Goals:
To provide background on family business centers including survey results
We surveyed family business centers, got 23 responses out of 100.
A framework to analyze sustainability of family business centers from a capitalization perspective. Frames includes political, social, intellectual and financial capital
Suggestions to create, maintain or enhance sustainability. For each of the frames, we will provide advice on how to enhance sustainability
Professional Development - Suggestions on how to enjoy personal success from building sustainability
This is a presentation created by one of our Michigan State University Advancement workgroups that looks at how we can better align our university-wide stewardship efforts.
Fuel Good 2018: Strategic Funding Models Sparkrock
Alain Mootoo from the Surrey Place Center explains how they were able to achieve a 54% increase in program revenues and provide a framework for funding your organization's mission.
How deeply should the CEO and board trustees of a nonprofit be involved in fundraising?
Apparently still a question for some! Yet transformational advancement is all about leaders…leaders…leaders!
Webinar participants are invited to dream big and be real about the keys to deliver transformational fundraising and communication. This program will enable participants to tell a story that stirs the emotions, connects communities and engages folks pre-disposed to give.
Why, when and how to plan and take an institution’s fundraising to higher levels of accomplishment is the focus of this session. To help grow philanthropy, participants are asked to present current questions and concerns and to share insights, ideas and creative ways to transform fundraising efforts, considering challenges to
• Share your story of value.
• Recruit and coach fundraising leaders.
• Build a generous board.
• Mine giving records.
• Sustain conversations and thanks to make “asks” happen.
The focus here is not good, better or best, but virtuosity in institutional advancement.
A 7-step process is outlined to help begin a transformational trajectory within 100-days that maximizes your institution’s potential for success.
Nonprofit Turn-Arounds: The Road to Recovery When Your Organization Is in the...Bloomerang
http://bloomerang.co/resources/webinars/
Rebecca Davis, PhD, CFRE will give an overview of the turn-around process for nonprofits, discussing the dual bottom-line for nonprofits, the challenges of re-engaging community stakeholders, and the difficult road to recovery when your organization has been in the red.
This is a presentation created by one of our Michigan State University Advancement workgroups that looks at how we can better align our university-wide stewardship efforts.
Fuel Good 2018: Strategic Funding Models Sparkrock
Alain Mootoo from the Surrey Place Center explains how they were able to achieve a 54% increase in program revenues and provide a framework for funding your organization's mission.
How deeply should the CEO and board trustees of a nonprofit be involved in fundraising?
Apparently still a question for some! Yet transformational advancement is all about leaders…leaders…leaders!
Webinar participants are invited to dream big and be real about the keys to deliver transformational fundraising and communication. This program will enable participants to tell a story that stirs the emotions, connects communities and engages folks pre-disposed to give.
Why, when and how to plan and take an institution’s fundraising to higher levels of accomplishment is the focus of this session. To help grow philanthropy, participants are asked to present current questions and concerns and to share insights, ideas and creative ways to transform fundraising efforts, considering challenges to
• Share your story of value.
• Recruit and coach fundraising leaders.
• Build a generous board.
• Mine giving records.
• Sustain conversations and thanks to make “asks” happen.
The focus here is not good, better or best, but virtuosity in institutional advancement.
A 7-step process is outlined to help begin a transformational trajectory within 100-days that maximizes your institution’s potential for success.
Nonprofit Turn-Arounds: The Road to Recovery When Your Organization Is in the...Bloomerang
http://bloomerang.co/resources/webinars/
Rebecca Davis, PhD, CFRE will give an overview of the turn-around process for nonprofits, discussing the dual bottom-line for nonprofits, the challenges of re-engaging community stakeholders, and the difficult road to recovery when your organization has been in the red.
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.
Join nonprofit governance expert Emily Davis in a facilitated conversation to establish the essential roles and responsibilities of any nonprofit board of directors. Defining common language, expectations, and accountability around governance best practices will best serve IASLC’s mission and future. Topics covered will include:
• Foundational governance roles and responsibilities.
• Various “hats” board members’ wear and when to wear each one.
