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Nonprofit Turnarounds Jan Glick Presentation

发布时间:2013-12-13 11:01:01  

Jan Glick &JGAassociates

Not Only About Money, &

Implications for Grantmaking & Presented by Jan Glick

Sponsored by Southern California GrantmakersMarch 15, 2011

? Copyright 2010 by Jan Glick & Associates

Research Methodology

Jan Glick &JGAassociates

?National Research Project –to across all nonprofit sectors

?Interviews with 23 turnaround leaders: Interim EDs, Permanent EDs, consultants –highly experienced practitioners identified through MSOs and funders

?Interviewee experience represents over 111 turnarounds, from all-volunteer agencies up to several with budgets over $50M

? Copyright 2010 by Jan Glick & Associates

Effective Capacity Building Interventions Vary with Organizational Health

?Research reflects capacity building in a non-best-practice environment, which is common.Jan Glick &JGAassociates

?Example 1: High performing organizations can perform strategic planning and implement effectively. Underperforming organizations can have difficulty implementing plans because their leaders are not able to lead the associated change processes or make necessary changes in personnel.

?Example 2: High performing organizations can manage executive transitions proactively through such practices as succession planning and leader development. Underperforming organizations often stick with underperforming leaders for too long, allowing declines in effectiveness and a need for the significant and rapid changes of a turnaround.

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

What is a Turnaround?

Most common characteristics of serious trouble:

–Obsolete mission

–Extremely weak financial position

–Severe problems with the business model itself or its execution

–Serious problems with people and communicationsOne of these is a serious problem; 2 or more signify crisis

? Copyright 2010 by Jan Glick & Associates

Jan Glick &

JGA

associates

Frequency of Crisis Systems

Percent of Cases

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? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

Prevalence of Crisis

Leaders interviewed for the book, felt that 25% of the sector was in crisis (2 of 4 crisis symptoms). This anecdotal figure reflects the high level of scrutiny and knowledge of capacity builders. and in today’s recession the number is much higher.

With the great recession of 2007-2011, certainly the prevalence of crisis has increased.

Grantees and funders may each have their own perspectives, and the number varies with particular system conditions.

? Copyright 2010 by Jan Glick & Associates

Grantee Self-Assessment and Capacity-Builder PerspectiveJan Glick &JGAassociates

“I am in my 13th interim engagement, and our team has done more than 150. When we

complete the preparation with the organization we've learned to add, sometimes quite bluntly, that we know we will find out many things the board didn't know about or tell us about ….. In most cases, they really don't know the situation on the ground, they mis-read the staff's morale, they under-report the state of the finances.”-Paul Lipscomb, Nonprofit Association of Oregon

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

Sectoral Factors

?

?

?

?Small scaleDoing more with less Regulatory constraints Chronic underinvestment in capacity building and training

?Low executive compensation

?Extreme changes in the financial environment

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

Most….

Nonprofit declines and crises are

caused by factors within management control

? Copyright 2010 by Jan Glick & Associates

Because Leadership is the root cause…..Jan Glick &JGAassociates

?You can’t fundraise your way out of a crisis

?Be cautious of bailout funds: They typically won’t work

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

What is a Turnaround?Organizational

Effectiveness

and CapacityMild

DeclineStabilizationSustained

Positive

Performance

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

Definition of a Turnaround

Following extreme financial distress and/or operational collapse, the significant and sustained improvement in a nonprofit organization’s financial and programmatic performance

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

Turnarounds are Complex ProcessesMultitasking involved; many of the following need to be performed simultaneously

–DiagnosisTriageImprove Culture & CommunicationsPlanningFix Business ModelFundraising

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

It takes courage……for the board to recognize the depth

of crisis and initiate a turnaround

process

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

Small Group Sessions

?Turnaround research indicates that nonprofit organizations are often reluctant to bring up organizational weaknesses and areas of concern during the grant review process.

