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Nonprofit Capacity Building: Can Your Nonprofit Go the Distance?-- Mary Migliaro, M.Ed.


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Capacity benchmarking is one of the most effective methods for determining efficiency and effectiveness for any organization. Every facet and aspect of the nonprofit is examined using measurement tools that contain standards in the areas of accountability, efficiency, and effectiveness. Participants of this workshop will explore the various areas and facets of nonprofit organization and learn about a variety of methods for determining capacity. Areas addressed in the workshop include: the board of directors, strategic planning, program monitoring, community linkages and partnerships, fundraising, technology, managing staff and volunteers, and financial management.

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Nonprofit Capacity Building: Can Your Nonprofit Go the Distance?-- Mary Migliaro, M.Ed.

  1. 1. 2nd Annual Conference September 4, 2013
  3. 3. WHAT IS BENCHMARKING? Benchmarking is the process of comparing your organization with other similar organizations in key capacity areas. The nonprofit landscape in every community is extremely competitive and your nonprofit must compare favorably to others or you may lose clients, credibility and funding.
  4. 4. WHAT IS CAPACITY? Capacity is everything a nonprofit needs in order to fulfill its mission that includes: • Board of Directors • Strategic Planning and Decision Making • Program Monitoring • Community Linkages and Partnerships • Fundraising and Grant Writing • Technology • Managing Staff and Volunteers • Financial Management
  5. 5. WHY DO WE NEED IT? Private and public funders are increasingly encouraging nonprofit leaders to assess and improve capacity and implement capacity building strategies. Nonprofits with solid capacity are often funded over those with weak capacity. Funders want a good return on their investment (ROI) and demonstrating your capacity increases funding chances. Some funders are even providing money specifically for capacity building over program implementation.
  6. 6. HOW TO USE THE INFORMATION Information from this workshop and the benchmarking handout can provide a road map for your nonprofit that can build or enhance your organizational capacity. Enhanced capacity positions your nonprofit to gain funding over other nonprofits and creates information for future strategic planning.
  7. 7. BOARD OF DIRECTORS 1. Board Membership The board brings the expertise needed to represent constituents and ensure oversight for proper management
  8. 8. BOARD OF DIRECTORS 2. Board Operations and Structure The board is informed, knowledgeable, and committed to fulfilling its roles and responsibilities
  9. 9. BOARD OF DIRECTORS 3. Board Role – Leadership The board promotes the organization’s leadership and management.
  10. 10. STRATEGIC PLANNING AND DECISION MAKING 1. Organizational Mission The organization has a clear purpose that guides decisions.
  11. 11. STRATEGIC PLANNING 2. Information Gathering Strategic plans are based on relevant internal and external information and circumstances.
  12. 12. STRATEGIC PLANNING 3. Setting Goals The organization develops comprehensive annual and long-range goals designed to achieve its mission.
  13. 13. STRATEGIC PLANNING 4. Monitoring and Updating Strategic Plans Strategic plan implementation is monitored; goals and strategies are modified when appropriate
  14. 14. PROGRAM MONITORING 1. Process Evaluation The organization has a system to measure whether activities are implemented as planned.
  15. 15. PROGRAM MONITORING 2. Outcome Measures The organization has a system to measure the results of its programs and services.
  16. 16. PROGRAM MONITORING 3. Program Design Programs are designed to further the mission and address clearly defined needs. Data informs program modifications.
  17. 17. COMMUNITY LINKAGES AND PARTNERSHIPS 1. Community Linkages The organization, its purpose, and its leaders are known and welcome in the community.
  18. 18. COMMUNITY LINKAGES AND PARTNERSHIPS 2. Community Partnerships The organization has established collaborative relationships with key community members and institutions.
  19. 19. FUNDRAISING & GRANT WRITING 1. Fundraising Plans Fundraising plans are designed to increase the number and types of funding sources.
  20. 20. FUNDRAISING & GRANT WRITING 2. Individual Donors Funds are solicited on a regular basis, not only during crises.
  21. 21. FUNDRAISING & GRANT WRITING 3. Grant Writing Grant funding contributes to a diversified funding base.
  22. 22. FUNDRAISING & GRANT WRITING 4. Board Strength in Fundraising The board raises funds for the organization.
  23. 23. TECHNOLOGY 1. Communication Technology Technology supports internal and external communications.
  24. 24. TECHNOLOGY 2. Hardware and Software Technology helps staff handle administrative and program tasks in an accurate and timely manner.
  25. 25. TECHNOLOGY 3. Technology Skills Staff know how to use and understand technologies’ capabilities.
  26. 26. MANAGING STAFF & VOLUNTEERS 1. Performance Goals and Review Staff know what to do and how well they are meeting expectations.
  27. 27. MANAGING STAFF & VOLUNTEERS 2. Staff Management Staff members have the support and guidance they need to fulfill their job responsibilities.
  28. 28. MANAGING STAFF & VOLUNTEERS 3. Hiring Hiring practices result in staff members who fulfill their job duties in ways that best support the organization’s mission.
  29. 29. MANAGING STAFF & VOLUNTEERS 4. Volunteer Management The organization provides satisfying volunteer experiences that add value to the organization.
  30. 30. FINANCIAL MANAGEMENT 1. Budgeting The budget clearly and accurately conveys the organization’s planned financial status in terms of anticipated expenditures and revenues.
  31. 31. FINANCIAL MANAGEMENT 2. Financial Recordkeeping Guidelines and procedures for responsible handling of finances are written and followed.
  32. 32. FINANCIAL MANAGEMENT 3. Financial Reports The organization’s leaders analyze revenue and expense activity to manage the organization’s finances.
  33. 33. FINANCIAL MANAGEMENT 4. Financial Accountability Internal financial management processes are monitored to prevent errors and/or misuse of funds.
  34. 34. This project was supported in part by the Governor’s Office for Children and Families through the U.S. Department of Health and Human Services, Administration for Children and Families, Community Based Child Abuse Prevention and Treatment Act (CFDA 93.590). Points of view or opinions stated in this document are those of the author(s) and do not necessarily represent the official position or policies of the Governor’s Office for Children and Families or the U.S. Department of Health and Human Services, Administration for Children and Families, Community Based Child Abuse Prevention and Treatment Act (CFDA 93.590)."