carlsbad quarterly training · 2012-10-10 · time and energy to advancing their fields. share...

Welcome!Welcome!

N E W M E X I C O M A I N S T R E E T | A P r o g r a m o f t h e N e w M e x i c o E c o n o m i c D e v e l o p m e n t D e p a r t m e n t

Leveraging Organizational Strengths g g g gto Maximize Project Success


W lk D M i SWalk Down MainStreet…What Do YOU See?What Do YOU See?


Today’s Discussion Points

1. Role of Organization in 4 Points2. Asset‐based Org. Development3. Collective Impact3. Collective Impact4. The Organization as Network5 Hi h I t N P fit O ’5.High Impact Non‐Profit Org’s6. Best Practices and Innovations


The MainStreet Four Points

Organization Design

PromotionsEconomicPositioningPositioning

Defining the “Organization”Defining the “Organization”

• Board of Directors• Executive Director• Committees

• Networks (formal, informal)• Legal Status (c3, c4, c6, B corp.)• Systems & ProcessCommittees

• Other staff• Other volunteers

C t

Systems & Process• Operations/management• Recruiting

O i t ti /T i i• Customers• Partners

• Merchants/Entrepreneurs

• Orientation/Training• Information Mgmt.• Resource development

• Government (state/local)• Performers/Artists• Consultants

• Advocacy• Planning/mapping• Communications


Consultants• “Ambassadors”

Communications

Asset Based CommunityAsset‐Based Community DevelopmentDevelopment


ABCDABCD…

An approach to community development based on the principles ofthe principles of…

1. Appreciating and mobilizing individual and pp g gcommunity talents, skills and assets

2. Community‐driven development rather than development driven by external agencies


ABCD the Five KeysABCD…the Five Keys

• Appreciative inquiry: identify and analyze the community's past successes.

• Collaboration: Community economic development models that place priority on collaborative

• Social capital is a critical asset. This is why ABCD focuses on the power

efforts.

• Civic Engagement. Focus on how to of associations and informal linkages within the community.

engage people as citizens (rather than clients) in development, and how to make local governance

• Participatory approaches build empowerment and ownership in the development process .

more effective and responsive.


Asset‐Based OrganizationalDevelopment


Traditional Service Non‐Profit

• Basis : Deficits (deficit‐based)• Conversation: Problems, concerns• Focus: Problems must be fixed, ,

managed• Goal: is to affect change in

institutions• Change agent: Power

• View of Individual : Client, ConsumerView of Individual : Client, Consumer• Defined by “problems”: blight,

disrepair, depressed economy, shortages, etc.shortages, etc.

The Asset‐Based Organization

• Basis : AssetsBasis : Assets• Conversation: Gifts & Dreams• Focus: Build on community

TreasuresTreasures• Goal: Build Community• Change agent: Relationships• View of Individual : Owner,

Producer• Defined by “assets”: buildings,

history, culture, people, policy‐makers, groups, networks, previous plans, etc.

Moving to Assets

Old Attitudes New AttitudesI need to focus on others problems I need to focus on others strengthsI need to focus on others problems. I need to focus on others strengths.

Only certain people can build assets for and with others.

Everyone can build assets for others.

People absorb resources. People are resources.People absorb resources. People are resources.

Building assets is a program, service. Building assets is a way to interact.

I should try to affect primarily those issues that are in trouble or the people who are troubling

I should try to affect all the people I come into contact with every dayare in trouble, or the people who are troubling

me.contact with every day.

How others behave doesn’t concern me. We hold others accountable for their actions.

We’re already building assets. We need to build assets more intentionally.

It’s ok to blame others for poor behavior. We need to stop blaming others for the past and p p g pstart working together to improve the future.

“Asset Mapping versus Asset Mobilization”Asset Mapping versus Asset Mobilization

Asset mapping is an INVENTORY of the community’s treasure chest. In the process of conducting the inventory, important relationships are developed.

A t bili ti i ACTION t M bili iAsset mobilization is an ACTION step. Mobilizing assets for collective action requires organizing and harnessing the relationships that exist within theharnessing the relationships that exist within the

community.


There are at least six categories of assets within any community:

1.The assets of individuals2.The assets of associations3.The assets of institutions4.Economic linkages and business assets5.The natural resources6.Previous plans for community/economic development


Asset Mapping

Associations

I i iPhysical Institutions

TheCommunity

Local

Community

IndividualsLocal

Economy

History/Plans


y/

Asset Mapping

Individuals Physical Assets Associations

• Volunteers• Residents• Youth/Seniors

• Nat. Resources• Buildings• Infrastructure

• Chambers• SCORE• Civic Clubs

Institutions Local Economy History/Plans

• Youth/Seniors • Infrastructure • Civic Clubs

• Gov’t• Educational• Public Services

• Cultural• Art/Artisans• Agriculture

• Econ. Dev.• Infrastructure• Growth• Public Services • Agriculture

• Services• Growth

What are theWhat are the Strengths and AssetsStrengths and Assets

of a MainStreetof a MainStreet Organization?Organization?


Collective Impact


Collective Impactthe commitment of a group of important actors from different sectors to a common agenda for

l i ifi isolving a specific issue.

