archive-org.com » ORG » S » STRENGTHENINGNONPROFITS.ORG

Total: 344

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • 3 - Communicating Results - Analyzing Data and Communicating Results
    key results to a short list and turn that short list into a snappy display for print or online Printed laminated cards make great promotional materials and can be handed out at community meetings mailed to constituents and displayed on webpages Incorporate visual aids Whenever possible reinforce the numerical results with pictures graphs or charts You can also include photos Produce a promotional video Record interviews with organizational leaders discussing how the capacity building help they received improved their organization Leaders of the capacity builder can discuss the program s goals and results The video can be loaded for free on youtube com or hosted on the organization s web site Having put together great materials to communicate your results it is important to put them to good use The following are tried and true methods of connecting external stakeholders to the materials that communicate the evaluation results Enhance your web presence Snapshots case studies stories visual aids and even your final report should be made available on your program s website Facebook page or any other online communities you are part of including a nonprofit management association or any associations of management support organizations Invite the media Send the press releases to local media outlets and invite them to take a tour Newspapers that cover the local events may be interested to report on the results you have achieved Invite members of the media including local bloggers or activists to interview the leadership and take a tour of your facilities or programs Give presentations Invite stakeholders board partners funders for a meeting Large organizations may be able to call a press conference Go to your funders or stakeholders If your organization is invited to give a speech or present information at any forum be sure to include the key results in your introduction of your organization Note that these presentations can be more affordable and touch a wider geographic spread if done as a virtual presentation webinar using a product like GoToWebinar or Acrobat Connect Identify a program champion Identify a charismatic leader from an organization that has benefited greatly from your program and invite them to be a partner with you to help get the word out about the great results they have experienced in the program This person or organization can participate in panels and forums write letters on behalf of your organization and participate in other outreach activities Remember to recognize this person for his her efforts in ways that will be meaningful to him her It will be important to include many audiences when discussing the results of your outcome measurement Some possible audiences you may want to include are Funders potential and current This is most likely the first audience that capacity builders will think to target and rightly so communicating the effectiveness of your services is key to sustainability Partners Include all the organizations and individuals who contribute to your program s operations Your client organizations Throughout the process we have encouraged capacity

    Original URL path: http://www.strengtheningnonprofits.org/resources/e-learning/online/analyzingdata/default.aspx?chp=3 (2016-02-12)
    Open archived version from archive


  • Summary - Analyzing Data and Communicating Results
    into your outcome measurement plan Over the course of this lesson you have learned how to recall the various types of descriptive and inferential statistics utilize data analysis strategies when developing an evaluation report and apply communication strategies to gather support from external stakeholders Thank you for taking the time to learn more about analyzing data and communicating results Analyzing data and communicating results are critical phases in your outcome

    Original URL path: http://www.strengtheningnonprofits.org/resources/e-learning/online/analyzingdata/default.aspx?chp=4 (2016-02-12)
    Open archived version from archive