• Shared leadership activities between board and staff.
• Strategies for effective recruitment and retention of board members.
Matching the board members’ passion with the governance essentials will serve to create a strong individual board experience and establish long-term success and sustainability for the board as a whole.
Whether you are veteran nonprofit board member or are joining a board as your first governance experience, the essential elements of board governance are critical for healthy leadership. Join nonprofit governance expert, Emily Davis, in a discussion about governance best practices including:
Governing roles and responsibilities.
Various “hats” board members wear and when to wear each one.
Clearer roles, expectations, and commitments of board and staff in organizational leadership.
Strategies for effective recruitment and retention of boards.
Enhancing accountability among board leadership for sustainability.
Matching the passion for a mission with governance essentials will serve you as an individual board member and create engagement within the board.
Nonprofit Governance Practices and Structures that Work: Shared Leadership, O...Emily Davis Consulting
Presented for Nonprofit Day Conference 2019 (Colorado Springs)
During this session, dive deeper into the practices of high performing boards such as constructive partnership, effective committee and organizational structure, and tips for meeting facilitation. Identify specific ways to sharpen the governance tools in your toolbox to make board work more intentional and rewarding.
Leading a science and technology-based organization requires leadership that bridges the gap between science, technology and business. However, leadership experts often fail to adapt their training to meet the needs of top scientists and engineers. Learning and development professionals must prepare scientists, engineers and IT experts to become effective leaders through customized leadership training. In this session, learn how to successfully recruit your technical experts into leadership training programs and adapt leadership training to reach technical experts more effectively.
Building on Andy's session last year, this session will focus on how leaders create a climate and culture that leads to increased performance in schools. Much of the input is based on his learning from his participation in Oxford Business School 'High Performing Leadership' course and from the leadership meta-analysis by Dr Viviane Robinson from the University of Auckland
During the 2017 National Regional Transportation Conference, Laura Blomquist Rodriguez shared Colorado's approach to resilience. This study identified factors that mark a path of success for communities.
Final 2013 11 04 financial bootcamp for women the basicsTina Powell
Financial Bootcamp for Women - The Basics. A presentation geared to women beginning to take charge of their financial lives. Simple and easy-to-understand tips.
Attachments Are Where It’s At! - Best Practices in Grant AttachmentsBloomerang
https://bloomerang.co/webinars-events/
Grant reviewers often look at a grant budget before they ever read the beautiful words you took hours to write. Are your attachments helping you get the grant or making it easy for a funder to say “no?”
Join this webinar with Megan Ferry, Consultant, Nonprofit Navigators, to learn about standard grant attachments and what funders are looking for with each type, including specifics on budgets, audits, major funder lists, key personnel, and board lists.
LinkedIn has established its staying power and proves to be one of the most useful tools for your business and career. In this year’s 7x7x7, hear from 7 experts who have leveraged LinkedIn’s tools, features, and groups to enhance their own profile, increase contacts, and grow their business. Tips will span from personal applications of LinkedIn to enterprise level features that can be used for your business.
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.
Join nonprofit governance expert Emily Davis in a facilitated conversation to establish the essential roles and responsibilities of any nonprofit board of directors. Defining common language, expectations, and accountability around governance best practices will best serve IASLC’s mission and future. Topics covered will include:
• Foundational governance roles and responsibilities.
• Various “hats” board members’ wear and when to wear each one.
• Shared leadership activities between board and staff.
• Strategies for effective recruitment and retention of board members.
Matching the board members’ passion with the governance essentials will serve to create a strong individual board experience and establish long-term success and sustainability for the board as a whole.
Whether you are veteran nonprofit board member or are joining a board as your first governance experience, the essential elements of board governance are critical for healthy leadership. Join nonprofit governance expert, Emily Davis, in a discussion about governance best practices including:
Governing roles and responsibilities.
Various “hats” board members wear and when to wear each one.
Clearer roles, expectations, and commitments of board and staff in organizational leadership.
Strategies for effective recruitment and retention of boards.
