Before launching a facility project, nonprofit boards and CEOs should have a clear sense of the entire process, with its opportunities and pitfalls, so they can maximize value while minimizing costs, risks and stress. This webinar will address the critical information a board and CEO need to have, and the work they need to do, before hiring an architect. It will cover roles and responsibilities (board, staff, architects, contractors, consultants), strategy, planning, programming, budgeting, architect and contractor selection, and client-favorable contracts.
Effective Strategic Planning Part 2: Getting Results4Good.org
Strategic planning has a dicey reputation for any number of reasons:
1) it often is tedious and time-consuming;
2) the issues it identifies are either obvious or not critical to the mission (or both);
3) the actions it specifies are vague and unmeasurable;
4) it is ignored once the plan is written (or the written plan is never quite finished);
5) it simply adds tasks to an already over-stretched staff;
6) it has no results visible to stakeholders;
7) it does not advance your mission.
These problems are not inherent to strategic planning; they are signs that it has been done badly. This webinar will look at how a nonprofit can infuse its mission into the daily activity of staff and board through a straightforward, rigorous, and even morale-building process. It will offer both a structure and tools for planning.
The term “strategic planning” gets attached to a wide range of nonprofit planning—for programs and services, budgeting, communications, information technology, etc. But these address very different kinds of issues, and should involve different participants, processes, tools, and products. We’ll look at the various kinds of planning needed by a nonprofit, see how they can intersect with and reinforce each other, and consider an approach that is more strategic, more effective, and less stressful.
The document discusses integrated planning for nonprofits. It defines integrated planning as combining strategic planning, program planning, business planning, organizational development, identity development, advancement planning, human resource planning, technology planning, and facility planning. Each type of planning is described in 1-2 sentences. The document emphasizes that the different types of planning are interrelated and should fit together to form a comprehensive planning cycle for the nonprofit.
Strategic Planning Part 1: Cultivation & Organizational Development4Good.org
Strategic planning should be a means not only to produce a strategy, but also to engage and cultivate stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization, which is achieved through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
Strategic planning has a dicey reputation for any number of reasons:
1) it often is tedious and time-consuming;
2) the issues it identifies are either obvious or not critical to the mission (or both);
3) the actions it specifies are vague and unmeasurable;
4) it is ignored once the plan is written (or the written plan is never quite finished);
5) it simply adds tasks to an already over-stretched staff;
6) it has no results visible to stakeholders;
7) it does not advance your mission.
These problems are not inherent to strategic planning; they are signs that it has been done badly. This webinar will look at how a nonprofit can infuse its mission into the daily activity of staff and board through a straightforward, rigorous, and even morale-building process. It will offer both a structure and tools for planning.
Strategic planning should be a means not only to produce a strategy, but also to engage and cultivate stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
The term “strategic planning” gets attached to a wide range of nonprofit planning—for programs and services, budgeting, communications, information technology, etc. But these address very different kinds of issues, and should involve different participants, processes, tools, and products. We’ll look at the various kinds of planning needed by a nonprofit, see how they can intersect with and reinforce each other, and consider an approach that is more strategic, more effective, and less stressful.
Effective Strategic Planning Part 2: Getting Results4Good.org
Strategic planning has a dicey reputation for any number of reasons:
1) it often is tedious and time-consuming;
2) the issues it identifies are either obvious or not critical to the mission (or both);
3) the actions it specifies are vague and unmeasurable;
4) it is ignored once the plan is written (or the written plan is never quite finished);
5) it simply adds tasks to an already over-stretched staff;
6) it has no results visible to stakeholders;
7) it does not advance your mission.
These problems are not inherent to strategic planning; they are signs that it has been done badly. This webinar will look at how a nonprofit can infuse its mission into the daily activity of staff and board through a straightforward, rigorous, and even morale-building process. It will offer both a structure and tools for planning.
