npo leadership imbizo 28 october 2014 - shelagh gastrow
TRANSCRIPT
Organisational Advancement
NPO Leadership Imbizo
28 October 2014
Prepared by Shelagh Gastrow, Executive Director, Inyathelo
October 14 © INYATHELO 2
Creating a climate that positions your
organisation
to attract private investment.
.
What is advancement?
October 14 © INYATHELO 3
ADVANCEMENT: Investment Cycle
Build an Organisational profile that
attracts support
Build relationships
with target constituencies
Investment
Organisational Effectiveness
Shifting Paradigms
The donor-grantee relationship needs to be viewed as one between equal partners
4
Shift from soup kitchen (charitable) paradigm to positioning your organisation or investment
The Ten Elements of Advancement
5
1 of 10 | Governance
6
• Legislation and
Registration
• Role & Responsibilities of
the Board and the CEO
• The Independent Code of
Governance for NPOs in
South Africa or King III
• Ethics
.
2 of 10 | Leadership
7
• Leadership of the organisation
• Leadership in Advancement
• Credibility
• Build the profile of your leader
February 28 © INYATHELO 8
Confidence in Leadership
Advancement is driven from the top CEO provides vision for the organisation CEO builds image of the organisation CEO builds external relationships CEO contributes to profile of the organisation Drives the fundraising processes Key representative to meet with peers Has final word on project prioritisation.
February 28 © INYATHELO 9
Confidence in Leadership
The Leader reflects the organisation and what it represents :
• Public service • Respect • Integrity • Knowledge • Expertise • Democratic values • Honesty
Profiling is required.
© INYATHELO 10
• Leader’s image has market value.
• Leadership is market-sensitive.
• It is a currency that you can trade on!
• Reputation management is led from the
top. This incl. communicating the value of your cause & promoting your brand
Confidence in Leadership
3 of 10 | Strategy & Planning
11
• From strategic frameworks to
resource mobilisation plans,
cultivation plans, etc.
• Organisational, Programmatic,
Advancement
• Vision & Mission & Objectives
October 14 © INYATHELO 12
Advancing the cause of your Organisation
Present State
of Organisation
Available
Organisational
Budget
Present Image
of Organisation
and State
of Relations
• Development Plan • Development Priorities
• Fundraising Plan • System for finding support • System for Articulating
• Donor, Supporter and Core Stakeholder Relations • Image-building and Communications
Desired State of
Organisational
Advancement
Required
Advancement
Budget
Improved Image
and Solid
Support-Base
Development
Fundraising
Cultivation
4 of 10 | Monitoring & Evaluation
13
• M&E frameworks
• Efficiency & Effectiveness
• Managing expectation
• Learning
• Reporting
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Monitoring and evaluation
Metrics • Measurement embedded in institutionalised donor
practice • Evidence-based measures of progress and impact
• Expectations when planning • Indicators when planning
• Reporting systems
• Private donors may differ • Other issues important :
• Personal relationships • Social networks • Values • Commitment to causes • Civic responsibility
5 of 10 | Human Capacity
15
• Programme, Advancement & Institutional roles &
activities
• Interdependence | Interfacing | Integration
• People management | development, policies,
succession planning, etc.
6 of 10 | Financial Management
16
• Organisational Budget
• Programmatic Budget
• Programmes and Projects
‘paying their way’
• “I am overhead”
• Sustainability | diversification of
funding sources, reserves,
income generation, programme
design
• Accountability
Beware Tax Ramifications
7 of 10 | Building Relationships
17
• Awareness
• Interest
• Trust
• Commitment
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Building Relationships
• You are only as strong as your relationships with your external environment.
• How do you engage with the external environment to attract the resources you require to advance your objectives?
• All resources are sourced externally.
October 14 © INYATHELO 19
Building Relationships
Nobody goes from no relationship to being a donor.