Enhancing accountability among board leadership for sustainability.
Matching the passion for a mission with governance essentials will serve you as an individual board member and create engagement within the board.
Nonprofit Governance Practices and Structures that Work: Shared Leadership, O...Emily Davis Consulting
Presented for Nonprofit Day Conference 2019 (Colorado Springs)
During this session, dive deeper into the practices of high performing boards such as constructive partnership, effective committee and organizational structure, and tips for meeting facilitation. Identify specific ways to sharpen the governance tools in your toolbox to make board work more intentional and rewarding.
Leading a science and technology-based organization requires leadership that bridges the gap between science, technology and business. However, leadership experts often fail to adapt their training to meet the needs of top scientists and engineers. Learning and development professionals must prepare scientists, engineers and IT experts to become effective leaders through customized leadership training. In this session, learn how to successfully recruit your technical experts into leadership training programs and adapt leadership training to reach technical experts more effectively.
Building on Andy's session last year, this session will focus on how leaders create a climate and culture that leads to increased performance in schools. Much of the input is based on his learning from his participation in Oxford Business School 'High Performing Leadership' course and from the leadership meta-analysis by Dr Viviane Robinson from the University of Auckland
During the 2017 National Regional Transportation Conference, Laura Blomquist Rodriguez shared Colorado's approach to resilience. This study identified factors that mark a path of success for communities.
Final 2013 11 04 financial bootcamp for women the basicsTina Powell
Financial Bootcamp for Women - The Basics. A presentation geared to women beginning to take charge of their financial lives. Simple and easy-to-understand tips.
Attachments Are Where It’s At! - Best Practices in Grant AttachmentsBloomerang
https://bloomerang.co/webinars-events/
Grant reviewers often look at a grant budget before they ever read the beautiful words you took hours to write. Are your attachments helping you get the grant or making it easy for a funder to say “no?”
Join this webinar with Megan Ferry, Consultant, Nonprofit Navigators, to learn about standard grant attachments and what funders are looking for with each type, including specifics on budgets, audits, major funder lists, key personnel, and board lists.
LinkedIn has established its staying power and proves to be one of the most useful tools for your business and career. In this year’s 7x7x7, hear from 7 experts who have leveraged LinkedIn’s tools, features, and groups to enhance their own profile, increase contacts, and grow their business. Tips will span from personal applications of LinkedIn to enterprise level features that can be used for your business.
For small to medium enterprises, the role of the CFO is critical to sustaining the enterprise and ensuring a smooth succession. Drawing on recent research and first-hand accounts with family business owners and CEOs, the director of the Vermont Family Business Initiative at the University of Vermont and our panel will examine the key traits of the most successful (and enduring) family businesses–and how their CFOs played a significant role in that success.
Family owned businesses account for between 80-90% of all businesses. In the winery industry, possibly even more. As this industry has grown rapidly in recent year, those businesses are approaching succession. Here are some strategies to employ to keep your enterprise thriving.
How can we sort out the mysteries of talent? Anyone trying to build a great organization faces the same basic challenge, whether we work for a big company, a startup, a Hollywood studio, a hospital, or the U.S. military. We all wonder how to tell really outstanding prospects from ones who look great on paper but then fail on the job. Or, equally important, how to spot the ones who don’t look so good on paper but might still deliver extraordinary performance.
While change has always been a constant, the pace of change seems to have increased exponentially. This change permeates through all aspects of business as well; competition, marketing, social media, health care, even your employees. As a business owner or leader, you are challenged with keeping up with that change - perhaps even embracing it. The 2013 7x7x7 panel examines where change is happening, what it's impact will be on you and how you might take full advantage of that.
Every business founder will be faced with the same decision at some point – “How do I exit this business I have created (or inherited)?” Nearly half of all business failures are precipitated by the owner’s death. Regardless of what stage your business or practice is at, thoughtful planning and communication with your family and business are critical components in a smooth business succession. Understanding how business, ownership and family are often interwoven is one pathway to success in any business transition process.