  • Leading a Nonprofit Organization
    need for an executive director to institute measures that will help employees feel secure valuable and able to grow within the organization Some recommended methods for keeping your staff satisfied and dedicated include Provide Relevant Benefits Most employees expect health insurance and paid vacation time but you should consider any and all benefits that support the needs and desires of your staff including life and disability insurance or such pre tax incentives as transportation and childcare subsidies Express Appreciation Always remember to take time to recognize the accomplishments of your employees Whether you publicly acknowledge an individual s achievement during a staff meeting or throw a party to celebrate the team s successful completion of a project this kind of gratitude bolsters employee confidence and commitment Help Individuals Grow An executive director is not simply someone who manages daily operations and delegates tasks The executive director also functions as a professional mentor Get to know your employees and their career aspirations and help them achieve their goals as appropriate Your encouragement and support will engender loyalty and respect Challenge Your Employees No employee likes to feel like he or she is just collecting a paycheck Help your staff grow as they work by learning new skills and taking on new responsibilities Your employees should continually be reminded that their hard work and willingness to push themselves is integral to the organization s mission and success CHAPTER 4 Working with a Board of Directors As any nonprofit director will tell you it s not just employees with whom it is essential to maintain a positive working relationship To function as an effective executive in a nonprofit organization you must learn to balance your day to day leadership duties with your accountability to the board of directors This chapter will offer strategies to maintain a positive relationship with your board members by focusing on organizing your meeting agendas and clearly defining the roles and responsibilities of the board Managing your board of directors is critical to the success of your nonprofit The proper balance can only be achieved when both the board and the executive director have clearly defined their roles and responsibilities and when meetings are structured in an efficient and logical fashion Some initial degree of tension or disconnect between the executive director and board of directors is natural but taking steps to address any challenges or concerns will instill mutual trust and strengthen the organization s operational capacity The line between who is responsible for what is often unclear to both executive directors and board members Some directors or board members may not have prior experience in their role while others may have held similar positions but must learn how to adapt to the unique needs of this particular organization You may want to review your job description as well as work on developing a board member orientation process that is easy to understand and follow You should also make certain that all board members are provided with detailed descriptions of their legal obligations and the specific needs of your organization It may prove helpful with this step to obtain BoardSource s Legal Responsibilities of Nonprofit Boards or refer to Free Management Library s Sample Job Descriptions for Members of Boards of Directors CHAPTER 5 Financial Management and Fundraising In most cases the executive director is also responsible for determining how the organization spends its money and generates financial support Managing and raising funds effectively is critical to the sustainability of the organization and will be an issue of particular concern to the board of directors In this chapter you will discover how to generate and analyze key financial documents to keep track of your nonprofit s finances and how to create a fundraising plan so you can successfully raise the funds needed for your annual budget At a minimum a new executive director must have a facility with managing finances Balance Sheet Also known as a statement of financial position the balance sheet reports on the organization s assets and liabilities for a given moment in time Assets include cash accounts receivable equipment ownership of a building and any intangible resources that have value such as a curriculum or copyright Liabilities are any cash owed including payroll rent transportation and supplies Statement of Activities This statement of profit and loss compares funding sources against program s expenses administrative costs and other operating commitments As opposed to the balance sheet s financial snapshot the statement of activities reports on a specific timeframe e g monthly and indicates whether the organization is financially solvent in the black or owes money in the red for that period The executive director is also responsible for working with the board accountant chief financial officer and other stakeholders in creating the organization s annual budget The executive director is typically tasked with creating and implementing a fundraising plan In tandem with a development director board members or other support staff the executive director is typically tasked with creating and implementing a plan for successfully raising the funds needed per the annual budget When creating a fundraising plan it is important to examine the organization s history to identify previous funding sources This is the single greatest indicator of future fundraising success The fundraising plan should outline steps for raising funds from each potential source Using foundations as a sample revenue source here are some suggested steps for creating your fundraising plan Review all previous foundation funding and determine whether the organization is eligible for financial support from each foundation again Research additional foundations for compatibility with the organization in terms of mission geographic focus and organizational life cycle Complete profiles that include foundation priorities contact information proposal due dates submission instructions and funding range Develop a funding matrix to determine the probability of receiving grants from each foundation Criteria include compatibility with organizational mission foundation funding priorities receipt of previous funding funding of similar organizations in the area and relationship with the funder Multiply

    Original URL path: http://www.strengtheningnonprofits.org/resources/e-learning/online/leadinganonprofit/Print.aspx (2016-02-12)
    Open archived version from archive

  • Interactivites
    Self assessment is a great way to prepare yourself to lead an organization As you prepare to take on your role as Executive Director try this Self Assessment activity to determine your strengths and weaknesses as a leader Text version of audio here Maintaining a checklist of essential documents can help you track your onboarding progress Maintaining a checklist of essential documents can help you track your onboarding progress Download this helpful New Executive Director Checklist and keep track of the essential documents needed to transition into your new role as executive director Text version of audio here Designing Developing and Implementing Strategic Plans Idealist org is a great way to locate an external consultant Idealist org is a great way to locate an external consultant Text version of audio here Hiring Managing and Retaining Staff Try these staff alignment and trust building activities to strengthen the relationships within your team Try these staff alignment and trust building activities to strengthen the relationships within your team Download this helpful Staff Alignment Guide to help you build trust among employees and create a healthy work environment Text version of audio here Working with a Board of Directors An organized meeting agenda can maximize board meeting productivity An organized meeting agenda can maximize board meeting productivity Download the customizable Board Meeting Agenda Template to get an idea of how to structure your meetings with the board of directors Text version of audio here Try gauging your understanding of the differing responsibilities of the board and the executive director Try gauging your understanding of the differing responsibilities of the board and the executive director Text version of audio here Financial Management and Fundraising Develop a funding matrix to determine your anticipated revenue from each source Develop a funding matrix to determine your anticipated

