Sustainability: The Practices & Leadership It Requires
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Transcript of Sustainability: The Practices & Leadership It Requires
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Sustainability:The Practices & Leadership It Requires
Jeanne Bell, CEOCompassPoint Nonprofit Services
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2008 2009 2010 2011 2012
$17,094 ($52,543) ($220,757) $2,753 ($220,436)
YEAR-END RESULTS FOR MY TENURE SO FAR
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The ‘Givens’
• Active Finance Committee• Skilled CFO• Annual Budget Approval• Financial Statement Review• Audit Committee• Funder Compliance
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The ‘Givens’ do nothing to achieve SUSTAINABILITY.
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WHAT IS SUSTAINABILITY?
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SUSTAINABILITY encompasses both the financial and
the programmatic.
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FINANCIAL SUSTAINABILITY:the ability to generate resources to meet the needs of the present without jeopardizing the future
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PROGRAMMATIC SUSTAINABILITY:the ability to develop, mature, and cycle out programs to be responsive to constituencies over time
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SUSTAINABILITY is an orientation not a destination.
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8 Stances & Practices
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Demand and invest in financial literacy organization-wide.
1
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Normalize the assumption of profit.
2
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Name and study the performance of business lines.
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Business Line Imperatives
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(200,000) (150,000) (100,000) (50,000) - 50,000 100,000 150,000
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1.00
2.00
3.00
4.00 Environmental Education
Restoration & Reforestation
Nursery Resource Library
Site Rentals
Direct Mail
Major Donors
Annual Event
Profitability
Impa
ct
Example: Environmental Organization
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Develop a business model statement to complement your mission statement.
4
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Mission Statement
CompassPoint intensifies the impact of fellow nonprofit leaders, organizations, and networks as we achieve social equity together.
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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.
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Rigorously foster a culture of philanthropy.
5
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Shift from episodic planning to real-time decision making.
6
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Re-think Planning
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Develop a set of lead indicators and engage everyone in executing to them.
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Focus on the fifth quarter.
8
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“ 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)
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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.