Webinar Presentation: Beyond Fellowships: Funding Your International Internshipcvevents
If you're thinking "working abroad sounds nice, but it's too expensive, too complicated, and much easier to find an internship or job at home this summer" think again. In honor of International Education Week (#IEW2014) we're working to dispel that myth and help you navigate the process of funding your international experience. This presentation will provide information on funding for international internships including tips on creating proposals, working with university requirements, and using online fundraising tools. It will outline costs associated with international internships as well as provide additional resources and examples from students who successfully funded their experiences in a variety of ways.
Development Presentation to Inspire Culture of PhilanthropySondra Jenzer
A presentation that can be tailored to your specific needs outlining the purpose of a nonprofit development department, its' chief functions, and how nonprofit functional teams overlap to create a culture of philanthropy. Your nonprofit will have different revenue streams and the emphasis on each will be specific to your organization.
A Critical Conversation after the launch of the new Blackbaud Index Canadahjc
Using examples and data from the new Index, and adding data from last year's major study of generational giving in Canada, we’ll challenge your strategic thinking and help you understand how to be more successful as fundraisers, marketers and industry leaders.
We will cover the following topics:
• how the new Blackbaud Index for Canada will transform the use of data for charities in Canada
• strategic and tactical takeaways now, and in the future, of this ever-fresh Blackbaud Index
• how to think critically about your Foundation, and how to remain at the forefront of fundraising excellence in Canada
Developing Your Case for Support: The Foundation For Your Fundraising SuccessBloomerang
https://bloomerang.co/resources/webinars/
How can you make your Case for Support powerful, provocative and successful? Robin L. Cabral, MA, CFRE, will highlight best practices in preparing and using your case for support.
A presentation that was shared with student organization leaders at UMBC's LeadingOrgs Retreat in September 2014. The presentation focuses on submitting a project and leveraging crowdfunding to raise money for student initiatives.
Our annual series of Charity Seminars held across the region will this year focus on the various elements involved in building a sustainable charity.
The seminar programme will cover:
• Creating a vision: How to build a resilient organisation and resilient teams
• Turning a vision into a plan: What does a good plan look like and how do you obtain funding?
• Keeping the plan on track: This session will focus on key aspects of financial reporting including the different information requirements of management and trustees
• Effective trustee boards as part of building a sustainable charity
• Real relationships that provide sustainable income
• Why are you here? Achieving impact from your fundraising messages
This article argues that family business centers need to align themselves with their universities' missions through strategic planning. It further argues that in most cases this means building the program on an academic base of either teaching or research. Part of establishing that base includes analyzing the balance among teaching, research, and service (i.e., using the [201c]Holistic Model[201d]). Without this approach, the risk of failure greatly increases. The experience discussed throughout this article is that of a small, private, liberal arts university that, using the approach recommended, built its center on the foundation of teaching. Many of these issues warrant further research.
During spring break 2020 (March 29 – April 4) the Smith Family Business will be leading a new student trek to Italy to explore many significant family businesses, Italy history and culture. The trek will begin in Milan and travel through Verona and Tuscany, finishing in Rome.
Rania LABAKI, Ph.D.
Associate Professor of Management
Director, EDHEC Family Business Centre
Scholar, Cornell Smith Family Business Initiative
rania.labaki@edhec.edu
Family and privately-owned businesses have a distinct advantage when family and ownership are closely aligned. Evergreen businesses are led by purpose-driven leaders with the grit and resourcefulness to build and scale private, profitable, enduring and market-leading businesses that make a long-term difference. Understanding certain “evergreen” principals, which may already be in place in your family or business, can be an effective lever to empower innovation in this generation and others to come.
Interruptions come in all shapes and sizes, from those considered a normal part of the business cycle such as changing market conditions or an acquisition proposal, to the deeply personal and subjective, such as the birth of a child, the loss of a loved one or a new idea and the choices it brings. They can be frightening and destabilizing, but they can also be used as catalysts for growth and improvement. It all depends on how you respond to them. Entrepreneurs have to be ready to accept and even embrace these changes as they come.