    Original URL path: http://www.strengtheningnonprofits.org/resources/e-learning/online/leadinganonprofit/Interactivities.aspx?chp=99 (2016-02-12)
    Open archived version from archive

  • Interactivites
    Play to hear the overview and pause at any time by pressing the Pause button on the bottom left of the player The buttons at the bottom right of the player allow you to control the volume and shift the video to full screen On Screen Text Below the player you will find on screen text This includes the detailed information you will need to know in order to meet

    Original URL path: http://www.strengtheningnonprofits.org/resources/e-learning/online/leadinganonprofit/Help.aspx?chp=99 (2016-02-12)
    Open archived version from archive

  • Overview - Leading a Nonprofit Organization
    opportunities while working at a nonprofit organization to serve as a leader And whether you are directing a board chairing a committee managing a team or coordinating a project the goal is always the same to lead effectively Leading a nonprofit requires an understanding of the organizational structure as well as strong leadership skills The structure of some nonprofits may mirror the corporate model with a clearly defined chain of

    Original URL path: http://www.strengtheningnonprofits.org/resources/e-learning/online/leadinganonprofit/default.aspx?chp=0 (2016-02-12)
    Open archived version from archive

  • 1 - Becoming an Executive Director - Leading a Nonprofit Organization
    director is responsible for establishing an organization s climate work and processes Starting a new job is always an exhilarating experience and in becoming a nonprofit director you have the power to affect real lasting change Whether you are replacing a former executive director or starting your own organization it is important that your orientation occurs as part of a larger transitional plan Because the executive director takes the lead in establishing an organization s climate work and processes assuming control can impact staff morale board member engagement and the perception of funders and clients Self assessment is a great way to prepare yourself to lead an organization As you prepare to take on your role as Executive Director try this Self Assessment activity to determine your strengths and weaknesses as a leader You need Adobe Flash Player to view some content on this site Organizing essential documents can help you transition into your role as executive director Here s a quick list of the essential documents that a new executive director should gather together on the first day of work and keep in a management folder If these documents are not already available you should make it a top

    Original URL path: http://www.strengtheningnonprofits.org/resources/e-learning/online/leadinganonprofit/default.aspx?chp=1 (2016-02-12)
    Open archived version from archive

  • 2 - Designing, Developing, and Implementing Strategic Plans - Leading a Nonprofit Organization
    your goals and evaluating your progress Strategic planning is important because it provides an organization s board staff and stakeholders with a universal blueprint for action Every nonprofit will have different needs for a strategic plan depending upon the organization s leadership culture and size Sometimes strategic planning is less about making big sweeping decisions and more about clarifying an organization s top priorities While board members staff clients community members and other stakeholders may play a role in forming the strategic plan the process is often driven by the executive director Developing an actionable strategic plan revolves around proper design Prior to the development of a strategic plan you should determine a design process and identify dates of anticipated achievement You may also want to consider hiring an external consultant Following these few simple rules will increase the likelihood that your strategic plan becomes an actionable one rather than a document that collects dust Involve the relevant people Gather input from those upon whom you will rely to implement the plan Break the plan into tasks Although the plan should contain large long term goals it is equally important to develop actionable steps for achieving them Be realistic It s okay to think big but you should also think about what is realistically achievable based on the size and strength of your support team Idealist org is a great way to locate an external consultant You need Adobe Flash Player to view some content on this site Once you have a plan in hand you are ready to put it into action If there is already a strategic plan in place when you assume the role of executive director you will want to meet with board members and staff to review the plan and discuss their reactions and experience

    Original URL path: http://www.strengtheningnonprofits.org/resources/e-learning/online/leadinganonprofit/default.aspx?chp=2 (2016-02-12)
    Open archived version from archive



  •