Dani Robbins

What Nonprofits can do NOW

In Leadership, Non Profit Boards, nonprofit executives, Organizational Development, Uncategorized on March 29, 2020 at 5:49 pm

The job of a nonprofit executive is to ensure their agency will open tomorrow, or if it shouldn’t, to shut it down.

The list of things we don’t know and information we don’t have is long:

·         How long will this last?

·         How big of an economic hit will it be?

·         What will happen to the people we serve?

·         How can I protect my team and my agency?

·         How many of our donors will be impacted?

·         Will our foundations loosen the restrictions?

·         Will I get the Federal loan?

·         Will I have to lay off staff?

·         Will I get laid off myself?

·         Will I have to shut down this program that I love and have spent no small part of my life cultivating?

Then there’s the much more personal and terrifying:

·         Will I get sick?

·         Will someone I love?

·         How can I pay the mortgage without a job?

·         How can I protect my family?

We are all scared and varying degrees of angry, anxious, grateful, bored and terrified and, sometimes, how we feel changes by the minute.

Moreover, for those of us who have spent our lives in the field, sitting at home doing nothing makes us feel helpless. 

We are not helpless.  We are trained professionals.  Let’s get to work!

We are at an unprecedented point in leadership. Every decision we make will determine what happens tomorrow, even as we are aware that we are all making those decisions with limited information while standing on constantly shifting sand.

Many agencies are looking at cuts. “Leaders should start developing models and anticipate what levels of revenue drops may occur … even “as substantial variances are likely based upon the type of” organizations, relationship with state legislature, and historical financial models.” (The Great Recession Was Bad…)

Where to start? As always, you start with your values, your mission and your commitment to intentional aligned leadership.

I recommend the Board of Directors:

  • Set the priorities for 2020 and 2021
  • Determine the level of saving that needs to be realized
  • Approve the cessation of services that will no longer be offered
  • Determine how long you will continue to pay staff
    • for work that can’t billed
    • for services that can’t be offered
    • who may not be able to work
  • Set severance levels

The CEO:

  • Review your policies including sick time, family leave, and severance
  • Review your insurance, including short and long term disability
  • Make recommendations to the Board for policy revision, as necessary
  • Reach out to every funder and ask for special circumstances
  • Review and apply for forgivable loans
  • Plan out interim leadership for every critical role, including yours
  • Cheerlead
  • Sell the story

The finance team:

  • Clarify the staff that can do billable work (identified as work that will still generate revenue)
  • Identify staff that might have to be furloughed based on work that is unable to be done
  • Assess income that is unable to be realized

The development department:

  • get clarity around if the money that they’ve projected for this year is actually going to come in
  • Clarify if any money that has been pledged is available for operating or if it is restricted to other expenses
  • Consider asking if any and all restricted gifts can be used for operating
  • Consider asking all capital donors if you can use their gifts for general operating this year, as possible
  • Prepare an emergency funding campaign that clearly tells the story and the need for additional support
  • Prepare on-going communication with donors

Once the above is completed, I recommend:

The Board approve a staged step down, as necessary:

  1. easy expense reductions that can happen now
  2. reductions in the next round based on the priorities and the savings needed
  3. Worst case cuts to keep the organization solvent

Other points of note:

  • Pay cuts require a Board vote, even “voluntary” ones. 
  • The CEO should not forgo their own paycheck or lend money to the agency. You can, of course, donate back a portion of your paycheck. If you do, make sure it is your choice, aligned with your family’s circumstances, and follows your donor acknowledgement procedures. Three More Things to Stop Doing
  • If necessarily, individual Board members can lend money to the agency, with an appropriate paper trail.  If you do, I recommend paying yourself back not be your first order of business once the smoke clears.

That’s my list for today. Hopefully, you won’t need it. If you do, I wanted to get a framework out there in case it’s helpful. If you have a framework you’ve developed that you can share, please do. We will get through this, together. We will persevere!

As always, I welcome your insight, feedback and experience. Please offer your ideas or suggestions for blog topics and consider hitting the follow button to enter your email. A rising tide raises all boats.

Ten Years of Change, Growth and Nonprofit Evolution

In Uncategorized on January 10, 2020 at 10:33 am

Last October marked ten years for my company.  It was a transformational decade for me professionally, for our sector and our work. 