Effective Strategic Planning Part 2: Getting Results4Good.org
Strategic planning has a dicey reputation for any number of reasons:
1) it often is tedious and time-consuming;
2) the issues it identifies are either obvious or not critical to the mission (or both);
3) the actions it specifies are vague and unmeasurable;
4) it is ignored once the plan is written (or the written plan is never quite finished);
5) it simply adds tasks to an already over-stretched staff;
6) it has no results visible to stakeholders;
7) it does not advance your mission.
These problems are not inherent to strategic planning; they are signs that it has been done badly. This webinar will look at how a nonprofit can infuse its mission into the daily activity of staff and board through a straightforward, rigorous, and even morale-building process. It will offer both a structure and tools for planning.
The term “strategic planning” gets attached to a wide range of nonprofit planning—for programs and services, budgeting, communications, information technology, etc. But these address very different kinds of issues, and should involve different participants, processes, tools, and products. We’ll look at the various kinds of planning needed by a nonprofit, see how they can intersect with and reinforce each other, and consider an approach that is more strategic, more effective, and less stressful.
The document discusses integrated planning for nonprofits. It defines integrated planning as combining strategic planning, program planning, business planning, organizational development, identity development, advancement planning, human resource planning, technology planning, and facility planning. Each type of planning is described in 1-2 sentences. The document emphasizes that the different types of planning are interrelated and should fit together to form a comprehensive planning cycle for the nonprofit.
Strategic Planning Part 1: Cultivation & Organizational Development4Good.org
Strategic planning should be a means not only to produce a strategy, but also to engage and cultivate stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization, which is achieved through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
Strategic planning has a dicey reputation for any number of reasons:
1) it often is tedious and time-consuming;
2) the issues it identifies are either obvious or not critical to the mission (or both);
3) the actions it specifies are vague and unmeasurable;
4) it is ignored once the plan is written (or the written plan is never quite finished);
5) it simply adds tasks to an already over-stretched staff;
6) it has no results visible to stakeholders;
7) it does not advance your mission.
These problems are not inherent to strategic planning; they are signs that it has been done badly. This webinar will look at how a nonprofit can infuse its mission into the daily activity of staff and board through a straightforward, rigorous, and even morale-building process. It will offer both a structure and tools for planning.
Strategic planning should be a means not only to produce a strategy, but also to engage and cultivate stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
The term “strategic planning” gets attached to a wide range of nonprofit planning—for programs and services, budgeting, communications, information technology, etc. But these address very different kinds of issues, and should involve different participants, processes, tools, and products. We’ll look at the various kinds of planning needed by a nonprofit, see how they can intersect with and reinforce each other, and consider an approach that is more strategic, more effective, and less stressful.
Effective Strategic Planning Part 2: Getting Results4Good.org
Strategic planning has a dicey reputation for any number of reasons:
1) it often is tedious and time-consuming;
2) the issues it identifies are either obvious or not critical to the mission (or both);
3) the actions it specifies are vague and unmeasurable;
4) it is ignored once the plan is written (or the written plan is never quite finished);
5) it simply adds tasks to an already over-stretched staff;
6) it has no results visible to stakeholders;
7) it does not advance your mission.
These problems are not inherent to strategic planning; they are signs that it has been done badly. This webinar will look at how a nonprofit can infuse its mission into the daily activity of staff and board through a straightforward, rigorous, and even morale-building process. It will offer both a structure and tools for planning.
The document discusses the case for integrated planning for nonprofits. It describes different types of planning including strategic planning, program planning, business planning, and organizational development. It argues that planning should be integrated across these areas to ensure goals and strategies are aligned. The document provides examples of how different types of plans fit together and outlines an integrated planning process involving preparation, assessment, engagement, plan development and implementation.
Before You Hire an Architect: Reduce Costs and Risks, Produce Better Results4Good.org
Before launching a facility project, nonprofit boards and CEOs should have a clear sense of the entire process, with its opportunities and pitfalls, so they can maximize value while minimizing costs, risks and stress. This webinar will address the critical information a board and CEO need to have, and the work they need to do, before hiring an architect. It will cover roles and responsibilities (board, staff, architects, contractors, consultants), strategy, planning, programming, budgeting, architect and contractor selection, and client-favorable contracts.
