Research presentation on WeChat Subscription ProductPawan Gupta
The slide measures ROI on WeChat subscription product on CBS business conference. The techniques used were ethnography, quantitative and qualitative research.
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
CCAT Interpretation Session - Si Texas ConveningTCC Group
This workshop, held for Social Innovation Fund subgrantees in Brownsville, TX in January 2016, helped participants prioritize areas in which they can build their organizational capacity in order to accomplish their programmatic goals. With each grantee’s respective CCAT report in hand, attendees became familiar with the four core nonprofit organizational capacities necessary to remain sustainable and successful, their organizational lifecycle stage, report recommendations, as well as an organization’s capacity needs and readiness to tackle areas in need of improvement. The presenters also highlighted the context in which the CCAT exists – more specifically, Capacity Building 3.0, a targeted capacity building process and framework grounded in the notion that building the capacity of all actors in any social sector ecosystem depends on the development of "relational capacity. “ This was an interactive session during which each team had the chance to interpret its organization’s CCAT report, and walk through six critical diagnostic prioritization steps – leaving the workshop with a clearly defined action plan with well-articulated priorities, team roles, and an operational timeline.
How to Prepare a Grants Strategy in Uncertain TimesBloomerang
https://bloomerang.co/resources/webinars/
Rachel Werner will review what tried and true methods still have value, what might need to be changed, and what is still left unknown. You can start off 2021 with a better sense of how to be successful during times of uncertainty.
The purpose of this handbook is to provide a comprehensive guide on the BDPA Corporate Sponsorship Programs that is used by BDPA on a local, regional and national basis. Several views are presented for clarity. The intended audience is BDPA members who engage in corporate sales activities and BDPA leadership on the local, regional and national level. This handbook is the responsibility of the Corporate Sales Department Director and should be reviewed for updates on an annual basis.
In order for corporate sales efforts to be effective, all individuals selling BDPA sponsorship should have an understanding of the overall program as provided by this document and are required to work in a united, cooperative effort toward acquiring funding.
Leading with Intent: 2017 National Index of Nonprofit Board PracticesDominique Gross
As the leading organization focused on strengthening and supporting nonprofit board leadership, BoardSource has been tracking and analyzing trends in nonprofit board leadership since we launched our first national study in 1994. Leading with Intent: 2017 National Index of Nonprofit Board Practices is the most recent in this series of studies.1 Board chairs and executives2 from more than 1,300 nonprofit organizations responded to a survey in the summer of 2016, sharing data and insights about their boards’ composition, practices, performance, and culture (Methodology, page 6). Responses from these 1,700 leaders are the basis of this study.
Leading with Intent is organized into four broad categories. In practice, these categories are deeply intertwined and difficult to isolate, but they provide a framework for exploring the relationship between who serves on a board, how it is structured, the culture it cultivates, and the way that it does
its work:
1. People: Board Composition and Structure (Page 10).
Having the right people on a board makes higher performance — in both the board’s internal and external functions — more likely. This report therefore begins with who serves on the board and how they are composed and organized as a collective body.
2. Culture: Leadership Culture and Dynamics (Page 20).
How the board conducts its work — from group dynamics to its relationship with the chief executive — can help or hinder the board’s ability to carry out its work. Likewise, board culture and dynamics are also affected by who serves on the board and the nature of the work that the board undertakes.
3. Work: Board Responsibilities (Page 28).
Boards are charged with many important responsibilities. This section explores how well boards are fulfilling their basic, strategic and adaptive, and external and ambassadorial leadership roles.
4. Impact: Perceptions of the Board’s Impact on Organizational Performance (Page 44).
Ultimately, the most important measure of board performance is the impact that the board has on organizational performance. While Leading with Intent does not include objective measures of organizational effectiveness and the board’s impact on them, it explores board chair and executive perceptions of the board’s impact on organizational performance, and board characteristics that seem to be positively linked to these perceptions.
Research presentation on WeChat Subscription ProductPawan Gupta
The slide measures ROI on WeChat subscription product on CBS business conference. The techniques used were ethnography, quantitative and qualitative research.
