Change Takes Time and Other Thoughts on a Snowy Morning

As the holidays approach, the push is on to wrap up projects, close off files, and tie off loose ends. Rush, rush, rush… and then it snows. It really snows! It’s a complication for some folks who are still out there maneuvering through snowy roads and forced to re-schedule essential meetings. For others, it’s a respite providing quiet time to work at home and to catch up. For me, it’s been both. I’ve been out some and in some. A few steps forward, a few steps backward. But ultimately, we have to accept that we just can’t control the weather and we revise our plans, create a new “to do” list, and use a different approach to meet critical goals.

It’s the same with our nonprofits, isn’t it? As much as we try to push through changes and implement critical strategies on an aggressive timeline, it often just doesn’t work out, does it? Our board, our staff, and our constituents need more time to process change and understand the implications. As much as we’ve communicated and educated, they just aren’t there yet. Change management is an area that can be painfully slow and test the patience of the most deliberate, laid back leader.

Some suggestions to consider if you are in the middle of a major organizational change:

1) Involve folks early so they have plenty of time to process the implications and understand the need. Address their questions and information needs. Involve the team in crafting the roll out plan and identifying the “to do” list.
2) Be clear and direct about the reasons behind the change. Folks may not always like the change but if they can understand why, they’ll have an easier time accepting it.
3) Communicate in multiple ways. People absorb information in different ways so tell them verbally, put things in writing, and communicate through using data and illustrative examples.
4) Be prepared to communicate some of the same information over and over.

And take advantage of snowy days when the roads are impassible to catch your breath and fine tune your change management strategy as needed.

Any other suggestions regarding change management?

Strong Governance Relies on Board Chair/ E.D. Partnership

As the NorthSky team considers strategies for strengthening nonprofit governance, a key success factor has emerged in our thinking: the relationship between the board chair and executive director. During a professional development session this week, the speaker cited Peter Drucker (ahhh... remember him?) and his six characteristics of exceptional nonprofits. Near the top of his list is a strong board chair/executive director relationship. He specifically describes a positive working relationship with trust, adaptability, and flexibility. We’ve certainly seen the wisdom of this play out in our own northern Michigan nonprofits.

Developing an excellent board is an ongoing process. While many organizations are looking for a quick fix (maybe out of immediate need), their efforts may be doomed until they realize the necessity to build and nurture the relationships between the board and E.D./senior staff. As with the complexities of any relationship, it is an investment of time for those involved. That time investment, though most likely competing with other priorities, is essential. I remember seeing a statistic that many executive directors spend 35% of their time working with their board. To me that is a numerical representation of the importance of the relationship. It is fairly representative of the amount of time I've spent as an executive director in past roles. I figured I was at about 30-35%.

While there are competing challenges and priorities, these challenges reinforce the need to have a high-quality relationship between the board and E.D./senior staff. Nonprofits need a board that knows its work, the needs of the organization, has a manageable job and tools to facilitate their work. They should also enjoy the relationship so that their time spent with the organization is a priority both because of their passion for the mission but also because it is enjoyable. It isn't to say that the board doesn't do hard work but it is how they feel about doing the work-its importance, pride, sense of accomplishment, sharing, laughing together, etc.; it's a complex relationship.

Some of the tools that can be helpful include board development plans, board self-assessments, orientations, board manuals, board commitment letters, empowering board leadership and board agendas and continuous reinforcement of the work of the board. None of these individually, or collectively, are the answer but they can be useful in helping the board systematically consider what it's work is, how well it is doing it, what professional development it desires, etc. I've also been thinking about a peer cohort group of board presidents. . . .

Let me know your thoughts.

Debbie McKeon
NorthSky Executive Director

The Need of Our Nonprofit Sector for Committed and Competent Volunteers is Greater than Ever

Just a quick scan of the local newspapers, newsletters, and websites, illustrates the urgent need for volunteers of all types by nonprofits throughout northwestern Michigan. Volunteer recruitment, development, and management are key components of nearly every strategic plan that we’ve seen at NorthSky over the past six months.

Successful recruitment and retention of volunteers relies on a nonprofit’s ability to tell its story and define community benefit in a compelling enough way to activate volunteerism. It’s essential to attract and then hold those volunteers through the power of your work and the community’s need for your services. Where to begin?

As boring as it sounds, data collection is the place to start. Documenting the numbers, types, and impact of your volunteer team provides quantifiable proof of your community benefit and the support of the community for your organization. It also helps to excite and motivate your volunteers. So share it!