There are many good reasons for broad, inclusive planning processes in nonprofits. We plan because change happens and we have to adapt. We plan to get out of our comfort zones, because the obvious is often wrong, and multiple perspectives can help us discover wise directions. We plan to focus our communal efforts, dismiss distractions, and develop critical metrics. However, we also come together to plan because our stakeholders are our fundamental source of strength. A planning process that includes as many stakeholders as possible (in appropriate ways) builds connection and enthusiasm, enhances self-awareness and mutual understanding, and develops strategic thinking and informed leadership. This workshop will explore these issues and ideas. Participants will gain an understanding of the basic structure of an effective planning process, ways of adapting it for individual organizations, the roles of various stakeholders and how to engage them, and some specific tools to use in planning.
Strategic planning has a dicey reputation for any number of reasons: 1) it often is tedious and time-consuming; 2) the issues it identifies are either obvious or not critical to the mission (or both); 3) the actions it specifies are vague and unmeasurable; 4) it is ignored once the plan is written (or the written plan is never quite finished); 5) it simply adds tasks to an already over-stretched staff; 6) it has no results visible to stakeholders; 7) it does not advance your mission. These problems are not inherent to strategic planning; they are signs that it has been done badly. This webinar will look at how a nonprofit can better infuse its mission into the thinking and daily activity of staff and board through a straightforward, rigorous, and even morale-building process. It will offer both a structure and tools for planning.
Strategically Implementing Technology in Your Organization - Step 2: Prioriti...Fred Hobbs
Imagine! SmartHome staffers Kevin Harding, Greg Wellems, and Sterling Wind are presenting a series of webinars for members of The American Network of Community Options and Resources (ANCOR). This is the slideshow from their second webinar: Strategically Implementing Technology in Your Organization - Step 2: Prioritization & Planning.
Effective Strategic Planning part 3: Measure, Monitor, Report4Good.org
No matter how rewarding a planning process is in cultivating your stakeholders, focusing your board and staff, and developing your organization, and no matter how promising the goals and objectives of your plan, strategic planning cannot be successful unless it drives action. A bit of wisdom from the business world is that we manage what we measure. This webinar rounds out our strategic planning series with a look at selecting what to measure and how to use, track and report the data
Strategic planning should be a means not only to produce a strategy, but also to engage stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
Understanding the risks in enterprise project managementOrangescrum
This document discusses risks in enterprise project management. It notes that risks come in many forms, from regulatory to technological, and can seriously impact projects like they did for Nokia and RIM. Effective risk management requires experience, business knowledge, and foresight. Identifying and planning for risks is crucial for success. Common risks include unclear requirements or scope, budget issues, and lack of proper processes. The document provides strategies for setting up risk management, including building a risk register and response plans to mitigate threats and exploit opportunities. It emphasizes implementing project management best practices and tools to track tasks and reduce failures.
Building on my cycle of nonprofit planning webinars (three on strategic planning and one each on integrated planning, facility planning, and mission statements), we will offer a planning clinic. If you have a question, issue or problem relating to any aspect of nonprofit planning (strategic, business, program, or facility planning, or related issues) just sign up for this session, and I will respond to it. I will frame my comments broadly in terms of general principles while also offering specific guidance to the questioner. As with all of our webinars, the questioner will be identified by first name only (or not at all, if requested). Bring your thorniest issues, and let's see what we can do with them.
SagaciousThink provides risk management consulting and interim management services to companies. They help clients with sage ideas, a fresh perspective, and deep operations experience. They work with clients in three ways: interim management, targeted projects, and retainer services. SagaciousThink assists startups with business planning, global expansion strategies, risk analysis and mitigation planning, and market analysis. They also provide expertise in project management, business process management, and guidance for companies expanding globally.
The Prescience User Experience Exchange is the leading Australian destination for smart project systems thinking.
Featuring Pedram Danesh-Mand's presentation on the "Role of Technology in Schedule Risk Analysis" and Graham Colborne's project snapshot on "Digital Transformation in a Project Driven World".
Indispensable Consulting Strategic Assessment and Planning MethodologyJames Kerr
The Indispensable Consulting Planning Methodology™ keeps things simple!