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
CCAT Interpretation Session - Si Texas ConveningTCC Group
This workshop, held for Social Innovation Fund subgrantees in Brownsville, TX in January 2016, helped participants prioritize areas in which they can build their organizational capacity in order to accomplish their programmatic goals. With each grantee’s respective CCAT report in hand, attendees became familiar with the four core nonprofit organizational capacities necessary to remain sustainable and successful, their organizational lifecycle stage, report recommendations, as well as an organization’s capacity needs and readiness to tackle areas in need of improvement. The presenters also highlighted the context in which the CCAT exists – more specifically, Capacity Building 3.0, a targeted capacity building process and framework grounded in the notion that building the capacity of all actors in any social sector ecosystem depends on the development of "relational capacity. “ This was an interactive session during which each team had the chance to interpret its organization’s CCAT report, and walk through six critical diagnostic prioritization steps – leaving the workshop with a clearly defined action plan with well-articulated priorities, team roles, and an operational timeline.
How to Prepare a Grants Strategy in Uncertain TimesBloomerang
https://bloomerang.co/resources/webinars/
Rachel Werner will review what tried and true methods still have value, what might need to be changed, and what is still left unknown. You can start off 2021 with a better sense of how to be successful during times of uncertainty.
The purpose of this handbook is to provide a comprehensive guide on the BDPA Corporate Sponsorship Programs that is used by BDPA on a local, regional and national basis. Several views are presented for clarity. The intended audience is BDPA members who engage in corporate sales activities and BDPA leadership on the local, regional and national level. This handbook is the responsibility of the Corporate Sales Department Director and should be reviewed for updates on an annual basis.
In order for corporate sales efforts to be effective, all individuals selling BDPA sponsorship should have an understanding of the overall program as provided by this document and are required to work in a united, cooperative effort toward acquiring funding.
Leading with Intent: 2017 National Index of Nonprofit Board PracticesDominique Gross
As the leading organization focused on strengthening and supporting nonprofit board leadership, BoardSource has been tracking and analyzing trends in nonprofit board leadership since we launched our first national study in 1994. Leading with Intent: 2017 National Index of Nonprofit Board Practices is the most recent in this series of studies.1 Board chairs and executives2 from more than 1,300 nonprofit organizations responded to a survey in the summer of 2016, sharing data and insights about their boards’ composition, practices, performance, and culture (Methodology, page 6). Responses from these 1,700 leaders are the basis of this study.
Leading with Intent is organized into four broad categories. In practice, these categories are deeply intertwined and difficult to isolate, but they provide a framework for exploring the relationship between who serves on a board, how it is structured, the culture it cultivates, and the way that it does
its work:
1. People: Board Composition and Structure (Page 10).
Having the right people on a board makes higher performance — in both the board’s internal and external functions — more likely. This report therefore begins with who serves on the board and how they are composed and organized as a collective body.
2. Culture: Leadership Culture and Dynamics (Page 20).
How the board conducts its work — from group dynamics to its relationship with the chief executive — can help or hinder the board’s ability to carry out its work. Likewise, board culture and dynamics are also affected by who serves on the board and the nature of the work that the board undertakes.
3. Work: Board Responsibilities (Page 28).
Boards are charged with many important responsibilities. This section explores how well boards are fulfilling their basic, strategic and adaptive, and external and ambassadorial leadership roles.
4. Impact: Perceptions of the Board’s Impact on Organizational Performance (Page 44).
Ultimately, the most important measure of board performance is the impact that the board has on organizational performance. While Leading with Intent does not include objective measures of organizational effectiveness and the board’s impact on them, it explores board chair and executive perceptions of the board’s impact on organizational performance, and board characteristics that seem to be positively linked to these perceptions.
Presentation and live webinar hosted by California Community Foundation for donors interested in assisting their favorite nonprofits in capacity building.
You can also view the webinar at our YouTube page www.youtube.com/CalfundTV!
Profitable Solutions for Nonprofits: Board Responsibilitiesheatherlam
We discuss the legal and ethical responsibilities of boards of directors. Make sure your organization is judged by the IRS as having a strong commitment to good governance, and solidify your positive public perception.
1. An Assessment for Nonprofit Best Practices
(The questions below require a Yes or No answer. Each Yes
answer receives 2 points, a No answer receives a 0.)
Overall Score: ___________(of a possible 100)
Note: The score is not as important as demonstrating where an
organization needs to take action or make changes. The divisions in
bold are arbitrary benchmarks for effectiveness, which have circulated
for years without attribution. It’s a convenient way to categorize the
50 questions. Feel free to use this and send to others. Our only request
is the our firm, Resource Development Counsel (RDC), be credited. If
you would like assistance in working through these questions, contact
Robert Miss, Founder of RDC robertmiss@aol.com www.rdcfunds.org
Mission is stated in 25 words or less.