The first and most basic step, is to capture who your volunteers are-- contact information, age, affiliations, and residency, and begin logging their hours. The average financial value of every hour can be estimated at $20 (per the Volunteer Centers of America) so now you have a financial story to tell your board.

Beyond the basics, begin measuring volunteer satisfaction, conducting exit interviews and using volunteers to provide input on how to improve services and performance. Begin interviewing and collecting testimonials and success stories. No time? Assign a seasoned volunteer to take charge of collecting volunteer logs and to input data into a database. And yes, please, use a database. Almost every fundraising software product has a volunteer module. You'll find cost effective options at http://www.techsoup.org/.

Check out the NorthSky online Resource Center (http://www.northskynonprofitnetwork.org/resource.php)

for an analysis of software options, sample surveys and logs to help launch your data collection.

These last beautiful days of summer

Can we hang onto that carefree summer attitude while achieving everything on that “to do” list?

These last beautiful days of summer are lingering on but for most folks it’s back to busy schedules and to projects that need to quickly move forward this fall. I may have had more trouble picking up my pace after Labor Day except for a very full calendar, too many deadlines and a flood of requests from you. I’ve kicked into hyper speed. You probably have, too!

I hate to lose that more relaxed state of zen that comes with the summer; enjoying simple pleasures such as having time to chat with someone in the hallway or getting home in time to have dinner on the deck with my husband.

How do we retain some of those things we love about the summer?

A few ideas …

• Keep your walking shoes in the car or office. Walk to a meeting if it’s within walking distance or better yet, have a meeting while you walk. This works best with one-on-one meetings or small groups and I’d recommend bringing along a pocket size notepad to capture key thoughts and agreements. It does get you thinking creatively and can be much more productive. Plus, it’s excellent for team building.
• Don’t schedule every minute. I’m notorious for filling every minute but the reality is, that just like in school, you need a few minutes between meetings and phone calls. Build time into your schedule to collect your thoughts and to graciously handle folks who pop in to the office.
• Attend some of the many great workshops and training opportunities throughout the region. Certainly NorthSky has its share but there are all sorts of things being offered. Professional development not only provides you with the time to focus on strategic development and big picture thinking but offers opportunities to network with your colleagues. Sometimes, just being in a new place triggers a solution or a new idea.

What are you doing to maintain some of that carefree summer attitude this fall? Post your suggestions…

Enjoy the fine weather!

Pam Evans

Keep It Simple but Establish Data Collection “Listening Posts” Now!

I’ve been to some beautiful places this summer. No, not Paris or the Alps – but right here, traveling around northern Michigan while working with the vast array of nonprofits in our region. I’ll admit it can be hard to focus at times. Sometimes, I do want to ditch that meeting with a nonprofit board, jump out of the car, and take a hike in the dunes.

However, when I do finally arrive at a meeting and shake the sand off my toes, it’s always worth it. And I learn something at every session. This week, while working with a group in Traverse City, we discussed the importance of data collection. Correction—they advised ME about the importance of data collection. Of course, this is something that I know as a former market researcher and quality improvement professional. But, you know, I always want to let you folks off the hook and rationalize that you’re too busy at certain points in your life stages to be establishing elaborate evaluation plans.

But guess what? We can keep it simple and establish “listening posts” to capture performance data. By collecting and using the right information, we ensure the success of key strategies including fundraising, program development, marketing and volunteer development.

So, what are some simple ways to begin capturing and using data?

1. Always collect client use data including numbers of users by service area, types of users, frequency, and satisfaction. Frequency data is easy—simply keeping an accurate count by program or service. Satisfaction results require more work in that you’ll need a survey and an approach that encourages non biased, honest feedback.
2. Capture client testimonials and stories. One nonprofit keeps a collection box with forms and pencils, inviting clients to submit their stories and share their experience. Others save letters and cards or obtain permission from clients to contact them for an interview.
   
3. Begin thinking “outcomes” and look for creative ways to demonstrate the results you’re receiving with clients. Use volunteers to follow up and interview clients. Or use pre and post surveys to document client progress. Remember to obtain a release form from clients prior to contacting them and thoroughly train your volunteers.
4. Collect data on requests that you can’t fulfill. For example, the number of calls you receive asking if you provide a particular service or program in a geographic location. This helps document need and opportunity for service expansion.
5. Track where your referrals and business is coming from. Did that newspaper article generate demand? Was it a community presentation or workshop? Use this information to fine tune your marketing program and use precious resources more effectively.
6. Remember to use the information you collect. Share it with your board and staff. Use it in grants and funding proposals. Evaluate and strengthen your marketing program, improve service delivery, and identify opportunities for new ventures.

