board self assessment

Going For Impact: A Non-Profit Blueprint For the Second Half of the Year  

 

Going For Impact: A Non-Profit Blueprint For the Second Half of the Year

By Eugene Fram     Free  Digiatl Image

For organizations and individuals, the end of the calendar year is the traditional planning period – the time used for self-assessment, strategizing and putting in place “game plan” for improvement and growth for the 12 months to come.

For many nonprofits, June 30th is the end of the fiscal and planning year. Yet the blueprint also offers the same opportunities to focus on improvement and growth.

But in today’s volatile, hyper-competitive and uncertain environment, this one-a-year exercise isn’t enough.

It just isn’t. Especially for nonprofits. And their boards of directors.

Here’s the good news: The year’s midpoint – upon us now – is a great point for an interim review. It’s a good time to review your game plan. Develop a vision goes beyond reviewing current budget projections against actuals and other compliance requirements.

I have identified five areas of focus – the last being a kind of “action plan” you can use to implement what’s of interest. Adopting just one of the many suggestions can yield a substantial return on investment.   They are: 

  • Your Leadership
  • Your Talent Pool
  • Your Fundraising
  • Your Impact Data
  • Your “Fix-It” Points

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How Boards Develop Successful Business Practices In Nonprofit Organizations

How Boards Develop Successful Business Practices In Nonprofit Organizations

By: Eugene Fram     Free Digital Image

Every nonprofit needs a business plan to implement marketing, financial, human resources, etc. activities. The goal of the nonprofit business plan is to maximize the achievement of the organization’s mission within existing resources.

Strong service and business practices should be the hallmarks of any nonprofit board that effectively focuses on four business factors:  (more…)

How Often Do Nonprofit Board Members Need to Question Strategic Norms?

 

How Often Do Nonprofit Board Members Need to Question Strategic Norms?

By Eugene Fram

A new nonprofit director has a lot to learn. Considering that his/h term of service will be relatively short (typically four to six years), he/s must quickly learn the “ropes” to participate in a meaningful way. In this process, colleagues and leadership will acquaint him/h with prevailing board systems and culture—often ignoring the depth of expertise she/h can employ. Example: An expert in financial strategies may be asked to assist the CFO with accounting details, far below the person’s skill level. Oftentimes the new board member also is greeted with a mantra that says, “We’ve always done it this way.” As the director moves in his path from novice to retiree, during a short tenure, there is little opportunity to suggest innovations that differ from the accepted fundamentals and to successfully advocate for change. (more…)

Can Nonprofit Boards Strategically Reinvent Themselves?

Can Nonprofit Boards Strategically Reinvent Themselves?

By: Eugene Fram      Free Digital Image

Not many nonprofit boards look to strategic renewal/reinventing as viable options. Dedicated to a specific mission, boards may merge with related organizations as their prospects decline or simply declare victory. March Of Dimes has been a classic case of redefining its mission when The Salk Vaccine limited widespread polio epidemics. Today, the nonprofit’s programs serve people with disabilities: children, adults, seniors, military personnel and veterans.

Basic Motivation Problems

Board Turnover & Leadership – According to the 2015 BoardSource report, Leading with Intent, “ Board leadership is not a lifetime commitment, with boards chairs and other officers being subject to term limits.” In the study, sixty-nine percent of board chairs only had terms of one or two years, not a great deal of time to lead strategic changes.

Numbers of clients are declining and/or the opportunities for growth are limited — Those offering psychological counseling services have faced declining client populations for a number of years, as new medications have become more useful. Some have combined with other nonprofits offering a wide range of human services while others have closed. A few of the nonprofits might have survived if they had anticipated the potential impact and had developed viable services, for example, offering counseling services to private or public school systems.

Need But No Market – In the human services arenas, there are always fundamental needs on which to base a mission. Working within a structure where the clients for the nonprofit’s service are not the funders, these needs are often unmet. Example: Early childhood education is a well-known need, but securing sufficient funding remains a significant barrier to delivering the services.

Guide to Nonprofit Strategic Renewal – An Underused Option http://bit.ly/1mQKMGi

1. Select growth applications that connect with people emotionally. – The Easter Seals renewal focused on people with physical disabilities and special needs, a natural outgrowth of working with polo victims. The nonprofit organization was well aware of the emotional reactions and public appeals that resonated with the mission focused staff and volunteers.

