that prompted Peace 4 Kids to engage in Capacity Building with SSG <ul><li>Peace 4 Kids has an organizational philosophy of continuously seeking to improve </li></ul><ul><li>Concerns about the general funding climate in light of the economy </li></ul><ul><li>Leadership transition </li></ul><ul><li>Wanted to raise more funding and increase competitiveness for funding </li></ul><ul><li>Potential new law with possible impact on nonprofits serving foster care youth </li></ul>
    37. 37. Capacity Building Exercises Peace 4 Kids Realized with SSG <ul><li>Developed Logic Models for programming that were specific to each age group. </li></ul><ul><li>Development of New and Revised Intake Application Forms for foster care youth </li></ul><ul><li>Created a Program Improvement Committee within our organization </li></ul>
    38. 38. Results of Capacity Building on Peace 4 Kids for Program Effectiveness <ul><li>Expanded age range of the foster youth served: </li></ul><ul><ul><ul><ul><li>Identified greater impact by targeting younger children </li></ul></ul></ul></ul><ul><li>Submitted funding proposal to Dept. of Justice for mentoring program: </li></ul><ul><ul><ul><ul><li>Better able to articulate why programs uniquely effective </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Organization more competitive for funding </li></ul></ul></ul></ul><ul><li>New data collection and analysis process: </li></ul><ul><ul><ul><ul><li>Identified kind of information needed to demonstrate results </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Staff trained on data collection and using excel/spreadsheet software for data analysis </li></ul></ul></ul></ul>
    39. 39. Long-term Impact of Capacity Building on Peace 4 Kids <ul><li>Program Effectiveness : </li></ul><ul><ul><ul><li>More strategically address target community’s needs </li></ul></ul></ul><ul><li>Program Impact : </li></ul><ul><ul><ul><li>Track progress and direct programs for desired results </li></ul></ul></ul><ul><li>Program Funding: </li></ul><ul><ul><ul><li>Capture and communicate results for more funding </li></ul></ul></ul><ul><li>Program Sustainability : </li></ul><ul><ul><ul><li>Increased program effectiveness, ability to capture and convey results increases sustainability </li></ul></ul></ul>
    40. 40. SSG Contact Info <ul><li>Alexis Moreno </li></ul><ul><li>213.236.9395 </li></ul><ul><li>[email_address] </li></ul><ul><li> </li></ul>
    41. 41. Expert Capacity Presenters Executive Service Corps: Leadership Development Nonprofit Finance Fund: Financial Stability Special Service for Groups: Program Effectiveness
    42. 42. Strengthening nonprofits through coaching, consulting, and capacity-building provided by experienced executives who volunteer their services Executive Service Corps of Southern California
    43. 43. Executive Service Corps <ul><li>Over 120 volunteer executives </li></ul><ul><ul><li>80% business </li></ul></ul><ul><ul><li>15% nonprofit </li></ul></ul><ul><ul><li>5% government </li></ul></ul><ul><li>Serving over 150 local nonprofits each year </li></ul><ul><li>30 years in Southern California </li></ul><ul><li>One of nearly 40 ESC affiliates across the US </li></ul>
    44. 44. ESC Business Model <ul><li>Areas of Focus </li></ul><ul><li>Executive leadership development </li></ul><ul><li>Board development (today’s focus) </li></ul><ul><li>Fundraising </li></ul><ul><li>Management consulting, e.g.: </li></ul><ul><ul><li>Strategic planning </li></ul></ul><ul><ul><li>Finance </li></ul></ul><ul><ul><li>Human resources </li></ul></ul><ul><ul><li>Operations </li></ul></ul><ul><ul><li>Etc </li></ul></ul><ul><li>Value Proposition </li></ul><ul><li>Executive-level consultants </li></ul><ul><li>Volunteers, enabling affordable pricing </li></ul><ul><li>Coaching modality of service delivery, developmental approach to projects </li></ul><ul><li>Teams, therefore diverse expertise </li></ul><ul><li>Extensive training program (~30/yr): </li></ul><ul><ul><li>Best practices in nonprofit sector </li></ul></ul><ul><ul><li>Translating business expertise to nonprofits (or large NPs to small) </li></ul></ul>
    45. 45. Executive Service Corps Client Characteristics <ul><li>Existing nonprofits, government agencies, or established projects within an incubator/fiscal sponsor </li></ul><ul><li>Customized approach enables us to work with most sizes and types of organizations, at all lifecycle stages </li></ul><ul><li>However . . . </li></ul><ul><li>Since culture change is usually involved, project needs commitment of both executive staff and Board </li></ul><ul><li>Since our consultants don’t “do for,” org. needs to have sufficient human infrastructure for coaches to work with </li></ul>
    46. 46. Executive Service Corps’ Board Development Services <ul><li>Helps nonprofit Boards of Directors understand their critical governance and leadership responsibilities (the latter appropriate to their organization’s lifecycle stage) and assists the Board in building the infrastructure and culture to promote successful execution of that role </li></ul><ul><li>Provided as a customized consultation (generally 12 months) or as part of a cohort program with other nonprofits (CCF’s BLI is classroom instruction for the ED and two Board leaders along with individualized coaching) </li></ul>