Ramez Baassiri – Board Member, AHB Group
Presented by David Teten - Managing Partner, HOF Capital
The cost of starting a business has trended down to the cost of being unemployed, which means dramatically more startups, and therefore more competition for your startup idea. How do you identify a startup idea that addresses a market others are not serving?
Ann Dugan - Senior Managing Director of Advisory Services, Family Office Exchange
Are family legacy and innovation incompatible? There are many complexities that come with being a family enterprise. What starts out as a family business gradually evolves into multiple businesses, real estate holdings, and investment portfolios. Balancing the legacy of the family with the needs of the business to grow and innovate requires thoughtful planning and thorough family involvement.
Family businesses have received an increasing amount of attention of late, and rightfully so. They dominate the global economy, from the corner store to the Fortune 300. As publicly owned corporations grow larger, as political systems grow more fragile, and as uncertainty permeates through many corners of society, family businesses will continue to play a key role in building trust and driving innovation. Despite all of this, family businesses are still largely misunderstood; seen as small, insular and conflict ridden. The Smith Family Business Initiative was launched in 2014 to dedicate our efforts towards understanding what makes family business unique, amply positioned and ultimately well suited to tackle the business challenges of global economy. Learn what is now underway at the SC Johnson College of Business and across all of Cornell to connect, educate and inform students, alumni and leaders from family businesses all across the globe.
Recent news of financial misappropriation by employees, brand hijacking and even natural disasters have left many businesses in the lurch and even closed many. As a business owner or leader, time and knowledge is critical. The pace of each day leaves little time for knowing every facet of your business. As budgets tighten, you are pressed to do more with less. It is not uncommon to have a myriad of things fall through the cracks - blind spots! This year's 7-7-7 panel will explore the many blind spots that exist and offer some simple and practical tips for identifying and preventing them from doing further damage.
As a business owner or leader, you are constantly subjected to competition from many sources. Falling victim to the demands of today's market can leave your company unprepared when priorities begin to collide. Whether you are a small or large business, owner or employee, consultant or advisor, working ON your business rather than IN your business will help you begin to build value in your brand. This panel of seven experts will share seven simple ideas and tips that any company can immediately implement to add value to their brand and business using social media, new marketing ideas and other brand building techniques.
The seminar is organized by UVM's Vermont Family Business Initiative
Successful family enterprises are different in many ways, but they have at least one
thing in common; they are well organized. Their success is achieved through thoughtful
planning, and part of this organized approach often involves creating a Family Constitution. Source: www.familybusinesssolutions.co.uk
Linked In continues to rise in popularity and usefulness. Its features allow for connections to those in your extended network, job search, and discussions. Where might Linked In help your business and professional career.
Ask yourself these questions . . .
1. Are your bank covenants trending up or
down?
2. Are you paying more cash out weekly than you receive?
3. Does your family really agree with your
business plans?
4. Why are you taking this test?
These and the following questions are a self
diagnosis test of your business health. Take the test in the privacy of your own office and see how you rate on these critical risk factors.
The tools of social media are exploding exponentially. While in theory you can reach a global audience, is diving into social media a strategy you wish to pursue? This intro to Family Business 2.0 will introduce you to what’s here to stay and help you answer many of the questions that persist regarding social media and networking.
More from Smith Family Business Initiative at Cornell (20)
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How libraries can support authors with open access requirements for UKRI fund...
Family Business Alliance Presentation Sustainable Programs
1. Building Sustainable
Family Business Programs
• Andrew Keyt, Loyola University
• Carol Wittmeyer, St. Bonaventure University
• Joseph Astrachan, Kennesaw State University
2. Goals
To provide:
I. Background on family business centers
including survey results
II. Framework to analyze sustainability of family
business centers from a capitalization
perspective
III. Suggestions to create, maintain or enhance
sustainability
IV. Professional Development suggestions
3. I - Background
• New and fledging discipline
– Multidisciplinary
• Complexity of stakeholders with various
goals
4. II – Sustainability Framework
1. Political Capital
2. Social Capital
3. Intellectual Capital
4. Financial Capital
5. 1. Political Capital
External Internal and Structural
• Members • University
• Sponsors Administration
• Advisors • Faculty
• Boards
• Alumni
Debate: does being a part
of a specific school (eg
business) hurt or help?