Anticipated success can also be a motivator for staff and volunteers. The ALS Ice Bucket campaign in 2014 is an example of drawing attention to a challenge through a gimmick with a substantial emotional appeal. It provided significant additional funding that enabled the organization to rethink its research prowess. Whether or not the appeal can continue to be utilized in coming years remains to be seen. At the least, it is added evidence to the power of emotional appeals to generate the potential for strategic renewal.

2. Treat strategy as a dialogue as opposed to a ritualistic, documented-based planning process. – Strategic renewal in the nonprofit environment often occurs under crisis conditions. Consequently, starting with a ritualistic strengths and weakness analysis is not the way to begin strategic planning at these times – complete decline is probably at hand. The issue has to be what resources can be salvaged from the current mission to enhance the new one.

If the strategic process is one that is reviewed every three to five years, every nonprofit organization should be honest about answering this generic question or similar ones: Who would miss our organization if we ceased to exist? Broad considerations of the responses and subsequently investigation can lead to open discussions to consider future opportunities for strategic renewal. As noted before, there are many new missions to address unmet human needs.

3. Use experiments to explore future possibilities. – Nonprofit organizations often shy away from using financial and human resource assets for experimentation. A field ethic that prevents a nonprofit from experimenting is an unrelenting focus on directing resources to current client services. Where strategic renewal is required, or seen as an opportunity, outside funding needs to be developed, except when the organization has unusual reserves available for experimentation.

4. Engage (external and internal) leadership (communities) in the work of renewal. – “Successful strategic renewals … need to be broadly based so they can engage managers (and staffs) … in the organization. Creating (internal and external) leadership communities around the renewal project allows (board) leaders to learn about the future by doing and win over potential resisters.” The support of the chief operating officer is critical. If he/s is not behind the renewal, the board will have to make a forced change or wait until a planned succession takes place.

 

The Nonprofit Dream Team: a Board/CEO Partnership that Works!

The Nonprofit Dream Team: a Board/CEO Partnership that Works!

By: Eugene H. Fram    Free Digital Image

Re-balancing and maintaining important relationships in a nonprofit organization can be important to its success. Do various players fully understand and accept their specific roles. Is there mutual trust between players? Are communications open and civil?

I recently encountered an association CEO who complained that his board wanted to judge him without establishing mutually agreeable goals, outcomes or impacts. He felt what is needed is a partnership arrangement where the board does not judge the CEO and organization based on political or personal biases but overviews the two in terms of mutually accepted achievements. This, he contended, forms a substantial partnership between board and CEO and staff. If the board thinks it can judge management, he stated, it gives it a personal political type of power, unrelated to performance. As an example he pointed to an unfortunately common nonprofit situation where a CEO is given an excellent review and fired six months later because there had been a change in the internal board dynamics. (more…)

Once Again: How Should Nonprofits Conduct Board Evaluations?

Once Again: How Should Nonprofits Conduct Board Evaluations?

By: Eugene Fram

Recent (2017) data from BoardSource show that only about 58% of boards have had “formal, written self-assessment of board performance at some point. Only 40% of all boards have done an assessment in the past two Years,” a recommended practice. With the rapid turnover of directors that nonprofit boards traditionally experience, this seems inexcusable. As a “veteran” nonprofit director, following is what I think can be done to improve the situation. (more…)

Developing Meaningful Relationships Within Nonprofit Boards

Developing Meaningful Relationships Within Nonprofit Boards

By: Eugene Fram

For several decades, I have suggested that nonprofit Board Chairs and CEOs have a responsibility to be sure that each board member perceives his/h continuing relationship as being meaningful. Following are some organizational guidelines that can assist Board Chairs and CEOs in this effort.*

  1. Developing or hiring strong executive leadership: Obviously when hiring externally it is necessary to engage a person with a managerial background. But many nonprofit CEOs can be appointed after years of being an individual contributor or leading a small department. These experiences condition them to do too much themselves, rather than to assume a strong management posture. This involves focusing more on strategy, on talent development, interacting more with the board/community and creating a long-term vision.

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