© INYATHELO 20
External relations : Mapping
Research Partners
Media
Organisation Beneficiaries
International
Linkages
Government
Funders Community
Consultants
Vendors
Corporates
Building Relationships
Alliances
8 & 9 of 10| Voice & Visibility
21
VOICE
• Opinion & Issues
• Institutional position
• Advocacy
VISIBILITY
• Relates to the
institution’s visibility, i.e.
brand, reputation, etc.
• Traditional and new
media
October 14 © INYATHELO 22
Voice
Voice is critical to support People need to know what the institution stands for People need to know what issues the institution is addressing
Visibility
• Attracting support through marketing – Image and positioning of the organisation : what is
unique?
– Image of the CEO – creating confidence and trust
– Views of the organisation
– Stories of the organisation
– Strategic meetings with stakeholders : follow up
– Information for fundraising : fact sheets
– Annual reports – strategic list – needs you are meeting
– Case for support
23
October 14 © INYATHELO 24
Visibility
Media relations Social media Communicate Events Respond What makes the organisation unique?
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Visibility
Communications
How effective? Media relations Crisis communications Strategic use of Website Social media Newsletters and magazines Annual report
10 of 10| Fundraising Tools
26
Fundraising Tools
• Case for Support
• Prospect Research
• Cultivation
• Solicitation
• Meeting management
• Database Management
• Proposal Writing
• Stewardship
• Reporting
• Campaigns
• Fundraising policies
• Donor recognition
policies
• …
October 14 © INYATHELO 27
THE FUNDRAISING CYCLE
The cycle of successful fundraising
Cultivation
Stewardship Solicitation
• PROJECT FORMULATION • PROPOSAL DEVELOPMENT • PROSPECT RESEARCH • MATCHING PROPOSALS TO PROSPECTS
October 14 © INYATHELO 27
The cycle of successful fundraising
Cultivation
Stewardship Solicitation
• PROJECT FORMULATION • PROPOSAL DEVELOPMENT • PROSPECT RESEARCH • MATCHING PROPOSALS TO PROSPECTS
October 14 © INYATHELO 28
Clarity of purpose
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Donor management for fundraising
Prospect research
Basic step in donor management
• Prospect list
• Information on prospects
• Matching prospects with projects/organisations
• Saving time
People who support
Cancer Research
People who support
Intellectual
Endeavour
People who support
The Rule of Law
People who
Save the Rhino
People who love
University Rugby
People who support
The Arts
People who love
Music
October 14 © INYATHELO 30
Find the match
October 14 © INYATHELO 31
Relationship building
Nobody goes from no relationship
to being a donor
Relationship building is the key to long-term
sustainable support.
Is a strategic issue and involves co-operation
across the organisation
October 14 © INYATHELO 32
IS ABOUT MAKING YOUR DONOR’S
EXPERIENCE AS PLEASANT AS POSSIBLE
• New relationship
• Maintaining relationship
Stewardship
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Thanking
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Stewardship
Reporting:
Lucid narrative reporting
Clear indicators
Contractual conditions are fulfilled
October 14 © INYATHELO 35
Stewardship
Reporting
Good, clear financial reporting
Funds are used as indicated in proposal
October 14 © INYATHELO 36
Stewardship Why report? Good governance
Reassurance
Communications and recultivation
February 28 © INYATHELO 37
A NOTE ON YOUR BENEFICIARIES
Beneficiary experience
• Quality of engagement • Quality of administration • Improving their life chances • Impact on lives • Relationships • Opportunity • Confidence • After-care • Mentorship • Enjoyment • Stimulation • Networks for the future
© INYATHELO 38
Negative beneficiary experiences puts your organisation at RISK
• Reception
• Respect
• Administrative procedures
o Mechanical
o Loss of documents
o Lack of assistance
• Non-delivery
• Unprofessional
• Lateness
• Lack of personal support
• Surveys of beneficiary satisfaction
INVESTMENT CLIMATE
39
Ethics of Receiving
• Do your partners’ values align with your
values?
• Is there a conflict of interest?
• Are there too many demands made by the
donor?
• Do you have the capacity to service the
grant?
• Are you donor led?