Time-tested and continuously fine-tuned by founder James M. Kerr, it has been applied by Indispensable Consulting practitioners in corporate, divisional and departmental initiatives for over 25 years, including those focused on:
- Strategic Planning
- Organization Re-Design
- Merger Integration
- Culture Transformation
- Service Delivery Optimization
- Operational Excellence
- Marketing Strategy Planning
- Product Launch Strategy Planning
We will use it with your team to co-create tailored solutions just for your business.
The document discusses key success factors for top performing projects. It identifies having a strong business case, clear lines of accountability, thorough risk planning, the right resources, adapting the approach to the business context, and incorporating agility as important factors. It emphasizes the importance of communication, change management, and ensuring people are properly onboarded and accountable for their roles.
This document provides guidance on identifying and managing risks for projects. It contains a collection of risk categories to help project managers consider risks and their potential impacts. The categories cover requirements, schedule, cost, contracting, funding, management, systems engineering, and facilities risks. For each category, it lists specific questions to assess risks in that area and ensure they are properly addressed throughout the project life cycle. The goal is to identify risks early, develop risk handling strategies, and continuously refine risk management as the project progresses.
Social Networks for Creatives - Some thoughts on Harnessing the Power of the ...NORIBIC
Social networks, the ‘mega-public’, huge super-wired forces of virtual supporters ready, willing and able to be tapped to mutual advantage. An interactive discussion of views on how that evolution can and does work for us as individuals, as businesses, and collectively as a region.
Emergency Management Systems for your OrganisationIntergen
In particularly volatile times, we realise more than ever how important it is to plan for outcomes brought about by situations beyond our control. Emergency Management is high on the organisational agenda, and technology plays a pivotal role in helping us plan for emergency scenarios.
This is an opportunity to hear from Intergen’s Public Safety team on the use of Emergency Management systems.
The document discusses steps nonprofits can take before hiring an architect to reduce costs and risks for facility planning projects. It recommends developing an architectural program and budget to specify space needs and costs. This information should be incorporated into a request for proposal and contract to control costs. Additional preparation includes feasibility studies, fundraising plans, and financial modeling to understand the project's full budget and impact on operations.
This document discusses the next major trend after cloud computing, which is organic computing. It argues that to survive in this new age of organic computing, businesses will need to adopt an organic thinking and acting survival strategy. The document outlines three key ingredients for this strategy: 1) vast computing power, 2) organic architectures, and 3) organic thinking and acting. It asserts that organic IT is part of a larger paradigm shift towards more integrated and natural approaches to technology, business, and society.
This document summarizes a presentation on leadership for a new era in nonprofits. It discusses how leadership needs to change to address today's complex operating environment. Some of the key points made include: leadership must be shared between the board and executive director through a strong partnership; the board needs to become more diverse, strategic, and accountable; and culture and values must be central to the organization. An effective board for the future requires clarifying roles, engaging in learning, and asking big questions about impact and sustainability.
On Today's Menu: Your Successful Grant Proposal4Good.org
How can you whip up a successful grant proposal? You’ll need just the right proportions of research, planning, drafting, and editing. And don’t forget to garnish with tasty feedback and a dash of good timing!
Foundations and corporate funders are always looking for ways to make good investments in your community. To partner with them, you have to show exactly how you can help make that happen!
Webinar participants will get a special discount on Dalya’s award-winning book, "Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact."
Who should attend: This webinar is ideal for: nonprofit directors, staff, board, volunteers, and consultants who help raise money from foundations and corporations; jobseekers are also welcome.
The document discusses the case for integrated planning for nonprofits. It describes different types of planning including strategic planning, program planning, business planning, and organizational development. It argues that planning should be integrated across these areas to ensure goals and strategies are aligned. The document provides examples of how different types of plans fit together and outlines an integrated planning process involving preparation, assessment, engagement, plan development and implementation.