7. 2. Social Capital
• Goodwill – stakeholder satisfaction
• Brand & Communications – internal and
external center awareness; frequency and
relevancy of communications
• Staff -
capability, dedication, charisma, synergy and
continuity
• Networks – affinity groups internally and
externally
8. 3. Intellectual Capital
• Knowledge – thought leadership
– Programming – relevant programming
• Niche – particular expertise
• Research – future thought leadership
9. 4. Financial Capital
• Sources – where do funds come from and
what power influences accompany them?
• Control – what expectations come from
funding sources?
• Uses – how are financial resources used to
invest in the center?
10. Survey - Revenues
Dues: Current Revenue Sources:
• Average $2,145 • Dues – 50%
• Range $385-$6,950 • Sponsors – 33%
Budget: • Events – 10%
• Average budget: $250K • Endowment Grants &
• Range: $57K - $800K Fundraising – 3%
Endowment: • University – 2%
• Average: $800K • Other – 2%
• Range: $0-$3.5M
11. More on Revenue Sources
Grants: Events held:
• 4 received grants • 13 per year on average
ranging from $1K to – Range 4-35
$300K • Only 11% covered by
– 3 were from private event fees
sources
12. III – Building Sustainability
1. Political Capital
2. Social Capital
3. Intellectual Capital
4. Financial Capital
13. 1. Building Political Capital
• Internal Support –
build collaborations:
– Supervisors
– Colleagues
• Center, other divisions
– Faculty
• Business school
• Other disciplines
– Students
14. Building Political Capital
Internal
Staffing – is the center one person?
What options do you have?
• Full-time vs. part-time
• Joint appointments w/ other departments
• Visiting appointments
• Executive-in-Residence
15. Staffing Survey Results
• Full-time staff 2 • Full-time faculty 1
– Range 0 – 7 – Range 0-12
• PT staff 1 • Part-time faculty 1
– Range 0-4 – Range 0-4
• Student workers 1 • Director Tenure – 9 yrs
– Range 0-4 – Range 1-17
• Contractors 3 • Total # directors – 1
– Range 0-9 – Range 1 – 4
• Average members 59
– Range 22-125
16. Building Political Capital
• External Support – build collaborations:
– Board
– Members
– Alumni/Volunteers
– Sponsors/Donors
– Other Centers/Orgs
– Media
– Networking Groups
– Funders
17. Board Survey Results
Board of Advisors:
• 92% have one
• 12 members on average
– 70% have family members
– 65% have sponsors
– 57% have administrators
– 30% have faculty
– 13% have nonsponsor advisors
18. 2. Building Social Capital
Building the right relationships & building the
center reputation around thought leadership.
• Networking
• Communications
19. 3. Building Intellectual Capital
• Partnerships
• Sponsors
• Communicate importance, significance and
relevance of research
• Internal funding sources/grants
– Collaborate w/ other faculty
20. 4. Building Financial Capital
• Cost-benefit principle
– Events
• Institutional
• External
– Events
21. Funding Sources
• Internal • External
– Budgeting processes – Private
– Students/tuition and • Kauffman
student activities • Coleman
– Other programs • Lowe
• Family Foundations
– Endowment
• Family Enterprises
• Alumni
• Corporate gift match
• Corporations/Sponsors
Don’t forget about planned – Public
• Economic development
giving
• Local, state and federal
funding
22. Professional Development
• In the long run, what successes will benefit
the center and your career?
– Networking
– Programming & service
– Relevant Research
– Resource Development Success Record
– Fulfillment
23. In Sum….
To become self-sustaining, or enhance your
position, you should create and monitor a
business plan which addresses the four types
of capital and is widely distributed.