Professionally, I had the opportunity to

  • build a semi successful consulting firm
  • co-write a leadership book (Thank you Maureen Metcalf!)
  • become a nonprofit thought leader (Thank you readers of my book and blog!)
  • teach at the college level (Thank you Rob Greenbaum and OSU’s Glenn College!)
  • Fall in love with teaching (Thank you students!)
  • Get my dream job (Thank you Anne Kugler and John Carroll University!)

I’ve taught over 250 college and graduate students and had the honor to mentor, coach, encourage and support dozens of nonprofit leaders.

Our sector is facing immense opportunities, unprecedented challenges, old issues and emerging threats. We will have to come to consensus on how we respond to:

  • The loss of charitable deductions, and the gifts that go with them
  • The impact of Donor Advised Funds
  • The possible loss of the Johnson Amendment
  • Big philanthropy
  • Immigration
  • Climate change
  • Hate
  • Guns
  • Violence against women
  • Systemic racism
  • #MeToo
  • Voting rights
  • All of the above and much more

There are multiple and competing issues that challenge our democracy, our souls and our future. In honor of each person who reads this blog, and the hundreds of people and myriad issues for which you get up every day ready once again to take up the fight, I offer the most popular and poignant posts from the last decade:

Strong Boards beget strong agencies which beget strong communities. Here’s how to build your board, support them in doing their work and do your own:

An Open Letter to Board Members I Have Known and Loved is the most popular post I have ever written, by thousands.  I wrote it to honor several of my Board members, especially Bud Rogers, officially Bruce W. Rogers of Akron Ohio.  He is, for me, the quintessential board member. He is my ideal. I learned more from his grace, his leadership and his generosity that I can ever explain. May he rest in peace.

The Role of the Board “Every time I speak on issues related to nonprofits, someone asks “What is the role of the Board?” “The Board is responsible for governance, which includes setting the Mission, Vision and Strategic Direction; Hiring, Supporting and Evaluating the Executive Director; acting as the Fiduciary Responsible Agent, setting Policy and Raising Money. Everything else is done in concert with the Executive Director or by the Executive Director.” The question that follows or should follow is “What is The Role of the Nonprofit CEO? “Leading an organization is a big job that looks much easier than it is. In fact, like all leadership done well, it looks like nothing.”

While we’re at it, here’s one on Becoming a new Board President, the fist in the series Governance the Work of the Board and the most important, exciting and engaging opportunity for Board leadership: Generative Governance.

“If your Board is not fund raising the way you want them to, I submit you do not have a fund raising issue; you have an engagement issue and possibly a Board Development issue.” Not Fundraising? Not Engaged. Alternatively, or additionally, if they are not fulfilling their role, it may be because you’re doing their work. If you are, stop. Here’s how: Five Thing to Stop Doing Right Now and Three More Things to Stop Doing.

For my students, young people everywhere and all of our daughters:

Advice for Graduating Students Joining the Workforce

An Open Letter to College Bound Daughters, including My Own

Discretion and Discernment: A Call to Action on Behalf of Our Young People

Finally, the three posts that are closest to my philosophy of leadership and what I believe about how we can move forward social justice:

Does Your Agency Aspire to Social Justice or Charity?

Agreements, Vibrancy and Abundance

Reflecting on my Pursuit of Social Justice

Thank you for reading. Thank you for your leadership, advocacy and activism.  May you and may I still be standing, still fighting, and still inspired to change the world throughout this new decade. Lead on!

The Intersection of Mission, Vision and Values

In Community Strategy, Leadership, Organizational Development, Strategic Plans on November 4, 2019 at 5:02 pm

I had the privilege to present at John Carroll University’s Community Forum last week on the difference between mission, vision and values. It’s a topic that has come up repeatedly in the last few weeks in a variety of arenas.

My analogy is this: the values are the guardrails, the vision is the destination, and the car is the mission, because it drives everything.

Here’s another way to frame it: In elementary school, we were taught how to write newspaper articles by using the 5 Ws: where, what, why, who and when.  Nonprofit strategy isn’t much different, though we do add how.  In both cases you’re painting a picture and telling a story. 

Our story is about how we change the world. 

Where are we going?  How are we going to conduct ourselves along the way? Who do we serve?  What are we doing? Why?

If you subscribe to the Simon Sinek theory of why – and I do – you know that no one cares about the what or the how, they care about the why.  In his amazing and highly recommended Ted Talk, How great leaders inspire action, he says “People don’t buy what you do; they buy why you do it. And what you do simply proves what you believe.” Which begs the question:  What is it that you believe?

