1. ClearView Value-adding Services for Non-Profit Operations Management Transparency for Understanding, Visibility for Decisions N OT F OR P ROFIT S ERVICES April, 2011

2. Transparency for Understanding, Visibility for Decisions N OT F OR P ROFIT S ERVICES Copyright 2010 The ClearView Group LLC All rights reserved Answering Questions for “Strategic Services” for Non-Profit Organizations Are you meeting your Forecasts? Are you concerned about your ability to capitalize on new opportunities or mitigating known risk? Do you have the information and organizational support that you need to make good and timely decisions? Do you worry about the things that you don’t monitor closely or can’t see? Yes No Yes No Yes or No FinanceFundingProgramsReputationStrategicReg / Leg.Ops Areas of Possible Concern

3. Transparency for Understanding, Visibility for Decisions N OT F OR P ROFIT S ERVICES Copyright 2010 The ClearView Group LLC All rights reserved Questions for Qualifying “Strategic Services” Clients in the Public Sector 1.Are you able to respond as quickly as you would like to incidents and events and defend against unfounded attack or media expose? 2.Are you able to demonstrate compliance with legislative demands for implementing COSO practices and greater decision transparency? 3.Have you been able to meet your forecasts of service delivery and financial projections on a regular basis? 4.Is there a regular discipline or means to get your arms around likelihood and impact of both risks and new opportunities for your brand and its’ mission? 5.Is information collection for decisions disciplined to avoid opinion and its’ potential ‘discovery’? FinanceFundingProgramsReputationStrategicReg / Leg.Ops Areas of Possible Concern

4. Transparency for Understanding, Visibility for Decisions N OT F OR P ROFIT S ERVICES Copyright 2010 The ClearView Group LLC All rights reserved Funders and Watchdogs - Prove to Me That:  The organization is capable of carrying out the mission  The organization provides more value than non-profit competitors or the private sector  The results and outcomes are what was intended to be achieved  The operation is efficient with donations, Governmental subsidies, budgeted funds, or grants  The operation is monitored for performance measures, performance risks and controls execution

5. Transparency for Understanding, Visibility for Decisions N OT F OR P ROFIT S ERVICES Copyright 2010 The ClearView Group LLC All rights reserved Model for Governance: Decision-Making and the Exercise of Judgment Are strategies and mission aligned? Does the organization have clear, achievable goals and strategies to manage and to make a difference? How well is the organization doing with respect to its service and strategic goals? How well protected is the organization from the things that can go wrong? Enterprise Capabilities Adapt Check 1 43 2

6. Transparency for Understanding, Visibility for Decisions N OT F OR P ROFIT S ERVICES Copyright 2010 The ClearView Group LLC All rights reserved Consulting Results for Good Governance An organization needs to transparently demonstrate and evidence: An articulation of intended delivery to a defined population (services, research, education, advocacy, funding). A documented set of planned strategic approaches that can deliver according to the mission and that acknowledges the enterprise capability, that also includes appropriate measures for expected results in order to gauge performance. A process for collection, monitoring and communication of strategy performance and for quality discussion around results vs. expectations. A process for uncovering risks and opportunities and assessing likelihood and impact of realization in order to make decisions around the security, effectiveness and continuity of the organization. A proven method for exercise of judgment around adapting:  Developing deeper information (when is enough data enough?)  Making a decision to change operations or change strategies 1 2 4 3

7. Transparency for Understanding, Visibility for Decisions N OT F OR P ROFIT S ERVICES Copyright 2010 The ClearView Group LLC All rights reserved The ClearView Approach to Better Decision- Making We provide a strong environment for governance with proven methods by:  Articulating the mission and aligning the enterprise strategic direction  Supporting strategic planning with a structure for monitoring operations execution o Creating a framework of enterprise capabilities to set strategy outcome expectations o Developing appropriate measures and information practices around performance  Developing decision-making practices and guidance for exercise of judgment  Building a framework for environmental risk and opportunity discovery and assessment of likelihood and impact  Deploying communications and practices for adaptation to change

8. Transparency for Understanding, Visibility for Decisions N OT F OR P ROFIT S ERVICES Copyright 2010 The ClearView Group LLC All rights reserved Also Consider Strategic Services Addressing fundamental environment changes with new strategic approaches: 1.Identifying assets of value that can be exploited for funding or self- sustaining revenues, brand creation or competitive advantage 2.Operating more like a business, including setting up new revenue stream processes and controls 3.Organization Transformation opportunities: Partnerships, Alliances, Acquisition/Divestiture and Organizational Restructuring 4.Connecting organization, issues and strategies framework to financial accounts and outcomes 5.Assessing areas of risk and mitigation planning or services 6.Cost take-out opportunities

9. Richard Binswanger: rb@clearlyview.com 215-870-1559 Chris Allen: Christopher.allen@clearlyview.com 610-564-2392