Attributional vs. Consequential Lifecycle Analysis of Transportation Fuels
Nonprofit Lifecycle Analysis 9-15-12
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Transcript of Nonprofit Lifecycle Analysis 9-15-12
Nonprofit LifecyclesWhere We Are
and How are We Doing
Center for Child and Family ServicesSeptember 15, 2012
Marion Conway
Marion Conway Consulting 3
Nonprofit Lifecycle Capacity
11/16/07
Marion Conway Consulting 4
Nonprofit Lifecycle StagesOverview Characteristics
• Idea Perceived need sparks vision• Start-Up Beginning operations, energy high
organization and systems are lagging• Growth Program opportunity and service demand
exceed capabilities• Maturity Solid reputation, quality programs, solid
organization, overall sense of security• Decline Not client centered, insufficient income• Turnar’nd Decisive action to restore relevance• Terminal Lost its will, reason and energy to exist
11/16/07
Lifecycle Stage #1: The IdeaOverview: Perceived community need sparks a founding idea or vision of what could be
CharacteristicsProgram: Programs are not yet defined, only an intense, personal mandate Management: Originators are believable, action-oriented committed people Governance: No board exists, only supporters with a connection to missionResources: Sweat equity is the usual self-funding device, unless originatorshave deep pockets or an outside angel backs the projectSystems: Generally lacking in systems, may have in-kind services, equipment
Challenges of the Idea StageIdentifying an unmet needDeveloping mission and vision
Lifecycle Stage #2: Start-upOverview: The beginning stage of operations when energy and passion are at their highest, but systems generally lag far behind
CharacteristicsProgram: Programs are simple, experimental, and have more breadth than depthManagement: Leader is a spark-plug and the most experienced staff personGovernance: Members usually have a personal connection to mission or founderResources: Usually a low-budget operation unless seeded by a major start-up grantSystems: Financial/administrative systems are weak and may be out-sourced
Challenges of the Start-Up StageSharing vision & organizational responsibility Hiring versatile staffwith staff, board and constituencies
Knowing when to say no Living within financial means Leveraging sweat equity into outside support
Lifecycle Stage #3: GrowthOverview: Program opps and service demand exceed systems and structural capacities
CharacteristicsProgram: Begins to understand and define the distinctive methods and approach that separate its programming from othersManagement: Led by people who see infinite potential for servicesGovernance: Board structure begins to appearResources: More sources of income create accounting and compliance complexitiesSystems: Must now be substantially improved to meet program expansion and rising compliance demands
Challenges of the Growth StageToo much to do, too little time Identifying distinctive competenceDeveloping board ownership Beginning to formalize org structureCreating program and strategic focus Becoming comfortable with changethat doesn’t trap creativity and vision Diversifying revenues andManaging cash flow
Lifecycle Stage #4: MaturityOverview: Reputation for providing steady, relevant and vital services and operates with a solid organizational foundation and an overall sense of security
CharacteristicsProgram: Well-organized; results focused; and in touch with community needManagement: Executive leadership is often second or third generation from originatorsGovernance: Board sets direction, is policy oriented and leaves management to EDResources: Multiple sources of income; not dependent on one source of funding Systems: Administrative systems used for competent management and decision making
Challenges of the Maturity StageKeeping staff motivated around the missionBuilding financial reserves and endowment; Managing working capital Becoming position rather than person dependentMaintaining the programmatic edge
Marion Conway Consulting 911/16/07
Nonprofit Lifecycles
Where are We?
Program Diagnostics
Marion Conway Consulting 10
Nonprofit Lifecycles Where Are We?
Program Diagnostics
Idea • Programs not defined
Start Up• Simple programs - more breadth than depth• Willing to try anything• Energy -not quality and protocols• Need to learn to say no rather than do a poor job
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Marion Conway Consulting 11
Nonprofit Lifecycles Where are We?
Program Diagnostics
Growth• Understands what is distinctive about the org• Develops specific service mix, niche/clientele• Becomes less dependent on who developed programs
Mature• Organized, results focused, responsive to community• Balances favorite programs with community priorities• Resists playing safe; Keeps spark alive with renewal• Has strong programs and continually updates them• Cycles in new programs; replaces ones losing market share
11/16/07
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Nonprofit Lifecycles
Where are We?
