1 / 26

Sustainability: The Practices & Leadership It Requires

Sustainability: The Practices & Leadership It Requires. Jeanne Bell, CEO CompassPoint Nonprofit Services. YEAR-END RESULTS FOR MY TENURE SO FAR. The ‘Givens’. Active Finance Committee Skilled CFO Annual Budget Approval Financial Statement Review Audit Committee Funder Compliance.

rooney-carpenter
Download Presentation

Sustainability: The Practices & Leadership It Requires

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Sustainability:The Practices & Leadership It Requires Jeanne Bell, CEO CompassPoint Nonprofit Services

  2. YEAR-END RESULTS FOR MY TENURE SO FAR

  3. The ‘Givens’ • Active Finance Committee • Skilled CFO • Annual Budget Approval • Financial Statement Review • Audit Committee • Funder Compliance

  4. The ‘Givens’ do nothing to achieve SUSTAINABILITY.

  5. WHAT IS SUSTAINABILITY?

  6. SUSTAINABILITY encompasses both the financial andthe programmatic.

  7. FINANCIAL SUSTAINABILITY: the ability to generate resources to meet the needs of the present without jeopardizing the future

  8. PROGRAMMATIC SUSTAINABILITY: the ability to develop, mature, and cycle out programs to be responsive to constituencies over time

  9. SUSTAINABILITY is an orientation not a destination.

  10. 8 Stances & Practices

  11. Demand and invest in financial literacy organization-wide. 1

  12. Normalize the assumption of profit. 2

  13. Name and study the performance of business lines. 3

  14. Business Line Imperatives

  15. Example: Environmental Organization

  16. Develop a business modelstatement to complement your mission statement. 4

  17. Mission Statement CompassPoint intensifies the impact of fellow nonprofit leaders, organizations, and networks as we achieve social equity together.

  18. Business Model Statement CompassPoint retails skills building and consulting services directly to nonprofit organizations and partners with philanthropy to subsidize intensive, cohort leadership development programs.

  19. Rigorously foster a culture of philanthropy. 5

  20. Shift from episodic planning to real-time decision making. 6

  21. Re-think Planning

  22. Develop a set of lead indicators and engage everyone in executing to them. 7

  23. Focus on the fifth quarter. 8

  24. “ Instead of maintaining norms, leaders have to challenge ‘the way we do business’ and help others distinguish immutable values from historical practices that must go.” -The Work of Leadership (Heifetz et al)

  25. About the Speaker Jeanne Bell, MNA is CEO of CompassPoint Nonprofit Services, a national, nonprofit leadership and strategy practice headquartered in Oakland, CA. She is the co-author of Nonprofit Sustainability: Making Strategic Decisions for Financial Viability (Jossey-Bass) and Financial Leadership for Nonprofit Executives: Guiding Your Organization to Long Term Success (Wilder). In addition to frequent speaking and consulting on nonprofit strategy and finance, Jeanne has conducted a series of research projects on nonprofit executive leadership, including UnderDeveloped: A National Study of the Challenges Facing Nonprofit Fundraising and Daring to Lead 2011: A National Study of Nonprofit Executive Leadership. Jeanne is on several boards, including The Nonprofit Quarterly, where she is also a contributing editor, the Alliance for Nonprofit Management, and Intersection for the Arts.

More Related