capacity building in the israeli 3rd sector
DESCRIPTION
NOVA’s diverse range of services allows it to customize solutions that fit your NPO’s needsTRANSCRIPT
NOVACapacity building in the Israeli 3rd sector
NOVA
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NOVA fosters first-rate professional infrastructure in NPOs in order to help them realize their vision and
increase the efficacy and efficiency of their social endeavors.
What NOVA does : Strengthens NPO’s
managerial capacities
What NOVA does: Strengthens NPOs’ strategic capacity
How NOVA does it: By facilitating a community of young professional volunteers
involved at the headquarter level with NPOs
Who we are?
How NOVA does it: By providing consultation services in
formulating and implementing their social involvement strategy
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More than 160 consulting projects in 10 years
Children and education
Health and welfare
Empowerment of population groups
Special needs groups
Social change
Sports and culture
Other
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Israeli 3rd sector composes a large component of the Israeli economy
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13 country averageIsrael
AustraliaBelgium
New ZealandUS
JapanFrance
NorwayPortugal
BrazilKyrgyzstan
Czech RepublicThailand
5.2%11.2%
8.5%11.5%
4.4%7.7%
6.8%5.8%
3.5%4.4%
3.0%2.7%
1.9%0.9%
2.2%1.6%
3.0%0.0%
6.2%2.5%
3.2%3.2%
4.8%0.0%
3.7%0.2%
0.5%0.0%
Paid workers VolunteersSource: the state of global civil society and volunteering, Johns Hopkins University, M arch 2013
The NPI workforce, as a share of total workforce, by country
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The market size of capacity building organizations
How many social NPOs are strong enough to benefit from
working with capacity building organizations? Well…nobody
really knows
Our market evaluation assumes between 500 to 800
organizations
Our market
potential
Source: ICTR, Accountant general, Registrar of charities
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We do not meet the same social organizations as 10 years ago
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Professional level of social managers is increasing- business
background is much more common, evolution of the role perception
of the “social manager”
The search of social investors for impact oriented activity required a
change of mind set.
Change of terminology in the market- impact, measurement,
sustainability
Still, Many gaps exists:
Lack of investment in managerial infrastructures due to the way
NPOs are being funded…
….Create a world where NPOs do not invest in capacity building
Poor investments in HR, IT, R&D and marketing badly affects their
effectiveness.
Organizations are compelled to focus on their day-to-day activity
and on their financial survival.
NPOs from the Israeli periphery are even in a worse situation
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Evolution of capacity building organizations
2007200520031982 ...2013
Shatil (entrepreneursh
ips)
NOVA (strategy)
Agenda (Media
consulting)
Leir Institute
(volunteer manageme
nt)
Zionism 2000 (CSR)
Shitufim
Center for Lay
Leadership (boards
development)
Mitam (HR)
NPTECH (IT)
Kimron (finance)
NOVA is one of the pioneers in the market
In BLUE- Organizations providing “core” consulting
A small number of NPO’s consumes consulting services directly from consulting business firms (McKinsey, Shaldor…). Freelancers also offer their services (quality differs).
2009 2010
closed
Matan )CSR(
Matan )evaluation(
ANU (Media consulting)
Leadership Capacity Adaptive Capacity
The Core Capacity Assessment Tool (CCAT) is a 146-question online survey that measures a nonprofit organization’s effectiveness in relation to four core capacities—leadership, adaptability, management, and technical capacities—as well as organizational culture.
