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Organizational Lifecycles Organizational Lifecycles

Organizational Lifecycles - PowerPoint Presentation

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Organizational Lifecycles - PPT Presentation

Boys and Girls Clubs of America May 12 2017 Bruce Braunewell Principal CLA Kelsey Vatsaas Manager CLA If our society does indeed depend on nonprofit organizations for essential service delivery then these organizations must have the wherewithal to become strong capable durable ID: 623477

lifecycle stage board years stage lifecycle years board today programs organization bgc facilities nonprofit sites great operating vatsaas girls club 000 kelsey

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Slide1

Organizational LifecyclesBoys and Girls Clubs of AmericaMay 12, 2017

Bruce

Braunewell

, Principal, CLA

Kelsey Vatsaas, Manager, CLASlide2

If our society does indeed depend on nonprofit organizations for essential service delivery, then these organizations must have the wherewithal to become strong, capable, durable institutions.”Slide3

AgendaIntroductionsLearning GoalsCapacity and Lifecycle BackgroundCase StudySmall Group Activity

3Slide4

Learning GoalsGain knowledge about the seven phases in the nonprofit lifecycle.

Observe a case study of using a lifecycles tool with a Boys and Girls Club.

Identify opportunities to use this tool with your own organizations.4Slide5

People are where they are. To help them means meeting them right there—not where you wish they were, where they should be, nor where they tell you the are—but, rather, right where they are.”

— Gisela

KonopkaSlide6

What is a “Stage” of Life?A developmental period when characteristic patterns of behavior are evidenced and certain capacities become established.Slide7

Nonprofit Lifecycle StagesSlide8

Lifecycle Stages at a GlanceStage #1: IdeaThe stage in which there is no formal organization, only an idea and a personal mandate to fill a societal, programmatic or cultural gap in the community.

Stage #2: Start-up

The beginning stage of organizational operations in which unbridled mission, energy, and passion reign supreme, but , generally, without corresponding governance, management, resources, or systems.Stage #3: GrowthThe stage in which nonprofit mission and programs have taken hold in the marketplace, but where service demand exceeds current structural and resource capabilities.Slide9

Lifecycle Stages at a Glance (cont’d)Stage #4: MaturityThe stage of operation in which the organization is well-established, operating smoothly, and has a community reputation for providing consistently relevant and high quality services.

Stage #5: Decline

The stage in which there is no formal organization’s services are no longer relevant to the marketplace, self-indulgent, status-quo decisions are made, and declining program census creates insufficient operating income to cover expenses.Stage #6: TurnaroundThe stage in which an organization, having faced a critical juncture due to lost market share and revenues, takes decisive action to reverse prior actions in a self-aware, determined manner.Stage #7: TerminalThe stage when an organization has neither the will, purpose nor energy to continue.Slide10

Lifecycles as a Diagnostic FrameworkSlide11

Lifecycle Pre-requisitesLifecycle model is diagnostic, not deterministicLifecycle model is not necessarily sequential nor evolutionaryIt is neither age nor size dependentIt is also holistic

It’s a long way from start-up to maturity

More advanced – higher expectationsUntil balance is reached, “stalled” capacity point will hold you backSlide12

Case Study12

Boys and Girls Club of XYZSlide13

BGC - Background13

5 years ago

Annual operating deficit ~$2M; large number of outstanding unpaid pledgesFacilities falling apartOverstaffed for the amount of work being completed.

What has happened since then

A new Executive Director was brought in, who had experience in nonprofit management and turnaround situations.

A fair amount of “overhauling” has been done to bring all areas of the organization up to speed.Slide14

BGC - Programs14

5 years ago

Serving approximately 3,000 youth a year across 18 sites.Very few consistent programs across sites.Outdated technology sits virtually unused at most sites.

Today

Athletics programs are starting up at a few sites, but not running well everywhere

Education programs are fairly consistent and high quality at each site

Literacy programs are strong at nearly every site

Approximately 7,000 youth served today; goal of 15,000 per year.Slide15

15Slide16

BGC - Management16

5 years ago

Lots of senior level staff – “everyone was in charge”Many employees had gotten used to low expectations, while a few were holding everything together.Benefits were not right-sized to the organization and its resources.

Today

New employee handbook, compensation schedule, etc.

Staff is largely re-structured, for the most part, though leadership estimates that approximately 30% are underperforming still today.

Succession planning efforts are underway, but far from complete.Slide17

17Slide18

BGC - Governance18

5 years ago

65 member board plus advisory boards for each clubNumber of unpaid pledges from board membersParticipation at meetings were low; board played very small role in fundraising efforts.

Today

35 member board with strong, active executive committee.

Board is engaged in fundraising efforts, though there is still room for improvement

Board includes individuals with a history at the program; those who saw the club in it’s “glory days” and are motivated to get it back to that point.Slide19

19Slide20

BGC – Financial Resources20

5 years ago

$2M operating deficit for a number of years running6 FTE in the finance department, yet basic duties were neglectedMultiple budgets that didn’t reconcileCash handled at each location; weak internal controls.

Today

Outsourced accounting department with stability today, but significant transition over the past 5 years to multiple service providers.

$8M budget is balanced, but reserves are not yet built to a sufficient level

Cash practices centralized; credit cards limited, controls in place.Slide21

21Slide22

BGC – Systems & Facilities22

5 years ago

18 facilities; four of which were barely operational.All facilities needed upgrades, particularly to gyms and technology.Board wouldn’t even show the potential new leader the facilities besides the main office.

Today

Three new gyms have been constructed; a capital campaign is underway to continue upgrading locations.

All buildings now have working computer labs.

While many facilities still have significant room for improvement, all are operational and kept clean.

“You can’t change the youth’s behavior if they won’t even go in the building.”Slide23

23Slide24

24Slide25

“Clubs that were once great, and the people who participated when they were great, have the best chance of being great again, because those people see the opportunity and will work to make it great again.”

25Slide26

Questions?

Bruce

Braunewell267-419-1137bruce.braunewell@claconnect.comKelsey Vatsaas612-376-4657kelsey.vatsaas@CLAconnect.com