Five Steps of A Project. in trouble!

http://webworkerdaily.com/2009/04/22/5-warning-signs-of-a-project-in-danger/

Kevin Sez....

• The internet is a language, not a technology. We have to pursue a degree of fluency across every department and individual.
• If it is hard or technical to do, don’t do it. Find a easier way.
• If there is something you want to do, don’t code it yourself. Go look for a solution pre-built, it’s out there.
• Use the simplest, most common and most popular tools available. Be prepared to try them out and if they don’t work, find another tool
• Plan for change. Everyday.

Kevin Sprague provides a good corrective to those who regard technology as too tough to master or, conversely, as a high art reserved for the cognoscenti.  The operative phrase is 'degree of fluency.' Recently I've advised some organizations against board membership for folks who say proudly, "I never read my email!"  This stance, more often than not, means 'I only pay attention to matters which interest me, or, with which I agree.'    A related issue is PC and technology---not the computer but, rather, tech-Political Correctness as in 'I don't do Microsoft Office. I'm an Apple person.'

I'm Conflicted! Dealing with COI's in Non Profits

Step 1

A basic, good practice for every non-profit is to have a written conflict of interest policy which articulates the essential legal and ethical guidelines for members of the board. [N.B. A similar statement belongs in the staff Policies and Procedures handbook.] If either of these documents don't exist this is a major red flag.

Step 2

One size doesn't fit all-conflicts of interest [COI] come in every shape and size.  Museums, for example, have detailed, well-established policies and routinely review their specific standards.  Once a basic template is adopted it is important for board members to discuss other conflicts which might not appear on a standard form.  For example-

• Board members who perform staff functions as volunteers.
  
• Board members with competing fund raising priorities.

Step #3

Establish an annual board level review of the existing COI policy and modify/amend it if required.

Budget Crisis? Eliminate conferences!

“When they looked at our budget , the first thing they cut was conferences.”  Managers looking for low-hanging budgetary fruit often turn first to the professional development line.  After all, if we’re facing a crisis, the last thing we need is to have ‘the staff off on a junket!’ 

The underlying assumption is that conferences, training, coursework and the like, while ‘nice to haves,’ are not integral to delivery of  core mission.   

In fact, eliminating professional development is the functional equivalent of a high tech company deciding to drop investment in R and D,  research and development! [And, it’s not always a financial issue—“Is it time to panic yet?  Fund raising in a recession” was heavily subsidized—participants were asked to pay $20 for a ½ day session refreshments included!  Nonetheless participants said that colleagues from other groups stayed away  ‘because they decided not to do conferences this year.’] 

1. Staff that are ‘too busy  doing’ to learn are often close to burn out.
   
2. Professional networking saves both time and money—having a Blackberry [nee Rolodex] of contacts facilitates everything from recruitment to candid assessment of the latest software package.
   
3. Staff who develop a broader repertoire of skills are more efficient and more productive.
   

Of course, during a down turn there can’t be any sacred cows when the budget is reviewed, but to simply eliminate professional development is to lay the groundwork for intellectual and professional stagnation.

Survive! Then, Thrive. A Newcomer’s Introduction to Non-profit Management©

Managing through a recession is just like managing in good times---only more so.  Here are the topics I'm writing, blogging, and presenting sessions about.

“Can You ‘Ride the lightning’ ?”
Discovering The First Principle of Survival

“So you got the job!”
Extending The Honeymoon

“What have you done so far?”
Your 1st day on the job

“How can we help?”
Managing, and being managed by, a Board

“How are we going to get through the year?”
Crafting Your 1st Budget

“We need more money right away!”
Getting a Jump on Fund Raising

“What should we do tomorrow?”
Leading Your Team

“Where are you taking us?”
Reaching Stakeholders

“Why doesn’t anyone know about us?”
Implementing a Marketing Plan

“Is this worth it!?”
Handling the Pressure



[c]  Philip S. Deely
Philip Sedgwick Deely & Associates

What to do with a new CEO, Head, ED...?

The first 12 months tell the tale for most new executives.  BoardSource has a new publication that I am willing to bet has some good material.  My own book 'Survive then Thrive' is still in draft form--so until it's ready I'd check out what BoardSource has to say.

And the advice goes on....

This is from BoardSource one of my favorite organizations---if you don't have a membership get one ASAP, it will be your best 'professional development' investment.

Here, then, are 10 strategies for raising funds in turbulent times.
Fear not!During the height of the Great Depression, Franklin D. Roosevelt said, the "only thing we have to fear is fear itself." The same can be said today.
In difficult times, people are attracted to leaders and organizations that appear confident and optimistic. Fortunately, there is more reason to be optimistic than you might think. A 40-year (1967 to 2007) study of charitable giving patterns conducted at Indiana University’s Center on Philanthropy found that in years with eight or more months of recession
total giving fell an average of only 2.7 percent
individual giving (80 percent of total giving) declined an average of only 3.9 percent
foundation giving (about 10 percent of total giving) dropped an average of only 0.1 percent
corporate giving (5 percent of total giving) fell an average of only 1.6 percent
These numbers, rather than exaggerated news reports, should guide your planning.

I'm actually more pessimistic about the depth of the decline we're facing but they provide great data to help inform both staff and board discussions.

Frugal Teacher Leaves $2 Million Gift---Ho Hum.....

Frugal Teacher Leaves $2 Million Gift

[AOL Headline.....]

posted: 15 HOURS 35 MINUTES AGOcomments: 59
filed under: NATIONAL NEWS, CHARITABLE NEWS
A math teacher who never made more than $40,000 a year but pinched her pennies leaves $2 million to her Ohio alma mater. Laura Bickimer donated most of her estate to Baldwin-Wallace College when she died in April at age 93

How many stories like this have I read?   Actually, quite a few.  Our local YMCA got a multi-million dollar stock gift not too long ago and there are at least 6 other bequests of $100,000+ that I've seen to nearby, worthy non-profits.

Is this just the luck of the draw?  Usually not though everyone loves the story of the bolt from the blue.

Ex teachers are often frugal and sometimes have remained unmarried.  These folks have often been life long investors in TIAA-CREF and even though we've all taken a pounding if you make it to 93 dollar-cost-averaging is on your side!

Do you promote planned giving to your staff, present and past---if not would that be worth considering? Yup.