don chalmers, president sparrowhawk consulting company, inc

Strong Boards, Strong Plan, Strong Organization-NPI 2015

Don Chalmers, PresidentSparrowHawk Consulting Company, Inc.

2

Today’s ClimateEconomic trends and national events have

significantly impacted foundation, corporate and individual giving

Many national and regional funders have restructured their giving priorities and significantly revised their guidelines and criteria

A generational shift in philanthropy to the baby

boomers and young wealthy business people

has created a new focus on efficiency and

accountability in charities

Copyright 2015 SparrowHawk Consulting Company, Inc.

Native Philanthropy Institute 2015

3

Tomorrow’s RealitySome nonprofits who have enjoyed regular philanthropic

support will find it more difficult to secure that support, if

only because of the significant increase in demand.

Non-profits serving Tribal communities need to find ways

to be more competitive as they seek to secure more

resources to accomplish their missions.



4

The New Paradigm Increasingly, funders are looking for applicants who can

demonstrate:

A reflective and representative board of directors

Capacity to raise funds from a variety of sources

Cooperation and collaboration with other organizations or agencies

Support at the community level

Fiscal resources to sustain projects over time



5

The Competitive Applicant

Has a Board representative of the community served

Has an active Board education and training program

Has Board members who participate in fundraising

Has a current Strategic Plan in place



6

Enhancing Your CompetitivenessEvaluate Board strengths and weaknesses

Recruit new members if needed

Organize an education and training program that incorporates an active board voice

Update or develop a Strategic Plan



7

Board DevelopmentBe clear about the characteristics that make up your

community.

Assess your current Board demographics in light of your constituency. How do they compare?

Geography, race, sexual orientation and ethnicity may also be criteria for consideration in your matrix:


Name

Gender

Age

Work/Profession

Skills/Activities

Associations

Hobbies


8

What To Look For

Balanced representation of community demographics

A variety of professions represented

Diversity of skills among board members

A range of other affiliations and interests


Name

Gender

Age

Work/Professio

n

Skills/Activities

Associations

Hobbies


9

Now What?Plan a brainstorming session with Board and

staff to identify candidates for Board membership

Develop a Board Recruitment package

Interview prospective candidates and name new Board members

Update or create your Strategic Plan



10

When interviewing keep in mindDoes the candidate bring:explicit assurance regarding

the amount of time they are willing and able to commit

an understanding and commitment to the mission your clinic serves

the ability to feel comfortable speaking up along with the ability to listen to other’s opinions

the capacity to disagree with a board decision but to support the decision and organization once the vote has been cast

Others?



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Special Characteristics for Your Board?Expertise in the your programs and servicesAwareness of other related organizations in

the area and ability to network with themExperience fundraising, and/or the ability to

tap into high-dollar donorsAbility to be/think “entrepreneurial” in

providing for your services



12

Keeping the Board MotivatedWho’s Job?

Ideas that Work!Board motivation is a

shared responsibility of board leadership and staff. For example:Staff ensures effective

care and feeding of board members

Board leadership takes responsibility for checking in with absent or less-than-engaged board members

Be sure there is a Board Committee for Board Recruitment and Development

Allocate a portion of each board meeting to updating members on your organization

Acknowledge every board member’s contribution!

Thank 7 times!Copyright 2015 SparrowHawk Consulting Company, Inc.


13

Board First Aid Make a “board check-in”

an early part of each meeting

Determine the impediments to efficiency

As needed, make the issue the basis for a special meeting of the board or an agenda item

Be prepared to use technology to help (Skype, etc.)

Steps to take when the Board is not operating at “maximum efficiency”



14

Strategic Planning“Strategic planning is an approach that asks most

institutions to be more intentional and more

organized than they have been in the past.”

Kent E. Dove



15

What Major Funders Want to to Know

Paul G. Allen Family Foundation:“Describe how your organization has planned for

this project. How has your planning shaped this proposal?”



16

Bush Foundation-Native Nations Our approach to working with these nations

is grounded in Native nation rebuilding, the idea that Native nations have a dramatically better chance of achieving their goals if they have governments that

are culturally legitimate,exercise sovereignty effectively,set long-term visions,have public spirited leaders andbuild institutions to implement these ideals.



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Key Components of a Strategic Plan

Environmental Assessment or ScanSWOT AnalysisMission and Vision ValuesGoalsObjectivesAction Plans



18

What You GainA clear sense of direction for board members and

staff

A detailed plan to assist board members and staff develop personal work plans

A blueprint for creating a fundraising plan to secure resources needed

An excellent framework for grant requests and community solicitations



19

Next StepsIdentify training needs and develop a Board

training plan

Create a fundraising plan to support your goals and objectives

Put your newly strengthened infrastructure to work to implement a comprehensive approach to fundraising



20

A Comprehensive Approach to Fundraising

Annual Fund Individual Donor

Development Special Events Major Gifts Corporate/Foundation

Relations Planned Giving Endowment Capital Campaigns Earned Income



21

Thanks!SparrowHawk Consulting Company, Inc.

The Key to Resources for Your Future!800-398-9048don@sparrowhawkco.comwww.sparrowhawkco.comwww.donchalmers,wordpress.com



mailto:[email protected]

http://www.sparrowhawkco.com/

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don chalmers, president sparrowhawk consulting company, inc

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