Before You Hire an Architect: Reduce Costs and Risks, Produce Better Results4Good.org
Before launching a facility project, nonprofit boards and CEOs should have a clear sense of the entire process, with its opportunities and pitfalls, so they can maximize value while minimizing costs, risks and stress. This webinar will address the critical information a board and CEO need to have, and the work they need to do, before hiring an architect. It will cover roles and responsibilities (board, staff, architects, contractors, consultants), strategy, planning, programming, budgeting, architect and contractor selection, and client-favorable contracts.
There are many good reasons for broad, inclusive planning processes in nonprofits. We plan because change happens and we have to adapt. We plan to get out of our comfort zones, because the obvious is often wrong, and multiple perspectives can help us discover wise directions. We plan to focus our communal efforts, dismiss distractions, and develop critical metrics. However, we also come together to plan because our stakeholders are our fundamental source of strength. A planning process that includes as many stakeholders as possible (in appropriate ways) builds connection and enthusiasm, enhances self-awareness and mutual understanding, and develops strategic thinking and informed leadership. This workshop will explore these issues and ideas. Participants will gain an understanding of the basic structure of an effective planning process, ways of adapting it for individual organizations, the roles of various stakeholders and how to engage them, and some specific tools to use in planning.
Strategic planning has a dicey reputation for any number of reasons: 1) it often is tedious and time-consuming; 2) the issues it identifies are either obvious or not critical to the mission (or both); 3) the actions it specifies are vague and unmeasurable; 4) it is ignored once the plan is written (or the written plan is never quite finished); 5) it simply adds tasks to an already over-stretched staff; 6) it has no results visible to stakeholders; 7) it does not advance your mission. These problems are not inherent to strategic planning; they are signs that it has been done badly. This webinar will look at how a nonprofit can better infuse its mission into the thinking and daily activity of staff and board through a straightforward, rigorous, and even morale-building process. It will offer both a structure and tools for planning.
Strategically Implementing Technology in Your Organization - Step 2: Prioriti...Fred Hobbs
Imagine! SmartHome staffers Kevin Harding, Greg Wellems, and Sterling Wind are presenting a series of webinars for members of The American Network of Community Options and Resources (ANCOR). This is the slideshow from their second webinar: Strategically Implementing Technology in Your Organization - Step 2: Prioritization & Planning.
Effective Strategic Planning part 3: Measure, Monitor, Report4Good.org
No matter how rewarding a planning process is in cultivating your stakeholders, focusing your board and staff, and developing your organization, and no matter how promising the goals and objectives of your plan, strategic planning cannot be successful unless it drives action. A bit of wisdom from the business world is that we manage what we measure. This webinar rounds out our strategic planning series with a look at selecting what to measure and how to use, track and report the data
Strategic planning should be a means not only to produce a strategy, but also to engage stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
Understanding the risks in enterprise project managementOrangescrum
This document discusses risks in enterprise project management. It notes that risks come in many forms, from regulatory to technological, and can seriously impact projects like they did for Nokia and RIM. Effective risk management requires experience, business knowledge, and foresight. Identifying and planning for risks is crucial for success. Common risks include unclear requirements or scope, budget issues, and lack of proper processes. The document provides strategies for setting up risk management, including building a risk register and response plans to mitigate threats and exploit opportunities. It emphasizes implementing project management best practices and tools to track tasks and reduce failures.
Building on my cycle of nonprofit planning webinars (three on strategic planning and one each on integrated planning, facility planning, and mission statements), we will offer a planning clinic. If you have a question, issue or problem relating to any aspect of nonprofit planning (strategic, business, program, or facility planning, or related issues) just sign up for this session, and I will respond to it. I will frame my comments broadly in terms of general principles while also offering specific guidance to the questioner. As with all of our webinars, the questioner will be identified by first name only (or not at all, if requested). Bring your thorniest issues, and let's see what we can do with them.
SagaciousThink provides risk management consulting and interim management services to companies. They help clients with sage ideas, a fresh perspective, and deep operations experience. They work with clients in three ways: interim management, targeted projects, and retainer services. SagaciousThink assists startups with business planning, global expansion strategies, risk analysis and mitigation planning, and market analysis. They also provide expertise in project management, business process management, and guidance for companies expanding globally.
