Nonprofit Boards And Planning Learning
Embark on a journey of mastery in board governance and strategic planning with our selected collection of training videos– tailored exclusively for nonprofits. Venture into the intricate dynamics of board management, from recruitment and retention of effective board members to nurturing a culture of engagement and mutual respect. Explore the heart of strategic planning as nonprofit experts share compelling visions and means to devise actionable plans, and implement them successfully. You’ll learn how to synergize your board and staff and align them towards common goals and objectives. Whether you’re a newly formed nonprofit seeking structure and new board members or an established organization aiming to streamline processes and enhance impact, these inspiring learning sessions will give you a wealth of resources.
In the fast-changing world of nonprofits, staying true to mission while resisting the allure of scope creep can be a challenging dance. Miriam Dicks, founder and CEO of 180 Management Group, recently shed light on this topic during a riveting chat with hosts Mitch Stein and Sherry Quam Taylor.
Miriam begins by defining scope creep, drawing parallels to its militaristic synonym, mission creep. She shares the webster definition, "Mission creep is a gradual shift in objectives during the course of a military campaign, often resulting in unplanned long-term commitments." She then links this definition to the nonprofit landscape, highlighting the challenges of altering objectives mid-campaign, akin to navigating the ever-changing battlefield of nonprofit work.
The interesting interview digs into the root causes of scope creep,
The role of leadership development in the nonprofit sector, emphasizing the need for leaders to be adaptable, self-aware, and mission-focused to effectively guide their organizations through challenging times, shared in a compelling dialogue with two notable experts in nonprofit leadership development, John Tiso, Director of Client Services at JMT Consulting, and Dr. John Davidoff, founder and Chief Mission Officer of Davidoff Mission-Driven Business Strategy. This dynamic interview explores nonprofit leadership, and the importance of fostering a mission-driven culture and continuous leadership development.
John Tiso shared insights into how JMT Consulting supports nonprofits with comprehensive back-office solutions, highlighting their commitment to enhancing leadership skills within these organizations. Reflecting on his personal growth, he shares, "Leadership started off in the classic perspective of it being about title and role, but meeting Dr. John challenged my assumptions and nurtured my development for over six years."
Dr. John Davidoff describes his firm's role in helping nonprofits become genuinely mission-driven by integrating continuous leadership development and a drama-free, high-functioning culture into their strategic planning
The historic venue, Wow Hall, a cherished cultural anchor in Eugene, Oregon, stands as a testament to community resilience and collaboration. Executive Director of the nonprofit, Deb Maher, shared their story, which embodies a vision-driven approach, emphasizing the power of positivity and collective action in transforming communities.
Wow Hall, originally established in 1932 as a fraternity for woodworkers, faced near-demolition in 1975. However, a swift community effort saved the building, transforming it into a nonprofit performing arts center. Deb takes us through Wow Hall's rich history, emphasizing its evolution into a vibrant hub for cultural expression and community engagement.
From dealing with large nonprofit donors and trust advisors, sorting nonprofit board member financial obligations, to explaining concepts like nonprofit cause selling and board dynamics, hosts Julia Patrick and Muhi Khwaja answer questions from nonprofits.
When faced with the dilemma of whether to bring someone else to a meeting with a large donor and their trust advisor, Muhi advises diversifying the skill set within the organization. He suggests involving estate planning lawyers or seeking pro bono services from local law firms to address legal questions effectively. Muhi emphasizes the importance of transparency and seeking assistance when needed, stating, "Don't ever fear... I'll get back to you."
Speaking to the intricacies of fundraising strategies, Muhi clarifies the concept of cause selling, emphasizing its focus on relationship-driven approaches to cultivation and stewardship. He encourages nonprofits to leverage resources available through platforms like Fundraising Academy to educate board members and gain their buy-in to the process.
The conversation transitions to board management, where Muhi offers insights into determining the frequency of board meetings. He advocates for aligning meeting schedules with the capacity and commitment of board members, suggesting that quarterly meetings may suffice for certain organizations. However, he highlights the importance of regular committee meetings to ensure effective governance.
Addressing a question about the nuances between board dues and give-or-get policies, Muhi proposes a unique approach of assigning board members their own donor portfolios. This proactive strategy not only engages board members in fundraising activities but also fosters a deeper understanding of organizational goals and donor relationships.