1. _____ Is there a brief mission statement, easily repeated
by a board member or supporter?
2. _____ Does each program or service have a written
statement of purpose?
3._____ Is there a consistent practice of providing
presentations to the board regarding aspects
of programs and services?
4._____ Is there a written strategic plan which was
formulated in the last 3 years and has the
plan been reviewed in the last 6 months?
5._____ Was there an annual board/staff retreat conducted
in the last 12 months?
6._____ Are the articles of incorporation and the bylaws
available for public review?
7._____ Have the bylaws been updated in the past
five years? When, with what result?
8._____ Does the board meet on a fixed, regular basis?
9._____ Is an agenda prepared in advance of each board
meeting as a collaboration between
the executive director and board chair?
10.____ Is the board meeting agenda always circulated
to the board in advance?
11.____ Is there an organization chart?
12.____ Is there a basic flyer describing the mission,
services, achievements of the organization?
Developed by: Resource Development Counsel www.rdcfunds.org
2. 13.____ Is there a Web site for the organization?
A printed annual report is produced.
14.____ Is there an audit committee?
15.____ Is there a conflict of interest statement
for board members?
16.____ Is the annual report circulated to donors and
supporters?
17.____ Does the board have directors’ & officers’
insurance?
18.____ Is there a finance committee of the board?
19.____ Did the board approve the current year’s annual
budget?
20.____ Did the board take responsibility for hiring
the current independent auditor?
21.____ Are the IRS Form 990 filings for the past three
years accessible for review by board members
and the public when requested?
Fifty-percent or more of gifts and grants come from
individuals. (The national average is approximately 85%.)
22.____ Is there a development committee of the board?
23.____ Is there a staff person in charge of fundraising?
24.____ Does the director of development have direct
access to the development committee?
25.____ Is there a written statement or case explaining
why people should support the organization?
26.____ Was there an annual fundraising plan prepared
for the current year?
27.____ Is there a system for recording donations and
thanking donors?
Developed by: Resource Development Counsel www.rdcfunds.org 2
3. Board members are directly responsible
for the largest gifts from any source in the past year.
28.____ Were there board members directly responsible for
the largest gifts from any source in the last
12 months?
29.____ Did every board member make a cash contribution
to the organization in the last fiscal year?
Net income from special events is 20 percent or less of
all other sources.
30.____ Is the income from fundraising events always
calculated as net of expenses?
31.____ Is the net income from fundraising events 20%
or less of all other sources?
Three foundations and three corporations have an
ongoing relationship with the organization.
32.____ Were there at least 3 corporations that had a
relationship with the organization last year
and carrying over into this year?
33.____ Were grants received from at least 3 private
foundations during this past year?
34.____ Is there a calculated overhead rate to be used
when applying for grants?
Every board member and every volunteer has a job
description.
35.____ Is there a nominating committee operating on
an ongoing basis?
36.____ Is there a written procedure for inviting a new
member to the board?
37.____ Is there a general job description for board
members?
38.____ Are there job descriptions for the board chair
and committee chairs, for volunteers?
39.____ Is there a document stating what expectations
there are for board members?
Developed by: Resource Development Counsel www.rdcfunds.org 3
4. Term limits are strictly observed by the board.
40.____ Are there board term limits?
41,____ Is there a diversity in age, gender, ethnicity,
and constituency represented on the board?
42.____ Is there a requirement to attend a set number
of board meetings per year?
43.____ Does the board perform an annual review of the
executive director?
44.____ Is there a written emergency succession plan for
the executive director’s position?
Every board member, senior staff, and major donor has
toured the organization’s site or sites and has met
members of the constituency served.
45.____ Is there an orientation procedure for new board
members and new employees?
46.____ Is there an annual activity to determine the current
needs of the constituency served, such as
a consumer survey or focus groups?
47.____ Is there an annual summary which reports
the outcomes of the programs and
services of the organization?
Senior staff and board members serve on local and
regional committees related to the mission.
48.____ In the past 12 months has the organization
collaborated with another nonprofit
on a project benefiting the community?
49.____ Does the director of development belong to a
professional fundraising association?
50.____ Are funds allocated for staff training and
attendance at professional meetings?
Developed by: Resource Development Counsel www.rdcfunds.org 4