Management
Diagnostics
Marion Conway Consulting 13
Nonprofit Lifecycles Where Are We?
Management Diagnostics
Idea• Originators are action oriented, committed• All volunteer operation
Start-Up• Leader is a “spark-plug”• Thrive on not knowing what tomorrow will bring• Staff wear multiple hats but organization and roles are
in place
11/16/07
Marion Conway Consulting 14
Nonprofit Lifecycles Where are We?
Management Diagnostics
Growth• Leaders see infinite potential for services• Always something more to be done• 1st need for competitive compensation• Leaders balance opportunity with strategy/focus
Mature• Leadership often 2nd/3rd generation• Participates in field development and public policy• ED inspires confidence in Board, staff and community • Strong staff; Able to attract strong candidates
11/16/07
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Nonprofit Lifecycles
Where are We
Governance Diagnostics
Marion Conway Consulting 16
Nonprofit Lifecycles Where Are We?
Governance Diagnostics
Idea• No Board – only supporters of mission
Start-Up• Board members all have personal connection to
founder(s)• Board generally defers decisions to president,
founder or person doing most work• Boards don’t view themselves in a governance role
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Marion Conway Consulting 17
Nonprofit Lifecycles Where Are We?
Governance Diagnostics
Growth• Board members move beyond friends • New recruits expect new level of performance• Board needs to understand risk and make informed
decisions• Board structure takes shape
Mature• Board sets direction, policy; Does not manage • Board keeps the organization focused and vital• Board organized for continuity of leadership
11/16/07
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Nonprofit Lifecycles
Where are We
Resources Diagnostics
Marion Conway Consulting 19
Nonprofit Lifecycles Where Are We?
Resources Diagnostics
Idea• Sweat equity or deep pockets angel
Start-Up• Low budget bootstrap operation• Budget is only financial document• Operation is often cash basis rather than accrual
basis
11/16/07
Marion Conway Consulting 20
Nonprofit Lifecycles Where Are We?
Resources Diagnostics
Growth• More sources of income• More complex accounting and compliance reqts• Balance sheets and asset management
Mature• Multiple sources of income• Accurate financial forecasts; less deficit possibility• Can partially self fund new initiatives
11/16/07
Marion Conway Consulting 2111/16/07
Nonprofit Lifecycles
Where are We
Systems Diagnostics
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Nonprofit Lifecycles Where Are We?
Systems Diagnostics
Idea• In kind services may exist
Start-Up• Weak financial and administrative systems • Technology – Unnetworked laptops • Systems may be outsourced
11/16/07
Marion Conway Consulting 23
Nonprofit Lifecycles Where Are We?
Systems Diagnostics
Growth• Systems and technology need substantial improvement
to meet demand for program expansion and compliance
Mature• Administrative and technology systems provide
sophisticated support for decision making, communication and management
• Regular communication mechanisms exist
11/16/07
Marion Conway Consulting 24
Building Nonprofit CapacityTCC Lifecycle Pyramid
11/16/07
ImpactExpansion
InfrastructureDevelopment
Core ProgramDevelopment
Building Nonprofit Capacity TCC Lifecycle Pyramid
Core Program Development
Mission
Organizational Vision
Coherent Program Strategy
Maximize Effectiveness
Focus on the Fundamentals
Building Nonprofit Capacity TCC Lifecycle Pyramid
Infrastructure Development
Systems and Structures
Organization Design
Building Capacity
Evaluation
Focus on Growth and Sustainability
Building Nonprofit Capacity TCC Lifecycle Pyramid
Impact Expansion
Leverage Expertise to Benefit the Field
Share Evaluation
Advocacy
Leadership in Field
Focus on External Influence
Resources for Lifecycle Analysis
Nonprofit LifecyclesStage-Based Wisdom for Nonprofit Capacity
By Susan Kenny Stevens, PhD
Building Nonprofit CapacityA Guide to managing Change Through Organizational Lifecycles
By John Brothers and Anne Sherman