News, comments, resources, and more for nonprofits.
Over the past few weeks I’ve enjoyed getting to know some of our area’s consultants. The topics of our conversations vary at first, but they always come back around to leadership.
While there were many common points of agreement among these conversations, one that stands out to me is that everyone can be a leader. Indeed, our organizations need leaders in every area, creating what Jim Collins (Good to Great) calls “pockets of greatness.”
Developing leadership requires long-term investment in building technical skills and nurturing adaptive skills. In the months ahead ONEplace addresses both technical and adaptive development through a series of programming:
Take the Lead: Attention – Tues Nov 27, 1:00-2:30 pm – Learn what defines leadership vs. management and why you need both. Discover how you can take the lead from your current position – wherever that may be. Explore practices that will develop your leadership ability.
Project Management – Wed Nov 28, 9:30 – 11:00 am - Learn how to prioritize an overwhelming array of activities. Discover a rational, methodical process for defining, planning, and managing your projects. Examine steps you can take to protect your plan from potential problems and capitalize on potential opportunities.
ONEplace Nonprofit Leadership Academy 2013 – January-May, 2013 – An in-depth exploration of nonprofit executive leadership over ten sessions plus a mentoring experience. Applications are due November 30.
Consider these opportunities as well as resources found on our Leadership ONEpage to help you develop your leadership skills.
Good to Great
You’re leading a staff meeting, giving a report to the board, addressing a group of program volunteers, or having coffee with a donor. In these situations and others, you have the opportunity to tell a story.
We have the stories – volunteers, staff, and participants tell us wonderful tales of how they have been greatly helped and deeply touched. The challenge becomes presenting that story so the full impact is felt by the listeners.
On October 24, we’re hosting “Three Stories Every Nonprofit Should Tell,” a webinar by Kivi Leroux Miller, president of the Nonprofit Marketing Guide. This event explores the dramatic plot lines used by writers and offers steps on how to craft your story to achieve maximum impact (more info).
Put the power of story to work in your fundraising, board development, and community relations.
P.S. We also recently added November programming to our ONEplace calendar (check it out).
Great grant proposals begin with research. In fact, approximately 70% of the grant writing process is research. Knowing the right tools and how to use them makes this critical element efficient. So, we again present our Grant Research Tools Workshop on September 26 at 1 p.m.
During the session you will identify what you need to know about your organization and learn how to match your needs with the right funder. You will discover websites and directories with relevant information, and explore the Foundation Center Directory Online with over 100,000 foundation and corporate funders.
Bailey Mead, ONEplace Associate, leads this important class. Bailey joined ONEplace last spring. Previously, she served as Development Director at WARM Training Center (an organization dedicated to building sustainable communities in Detroit through energy efficiency and job training), Grantwriter at Area Agency on Aging 1-B, and Annual Fund Manager at THAW (The Heat and Warmth Fund). With more than 13 years of fund development and leadership experience in organizations ranging in size from grassroots to statewide, she brings a breadth and depth of nonprofit experience to assist you.
Essential nonprofit fundraising handbook
It’s easy for those of us in nonprofits to get so engaged in running our programs and organizations that we forget to tell the general public. We communicate with those close to us, but the wider community may not even know we exist.
Let’s change that!
Like most important endeavors, marketing and communications needs a plan, clear task assignments, and effective execution. In the weeks ahead, ONEplace offers help to jump start your efforts.
First, the Marketing & Communication Roundtable restarts on the third Tuesday of every month beginning September 18 at 11:30 a.m. Like all our roundtables, these are lunch and learn discussions with colleagues where you reflect on your efforts, articulate your successes and issues, and learn from each other’s experiences.
Second, ONEplace hosts four events targeted to your communications needs: “Facebook for Nonprofits” on October 10, “Measuring your Nonprofit Success” on October 17, “Managing your Editorial Calendar” on October 18, and “Three Stories Every Nonprofit Should Tell” on October 24. Visit our website for details and registration. These events are free of charge.
Make October the month you nail down your marketing and communications strategy. ONEplace can help via the resources above and providing direct assistance with your specific needs. Call me (269) 553-7899 or email ThomA@kpl.gov to find out more.
I love mankind…it’s people I can’t stand
Charles Schultz bestowed those words on Linus Van Pelt in November 1959, and supervisors far and wide continue to quote him. Why? Because, like a siren’s call…
Beautifully constructed and multi-colored, the geometric artifices of management process leap from the page into our unfiltered imagination, and we bask in the glow of a well-ordered workplace. Suddenly, our idyllic vision explodes! “Real people” have entered the picture and our so-called process is mangled and shredded to bits. Men and women – full of their own “thoughts” and “opinions” – actually care and act upon their unsolicited thoughts and opinions. What’s a manger to do!?!