The role of a Board Treasurer in a nonprofit extends beyond accounting tasks to encompass strategic financial oversight, transparency, and accountability. By prioritizing timely financial reporting, active engagement in budget discussions, and promoting transparency, treasurers play a pivotal role in safeguarding the nonprofit’s financial stability and mission fulfillment.
Jackie McLaughlin, a CPA with Chazin and Company, begins by dispelling the myth that only finance professionals can serve as treasurers. She points to having common sense as the key requirement, stating, "If you can run your own personal finances, you have enough common sense to be a treasurer." Fiduciary responsibility, often perceived as complex, is simplified as acting in the best interest of the organization, akin to a parent making decisions for their child.
Jackie outlines the treasurer's role in financial oversight, distinguishing it from hands-on accounting work. Treasurers primarily review financial statements and budgets, asking critical questions to ensure financial health. They collaborate with finance committees and executive directors to assess budgets, review financial reports, and make strategic decisions. Jackie emphasizes the importance of timely financial reporting, advocating for monthly financial statements and quarterly board reviews to detect and address issues promptly.
Jackie also speaks to transparency and accountability in financial management, emphasizing that nonprofits must be transparent with their financial information, including making audited financials and tax returns publicly available. She encourages regular financial communication and stresses the treasurer's role in scrutinizing budget variances and ensuring corrective action is taken when necessary, sharing a cautionary tale about the repercussions of neglecting financial discussions within the board. She recounts a scenario where a nonprofit's financial performance declined due to the board's habit of hurriedly reviewing financials. Moving financial reviews to the top of the agenda led to more focused discussions and accelerated efforts to address financial challenges.
This informative session will give your nonprofit logical comfort and direction on the duties and roles of board treasurers.
The topic of strategic planning essentials for nonprofits! We discuss the intricacies of inclusive strategic planning, ensuring that every voice is heard, with Carol Hamilton of Grace Social Sector consulting.
Carol begins with the “why” of inclusivity in strategic planning, highlighting the need to integrate an equity lens into the process, and acknowledging the diverse perspectives crucial for organizational success. Hamilton says, "The strategy of the organization is not solely owned by the board. It is part of the board's role, but it's not exclusively their job.", a statement defining her belief in the collaborative nature of strategic planning, where input from various stakeholders is essential for effective decision-making.
Carol challenges the traditional notion that strategic planning is solely the board's responsibility, advocating for a collaborative approach involving staff, board members, and stakeholders. By fostering an environment of shared decision-making and inclusivity, organizations can achieve genuine buy-in and alignment towards common goals. She emphasizes, "I've stopped saying no and I've started saying not yet. It feels much less punitive. Usually, our ambitions are bigger than our capacity, and that's okay." This shift in mindset encourages organizations to view setbacks as opportunities for growth and progress, rather than failures.
She goes on to address common pitfalls in strategic planning and offers practical solutions. From avoiding overly ambitious plans to ensuring ongoing engagement beyond the initial retreat, she emphasizes the iterative nature of the process. By establishing clear goals, defining success indicators, and maintaining flexibility, organizations can create dynamic and adaptable strategic plans.
Carol also describes the evolving landscape of strategic planning in light of external factors, such as the COVID-19 pandemic and shifting political environments. She stresses the importance of agility and resilience, emphasizing the need to adapt strategies in response to changing circumstances.
Visit Grace Social Sector Consulting's website and learn more.
A fresh and striking perspective on relational leadership, focusing on aligning goals with nonprofit’s mission and fostering a culture of compassionate accountability within nonprofit organizations, with Wendy F. Adams, CFRE, from Cultivate for Good. Wendy gives the keys to building stronger team-leader relationships, setting meaningful goals, and fostering a culture of excellence within nonprofits.
Wendy launches the fast-paced conversation by highlighting the essence of relational leadership, stating, "We've got to start with the leader. Where are you in this space. Are you able to be self-aware." She emphasizes the need for leaders to recognize their role in driving progress and addressing challenges head-on, stressing the importance of authenticity, stating, "We know that our supporters and our donors... they can sniff out anything that's not authentic.", then, continuing by pointing to the necessity of believing in the mission, stating, "Do you as the leader believe that your mission is possible?" She emphasizes the value of collaboration in tackling ambitious goals within the nonprofit sector.