Another perspective of capacity building
Management Capacity Technical Capacity
CCAT
Leadership AdaptabilityProgram
CapacitySustainability
+ + =TCC
Group
Administrative
cost
Fundraising
cost
Special events
costOverhead cost
+ + =Bridge
span
Approach A:
Approach B:
The need of developing organizational capacities is translated to overhead costs: Crucial for capacity building
A vicious cycle- why NPO’s don’t invest enough in overhead
Unrealistic funder expectations
Pressure on NPO’s to conform
Spend little on OH
/
Underreport their expenditures
Source: Bridgespan (2008)
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Eyes to the future…what we see ahead
Privatization of social services by the government- the
“burden” is going to increase
Decrease of philanthropy- competition over resources is
increasing, more and more organizations can not sustain
themselves anymore
Collective impact- NPOs will have to learn to work together
for the bigger social cause
Changes in the business world- double bottom line, and
effective CSR open up a window for new partnerships and
new ways of thinkingSocial organizations will have to adjust themselves to change
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Appendices
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Roof organizations in Israel
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Israeli civic leadership association- representative of
nonprofit organizations in Israel
Life and environment- a network of 130 professional and
grassroots organizations from all over Israel that advocate for
sustainability and environmental justice
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NOVA’s consulting services
Organizational strategy focus
Focus activity directionsConsolidate organizational visionSet development goalsPlan strategy implementation
Strategic marketing development
Define goals and marketing messagesBuild marketing plan based on NPO’s target audienceDevelop marketing materials
Organizational effectiveness
Formulating organizational structure and define positionsDrafting work proceduresKnowledge management
Development of independent revenues
Building business plan for revenue generating activitiesEconomic model for operational profitabilityBuilding marketing plan
Performance measurement
Define measurement frameworks that express the organization’s vision and strategy Implement measurement processes
NOVA’s diverse range of services allows it to customize solutions that fit your NPO’s needs
NOVA
How does our model work?
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We engage every year with 21 NPO’s which we recognize
as leaders in their field
Our consulting teams are led by two professional
volunteers: A team leader with a background in business
consulting, and a mentor with a top position in the business
sector.
Each team also includes 4-5 students from top
management schools who work as analysts. The students
participate through an accredited academic course which
NOVA runs in 4 academic institutions.
Nova’s community, numbering 700 alumni, supports the
teams from their professional positions in the business
sector and helps run and develop Nova as an organization.
NOVA
What our clients are saying
Source: customer survey 2005-2010, July 2010. N=38 15
24%35%
18%11%
8% 3%
Strongly agreeStrongly disagree Strongly agreeStrongly disagree
43%
19%11%13%
8% 5%
54%
35%
10%
Above expectationsBelow expectations
NOVA helped develop new perspectives
80% NOVA brought significant value to the organization
75%NOVA’s product exceeded our expectations
54%
Would recommend NOVA to other NPOs
92% Would like to continue with NOVA on another project
67%Would like to continue with NOVA in implementing the project
87%
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We decided not to go wider, but to go deeperNOVA realizes that NPOs do not have the resources to fully benefit from our consulting processesThe goal: developing new services to support high level implementation
New services we currently work on: ► Implementation escorting program- aimed at NPOs who
finished NOVA’s consulting process (supported by NOVA’s alumni community)
► Net of experts from NOVA’s alumni community to support NPOs needs.
► Opening an academic course within an industrial engineering academic department to support implementation processes
► Complementary services- through joint ventures with the business sector (supported by NOVA’s alumni community)Within 4 years NOVA will offer in-depth solutions to 100 NPOs:
20% market share of leading Israeli organizations
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Some facts about NOVA
Operating model based on volunteers - 43,000 volunteer hours per year
Over 600 volunteers and students have participated in activities; 75% of alumni say NOVA sparked their desire for social involvement**
NOVA’s executive board won the Leonore and Larry Zusman-JDC Prize (2012) for Excellence in the field of Social Services in Israel
NOVA is a representative of the third sector in the roundtable led by the Prime Minister's office
Significant joint ventures with academic institutions and consulting firms
Economic stability – High financing ability from independent revenues
All current donations are from Israelis funds and individuals (no corporate funding)
Sources: * Client survey 2005-2010. ** Alumni survey 2005-2011. Conducted in 2011
45%
51%
4%Inde-pendent rev-enuesDonations
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Capacity Building can be divided into 3 layers
Strategy & Organizational StructureFunding strategy Measurement
Impact
KPI’s Manageme
nt
EfficiencyWork plans
practice
Volunteers managem
ent
Workers developm
ent
Working procedure
s
Financial managem
ent
Board managem
ent
IT
Effectiveness Marketing
strategy
Development of
independent income
Knowledge managem
ent
New Activity
Building boardBuilding
new capacities
Maximizing
resources
Why and what
Resources for implementation required
Resources for implementation required
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Multi-year process for an NPO- Illustration
Organizational Strategy
Organizational Strategy
KPI’s Management
Volunteers management
Working procedures
Workers development
Knowledge
management
Building board
5th year 4th year 3rd year 2nd year 1st year