    47. 47. St. Barnabas Senior Services <ul><li>one </li></ul><ul><li>two </li></ul><ul><li>three </li></ul><ul><li>four </li></ul><ul><li>More than100 years </li></ul><ul><li>Serves >5,000 seniors annually </li></ul><ul><li>Several locations throughout 15-mile service area near downtown </li></ul><ul><li>Award-winning leader & advocate </li></ul><ul><li>Programs include multipurpose center, cyber café, medical clinic, adult day healthcare, social work offices, six congregate meal sites </li></ul>
    48. 48. Goals of St. Barnabas’ Board Development Project with ESC <ul><li>To increase levels of engagement and commitment among existing Board members (i.e., attendance at meetings, participation on committees, acceptance of “give or get” requirement, willingness to make funder introductions and assist with public relations) </li></ul><ul><li>To strategically recruit new, quality Board members to better reflect population being served and to enhance connectedness to business and banking communities </li></ul>
    49. 49. What ESC Did With St. Barnabas <ul><li>Provided framework with timelines and milestones for identifying and prioritizing Board-related needs </li></ul><ul><li>Offered guidance for increasing members’ understanding of their roles and responsibilities, as well as building their levels of commitment, engagement, and accountability </li></ul><ul><li>Conducted regular coaching sessions with Board Chair and CEO – separately and together – to assist with developing strategies, creating tools, and supporting implementation </li></ul><ul><li>Participated in meeting(s) with members to facilitate their learning </li></ul>
    50. 50. Results of St. Barnabas’ Board Development Project with ESC <ul><li>Helped cement relationship between CEO and newly elected Board Chair </li></ul><ul><li>Strengthened Board capacity </li></ul><ul><li>100% of members signed new Board commitment letter </li></ul><ul><li>100% participation in Board retreat (incr. 50% over prior) </li></ul><ul><li>100% active participation on Board committees </li></ul><ul><li>All achieved with zero attrition from Board members (cont’d) </li></ul>
    51. 51. Results of St. Barnabas’ Board Development Project Cont’d <ul><li>Significant increase in meeting attendance/participation </li></ul><ul><li>Created formal Board recruitment process </li></ul><ul><li>Have already successfully recruited new Board members meeting gaps identified: </li></ul><ul><ul><li>Ethnic representation </li></ul></ul><ul><ul><li>Banking industry representation </li></ul></ul><ul><ul><li>Funder connections along with willingness to solicit them on behalf of SBSS (two new gifts so far) </li></ul></ul>
    52. 52. Benefits of St. Barnabas’ Board Development Project with ESC <ul><li>Enhancing sustainability through ensuring the organization will: </li></ul><ul><li>Access the financial , intellectual , and social capital of its Board </li></ul><ul><li>Develop a culture of partnership between Board & executive leadership </li></ul><ul><li>Make effective , efficient , and meaningful use of all its Board members </li></ul><ul><li>Through collective critical thinking and analysis, be better equipped to make vital decisions and meet future challenges </li></ul><ul><li>Build a community of support around a constellation of committed leaders rather than one charismatic executive or Board chair </li></ul>
    53. 53. Organizations that Could Benefit from Similar ESC Services <ul><li>Any organization seeking to: </li></ul><ul><li>Build its Board (whether starting up or changing to reflect new program requirements, scale, or reach) </li></ul><ul><li>Clarify the Board’s role and focus </li></ul><ul><li>Increase the Board’s commitment and engagement in areas key to the organization’s success (e.g., fundraising, public relations, committee involvement, leadership/officer roles) </li></ul><ul><li>Strengthen Board relations through enhanced communication (quality and frequency) </li></ul><ul><li>Assess the Board Chair/chief executive relationship through a professional, sensitive process </li></ul>
    54. 54. 213.613.9103 [email_address] Sharon Spira-Cushnir, CEO [email_address] Executive Service Corps of Southern California
    55. 55. Capacity Building Discussion <ul><ul><li>Q&A </li></ul></ul><ul><ul><li>Session </li></ul></ul>
    56. 56. <ul><ul><li>The California Community Foundation </li></ul></ul><ul><ul><li>thanks you for your participation. </li></ul></ul><ul><ul><li>Please learn more about Capacity Building </li></ul></ul><ul><ul><li>with your Philanthropy Team at CCF… </li></ul></ul><ul><ul><li>Contact: </li></ul></ul><ul><ul><li>Terri Mosqueda </li></ul></ul><ul><ul><li>Director of Donor Relations and Grants Management </li></ul></ul><ul><ul><li>213.452.6298; </li></ul></ul><ul><ul><li>Taylor Mitchell </li></ul></ul><ul><ul><li>Donor Relations Specialist </li></ul></ul><ul><ul><li>213.452.6208; </li></ul></ul><ul><ul><li> </li></ul></ul>