Collective Impact initiatives involve:Collective Impact initiatives involve:• a centralized infrastructure w/ a dedicated staff • structured process that leads to a common agenda

h d• shared measurement• continuous communication• mutually reinforcing activities among participants


The Organization As Network

Networked power exists wherever it best serves the organization It isNetworked power exists wherever it best serves the organization. It is creative and consistent, as needed. The interdependence creates a synergy such that the whole organization is stronger than the sum of its departments


departments.Peggy Holman, The Networked Organization

Non‐Profit OrganizationsBest Practices‐ Best Practices ‐

• Clarity of, Accountability to Role• Good Governance• Board Recruitment / Succession• Transparency / Accountability• Planning• Resource Development• Resource Development• Financial Management• Build Relationships and Strategic AlliancesBuild Relationships and Strategic Alliances• Distribution of duties/operations• Evaluation

Non Profit TrendsNon‐Profit Trendsand Best Practicesand Best Practices


Some Myths About the Most yEffective Non‐Profit

Organizations


Myth #1: Perfect Management. y g

Many high impact organizations are not exemplary models of generally accepted management principles. Although adequate management is necessary, it is not sufficient for creating significant impactsufficient for creating significant impact.


Myth #2: Brand‐Name Awareness

A handful are household names, but a few hardly focus on marketing at all. For some, traditional mass marketing is a critical part of their impact strategy; for others, it’s unimportant.


Myth #3: Breakthrough Ideas.y g

Although some organizations come up with radical innovations, others take old ideas and tweak them until they achieve success.


Myth #4: Textbook Mission Statements. y

All nonprofits look to compelling missions, visions, and shared values. Only a few of these groups spend time fine‐tuning their mission statement on paper; most of them are too busy living itthem are too busy living it.


Myth #5: High Ratings on Conventional y g gMetrics.

When looking at traditional measures of nonprofit efficiency, many didn’t score well, because they don’t adhere to misleading metrics such as overhead ratios.


Myth #6: Large Budgets. y g g

Size doesn’t correlate with impact. Some have made a big impact with large budgets; others have achieved huge impact with much smaller budgets.


Si B P iSix Best Practices to Achieve High Impactto Achieve High Impact


#1: Serve and Advocate.

High‐impact organizations bridge the divide between service and advocacy, and they become good at both. The more they serve and advocate, the more they achieve impact Your community level work helpsachieve impact. Your community‐level work helps inform your policy advocacy, making legislation more relevant.relevant.


#2: Make Markets Work

Tapping into the power of self‐interest and the laws of economics is far more effective than appealing to pure pp g paltruism. Find ways to work with markets and help companies “do good while doing well.” Influence business practices, build corporate partnerships, and develop earned income ventures to achieve change on a grander scalea grander scale.


#3: Inspire Evangelists.

Build strong communities of supporters to help you achieve goals. Value volunteers, donors, and advisers not only for their time, money, and guidance, but also for their evangelism. Create emotional experiences th t h l t t t i i dthat help connect supporters to your mission and core values and thus convert outsiders to evangelists.


#4: Nurture the Network.

High impact organizations help their peers succeed, building networks of allies and devoting remarkable

time and energy to advancing their fields Sharetime and energy to advancing their fields. Share wealth, expertise, talent, and power with other

because it’s in your self‐interest to do so.because it s in your self interest to do so.


#5: Adaptation is Survival. p

The organization must be exceptionally adaptive; modify tactics as needed to increase success. Respond to changing circumstances with one innovation after another Learn from mistakes while mastering theanother. Learn from mistakes while mastering the ability to listen, learn, and modify your approach on the basis of external cues. Adaptability is key to athe basis of external cues. Adaptability is key to a thriving organization.


#6: Share Leadership.

Share power in order to be stronger force for impact and success. Distribute leadership within theand success. Distribute leadership within the organization and external networks. Empower others to lead.

Leaders of high‐impact nonprofits cultivate a strong d i d b ild d i ti tsecond‐in‐command, build enduring executive teams

with long tenure, and develop large and powerful boards


boards

Other Best Practices

• Clarity of, Accountability to Role• Good Governance• Board Recruitment / Succession• Transparency / Accountability• Planning

R D l• Resource Development• Financial Management• Build Relationships and Strategic Alliances• Build Relationships and Strategic Alliances• Distribution of duties/operations• Evaluation • COMMUNICATION

Trends in the Sector

• Assets/Solution‐Based Approachesll i• Collective Impact

• Organization as Network• Shared Leadership• Shared Leadership• Facilitative Leadership

(process, collaboration)• Social Entrepreneurism and

Operating Structures (B Corp.’s)Di l Ch• Dialogue‐to‐Change

• Governance vs. Advisory Boards• Task Forces• Task Forces• Youth Engagement/Service Learning

Exploration• Facilitative Leadership

• B Corp. CertificationB Corp. Certification• Certified B Corporations are leading a global movement to redefine

success in business. Non‐profit organizations voluntarily meet higher standards of transparency, accountability, and performance g p y y pthat translate ideas to action.

• Builds higher quality jobs and improve the quality of life in iti b f i i l d d i i it lcommunities by focusing on passing laws and driving capital.

• Government and the nonprofit sector are necessary but insufficient to address society’s greatest challenges. Business, the most powerfulto address society s greatest challenges. Business, the most powerful man‐made force on the planet, must create value for society, not just shareholders.

• Systemic challenges require systemic solutions and the B Corp movement offers a concrete, market‐based and scalable solution.

How Do These Concepts Help Build S f l P j t ?Successful Projects?


Questions? Solutions…


carlsbad quarterly training · 2012-10-10 · time and energy to advancing their fields. share...

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