The Prescience User Experience Exchange is the leading Australian destination for smart project systems thinking.
Featuring Pedram Danesh-Mand's presentation on the "Role of Technology in Schedule Risk Analysis" and Graham Colborne's project snapshot on "Digital Transformation in a Project Driven World".
Indispensable Consulting Strategic Assessment and Planning MethodologyJames Kerr
The Indispensable Consulting Planning Methodology™ keeps things simple!
Time-tested and continuously fine-tuned by founder James M. Kerr, it has been applied by Indispensable Consulting practitioners in corporate, divisional and departmental initiatives for over 25 years, including those focused on:
- Strategic Planning
- Organization Re-Design
- Merger Integration
- Culture Transformation
- Service Delivery Optimization
- Operational Excellence
- Marketing Strategy Planning
- Product Launch Strategy Planning
We will use it with your team to co-create tailored solutions just for your business.
The document discusses key success factors for top performing projects. It identifies having a strong business case, clear lines of accountability, thorough risk planning, the right resources, adapting the approach to the business context, and incorporating agility as important factors. It emphasizes the importance of communication, change management, and ensuring people are properly onboarded and accountable for their roles.
This document provides guidance on identifying and managing risks for projects. It contains a collection of risk categories to help project managers consider risks and their potential impacts. The categories cover requirements, schedule, cost, contracting, funding, management, systems engineering, and facilities risks. For each category, it lists specific questions to assess risks in that area and ensure they are properly addressed throughout the project life cycle. The goal is to identify risks early, develop risk handling strategies, and continuously refine risk management as the project progresses.
Social Networks for Creatives - Some thoughts on Harnessing the Power of the ...NORIBIC
Social networks, the ‘mega-public’, huge super-wired forces of virtual supporters ready, willing and able to be tapped to mutual advantage. An interactive discussion of views on how that evolution can and does work for us as individuals, as businesses, and collectively as a region.
Emergency Management Systems for your OrganisationIntergen
In particularly volatile times, we realise more than ever how important it is to plan for outcomes brought about by situations beyond our control. Emergency Management is high on the organisational agenda, and technology plays a pivotal role in helping us plan for emergency scenarios.
This is an opportunity to hear from Intergen’s Public Safety team on the use of Emergency Management systems.
The document discusses steps nonprofits can take before hiring an architect to reduce costs and risks for facility planning projects. It recommends developing an architectural program and budget to specify space needs and costs. This information should be incorporated into a request for proposal and contract to control costs. Additional preparation includes feasibility studies, fundraising plans, and financial modeling to understand the project's full budget and impact on operations.
This document discusses the next major trend after cloud computing, which is organic computing. It argues that to survive in this new age of organic computing, businesses will need to adopt an organic thinking and acting survival strategy. The document outlines three key ingredients for this strategy: 1) vast computing power, 2) organic architectures, and 3) organic thinking and acting. It asserts that organic IT is part of a larger paradigm shift towards more integrated and natural approaches to technology, business, and society.
This document summarizes a presentation on leadership for a new era in nonprofits. It discusses how leadership needs to change to address today's complex operating environment. Some of the key points made include: leadership must be shared between the board and executive director through a strong partnership; the board needs to become more diverse, strategic, and accountable; and culture and values must be central to the organization. An effective board for the future requires clarifying roles, engaging in learning, and asking big questions about impact and sustainability.
On Today's Menu: Your Successful Grant Proposal4Good.org
How can you whip up a successful grant proposal? You’ll need just the right proportions of research, planning, drafting, and editing. And don’t forget to garnish with tasty feedback and a dash of good timing!
Foundations and corporate funders are always looking for ways to make good investments in your community. To partner with them, you have to show exactly how you can help make that happen!
Webinar participants will get a special discount on Dalya’s award-winning book, "Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact."
Who should attend: This webinar is ideal for: nonprofit directors, staff, board, volunteers, and consultants who help raise money from foundations and corporations; jobseekers are also welcome.