Dozens of other uses and methods for data collection exist. Share what you’re doing and how it helps your nonprofit by posting your comments here.

Enjoy the week!

Pam Evans

Are You Struggling With Board Attendance? Does Your Board Seem Less Engaged?

A frequent concern and challenge for many nonprofit leaders is how to more fully engage and mobilize board members. We hear about poor attendance at meetings and fundraising events, difficulties in achieving quorums for votes, quiet meetings with little comment and/ or participation by board members during the most critical agenda items, and poor follow through on assignments and commitments. So, how do you revitalize your board and change past performance patterns?

• Assist board members in staying close to the mission and excited by your work. Include “mission moments” or share stories of your success with clients at board meetings and in board communications. Ask board members to participate in programs and services on an annual basis so they can experience your mission first hand. Make the connection between the vital community benefit your organization provides and the work of the board in sustaining it.
• Ask board members to sign a commitment contract that reinforces the importance of their attendance and their active participation in your organization. Strictly adhere to term limits to assure that you are actively recruiting and developing new board members.
• Consider moving to a consent agenda to provide more time during board meetings for strategic discussions, planning, and education. Consent agendas bundle routine reports into one item, requiring board members to read reports prior to the board meeting. Time is provided for questions and discussion, as needed. The board approves reports as a bundle. Focusing more agenda time on meaty, complex issues rather than routine reports, reinforces the importance of board member attendance and participation at board meetings.
  
• Conduct an annual board self assessment and set goals related to board performance, training, and group dynamics.
• Take time to recharge, celebrate, learn together, and build your team through an annual retreat, holiday party, or some other activity.

Post your comments and share your suggestions as to how to increase board engagement and involvement.

Is it Worth it to Hold Your Summer Event This Year?

It’s the season! Every week, almost every day, another invitation arrives about yet another summer fundraiser. In northern Michigan, endless opportunities abound to dance, picnic, run, bike, sail, or tour, while benefiting a deserving nonprofit. Through the grapevine, we hear that attendance is down and our professional journals reference “donor fatigue.” We wonder about the economy and worry about the weather. Would we better off scheduling a series of lunch dates with major donors? Is this the summer to stop the madness?

Special events are often the primary fundraising approach for small nonprofits. While they only raise a small amount of revenue compared to a large amount of time and energy, they do have benefits.

• Increased public visibility and an opportunity to tell your story.
• “Friend-making opportunities” and a vehicle to attract and cultivate prospects.
• A mechanism to involve and motivate volunteers.
• Opportunities to thank and strengthen relations with current donors.

With the variety and flexibility of special events being limitless, they are ideal for acquiring, retaining or upgrading donors. One or two special events each year can greatly assist organizations in building a broad base of individual donors, which can provide the organization with increased annual giving (Klein 2000).

According to a 2007 study by Charity Navigator, about half of all charities use special events as a way to fundraise with special events generating 15% of all contributions to organizations. While this may not be a large percentage, it does add up to a significant amount of money.

The Charity Navigator study also found that special events are inefficient in comparison to overall fundraising activities. On average, the charities studied spent $1.33 to raise $1 in special events contributions, compared to an average overall fundraising rate of $.13 to raise $1. Only 15% of the charities that held special events were more efficient when using special events to fundraise than they were in their regular fundraising activities on the whole.

So, how do you evaluate whether to launch, continue or retire a special event? First, be strategic. This is a business decision. What is the primary objective in holding the event?

If your objective is to raise friends and cultivate potential donors, then you must design the event to capture names, build your database, and interact with individuals. You must also have opportunities to educate attendees and tell your story.

If the primary purpose is to thank donors, include opportunities during the event, to recognize, interact with and thank donors.

If it is publicity and visibility you’re seeking, the event must be unusual and newsworthy!

As you evaluate the value of special events in your fundraising program, remember that 76% of fundraising revenue comes from individual donors. Over-reliance on special events will negatively impact your fundraising program, if you sacrifice a focus on individual donors. Be sure to place a sufficient (in fact, the majority of your emphasis) on individual donors and personal contacting.