The conversation then shifts to the practical aspects of goal-setting, with Wendy introducing the concept of "SMART goals" infused with relational principles, emphasizing the importance of goals being loyal to the mission, lasting, and measurable. She offers more on the need for leaders to nurture a culture where mistakes are viewed as opportunities for growth rather than barriers to progress.
The conversation sheds light on the role of compassionate accountability in driving organizational success. Wendy shares personal anecdotes and insights, stressing the need for leaders to empathize with their team members while holding them accountable to their commitments, stating, "We're going to do this together as a leader... I'm going to be empathetic and keep you accountable and responsible to what you said."
For those seeking to learn more about Wendy F. Adams and her approach to relational leadership in nonprofits, visit Cultivate for Good at cultivateforgood.com.
Discover the power of data-driven strategies, efficient donor management, and relationship cultivation for successful nonprofit capital campaigns. Gain practical advice for navigating fundraising challenges and maximizing impact in your nonprofit organization.
Guest expert Kirsten Wantland joins cohosts Julia Patrick and Meredith Terrian to discuss the intricacies of fundraising strategy, data management, and the importance of cultivating relationships for successful capital campaigns. Kirsten, a seasoned professional with years of experience at Bloomerang, offers her insights into the world of nonprofit fundraising and the tools and methodologies used.
Kirsten recounts her journey into fundraising, highlighting her initial fascination with community connections and her discovery of tools like Bloomerang and wealth prospecting, which revolutionized her approach to the field. As she explains, her role involves assisting clients in optimizing their fundraising efforts through efficiency audits and strategic advising.
A key aspect of Kirsten's expertise lies in the understanding and utilization of data. She details the importance of clean data and its role in informing fundraising strategies, particularly in the context of capital campaigns. By analyzing donor engagement, wealth indicators, and past contributions, organizations can prioritize their outreach efforts effectively.
Throughout the conversation, Kirsten emphasizes the need for fundraisers to move beyond reactionary tactics and adopt a proactive approach to donor cultivation. She stresses the importance of identifying potential donors within existing databases and nurturing those relationships to unlock future fundraising opportunities.
By harnessing the power of tools like Bloomerang and wealth prospecting, organizations can skyrocket their capital campaigns.
Nonprofits are increasingly exploring innovative revenue streams, and the Children's Treehouse Foundation offers a compelling case study in leveraging specialized programs for financial sustainability. In this video featuring Gregor Debruhl, Executive Director of the Foundation, the conversation centers on the strategic licensing of their signature program, CLIMB, to hospitals and institutions. This model not only expands the program's reach but also generates vital revenue for the nonprofit.
Gregor Debruhl outlines the significance of the CLIMB program, designed to support children and families navigating the emotional turmoil of a cancer diagnosis within the family. "CLIMB is a six-week art-based, evidence-based program designed to help children and their families build communication and develop positive coping strategies," Debruhl explains.
This fast-paced discussion sheds light on the practical aspects of licensing nonprofit programs. Debruhl stresses the importance of aligning such initiatives with the organization's mission and capabilities. "For me, it was really important to focus on philosophically why we want to do this. I wanted to escape fundraising... but that's not really enough of a reason to jump into this," Debruhl shares, referencing the need for a deeper strategic fit rather than purely financial motivations.
The licensing model presents both challenges and opportunities for nonprofits. On the technical side, establishing a successful licensing framework involves creating and managing infrastructure, marketing, developing pricing strategies, and negotiating contracts. Debruhl's insights into navigating these complexities, coupled with his emphasis on the philosophical alignment of licensing initiatives, provides valuable lessons for other nonprofits considering similar paths.
This licensing approach necessitates a delicate balance between financial sustainability and maintaining program integrity. Debruhl outlines the measures used to ensure their CLIMB program's consistent delivery, including comprehensive facilitator training and feedback mechanisms. This approach ensured the program remains effective and true to its evidence-based roots, even as it expands geographically and financially supports the foundation's mission. mission. The Children's Treehouse Foundation's success with the CLIMB program illustrates the potential of such strategies to both enhance program impact and ensure organizational sustainability.
The cohosts respond to questions from nonprofits about DEI accusations, donor tour etiquette, a potential Board Chairman mutiny and missing the mark on marketing. Julia Patrick and guest cohost LaShonda Williams engage in this fast-paced candid discussion.
