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Sustainability for the Future

Sustainability for the Future. 21st Annual Nonprofit Conference on Sustainability Strategies Solutions: Mission, Strategy, Impact. Anne Byrne Professional-in-Residence ASU Lodestar Center for Philanthropy and Nonprofit Innovation. ASU Lodestar Center for Philanthropy and Nonprofit Innovation.

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Sustainability for the Future

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  1. Sustainability for the Future 21st Annual Nonprofit Conference on Sustainability Strategies Solutions: Mission, Strategy, Impact Anne Byrne Professional-in-Residence ASU Lodestar Center for Philanthropy and Nonprofit Innovation

  2. ASU Lodestar Center for Philanthropy and Nonprofit Innovation

  3. Goals for Today • Understand the critical elements of organizational sustainability and how they work together. • Learn how to apply practices in your organization to enhance sustainability.

  4. Sustainability

  5. Critical Elements of Sustainability

  6. The Sustainability Formula(Peter York, TCC Group) Core Capacity Assessment Tool Analysis has identified specific capacities most critical to sustainability. Organizations with strong leadership are significantly more sustainable than those that do not. • Strong Internal Leadership – leaders who apply a mission centered, focused and inclusive approach to making decisions and inspire and motivate people to act on them. • Leader Vision- leaders who formulate and motivate others to pursue a clear vision.

  7. I. Leadership • “There are leaders and there are those who lead. Leaders hold a position of power or influence. Those who lead inspire us.” • Sinek, Simon, “Start With Why: How Great Leaders Inspire Everyone to Take Action.” Portfolio/Penguin. 2009

  8. Leadership starts with…

  9. Leadership & Governance

  10. Effective Nonprofit Organization Board Engaged, knowledgeable board CEO/ED Executive leadership Staff Excellent staff (paid and nonpaid)

  11. Board of DirectorsGuiding Standards (American Bar Association)

  12. Board of DirectorsCore Responsibilities

  13. Governance as Leadership(Governance as Leadership: Reframing the Work of Nonprofit Boards. Chait, Ryan & Taylor) Strategic Generative Fiduciary

  14. Sustaining Leadership

  15. II. Strategy

  16. Your Future(Donohoo, Jennifer, Ph.D., Collaborative Inquiry: A Facilitator’s Guide, Leaning Forward, MISA, London) • When imagining your preferred future, be sure to: • draw on the beliefs of the organization • describe what you want to see in the future • be specific, positive and inspiring • the sky is the limit - do not assume that current structures will stay in place • be open to dramatic modifications (BHAGs)

  17. Starts & Ends with Mission & Vision

  18. Ten Steps to Successful Strategic Planning for Nonprofit and Foundation LeadersRobert A. Mittenthal, TCC Group

  19. Ten Steps to Successful Strategic Planning for Nonprofit and Foundation LeadersRobert A. Mittenthal, TCC Group

  20. Collaborative Inquiry(Adapted from Donohoo, Jennifer, Ph.D., Collaborative Inquiry: A Facilitator’s Guide, Leaning Forward, MISA, London)

  21. Charting Course for Success

  22. III. Programs

  23. Community Impact

  24. Mission, Vision and Values Our Mission: Empower first-time mothers living in poverty to successfully change their lives and the lives of their children through evidence-based nurse home visiting. Our Vision: Children are healthy. Families thrive. Communities prosper. Cycles are broken. Our Values: SCIENTIFIC INTEGRITY will lead our decisions. We seek excellence through a culture of LEARNING. Respectful, collaborative, caring RELATIONSHIPS are the foundation of every interaction. We promote and embrace INCLUSIVITY and DIVERSITY. We foster an environment of ACCOUNTABILITY to make extraordinary changes in the lives of the families we serve. We seek to SET THE STANDARD for evidence-based and home visitation programs.

  25. Nurse-Family PartnershipElements Example • http://www.nursefamilypartnership.org/

  26. Time.comHow Nonprofits Can Use Data to Solve the World’s ProblemsBy Victor Luckerson Dec. 10, 2012 When UzoamakaNwankpa visits first-time mothers living in poverty in Tucson, Ariz., she’s more than just a nurse. She’s a therapist, helping a pregnant, recovering heroin user understand how her addiction traces back to her own childhood trauma. She’s a life coach, helping a mom with a two-month-old baby set goals to finish college. But perhaps most surprisingly, she’s also a data collector, amassing thousands of points of information about the women and children she works with to not only help her clients, but to improve the effectiveness of the nonprofit organization she works with. Read more: http://business.time.com/2012/12/10/how-nonprofits-can-use-data-to-solve-the-worlds-problems/#ixzz2SEJ7UoAj

  27. Sustained Evaluation Culture • Continuous Improvement • Internally Driven • Inspires innovation and manages risk • Real time feedback “Organizations that collect and use high-quality data from program evaluation are significantly more sustainable.” Peter York, TCC Group

  28. IV. Resources

  29. Resource Development

  30. Development(Adapted from Bulletin on Public Relations and Development, GonserGerberTinkerStuhr, LLP, Aug 2010)

  31. Charitable Giving – 2012The Giving Institute Foundation/Indiana University Total: $316.23 Billion (3.5% increase over 2011) Bequests 7% Foundations 15% $47.43 Corporations 6% $18.97 Individuals 79% $249.82 Current 72%

  32. Transformational Infinity Loop:A Sustainable Approach to Asking

  33. Revenue Opportunities

  34. Normalizing Profits

  35. Cost Recovery

  36. Financial Management

  37. Responsibility

  38. Combining Financial Management and Collaborative Inquiry Nonprofit SustainabilityMaking Strategic Decisions for Financial Viabilityby Jeanne Bell, Jan Masaoka, Steve Zimmerman

  39. Nonprofit SustainabilityMaking Strategic Decisions for Financial Viabilityby Jeanne Bell, Jan Masaoka, Steve Zimmerman

  40. Example * Source: Nonprofit SustainabilityMaking Strategic Decisions for Financial Viabilityby Jeanne Bell, Jan Masaoka, Steve Zimmerman

  41. Everest EnvironmentalistsMatrix Map * Source: Nonprofit SustainabilityMaking Strategic Decisions for Financial Viabilityby Jeanne Bell, Jan Masaoka, Steve Zimmerman

  42. V. Culture How do organizations create and maintain a culture of sustainability?

  43. The Sustainability Formula(Peter York, TCC Group)

  44. Vision to Impact

  45. Keys to Success – Collective ImpactAdapted from PA Community Action Team: Funding for Impact Projects

  46. Community Impact/Sustainability Touchpoints Community Impact • Dependence on welfare • system decreased • Improvement in public safety • Children educated & • employable • Less emergency medical • needs • Addresses 3 of 4 community • goals • Contributes to general well – • being & positive perception • of community – attracts new • businesses • Opportunities • Advocacy Program Impact • # of those served • # changed lives • Attending/grad school • Not sleeping on streets • Employed Organization Impact • Addresses mission & vision • Implements strategic plan • Meets goals/action steps • Budget implications • Engages clients • Evaluations

  47. A Culture of Sustainability

  48. The Sustainability Equation A Community’s Assets connected to (+/-) An Organization’s Assets produces (=) Strong Community-Based Programs

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