Nonprofit strategy is born from what you believe.

Why:

Your mission statement is the why. It’s why your organization exists.

JCU’s mission is “As a Jesuit Catholic university, John Carroll inspires individuals to excel in learning, leadership, and service in the region and in the world.”

Boys & Girls Clubs of America’s mission is to “enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens.”

Local Matters’ mission, which I was honored to be in the room when it was drafted, is “to create healthy communities through food education, access and advocacy.”

You may have noticed none of the mission statements above, or most in the field, talk about programs. Mission statements are not about what you do, they’re about why you exist. We exist to do X. Programs are how you get there; programs are your theory of change. But they’re not why you exist.

You may also have noticed that I put in quotations the mission statements. Anytime you copy in a mission or a vision statement, it should be in quotations. Both statements are precise and exact. They should not be paraphrased. 

You exist to inspire, to enable, to educate, to lead…to do something.  Programs are not something; programs are the path to get to your something.  Programs are how you test your theory of change. 

How:

Values are the how.  How do you conduct yourself?  How do you talk to and about your clients, students or staff? What do you value as an organization? How does that play out?

Values, when used in the field, primarily refer to organizational values. I usually explain them as the ideas that are valued by the staff and Board of an organization. That could be communication, collaboration or individual accomplishments (not usually both), honesty, high ethical standards, or a whole host of other things. Organizational values are not necessarily things you’d include when listing your personal values, though of course they might be. This is not to say that your personal values do not need to be aligned with your organization’s values, because they do. It is intended to mean that we all might not list the same things that our organizational values include. (Ethics, Values and Integrity) When I was interviewing at JCU, I went through their (now our) values one by one, out loud and confirmed that I could and wanted to honor each one. In fact, I remember saying “I can get behind that!”

Core values are the way you conduct yourself on the path.

Where:

The vision statement is the direction you are going. It’s time-limited or utopian, and aspirational.

Local Matters illustrated for me the need to have both a utopian vision and a three-year vision.  As they explained to me, and as I now explain to others, “The utopian vision is the reason you get up every morning.”  It’s the impact you aspire make.

BGCA’s vision is to “Provide a world-class Club Experience that assures success is within reach of every young person who enters our doors, with all members on track to graduate from high school with a plan for the future, demonstrating good character and citizenship, and living a healthy lifestyle.”

The three-year vision is also the where. It answers where you are going, now.  It sets the path for your future.

Local Matters’ where: “By 2020 we will have created systemic, food-related change across diverse populations and community settings.”

Local Matters’ long term utopian where: “Equitable access to a sustainable food system and a world free of food- related chronic disease.”

You may have noticed neither of the vision statements above, or most in the field, talk about programs. Vision statements are where you are going.

What:

Programs are the what. What is the path? What will you do to get to the where and address the why?

In the nonprofit world, your theory of change is the path to your goal. What is the desired goal? What path will get you to it? Strategy is the selected theory of change; it’s the high-level plan to meet a goal. Anne E Casey defines it in their manual, which if you haven’t read I highly recommend: “A theory of change (TOC) outlines how to create that change. It is an essential part of a successful community transformation effort. This manual, created for the Casey Foundation’s Making Connections initiative, defines theory of change using Casey’s impact, influence and leverage platform, and shows community advocates how to create their own TOC by showing the relationships between outcomes, assumptions, strategies and results.”

Who:

Who? It seems like such an easy question. Who do we serve? As I learned the hard way when I facilitated the Franklin County Opportunity Youth Initiative, setting the who is not easy at all. In case you are not aware, Opportunity Youth are 16-24 year olds who are not in school and are not working. And just to be clear, we’re not talking about your friend’s kid who’s backpacking across Europe. We’re talking about the kids who got thrown out, aged out, opted out, or who were left out. It’s an enormous number of kids and you’d think that deciding who belongs in that group would be easy, but it’s not.

When I do strategic planning with agencies we start with mission, vision and values, move to high level goals to get to the vision, set strategies to meet to the goals and metrics, assignments and due dates to make sure it gets done. All good strategies have metrics. Any plan that does not have metrics, assignments and due dates is a wish list.

What do you think of my analogy? How do you talk about the intersection of values, mission and vision? As always, I welcome your insight, feedback and experience. Please offer your ideas or suggestions for blog topics and consider hitting the follow button to enter your email. A rising tide raises all boats.


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