I trust that your supervisory task is not that bad. Even so, our clean, well-ordered supervisory systems get various degrees of messy once applied to real life. That’s why ONEplace@kpl is bringing back Paul Knudstrup’s Nonprofit Supervision and Management Series.
Based on his book, The 8 Essential Skills for Managers and Supervisors, this five-session series explores key issues and strategies in supervision and management:
• What do managers really do?
• What’s different about managing a nonprofit?
• How good communication helps create healthy relationships and a strong work environment
• Focusing on achieving the results needed by your organization
• Empowering your staff
• Taking responsibility for your ongoing growth and development
• And much more
While each session is independent, they build upon each other, so committing to the entire course will bring the greatest benefit. As an incentive, those who attend all five sessions receive a free copy of Paul’s book.
The sessions run Monday mornings Sep 10, 17, 24, Oct 1 and 15 (more info). Space is limited for this popular course, so sign up early.
The 8 Essential Skills for Managers and Supervisors
After attending the Michigan Nonprofit Association’s Nonprofit Day 2011, I found out that, yes nonprofits can lobby. According to the IRS, 501(c)(3) corporations are allowed to lobby as long as they follow their rules and fill out the proper forms. The IRS defines lobbying as attempting to influence legislation by contacting, or encouraging the public to contact, members of a legislative body for purposes of supporting/opposing/proposing legislation. The major rule is that nonprofits cannot spend a “substantial amount” of their budget on lobbying. For a clearer explanation of what the IRS considers to be a “substantial amount,” check out Measuring Lobbying Activity: Expenditure Test. Charity Lawyers Blog post titled, Lobbying-Yes You Can! clarifies in layman’s, terms what is and is not lobbying, as well as explaining the 501(h) election.
According to the IRS, qualifying organizations may file a special election under 501(h) of the Code, or Election/Revocation of Election by an Eligible Section 501(c)(3) Organization To Make Expenditures To Influence Legislation (501(H) Election), to allow them to spend up to a specified dollar amount for lobbying without fear of adverse tax consequence from such activities. The IRS and Michigan Nonprofit Association advise nonprofits to file the 501(h) election if they are planning on doing any lobbying, as well as tracking all expenditures. ‘Direct’ and ‘Grassroots’ lobbying must be tracked separately as they have separate expenditure limits.
IRS Resources on Lobbying and expenditure limits:
IRS Definition of Direct & Grassroots Lobbying
IRS Schedule C Political Campaign and Lobbying Activities
IRS General Instructions for Filing Schedule C for Lobbying Activity
Excessive lobbying activities over a four-year period may cause a nonprofit to lose its tax-exempt status, making all of its income for that period subject to tax.
For questions on how to use communication channels such as your website, email, and social media channels for lobbying, Alliance for Justice is offering a free downloadable copy of Influencing Public Policy In The Digital Age: The Law of Online Lobbying and Election-related Activities. The guide is intended to inform 501(c)(3) and (c)(4) organizations on how to stay within the law and encourage participation in the nation’s democratic process using technology.
Consult your attorney and the IRS Charities/Nonprofits webpage for more information on how nonprofits can lobby for their cause. Other helpful resources are the IRS eNews: Exempt Organization Update and Center for Lobbying in the Public Interest website. ONEplace will be hosting a webinar November 15 titled Lobbying Rules for Nonprofits presented by Alliance for Justice. Register online soon as we anticipate seats will go fast!
Please share your thoughts about nonprofit lobbying by commenting on my blog!
Lobbying-Yes You Can!
Nonprofits often seek grants from foundations for new projects or ongoing financial support. During an informative webinar, presented today by John Hicks, CFRE, for the Association of Fundraising Professionals (AFP), he discussed ways to build positive relationships with foundations.
His ‘elements of a good relationship’ include: trust, communication, shared values, honesty, and respect…as he noted, the elements of any good relationship. Learning about a foundation’s mission, values, culture, philanthropic philosophies, and practices, is critical to assessing a good match and possible funding opportunity. If mission and values clearly aren’t in alignment, he urges grant seekers to not waste their own or the foundation’s time in pursuing a relationship.