Successfully Outsourcing Your Accounting Function4Good.org
For startup or small nonprofits, hiring the right financial expertise can be challenging. Outsourcing to a qualified firm allows you to focus your efforts on mission and fund raising, can strengthen internal controls and often results in significant improvements in your overall financial management and reporting. The keys to success are to clarify your expectations for outsourcing and identify the right outsourcing partner with whom your organization can build a collaborative relationship.
Inbound Marketing & Millennial Donors: A Perfect Marriage4Good.org
The Millennial Generation does not want direct mail from your nonprofit, nor do they want generic communications. To get to these early donors, 84% of which donate or want to donate online, you'll need to earn it through transformative content that effectively tells the story of your cause.
In this webinar learn how to utilize inbound marketing techniques to attract Millennial donors who live on their smartphones, and to how incentivize their giving to your fundraising efforts.
Building your brand – A practical guide for nonprofit organizations4Good.org
This "brand 101″ session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand.
Many entrepreneurs – social, triple bottom line or otherwise – do not avail themselves of all potential capital sources when seeking funding to grow or scale, limiting prospects to cash flow their initiatives. This seminar explores a range of options for funding: external in the marketplace, internal within an organization, new ideas and classics not to overlook.
Most nonprofits involve volunteers in program areas and administrative areas. You might not be aware, however, of the many ways you can involve volunteers in your fundraising activities. This webinar will outline ways you can involve volunteers in fundraising, where to find volunteers, how to recruit them, and how to keep them enthused about your organization.
Could your mission statement describe any of several other organizations that are similar to yours? Do you just haul it out once a year for your annual report and 990? If you’ve been around for many years, you’re clear about your nonprofit’s value to your community, your stakeholders and/or your cause, why bother to revisit your mission statement?
The answers to these questions can make the difference between sustainable success and failure in several ways. Organizations that have a page-long mission statements and think that any effort to review it would be just empty wordsmithing may want to join us for this webinar to see what a rigorously crafted mission statement can do for marketing, fundraising, stakeholder loyalty, strategy, and managing change.
Enter your mission statement in the 4th annual What’s Your Mission? Competition, at http://bit.ly.SyPmission
Takeaways:
Why your mission statement is so important.
Why it’s worth editing your mission statement–and how to do it.
What’s in a good mission statement, and what’s not.
How a good mission statement forms the basis for strategic decisions.
How to measure your performance against your mission statement, and why that’s valuable.
e-Strategy for Your Nonprofit (Cast Your NET, Catch More Fish: Effective Inte...4Good.org
This seminar shows how any nonprofit can develop and execute an Internet strategy to further its mission. We’ll examine how nonprofits are using the Internet, how they’d like to be using the Internet, and how they should be using the Internet (but may be unaware of) – and how to bridge that significant gap easily and quickly. You’ll learn how to drive more traffic to and fundraising through your site. We’ll give specific suggestions on how you can improve your website so it will offer lots for your website visitors to SEE and lots for them to DO.
Key Leadership Factors for Fundraising Success4Good.org
As the CEO of your organization, you are tasked with many things from operations to quality improvement; fundraising is only one of your concerns. But did you know that everything you do affects fundraising? In fact, the most important factor in fundraising success is not the competence of your fundraiser but your own leadership and that of your Board of Trustees. Join Susan Black, CFRE to learn the six key factors for fundraising success that every nonprofit leader needs to know.
Barriers to Change: Understanding Roadblocks to Progress in Organizations and...4Good.org
We all say that we desire change yet, it seems so difficult for it to actually occur. In this webinar, learn more about the barriers to change that keep us from moving forward in our personal, professional and organizational lives.
Nonprofit Blogging Best Practices: Why Your Nonprofit Needs a Blog and How to...4Good.org
Despite the popularity of social media including “micro-blogging” sites like Tumblr and twitter, traditional blogging is still one of the most important tools in your digital marketing arsenal.
Larger nonprofits have been early adopters of blogging, seeing the benefits in increased website traffic, email sign ups and online donations. A consistent, quality blog has been proven to have a direct benefit on marketing and fundraising efforts – so why do so many nonprofits ignore this powerful tool?
