Managing A Catholic Foundation in Transition Salvatore Polizzotto NCDC Conference and Exposition September 29, 2017 San Diego, California

Change Is Inevitable

Change is Inevitable What should you expect? Key Transition Situations Anything and Everything Key Transition Situations New Bishop New Executive Director of the Foundation Board Leadership Turnover Change in Diocesan Key Leadership Positions Moderator of the Curia Vicar General Chief Financial Officer Key Foundation Staff Financial Circumstances Hopes, Dreams, Vision of a New Ordinary New Vision for your Diocese

The Diocese of Tucson, Arizona A Case Study

What can Change Anything and Everything

Case Study: Diocese of Tucson What should you expect? Anything and Everything Key Transition Situations New Bishop New Executive Director of the Foundation Turnover of Board leadership Change in Diocesan Key Leadership Positions Chief Financial Officer Key Foundation Staff Financial Circumstances Hopes, Dreams, Vision of a New Ordinary New Vision for your Diocese

The Biggest Danger During Transition

The Biggest dangerS During Transition Being in Limbo No Anticipatory Plan

Coping With Your Situation

Action Steps Analysis/Self-Audit Seek Input from Your Current Ordinary Engage Your Board of Directors in Transition Plans Continue Working to Meet the Goals of Your Current Long Range Plan Begin a Planning Process that anticipates what any new Bishop would want Get Board Member Perspectives Clearly Articulate Your Challenges to: Diocesan Leaders Presbyteral Council Board Members Key Donors Bishop’s Advisory Councils

Action Steps Continued Prepare a Written Report – Explain Everything Be Ready to Flex Get on the Bishop’s Agenda Ask Bishop to Meet with Board to Review Issues And Priorities

Crystal Balling Does your Diocese/Foundation/ fundraising program have a vision? Do you have a case for support clearly articulated? Everyone is anxious to meet him Do you have a plan to on-board the Bishop Who are you anxious to have Him Meet Preparations – Events Dialogue with your Top Donors

Do you have a plan for the New Bishop or are you waiting for the New Bishop to tell you what to do Present an analysis of your work – and what is important for you to accomplish Provide Evidence that This needs to be done What needs to be done Your ability to do this Your Board’s endorsement of your plan and what needs to be done

Start the new Bishop with…

Start the New Bishop with Analysis Vision for Fundraising A Plan with Evidence of your Ability to Meet the Vision Elicit the Support and Active Involvement of Board Members Major Donors The Most Influential People of the Diocese Community Leaders

Special Circumstances

Special Circumstances Ask yourselves who are the people who are just dying to meet the bishop? Who are the people who can help him accomplish what needs to be done? Prepare a plan and strategy for the first 100 days Who he meets Get him on your train or you will be waiting for the bus home

Public Positioning: Marketing Your Leader

Public Positioning: Marketing Your Leader Your Goal is to make the New Bishop to most engaged person in the Diocese Provide List of People who can help him do whatever needs to be done Get him out of the Pastoral Center

The day the Bishop retires, what accomplishments have You led him to Your role, Instrumental? Ask Yourself This

In The End

In the End You are his guide in the galaxy 10 years from now he will be thank you for helping him succeed

The Golden Rule

The Golden Rule It’s not what agenda I will pursue, it’s how well prepared are we to help him accomplish his agenda How is that possible? Anticipate what any new ordinary would want to accomplish. Identify what you will need to do to help him accomplish his vision

Good Luck!