His ‘six rules of engagement’ build on those elements. Nonprofits need to know:
- The landscape--the type of foundation: mega, competitive or community, family
- The people you are dealing with--program officer/staff, board members, or family foundation donor; learn through direct conversations and through your networks
- Their considerations—what they are dealing with that has nothing to do with you, or ‘their environment’
- What they value—outcomes that relate to their vision, working with people who have authority and responsibility for funding and outcomes, and people who follow their protocol
- How to give them what they want, how they want it—by learning their culture, personalities, and information processing practices, without shortcuts. Never to under estimate the importance of the gatekeeper—the person who opens and is the first to review your correspondence, requests, and reports for process (rules) and information
- Minimize risk—their risk through failed projects or misuse of funds; grantee risk through unrealistic expectations or mission drift
Stating that, like other types of fundraising, people give to people the trust, he encourages nonprofits to keep foundations informed about their work and outcomes before and while seeking funding from them. The relationship is a professional one, not a personal one, that needs to be treated much like working with an attorney to prepare a case: the grant-seeker preparing a case to the foundation and the foundation professional preparing a case to his/her board, grants panel, or the donor, directly.
These and many other grant-seeker/grant-maker resources are available at ONEplace and through the AFP website. If you have tips for developing positive relationships with foundations, please comment on this blog.
Association of Fundraising Professionals
Do you know if there is? Do you know how much it affects your organization’s ability to do your mission-driven work now or in the future?
During our First Wednesday Risk Management Series webinar, presenter Carlye Christianson of the Nonprofit Risk Management Center pointed out several critical outcomes from having ‘unhappy stakeholders’ (staff, volunteer, board members) in your midst. Common to all stakeholder groups: discontent diminishes commitment to mission; and, costs of replacing people are high. She recommends studying retention in departments and stakeholder groups at least annually so problems can be addressed quickly. Below are some key points she made about why people leave organizations and how to proactively address discontent-causing practices:
- Only 12% leave an organization for reasons related to compensation
- 88% leave for other reasons, including: organizational culture; management style or a specific supervisor; lack of opportunities for advancement or professional development; or, the organization’s lack of commitment to quality or mission
- One in three employees is thinking of leaving at any one time; for discontented staff that rises to 50%
- Discontented workers often increase: tardiness, mistakes, detachment, poor attitude
- To proactively address potential discontent: listen to employees; conduct a ‘stay interview’ (what will keep you here/what will send you away); offer opportunities for new assignments, training, and leadership development; provide options for work/life balance, encourage ‘a voice’ in how the organization runs and how the mission is served
- Leave organizations for the same reasons staff do plus lack of: orientation, interpersonal relationships, good skill/assignment match, commitment to mission
- To get and keep volunteers: develop a volunteer management program with a policy and procedure manual; review and update recruiting practices (only recruit people and skills you really need); develop job descriptions; provide orientation, ongoing training, and recognition; assure meaningful integration into the organization; and, conduct stay/exit interviews
- Leave organizations because of: low productivity in the board room (low expectations; poor attendance, preparation, or engagement; lack of meeting management); crisis mentality; factions and impasses; poor ED-CEO / board relationships;
- To get and keep board members: recruit and orient purposefully and appropriately; create an intentional culture of candor, inclusiveness, foresight, and reflection; evaluate and change board structure, operations, and ‘work’ (clearly define board / ED roles; move from hands-on to policy focus, etc); engage in strategic discussions and issues; and, conduct stay/exit interviews
Continually assessing all areas (ED, board, staff, volunteers), individually and collectively, and implementing a culture of continuous engagement and improvement will go a long way to stemming and/or reversing discontent in all stakeholder groups. The costs for your organization and, especially the constituents you serve, are too high to do otherwise.
For more information on this and many other risk management topics, visit the Nonprofit Center for Risk Management. ONEplace presents their First Wednesday Webinar Series and Third Thursday HR Webinar Series. Check our website calendar for more information and registration.
Nonprofit Center for Risk Management (symbol: Chinese for angry, annoyed, unhappy)
Gail Perry ‘wrote the book’ about transforming your nonprofit board members into a ‘fired-up’ fundraisers by putting their passions into actions. She will be in Kalamazoo on April 28 to share her wisdom and 7-step process for creating excitement about your organization’s potential and enthusiasm to generate the resources to make it happen. She’ll explore ways to change board members’ perception of fundraising from “asking for money” to “changing the world.”
Her presentation will be held at the Fetzer Center, Western Michigan University, from 8:30 to noon, followed by a networking luncheon (optional), and is co-sponsored by ONEplace@kpl and the Association of Fundraising Professional’s West Michigan Chapter. Registration information is available at ONEplace or AFPWM. Put it on your calendar, invite board members and fundraising staff, and register today!
If you aren’t yet familiar with Gail, she is always on the lookout for stimulating and, often, counter-intuitive fundraising ideas. Following is a summary of ‘pearls’ she gathered at the Association of Fundraising Professionals’ International Conference in mid-March—and a taste of what you can expect at her April 28 presentation. For the complete idea, follow the link to the originator.
1. Go All Out for Monthly Donors On Your Home Page
Monthly donors are worth gold to you. On average, they will stay for 10 YEARS. Put the ask right on your home page. The ideal monthly appeal ties a monthly ask to something specific. “$31 a month will do xxxx.” (Harvey McKinnon)
2. Focus on Fewer – Not More Donors
You don’t make more money by having more donors. The more donors you accumulate – the less profitable your fundraising program. (Penelope Burk)
3. Encourage Restricted Giving
Restricted asks raise more money. Period. We are holding our philanthropy back, because we are asking for unrestricted rather than restricted. (Penelope Burk)
4. Get Rid of the Words
Put your whole message in the first 150 words. The rest of your copy just backs it up. (Tom Ahern)
5. Get Rid of “Unmet Needs,” “Programs,” “Services”
Write like you are an outsider to your organization. Get rid of the boring, obtuse jargon. Jargon is a flame retardant! (Tom Ahern)
6. Make Your Case Like a Series of Ads
Add photos while you get rid of words. Create your case or your fundraising materials with the fewest words and the best photos. (Tom Ahern)
7. Hire More Fundraisers
Saying, “We can’t hire any more staff” is stupid. Each additional fundraising staffer upticks gross fundraising revenue. Period. (Penelope Burk)
8. Give Your Fundraising Staff Raises
Money is the #1 reason fundraising staff leaves. Investing in retention of staff will make you money. Retention boosts profit. Extend young staff from 18 months to 30 months saves you money. (Burk)
9. Get Rid of the Raise Money Now Mindset
31% of fundraisers who are planning to leave their jobs will leave because of an unrealistic “old school” culture of fundraising: ie, “you HAVE to bring in the $ NOW.” How much more money could you raise if you took a long term, strategic approach? (Burk)
10. You Must Give Your Staff Management Training
Success in business is 95% in the management of other people. But we cut staff training first whenever there is a shortfall. Training is essential. There’s not enough management training in nonprofits.(Burk)
11. Get Rid of Lousy Board Members Now
Allowing a lousy, nonperforming board member to serve out their term is, two words: “Chicken S***” (Simone Joyaux)
12. Be Blatant
Try this: “With your help, all these amazing things happened. And without your help, they won’t.” You‘re selling the impact of the donor’s gift. (Tom Ahern)
13. Stop Talking About The Money You Need
You choose: A case is about the opportunity you‘re putting in front of the donor. OR A case is about your organization‘s need for cash. (Ahern)
14. Become a Shrink
When dealing with volunteers, you are a psychologist not a fundraiser! (Laura Fredricks)
15. Don’t Believe Your Prospect, When...
If he says, “I’m just a plain ole country boy,” it really means he is a wealthy prospect! (Eli Jordfald)
16. Close Down Some Programs
Leaders will close or giveaway a program or activity that is no longer profitable and has little impact.
So were these ideas provocative? Would they challenge your status quo? Remember fundraising is changing. Donors are changing. Doing what you’ve always done the same old way will get you yesterday’s results. Go for it! Change is good. Use this article to rattle some cages! –Gail Perry
December 15 was a special day for the nonprofit sector in Kalamazoo County! Over 100 nonprofit executives, foundation representatives, board members, and community leaders gathered to honor and celebrate accomplishments of 2010 before a New Year starts in a couple weeks.
The first-ever celebration was sponsored and hosted by ONEplace at the Kalamazoo Public Library. Consultants & Trainers Network (also sponsored by ONEplace) members helped host the fun and engaging event. The room sustained a gentle roar of excitement for over two hours as people re-connected with colleagues from across the community and met new ones. People commented on the diversity of nonprofits and supporters in the room.
A video looped throughout the morning, showing the depth and breadth of the nonprofit sector through photos and statistics from a wide array of local organizations: health & human services agencies; educational institutions; governmental units; arts, culture, & humanities organizations; environmental organizations; youth development organizations; faith-based organizations; business associations; nonprofit-support organizations; foundations; and, more.
As director of ONEplace, I commented briefly on the level of services provided despite the current economy which are enormous and ever-generous. Basic needs providers are challenged to meet demands while often reducing their own budgets. Educators at all levels continue supporting new, innovative ways to improve student outcomes and employee performance while ‘tightening their belts.’ Arts, cultural, humanitarian, and civic organizations continue supporting Kalamazoo County’s quality of life with fewer dollars. Working together with our business and governmental sectors, the nonprofit sector assures the very fabric of our community continues to thrive.
It’s important to step back, pause, and reflect on how special Kalamazoo County is and “celebrate what we want to see more of.” The Nonprofit Sector Celebration did just that.