The first question tackled a sensitive issue involving an accusation of racism within the workplace. LaShonda emphasizes the importance of active listening and fostering authentic conversations to address such allegations. She recommends seeking HR training or reaching out to board members for assistance, stressing the need for professional development to navigate cultural differences and interpretations.
They go on to address a query regarding hosting a high-profile donor at the organization's cafeteria. LaShonda encourages embracing authenticity and meaningful experiences, suggesting that the donor might appreciate the opportunity to engage with the organization's community in a different setting.
The conversation then shifts to improving board meeting effectiveness. LaShonda highlights the significance of annual retreats for board members to clarify roles and responsibilities, while also suggesting the inclusion of a parliamentarian to ensure smooth meeting operations.
Lastly, they discuss the challenge of aligning fundraising and marketing efforts. LaShonda proposes joint meetings to facilitate collaboration and mutual understanding between development and marketing teams, emphasizing the importance of storytelling and reaching donors effectively.
Each week these questions bring forth meaningful points to learn from in operating your nonprofit or charitable organization. Enjoy!!
Nonprofit organizations are given 'Hot Tips' to improve their budgeting processes in 2024, emphasizing principles of inclusivity, evidence-based decision-making, and proactive planning, with our guest, Justine Townsend, Manager at Your Part Time Controller.
Justine begins with the critical importance of laying the groundwork for success before embarking on the budgeting process, ensuring that the budget remains usable and effective throughout its entire lifecycle. She directs us on the need for inclusivity by involving all relevant stakeholders in the budgeting discussions, including program managers and those responsible for smaller financial decisions. Justine humorously shares "A budget should be like a camel, created by committee," highlighting the collaborative nature of the process and the importance of leveraging diverse perspectives to create a good financial plan.
She explores the significance of basing budgets on historical data, especially during uncertain times such as post-COVID recovery, suggesting using comparable years to inform budgeting decisions, which may yield a more accurate foundation for financial planning. Justine's advice to "dig into historical data" reflects her resolve for evidence-based budgeting practices, which enhance the accuracy and reliability of any financial projections.
Documenting assumptions and pre-planning pivots emerge as crucial strategies advocated by Justine to navigate budgetary challenges more effectively. By transparently communicating assumptions and contingency plans, organizations can create a framework for adaptive decision-making. Justine's shares, "When you plan your pivots, you create a permission structure where you're allowed to not make budget," which fosters a culture where deviations from the budget are viewed as “opportunities for problem-solving" rather than failures.
Justine spends time on the reasoning behind converting budgets to accrual-based financial statements to facilitate more accurate assessments of financial performance, which in turn will aid scenario planning and forecasting, enabling organizations to proactively anticipate and respond to changing circumstances.
Abby Wilkymacky, founder of MindFlower Studio, joins us to shed light on the role of professional facilitators in nonprofit organizations. As an advocate for mindful facilitation, Abby provides wise perspectives on the importance of bringing in external facilitators to guide key discussions and strategic processes.
Abby highlights the essence of facilitation, emphasizing its role in easing processes, fostering collaboration, and driving innovation within nonprofit settings. She describes her role as a graphic facilitator, utilizing visuals to aid understanding and navigate complex conversations, thereby enhancing problem-solving and strategic planning efforts.
One key insight Abby shares is regarding the neutrality of external facilitators. She emphasizes how their impartiality brings fresh perspectives and enables them to guide discussions without biases or preconceptions, ultimately fostering a more inclusive and productive environment.
Throughout the interview, Abby addresses various aspects of facilitation, from navigating diverse personalities within boards and staff to adapting to the evolving landscape of virtual meetings. She underscores the importance of setting a conducive culture for engagement, whether in-person or digital, and provides tips for maximizing participation and collaboration.
In discussing the financial aspect of hiring facilitators, Abby highlights the wide range of costs associated with facilitation services, emphasizing the need for customized solutions tailored to each organization's unique needs and goals, and shares words about the potential for funding support from foundations and other sources, making facilitation accessible to nonprofits of all sizes.
Abby's passion for empowering organizations through facilitation is evident throughout the interview, as she leaves with a compelling message: "Facilitation is not just about getting back to business; it's about how we do business." Abby's dedication to mindful facilitation serves as a beacon for nonprofits looking to navigate complexity, foster collaboration, and achieve their mission-driven goals. Learn more at mindflowerstudio.com
In this delightful chat with Emily Taylor, the principal of teenyBIG.com, the focus is on strategic planning pitfalls and the need to approach planning differently. Emily's expertise lies in strategic listening to help organizations make informed decisions and progress on their growth trajectory by providing a fresh perspective on planning, community listening, adaptability, and thoughtful decision-making.