24. Questions? Thanks!
• Andrew Keyt
– 312.915.6490
– AKEYT@luc.edu
• Carol Wittmeyer
– 716.375.2363
– cwittmey@sbu.edu
• Joseph Astrachan
– 770.423.6045
– Joe_Astrachan@coles2.kennesaw.edu
Editor's Notes
The faculty/staff preparing this presentation have at least the same family business center experience as the audience – from planning to start-up a center to running centers with the most experience and resources. This program was created because I am trying to plan to create a self-sustaining center, went to Andrew and Joe for help.At SBU , we don’t have a center yet but as it is conceptualized it appears that three themes will come together: entrepreneurship, social entrepreneurship and family enterprise.We’ve offered entrepreneurship courses for nearly a decade and received grants for funding social entrepreneurship and execs-in-residence. Last year we added family business courses and the advisory board has formed a subcommittee on this topic. Now we have been awarded a $1 M grant for social entrepreneurship.At Loyola and Kennesaw, they have XXX years of combined existence, have produced dozens of articles and books, served hundreds of families (mostly large – sales of XXX), run hundreds of programs, advised other center directors and teach in family business courses and have most recently developed graduate programs in family business.Why is this topic important? In our study of family business centers, ½ told us that they had SIGNIFICANT pressure to be self-sustaining.And ½ also indicated that the economic climate is impacting centers including membership declining, delayed membership payments, loss of sponsors, lack of interest in programming.
Goals: To provide: Background on family business centers including survey resultsWe surveyed family business centers, got 23 responses out of 100.A framework to analyze sustainability of family business centers from a capitalization perspectiveFrames includes political, social, intellectual and financial capitalSuggestions to create, maintain or enhance sustainabilityFor each of the frames, we will provide advice on how to enhance sustainabilityProfessional Development Suggestions on how to enjoy personal success from building sustainabilityAndrew will now present 1-3 and I’ll tag on to 3 and cover 4.
HistoryLittle Research done on family business centers and their efficacyKaplan Et al – Customer satisfaction surveyFinding: Program effectiveness is more about relationships than programs offered. Desire from families for Information / Interaction / Access to Family Business Experts / Opportunity to get help in dealing with family & business issues Field of family business still in its infancy and seeking academic legitimacyWharton ->Kennesaw/OSU ->Loyola – Explosion in the early 1990’sCenters in our survey were on average 14 years old – not that old!Multiple Stakeholders: Families, sponsors, University, Community, FacultyThe question of sustainability is one that has not been addressed. We’ve seen many programs struggle after an individual leaders leaves, a dean changes, etc. with some programs actually being shut down because a new dean does not see it as a priority.Multidiscipline field
ExternalMembers – need many members and the larger the better (the business) for sustainabilitySponsors – big decision – if you have them you may need to cater to themAdvisors – many advisors, accountants and attorneys, are family firms, they can provide lots of advice but need to be careful about solicitationBoards – very important, family firms provide the majority of philanthropy so they have lots of clout w/ administrationAlumni – important resource as many are family businesses and they can help promote the centerInternal and Structural Dean/supervisors – need to have the support of the dean to existFaculty – faculty don’t always respect the family business disciplineNeed support of Deans/Administration to existPredominant model of a Staff Director for center limits political capitalDebate: does being a part of a specific school (eg business) hurt or help?
Structure Most are in the business school. Some are in other schools such as continuing education. Some are part of a collaboration with other agencies such as economic development. Some are a completely separate organization.
Social CapitalGoodwill – this consists of the level of stakeholder satisfaction and interest.Externally – members, sponsors, alumni, those interested in family businessInternally – faculty in school of business, faculty in other disciplines, students, academic administrators and external affairs/development staffsBrand and Communications – this consists of how well known and respected the center is and how it defines the family business field – inside and outside the organization and to what extent there are ongoing communications vehicles and efforts (example of Loyola research reports, web emails, newsletters, etc)Staff – this consists of the capability, dedication, charisma, synergy and continuity of the center staffNetworks – this consists of all the various affinity groups that can support the center and especially networking of members in various affinity groups – give peer group example at Loyola.