?Break into small groups and spend 15 minutes discussing the following questions:

–How do you identify and discuss the organizational capacity needs of an applicant during your normal grant review

process?

–What successes have you had in getting to organizations’ true and hidden capacity building needs that do not show up in an one-off site visit or grant proposal?

?Select a recorder and be prepared to give a brief report-out to the full group.

? Copyright 2010 by Jan Glick & Associates

Improving Culture & CommunicationsJan Glick &JGAassociates?Most significant problem in virtually all crises/turnarounds

?Strive to establish new culture based on:

–Performance management

–Open, transparent, frequent communications–Teamwork

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

Address Cultural Obstacles

?Ineffective mindsets: Can’t make a “profit,” can’t spend on capacity building, all decisions must be consensus

?Organizational, board/staff conflicts, issues have been personalized?Staff emotionalityregarding rapid

assessment and change especially when programs are cut or changed & if staff turns over

? Copyright 2010 by Jan Glick & Associates

Business Model ElementsJan Glick &JGAassociates

Corporate Structure

and Board of Directors

MissionPossiblebroken

model

Possible

broken

model

? Copyright 2010 by Jan Glick & Associates

Typical Grantor-Grantee Relationship? Copyright 2010 by Jan Glick & Associates

How to best achieve desired outcomes?

?Jan Glick &JGAassociatesGrantcraft (Foundation Center): “Funders

need to create a space for candor: Getting and giving authentic feedback. Preparing for difficult conversations.”

Yet……

?Project grants implicitly assume a solid

foundation (i.e. management, internal systems, board, etc) that in many cases doesn’t exist?“Space for candor” is not always created.

? Copyright 2010 by Jan Glick & Associates

Grantmaking and Capacity Building Factors for More Resilient NonprofitsJan Glick &JGAassociates

?Nonprofit budgets for capacity building 0.5% to 1%: Insufficient for high performance.

?Compares to >5% of government and private sector budgets, year after year

?Nonprofits struggle with developing sustainable revenue streams –uphill battle for >90% of all nonprofits (i.e. <$5M revenue) even with good leadership

?Good capacity builders can provide high-quality vehicle for open, honest transparent dialog and capacity building with grantees.

? Copyright 2010 by Jan Glick & Associates

“Wraparound Services” vs a la carte interventionsJan Glick &JGAassociates

?Turnaround research shows that most turnarounds require simultaneous work on many tracks that would normally be

supported by different interventions/grants, including planning, executive coaching, board development, etc.

?“Wraparound” service approach also applies to average-and high-performing nonprofits.

? Copyright 2010 by Jan Glick & Associates

Funder Collaboration for Successful Grantee Diagnosis & Support? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

Small Group Session

?Break into small groups and spend 20 minutes discussing the following question. Please consider both the individual and collective aspects of the question.

–and address nonprofit capacity building needs and sustainability through their

grantmaking programs?

?Select a recorder and be prepared to discuss your ideas with the full group

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

How Can Foundations help?

Support capacity building as a part of a nonprofit’s annual work plan –not an “intervention”

Support more comprehensive interventions. For example, many nonprofits benefit from

simultaneous assistance with:

a) leadership coaching

b) strategy/planning

c) change management

d) board development

Supporting an Interim ED is another example of a more comprehensive intervention

? Copyright 2010 by Jan Glick & Associates

Jan Glick &JGAassociates

How Can Foundations Help

Fund/Provide Incentives for:

?Comprehensive performance management systems

?Partnerships and Mergers

?Organizations that participate in capacity building through involvement of several leaders

?Organizations that can demonstrate that they are building capacity on their own.

? Copyright 2010 by Jan Glick & Associates

It Takes a Village……Nonprofit Community Culture & Expectations? Copyright 2010 by Jan Glick & Associates

Funding-Capacity Building Model for Organizational Effectiveness

Jan Glick &JGAassociates

Capacity Building

AssistanceCapacity Building Funding

? Copyright 2010 by Jan Glick & Associates

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