1. Getting to the Root of the Problem Learn to Serve 501 Commons November 6, 2013 Bill Broesamle

2. Fundamental Assumptions The rigor with which a problem is defined is the most important factor in finding a good solution. The key is to ask the right questions. 2

3. Workshop Goal This goal of today’s session is to enhance our capacity to rigorously define nonprofit clients’ key issues (problems) and identify those that are crucial to their success. 3

4. Workshop Agenda 1.Some examples of key issues identified by nonprofit organizations 2.Framing nonprofit client problems 3.The problem in context – brief overview of consulting project success factors 4.Organizational assessment – looking for clues 5.Symptoms vs. root problems 6.Some root problem red flags 7.Discussion -- some examples from experience 4

5. Key Issues Identified in a Survey of 480 Nonprofit Organizations Finding money to accomplish our mission Finding capable board members Getting the word out about us and what we do Staffing Strategic planning/priority setting Building public trust Obtaining the technology we need to accomplish our mission GuideStar 2005 5

6. I. Key Issue Examples Client 1 Financial sustainability and funding Board leadership Broadening audience and community support Strategic Planning Program marketing and promotion Staff development Upgrade Technology Client 2 Resource development; especially individual giving Communication with external groups; positioning Planning for organization renewal; staying relevant Program effectiveness and evaluation New audience development Board development Volunteer management 6

7. Key Issue Examples Client 3 Financial sustainability Board development; board role External communication; general positioning Promoting membership growth Human resources; managing growth Update information technology Strategic planning Client 4 Financial capacity/fundraising Communication technology Branding/ organizational image Organizational infrastructure Program quality Membership growth Audience building 7

8. II. Framing the Client Problem – Every Problem Is Unique 1.Refine the problem 2.Establish the need to address problem 3.Contextualize the problem 4.Identify consultant and client resources and capabilities needed to address the problem 8

9. 1. Refining the Problem Is the presenting problem or issue a symptom or is it the root problem? Can you frame the problem as a question or series of questions? Are the focus and scope of the problem clear? Is the problem definition based in a clear understanding of the organization and its circumstances? 9

10. 2. The Need What need will addressing this problem satisfy? Who will benefit from a solution? Why is it important to address this problem now? How is the problem related to strategy? – Who we serve – What unique value we provide them (differentiation) – How we provide that value – scope (types) of programs and/or services? – Our financing model 10

11. 3. Problem Context What has the organization (or others) already tried to address this problem? If a solution is found, who will implement it? Are there internal or external constraints to addressing the problem or implementing a solution? 11

12. 4. Resources and Capabilities Do the client and the consultant have the resources and capabilities to address this problem? Does the client have the resources and capabilities that are likely to be required to implement the solution? If resources and capabilities do not exist, can they be developed? 12

13. III. The Larger Context – the Consulting Process Management Consulting Success Factors

14. Each Consulting Project Is Unique Problem or issue Specific objectives and expectations Resources Roles and relationships Constituencies Momentum 14

15. Consulting Project Success Factors Shared understanding of client context Well formulated problem; clear objectives and scope Realistic expectations and plans (access to data) Necessary skills available from client and consultants Positive team environment (not we/they) Risks understood and managed Integrated recommendations for change -- people, process, and structure Well documented case for recs. 15

16. Critical Elements of the Consulting Process Project Proposal – Problem Definition Project Management Client Relations/Communications Data Gathering/Analysis Deliverables/Recommendations 16

17. Project Proposal (LOU) Includes Problem/ Opportunity Objectives and Scope – What specific questions will be answered? – What will the project cover? Approach – How will the project be conducted? – What research methods will be used? – Who will do what (client and consultant roles)? – Data Needs and Sources Timetable – How will progress be measured (milestones)? – How will we know when we are done? Deliverables – What will the project accomplish? – By what criteria will results be assessed? 17

18. Critical Project Management Tasks Develop Work Plan Conduct Reviews Control Changes in Scope Plan for Completion 18

19. Project Work Plan Specifics Tasks Timelines Assignments Milestones Resources Critical Path Deliverables 19

20. Tips for Successful Client Relationships Keep the client informed and involved Manage expectations Manage conflicts Pre-sell findings and recommendations No surprises 20

21. What You Need to Know to Facilitate Good Client Relationships Who is the client(s)? What are their agendas? Client politics? Communication -- How and how often? Who are the key stakeholders? Getting the right answer is easy; getting someone to act on it is not. 21

22. Data Gathering/Analysis Focus – What are the questions that must be answered? Sources – Seek multiple sources – Be creative Hypotheses/questions – Develop tentative conclusions – Develop an informed point of view – Test/Challenge – Remember that every analysis must have a “so what?” 22

23. What Are The Deliverables? Deliverables are more than a report. – Results of the study are conveyed in many ways – Process can be more important than end product The report(s) is important too – Develop outline early – Does it tell a coherent story that responds to the problem? – Does it clearly describe actions client must take to achieve results? – Have critical stakeholders been “presold” conclusions and recommendations? 23

24. VII. Discussion – Some Examples From Experience 24