3. Intellectual CapitalKnowledge – in order to be sustainable over the long run the Center must have sufficient intel capital to meet the needs of stakeholdersProgramming – to what extent are programs rich, unique, attract diverse audiences, provide for networking and invite feedback?A word about programming – research from center directors said that two most important factors were information and interaction. So offering workshops vs lectures, and having websites and libraries w/ resources available is value added. Describe how NGLI was designed, the 18K fees and total revenues per year.Niche – centers can have a niche – Loyola it’s multigeneration and sales of …… Research – there has to be a structure and talent to conduct and publish research to keep the center in high respect and for them to be able to offer relevant and recent research.
Financial Capital – most centers are not self-sufficient which can cause them to be vulnerable in bad times, and a revenue source for universities in good times. Either way – there’s no reinvestment.Sources – where do funds come from and what power influences accompany them?Members – can see fee for service organization vs. educational organization.See list from survey on next slide.Control – what expectations come from funding sources? What level of control do others have over the centerCan a new dean eliminate funding/staff?Uses – how are financial resources used to invest in the center? Those who have influence over the budgeting process (university and board), will monitor past uses and future expectations. It is important to invest in high quality services which can be significantly more costs (speakers, programming) than that for other areas in the university.If surplus is achieved it is most likely lost at year end vs. being reinvested.Let’s take a look at survey results related to revenues
Revenue Survey ResultsDuesTo run a center with a budget of $250K – survey mean -- you would need 116 paying members (families???). Those are low fees!EndowmentMost have no endowment at all making them very vulnerable.Current Revenue SupportMost have revenues from dues and sponsors. Few have revenues from endowment, fundraising or grants.
More on Revenue Sources:Grants – most centers do not have endowments nor receive grants.The question is – are they pursuing them? What kind of support does the university provide?Events – average of more than once a month! Majority not break even.
Building SustainabilitySo we know that being financially independent is a good thing (although too successful and school expects subsidies), how do we get there?
Building Political Capital:Internal Support – build collaborations:Supervisors – from dean through president (always go through channels…); keep them informed, attend dept/faculty meetingsColleagues – in the center – use good management skills and succession planning/professional development plans to keep staff engagedFaculty – know the faculty in the school and make sure they are aware of your projects, attend their meetings, ask for advice, ask if they’ve thought about how their field intersects with family business; if possible, provide grants for them to explore such researchStudents – offer courses and clubs. Give a survey – one article stated that over 30% of
Building Financial Capital:In general, centers must keep in mind the accounting cost-benefit principle that costs should not outweigh benefits in the long-run. Centers do not typically remember this when it comes to events. Some are mission-driven but for the most part revenues should cover expenses.4 hour workweek principles:--Outsource what you can to experts (such as events)--Get rid of small or high maintenance customers (fundraising 90% of gifts come from 10%) – all donors are not =.
Internal FundingBudgeting processesStudents/tuition & student activities Other programs - if you work with other divisions, split costs and share revenues – often times works in reverse because entrepreneurship and family business is so easy to raise funds for.Endowment – this is key – if you can get the board to support a campaign/efforts to raise permanent funds, that will secure the center on all four capitals.External Funding – individuals or organizationsPrivateKauffmanColemanLoweFamily Foundations – can search on fc searchFamily Enterprises – ask alumni office for lists w/ titles like owner, pres, even vp and see who has a family business, pursue them.Alumni – individually, families and clubs/alliances (Wharton)Corporate gift match Corporations/sponsorsPublicEconomic development – during a rough economy a funding approach is to become a leader in offering programs related to economic growthLocal, state and federal fundingIn all, remember the Empathy factor
In the long run, what successes will benefit the center and your career?Networking – there is no question that dream jobs come from connectionsProgramming & service – you will learn a great deal and gain a reputation of organizing worthwhile programsRelevant Research – you can establish yourself as a thought leaderResource Development Success Record – establishing yourself as someone who can bring in funds is significantFulfillment – being able to look back and review measurable successes is awesome