The question remains: How can smaller nonprofits get on board with blogging and create a dynamic outlet that grows their supporters and helps them accomplish their goals?
Why are some nonprofits successful at attracting funding while others struggle? How do funders differentiate between the myriad of nonprofits that want their money? How has the process of successfully approaching funders changed? This cutting edge webinar, based on the practical experience of hundreds of successful funding campaigns, examines the fundraising process from the other side of the desk, that of the funders, and illustrates the techniques that work in today’s economic environment, all designed to help you earn Asking Rights™.
Four Great Hormones to Stimulate Well-Being4Good.org
Recent neuroscience research has verified that the well-being that comes from meaningful conversations depends upon four hormones that we have the ability to either stimulate or depress in ourselves and in others. This Webinar will deal with the four and explain their role in personal and interpersonal well-being.
What do you do when someone signs up for your email list or donates to your organization? Do they have to wait until your next “monthly” newsletter to learn more about who you are and what you do? If so, you are missing out on a huge opportunity to engage, inspire and motivate your supporters to take action.
One of the best ways to engage with new subscribers (or new donors for that matter) is to create what is called a “Welcome Series” of emails. These emails are set to automatically be sent to the individual over the course of a few weeks – Day 1 they get an email, day 4 they get another email, day 8 they get yet another email, etc. These emails are designed to introduce yourself and your organization to the individual, as well as show them the impact your organization is having and why they should stay connected.
Sounds like a great idea and something all nonprofits should be doing right? The problem is that most nonprofits are not currently using a Welcome Series and are missing out on this powerful tool. If this includes your organization, then join us for this jam-packed webinar where we highlight a number of successful strategies and tactics you can start using immediately including:
- Why a Welcome Series is so powerful (Its all about the relationship)
- How to create an engaging and compelling Welcome Series
- How and why you should have multiple Welcome Series’ – subscribers, donors, attendees, etc.
- How a Welcome Series can increase your donor retention
On Today's Menu: Your Successful Grant Proposal4Good.org
The document outlines steps for writing a successful grant proposal, including understanding your organization's purposes and priorities, knowing your readers at funding organizations, and refining your messages to appeal to readers. It also provides tips for grant writing such as telling impactful stories, engaging readers emotionally, and focusing on clarity and conciseness. The presentation aims to help non-profits strengthen their grant proposals.
Mission and Leadership: Work Motivation That Strikes a Chord4Good.org
Most organizations have a formalized mission statement. Too often it is merely posted on a wall in the conference room. Often, employees grow cynical and state that the organization’s mission statement is just that: an empty statement. However, other organizations follow a structured process that allows their managers to lead with integrity while using the core principles of mission-driven organizations.
In this extremely practical presentation, that Dr. Eyal Ronen has never shared in the past, he will describe the practical steps to creating a clear mission, vision, and values for the organization. He will also describe the 4 things every leader must do in order to be effective in accomplishing his or her, and the organization’s mission.
Affordable Special Events Data Tracking and Analysis4Good.org
Special events can be complex and in the process of planning a perfect event, details can be missed. Using data to track the ways in which people participated in the event can help you determine what worked, what didn't work and what people are responding to about your event.
Have You Been Sequestered?—Developing Diverse Sources of Revenue4Good.org
Many nonprofits are excessively dependent upon a single type of revenue. The classic example is the organization which is only funded through government contracts or grants. Others may be totally reliant upon one or two private foundations or local corporations. In this webinar, volunteer leaders, agency CEO's and chief development officers will learn the value of diversifying the sources of revenue so as to enhance financial sustainability.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
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Before You Hire an Architect
1. Before You Hire an Architect:
Facility Planning for Nonprofits
Reduce Costs and Risks, Produce Better Results
Sam Frank
Synthesis Partnership
January 23, 2013
A Service
Of: Sponsored by:
4. Today’s Speaker & Host
Sam Frank
Principal
Synthesis Partnership
Assisting with chat questions:
Jamie Maloney, Nonprofit
Webinars
A Service
Of: Sponsored by: