Stages Nonprofit
Stages Nonprofit
Stages Nonprofit
Presented by Susan Kenny Stevens, Ph.D. Philanthropy Northwest March 24, 2011
Session Objectives
p Establish
p Encourage p Explore
capacity from a stage-based perspective and set realistic expectations accordingly participant examples of nonprofits in varying stages
p Identify
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Capacity Building
Strengthening the organizational platform which supports and sustains a nonprofit s mission and programs
S I S I O N
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Governance
Financial Resources
Capacity Costs
Capacity costs are the costs necessary to achieve organizational competence
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
A stage is a developmental period when characteristic patterns of behavior are evidenced and certain capacities become established.
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
p Recognizes
p Depersonalizes
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Lifecycle Prerequisites
p No
exact number of lifecycle stages p Diagnostic, not deterministic p Not necessarily sequential nor evolutionary p Not age or size dependent p No shortcuts p Holistic p Expectations p Alignment
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Too much to do, too little time Developing board ownership Creating a program and strategic focus that doesn t trap creativity and vision managing cash flow
- Identifying distinctive competence - Beginning to formalize organizational structure - Becoming comfortable with change - Diversifying revenues and
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
executive director Resources: Organization has multiple sources of income and is not dependant on one source of funding Systems: Organization operates from an outlined course of action for routine client, board and personnel matters
Management: Executive leadership is often second or third generation from the originators Governance: Board sets direction, is policy oriented and leaves management to the
n Remaining client-centered, rather than policy-bound n Keeping staff motivated around the mission n Building financial footings of endowment or reserves n Becoming position rather than person dependent n Maintaining the programmatic edge Copyright 2001 Susan Kenny Stevens, Ph.D.
Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Characteristics n Program: Programs are reassessed and modified in light of current market needs and financial
viability
n n n n
and the ability to inspire confidence in others Governance: A core of committed board members are ready to do what it takes to restore organizational integrity Resources: Willingness to cut expenses to reflect realistic income and cash flow Systems: Existing policies and procedures may be too complex, expensive, and mature for the turnaround organization Finding a turnaround champion and letting them lead Establishing a turnaround culture and mindset Committing to a consistently frank and open dialogue with constituents, funders and the community
Management: Turnaround leader is a gutsy, strong-willed person with a clear sense of direction
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
At what overall lifecycle stage is the organization? At what stage are its programs? Typically, a nonprofit s programs are far too superior to its other infrastructure components. Does the current executive director have the right characteristics to lead the organization through this stage of development?
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Is the board assuming roles and responsibilities consistent with the requirements of the life stage? Are the financial resources of the organization consistent with those required for that stage of maturation? Are current financial and administrative systems in line with the organization s programs and life stage?
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Self-Assessment/Starting Points
COMPONENT STAGE Maturity EVIDENCE Outcome objectives. Performance-based contracts. Contractual accountability. Program results. Partner new programs with established ones. Secure sources of funding. Consistent policy implementation. Regular management meetings. BARRIERS TO GROWTH Space.
Programs
Management
Growth
Unequal supervisor ratio. 65% of staff three years or less. Demand exceeds ability to supply service. Management fatigue. Little hierarchy between board and staff. Demands of ownership need to be explored. Delay in payment on contracts.
Board of Directors
Growth
Moral support. Informal advice. Technical expertise. Financial support. Fiscal supervision. Safe sources of funds. Diversity. Quality accounting. Fiscal management. Performance-based contracts. Job descriptions. Personnel policies. Employee handbook. Vacation records. Benefit package. Consistent salaries.
Financial Resources
Growth
Administrative Systems
Maturity
Copyright 2001 Susan Kenny Stevens, Ph.D. Excerpted from the book Nonprofit Lifecycles: Stage-based Wisdom for Nonprofit Capacity. All rights reserved.
Contact Information
Susan Kenny Stevens, Ph.D.
www.susankennystevens.com 612-202-2074