Emily emphasizes the importance of listening to the community to gain clarity and make informed decisions, saying, "I hope organizations get clarity, and a lot of that is through listening to their community.", underscoring the significance of community feedback in shaping an organization's strategy.
She also highlights a crucial distinction, stating, "What we should do versus what we feel like we should do." This differentiation between perceived obligations and genuine organizational needs is a key consideration when navigating the complexities of strategic planning.
Throughout the conversation, Emily addresses the challenges faced by nonprofits, the need for a reset in organizations, and the importance of aligning staff and boards to avoid “decision-making quicksand”. She emphasizes the value of taking a step back before diving into a strategic plan, especially in times of change and turmoil.
Emily encourages organizations to consider alternative approaches to traditional strategic planning, such as customized solutions that may not involve a lengthy strategic plan document. She also discusses the importance of aligning with funders' expectations while finding the right approach for the organization's unique needs.
Ingrid Kirst, the CEO of Ingrid Kirst Consulting, brings a refreshing perspective on understanding change at nonprofit organizations. She highlights the importance of differentiating between change and transition, using the Bridges model developed by William Bridges. Ingrid begins with the point that change represents external events, such as leadership changes or relocations, while transition involves the internal process of how individuals perceive and adapt to those changes. "Just because something changed doesn't mean we were ready for it mentally." This quote encapsulates the central theme, highlighting the significance of managing the emotional and mental aspects of transitions within nonprofit organizations.
Ingrid elaborates on the three stages of the Bridges model:
Endings: Organizations need to acknowledge what is ending and give everyone the opportunity to process their feelings and concerns about the change.
Neutral Zone: This is the in-between phase where individuals begin to adapt to the new reality. It's a time for creativity, brainstorming, and preparing for the new beginnings.
New Beginnings: The final stage involves embracing the change, setting new goals, and involving everyone in shaping the future of the organization.
The fast-paced discussion covers the importance of effective communication throughout the change process, with Ingrid highlighting the need for consistency in conveying information. She stresses how over-communication can be beneficial, ensuring that staff and NPO stakeholders are well-informed about the ongoing changes and the organization's plans.
As the interview concludes, Ingrid makes a prediction for the nonprofit sector, stating that more organizations are becoming open to discussing and preparing for change and transition. She emphasizes that proactive planning and communication can ultimately lead to more resilient and stable nonprofit organizations.
In a thought-provoking conversation, Jennifer Alleva, CEO and Managing Partner of Your Part-Time Controller, reflects back on the ever-evolving nonprofit sector of 2023. Jennifer unveils the transformative changes taking place within nonprofit organizations, exploring the significance of technology, transparency, and internal controls as nonprofits navigate present and future challenges.
Jennifer outlines the pivotal role that technology, particularly generative AI, is playing in reshaping the nonprofit landscape. She discusses the profound impact of ChatGPT and other generative AI products, emphasizing their ability to enhance donor interactions, boost website engagement, and facilitate data analysis. Jennifer passionately encourages nonprofits to embrace these cutting-edge technologies to revolutionize their operations.
A central theme that emerges is the imperative for greater transparency within the nonprofit sector. Jennifer points out that many donors harbor reservations about trusting charities, which is why nonprofits should proactively provide comprehensive information regarding their financial management and programmatic activities. She passionately states, "Transparency is key. It's all about building trust."
Jennifer also digs into the pressing issue of staffing shortages within the nonprofit sector, particularly in the realm of financial management. She suggests that nonprofits can tackle this challenge by investing in technology and utilizing fractional team members to fill the gaps.
As the conversation unfolds, Jennifer shares a compelling story about the Brett Favre case in Mississippi, underscoring the critical importance of internal controls and proper segregation of duties in financial management. She emphasizes the need for vigilance, stating, "Internal controls are crucial to prevent such situations."
When asked by host Jarrett Ransom of changes for their firm in 2024, Jennifer expresses her enthusiasm about the ongoing growth and innovation at Your Part-Time Controller, highlighting their unwavering commitment to serving nonprofits and providing innovative solutions.
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