CRP-W130-Smart Growth for CRPs_Part1--Presentation
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Smart Growth for CRPs May 24, 2011
description
Smart Growth for CRPs May 24, 2011 –[email protected] –217-341-3836 –www.missionbased.com Peter Brinckerhoff our nonprofit is a mission-based business. o one gives you a dime. onprofit doesn’t mean no profit. Why? osophies
Transcript of CRP-W130-Smart Growth for CRPs_Part1--Presentation
Smart Growth for CRPsMay 24, 2011
osophies
Your nonprofit is a mission-based business.No one gives you a dime.Nonprofit doesn’t mean no profit. Why?
es
Money is the enabler of mission.Profit is the enabler of more mission.• Not all services need to be profitable.• There’s a double return on investment.
member that your mission is your most valuableset.More valuable than your building, your board, your casand yes, your staff.Why? Because the mission is why all those people shup, it’s why the building and cash were acquired.Your mission is THE. MOST. VALUABLE. ASSET.So protect it, invest in it, use it all the time.
needs to be about mission first, middle, last.
ch decision you make as a staff or board ould result in:More missionBetter missionMore efficient missionMore effective mission
at’s the point.
growth in nonprofits generally a good thing? Why oy not?
w, just hands: Do you want your organization to grer the next three years? Why? Why not?
u didn’t choose to grow, what’s the most ortant thing you can do over the next three yearose one of the following: Show of hands...looknd!
prove quality of servicesprove quality of staff
ake (and save) money for later growtheak even so we do as much mission as possiblech year
ows you to let staff and board have the same cision context
ows you to make sure you’re asking all the key estions
ows flexibility within an overall framework
r decision tree will mirror the way we go throughtwo-day course.
Evaluating a Growth Opportunity
Proceed with caution
Can we protect our existing
services’ quality?
Do we have the pacity to grow?
Have we done theappropriate
business analyses?
Have we consulted/involved
the appropriate people?
o we have the ash to invest?
t something we ready do really
well?
Do NOT proceed until problems are
resolved
Can we get good before
we start?
anization?
any of them directly affect mission? How?t’s make a list.
e’ve seen that there are benefits to staying smaltrategy.is becomes and senior management/board issuicy.en if you have the desire to grow, you may not h
e capacity to do so (we’ll look at that later) simplym a lack of staff or transportation options.his is your situation (or your choice), check out tok “Small Giants: Companies that Choose to beeat Instead of Big,” by Bo Burlingham
Evaluating a Growth Opportunity
Proceed with caution
Do NOT proceed until problems are
resolved
Can we protect our existing
services’ quality?
Can we get good before
we start?
Do we have the pacity to grow?
Have we consulted/involved the appropriate
people?
o we have the ash to invest?
t something we ready do really
well?
the growth area onsistent with ur mission and
values?
Have we done theappropriate
business analyses?
YOUR. MOST. VALUABLE. ASSET.
ore valuable than your building, your Board, ur cash and yes, your staff.
Decisions, strategies and plans should all result in more mission, better mission, more effective mission and/or more efficient mission.
e mission is the why or your CRPur values are the how....lues will define your culture, attract (or repel) staard and volunteers.lues require constant, personal leadership.
hen people feel comfortable in their values vironment, everything benefits.
ate your case in your values.Think these through collaboratively, and don’t just put obvious things in. Have values that require discussion to implement.
Be analog not digital.
Google’s key value?
Don’t have values you can’t live with.Share and amend as needed.
e your values in your employee and volunteer cruitment.
e your values as a management and cision-making tool.
force values in your behavior management.
public-hold yourself accountable!
pect: We will treat others as we would like to be treated. We do olerate abusive or disrespectful treatment.
grity: We work with customers and prospects openly and erely. When we say we will do something we will do it. When we we cannot or will not do something then we won’t do it.
mmunication: We have an obligation to communicate. Here, we the time to talk to each other….and to listen. We believe that rmation is meant to move and that information moves people.
ellence: We are satisfied with nothing less than the very best in rything we do. We will continue to raise the bar for everyone. Theat fun here will be for all of us to discover just how good we can y be.
lues can be a real accelerator of your growth.ey define both you and your organization as
uch as your mission does.you decide to try something that conflicts with ur mission and values you SHOULD get led out by staff and board.
your growth conflicts with your values--don’t oceed. Don’t just chase the money.
Evaluating a Growth Opportunity
Proceed with caution
Do NOT proceed until problems are
resolved
Can we protect our existing
services’ quality?
Do we have the apacity to grow?
Have we done theappropriate
business analyses?
Have we consulted/involved the appropriate
people?
Do we have the cash to invest?
it something we ready do really
well?
the growth area consistent with ur mission and
values?
Can we get good before
we start?
hat do you do well, really well, as opposed to justing by?
Job placement, contract fulfillment, budgeting, employmorale, just-in-time…..?The key with expansion is to do more of what you dowell. Back in the day, we could get by with OJT; emember OJT?
Not any more. We have to be good at what we do on one.
hat are they?A key ability or strength that an organization has
acquired that differentiates it from others, gives it competitive advantage, and contributes to its long-erm success." (from BZ Business Dictionary)
How do you know if you’ve got one or more core competencies?
This is hard, and fraught with danger. What we’re proud of might not always be what we’re good at, and what we’re good at might not always be what our customers want.
ders...ther CRPs are doing laundry (call centers, multi-te expansion)...so we should too.”ur Funders (or AbilityOne) told us about a modeey would like us to use...it’ll work, right?”en the best model only works with the right peothe right time in the right place....that’s why yol be doing feasibility studies first!
And then, there’s capacity
Evaluating a Growth Opportunity
Proceed with caution
Do NOT proceed until problems are
resolved
Can we protect our existing
services’ quality?
Do we have the apacity to grow?
Have we done the appropriate
business analyses?
Have we consulted/involved the appropriate
people?
Do we have the cash to invest?
it something we ready do really
well?
the growth area consistent with ur mission and
values?
Can we get good before
we start?
ough people with disabilities suited for the job andough staff without disabilities to support themough physical spaceough HR capacityough IT capacityequate raw materials/equipment/transportation
d, staging the growth physical space, IT, HR, nsportation, waste removal and the like is a y part of any strategic plan for growth.
15 minutes, we’ll reconvene and I’ll talk about owth from a cash and quality perspective for abominutes.
en, we’ll hear from a panel whose organizationsve grown and what they’ve learned from the ocess. See you then!
s is just 90 minutes of a 2-day AbilityOne courseed Smart Growth for CRPs.
ext present the training November 15-16 in n Francisco.
SESSION TITLE: Smart1
SESSION CODE: CRP-W130
