Current Trends and Future Issues Significant cuts on public dollars at state and local levels. Less federal money is available except for “trendy” issues. ( health care, homeland security, economic development.) Foundation giving will increase about 2-3% in 2012/2013 and giving will continue to go to “programs, projects and some capital campaigns” Individual donations will decrease slightly ( about 1-2%) and will be targeted more to personal contacts and experiences of the donors.
Current Trends and Future Issues- 2012-2013 Corporate donations will remain steady at 1% of pre-taxed income but corporate sponsorships with nonprofit special events will increase Philanthropic trusts managed primarily by financial institutions are growing moderately. Transfer of stock is a growth area. Country is aging. Charitable trusts at mutual funds and banks are growing.
Philanthropic Trusts: The Hidden Pockets of Money Managed by trust departments primarily at Financial Institutions Use banking relationships to gain access Grant size usually in the $5,000-$10,000 range Purpose – can be used as general operating funds Generally long term support
New Corporate Philanthropy Product Endorsement Memberships Philanthropy Service Endorsement Marketing In-Kind: Volunteers Product/Services Tech. Assistance Matching Gifts Sponsorships/ Events Two Vehicles of Giving: Corporate Giving Programs Corporate Foundations/Trusts
Corporate Giving - Don’t Just Think of Money There are THREE primary ways in which corporations can help your organization 1. Financial - Gifts-Traditional Philanthropy (Corporate Foundations) - Memberships - Marketing (Corporate Giving Programs) - Sponsorships (special events) - Endorsement of Services - Matching Gifts Richard Male & Assoc, LLC
Corporate Giving - Don’t Just Think of Money 2. In-Kind Gifts / Product Contributions - Office Equipment - Computers - Furniture - Consumer Goods - Printing - Use of Facilities - Donations for Raffles (products or services) - Advertising (newspapers, TV & in-house/external corporate publications) Richard Male & Assoc, LLC
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Corporate Giving - Don’t Just Think of Money Richard Male & Assoc, LLC 3.Employee Involvement Computers/Technical Marketing/Public Relations/Media/Design Legal (incorporation, bylaws, personnel policies, tax questions) Financial (budgeting, financial planning) Board of Directors Committees (standing committees/committee assignments)
Community Customer Employee The Corporate Triangle
Product Donations by Major Corporations Richard Male & Assoc, LLC
Are You Ready To Raise Money? A checklist of the essential pieces you need in place
9. Evaluation / reporting 8. Execution of the plan 7. Infrastructure: designated staff / resources / database 6. Resource Development Plan / road map 5. Trust / accountability / teamwork 4. Strong programs / compelling need 3. Leadership within organization 2. Commitment from board and staff 1.Desire to become self-sufficient What It Takes
Are You Ready To Raise BIG Money? (what the large donors are interested in) 1. Clear sense of mission? 2. Are your programs strong? 3. Is your leadership active and engaged? 4. Are you in touch with your constituency, members or clients? 5. Is there a working partnership between staff and leadership?
Are You Ready To Raise Money, cont. 6. Do your goals match your budget? 7. Are your financial reporting systems in place? 8. Do you have a successful track record of raising money? 9. Are you accountable for your money? 10. Can you demonstrate results? Richard Male & Associates http://www.richar dmale.com
Roles and Responsibilities: ED/CEO & Board Chair
“The old adage ‘People are your most important asset’ is wrong. People are not your most important asset. The right people are. Good to great depends on having the right people on the right bus at the right time.” — Jim Collins, Good to Great
Role of the CEO/Executive Director in relationship to the board of directors To manage not lead the board To share strategy with the board so that the board can lead the board To organize the Board leadership To work closely with the Board Chair so she/he can lead To build up the executive committee to lead and to develop future leadership To have a close relationship between the CEO and board chair- meet every week To have contact with each board member(outside of board meetings) every two weeks with every board member
Evaluation Process of the CEO/Executive Director Formally conducted once per year Functions informally as an on-going practice- regular feedback Involves partnering with the Board and CEO Assessment of compensation and benefits should be incorporated within the evaluation Executive Committee or Compensation Committee should lead the process
Factors to Consider during CEO/ED Evaluation Leadership Vision, Values, Mission, Management and Performance Management Organizational structure, stakeholders, policies, procedures, budgeting, management team Financial Management Income statements, balance sheets, cash flow, revenue streams, funding, endowments, audits, ratios
Fundraising Diversification, board engagement, increase revenue and reserve funds, endowment, ratio of fundraising vs. programs Programs Impact, results, accomplishments, effectiveness, efficiency Board Enhancement Chair of the Board, committees, growth and development, education Factors to Consider during CEO/ED Evaluation
Roles of the Board Chair To help motivate others to become involved and unify the board To ask members to donate to the organization on a yearly basis To address the board contract and make people accountable for fulfilling the contract To accompany the Executive Director on ‘asks’ and funder interviews To be a role model in resource development efforts To coordinate the efforts of the Development Committee with the whole Board To lead the Board – To Unify the Board To allow other opinions to be expressed and invite all members to participate
Cultural Issues Every board is a mix of cultures with differences- abilities, age, work, gender, wealth, wisdom and race. Cultural issues can undercut organizations if they are not recognized by the Executive Director and Board Chair ED and Board Chair should develop a strategy to weave culture differences into a mosaic of success Recruitment of new board members should be alert to understanding and embracing the individuals diversity & cultural differences
“Is not only about determining your organization’s next leader, it is a continuous process that assesses organizational needs, and creates a climate for an executive to succeed. An effective succession plan is linked to the organization’s strategic plan, mission and vision… “ — Nancy R. Axelrod, Chief Executive Succession Planning: The Board’s Role in Securing Your Organization’s Future
Key Questions in Succession Planning for the executive director 1. Why do we need a succession plan in the first place and for what positions? 2. Do we fill the senior executive position from the outside or promote from within—i.e., the “unofficial successor” who has worked alongside the executive during the past several years? 3. What are we really looking for in a new executive? Should we consider new requirements from those possessed by the departing leader? 4. How do we address concerns by the current leadership staff who may be nervous about a new executive joining the organization? 5. How long should we plan for the process to take? 6. What do we do in the interim? Do we need an acting executive? If so, what does that look like in terms of compensation, authority and decision-making responsibilities? 7. What action do we need to take to ensure that current funders do not get nervous about the executive’s departure?
Key Questions in Succession Planning for the Executive Director Key Questions in Succession Planning for the Executive Director 8. If your executive is suddenly unable to serve, or retires, have you identified candidates for the job? - If the answer is yes, is that talent prepared? Do they have the required leadership style, financial knowledge, contacts and necessary experience to take charge of the organization and continue to provide clients and funders with uninterrupted services? - If the answer is no, what is your plan for hiring another executive who understands how to lead your organization and continue to provide uninterrupted service to your clients and funders? - Does everyone within the organization know who will be the acting executive until the board can meet and appoint someone officially?
9. Would your organization be able to sustain a decline in income or fundraising activities without the executive? Is the executive the primary fundraiser? Is the funding tied to the executive director or the organizations? Do board and staff work with the executive to maintain relationships with funders? 10. Will the organization lose institutional knowledge and contacts if your executive were to suddenly leave? Key Questions for the CEO
1. Process should include: board members, key staff, CEO, majors donors, and stakeholders 2. Executive Committee should help develop/form the Succession Committee or act as the succession committee 3. Define titles/job descriptions for positions involved in Succession Planning process Is it only the CEO/executive director? Succession for board chair and officers? CFO?COO? Program Director? Etc. 4. Evaluate the expertise, skills, personality, traits, values, and leadership style that will be required. 5. Define roles and responsibilities of the executive committee Succession Process
6. Determine the executive search strategy, timeline, and costs 7. Design the Succession Plan 8. Staff, board, and stakeholders to review the plan 9. Formally adopt the plan 10. Incorporate the internal and external communication strategy in the plan. Succession Process