What does a sustainable organisation look like?

I'm obsessed with sustainability right now. My continued wish is that we keep working towards living within our needs and taking care of people and the environment. That's one version of sustainability.

But sustainability is also used as a term that relates to the durability and strength of an organisation - including its resource base which has a fair bit to do with finances. So often, organisations are caught up in the every day - too busy fighting the alligators to drain the swamp. It's understandable, because there is so much to do. But there has to be time to plan, otherwise activities can be a waste of energy or even chaotic.

Right now I am developing a toolkit for assessing and addressing sustainability. In my research for this I came across the following

INGREDIENT #1: A COMPELLING VISION, FOCUSED MISSION AND A STRATEGIC PLAN THAT INVOLVES MANY AND GETS USED

An organisation's purpose, vision and goals are the magnet for the people, resources and money that are needed to make the organisation effective. Whether the organisation is clarifying goals for the first time, or is determining a new focus after years of operation, a strategic plan is critical to success.

INGREDIENT # 2: EFFECTIVE AND FOCUSED PROGRAMS

The core of an organisation's success is its program or lead projects. A good program attracts people, which then attracts funding. Programs need to be well thought out, doable, and able to involve many people. Above all, programs must serve a need.

INGREDIENT # 3: DIVERSE FUNDRAISING EFFORTS

Sustainable organisations need diverse sources of income in order to weather the harsh "drought years" and the constantly changing economy. Solid fundraising efforts create long range plans to have money coming in from as many places and as many people as possible, and for sources to be added every year.

INGREDIENT # 4: CLEAR AND ACCURATE FINANCIAL MANAGEMENT

Clear and accurate financial management provides the needed management tools to make decisions and to plan for the future. The Board of Directors (or steering committee in an all volunteer project) and typically the Executive Director have the responsibility to create and manage the following elements of a good financial system including budgets, cash management, compliance and checks-and-balances.

INGREDIENT # 5: AN EFFECTIVE GOVERNING BODY

Organisations without effective Boards of Directors are limited in the scope and breadth of their work. Most effective governing bodies carry out at least the following responsibilities: provide vision and leadership; recruit staff, give and get money; replenish itself and evaluate effectiveness.

INGREDIENT # 6: INTENTIONAL VOLUNTEER LEADERSHIP AND STAFF DEVELOPMENT

A sustainable organisation has key leaders, active volunteers at all levels, and a way to develop leaders throughout these different levels. Leaders and volunteers should represent the diversity of the organisation’s membership and/or constituencies.
Ideally, an organisation will harness an individual's interest in and commitment to the organisation's mission, and then match the individual's availability with the work that needs to be done. This includes cultivating and training volunteers and giving them opportunities to take on new leadership.
Volunteers benefit from the same entitlements as paid staff should have in terms of clear tasks, training, positive feedback and supportive policies.

INGREDIENT #7: COMMUNITY NETWORKING AND VISIBILITY

Strong partnerships with a broad base of other organisations help to build visibility for the organisation in the community and smooth the way for implementation of action projects.
Organisations also need to let the community know what they are doing and that others are welcome in every stage of a project.
Don't forget the power of "word of mouth" as volunteers talk with friends and family. Volunteers are kept informed via newsletters, memos, and one on one conversations about the most recent events and issues.

INGREDIENT #8: APPROPRIATE TECHNOLOGY THAT SUPPORTS THE ORGANISATION’S WORK

Effective organisations have technology that makes work easier, more efficient and effective, especially in the communications area.
Historically, nonprofits have tried to make up in labor what they have lacked in technology. But times have changed, volunteer and staff time and energy are a more scare resource. Sustainable organisations make certain that each piece of technology is supporting and serving the work of the organisation, not vice versa.

INGREDIENT #9: CLEAR COMMUNICATION WITHIN A "LEARNING ENVIRONMENT"

Practices such as written and verbal evaluation of meetings and training programs, periodic program review, and annual assessments or evaluation process provide a constant feedback and learning loop.
By regularly and openly asking "How are we doing?" organisations create an organisational culture where actions are not "mistakes" or "wrong," but instead are an opportunity to learn how to do it better for the next project or the next step.

INGREDIENT #10: ABILITY TO CELEBRATE SUCCESSES AND ENJOY THE WORK

A culture where major and minor victories are celebrated and members, leaders and staff feel valued and appreciated is critical to long-term sustainability. Volunteers especially need to feel they are spending their free time in a place that’s creative, fun and life supporting.

(Modified from an article from the Institute for Conservation Leadership www.icl.org)

This is a great checklist to work through across your organisation - to take you through 2009 and beyond....

Have a great year!

Relaaax... remembering to breathe....

Ever wondered how you could fit more 'doing' into the teeny weeny amount of time you have? Or maybe you'd like to do less?

Getting towards the end of year, the pace often steps up a notch from already-too-fast and the only thing that keeps some of us going is the prospect of taking a break over the summer, for a few short weeks (if you're lucky) before it all starts again.

Relaaaax. It's not my usual community capacity building kind of tip but it does have some relevance. All too often people who care for others could take a little better care of themselves!

How can we look after others if we neglect ourselves? How can we build things up when we are wearing ourselves down?

There are many strategies for 'coping' with life but it's exciting to consider moving beyond just coping or just surviving... that is a real possibility and much more inviting surely?

Anyway it never hurts to find new ways to access a sense of spaciousness, to let everything drop (just for a moment) and focus on being rather than doing.

Try some John Kabbat-Zinn - the man who brought mindfulness to medicine http://au.youtube.com/watch?v=3nwwKbM_vJc Those hard working people at Google found time to go sit with him, maybe you can too.

And also - check out www.karmacurrency.com.au and mycause.com.au to find out how you can delegate some of your fundraising so you'll have more time to relaaaaax.

Changing the Present - the gift that keeps on giving

It's thrilling to see so many new ways of giving, they just keep springing up all over the place.
Here is one I especially love. It is clear and simple to use. It profiles programs and organisations really clearly. It also profiles other people who give.
And I am keen to see giving attached to special events that perhaps more of us are seeing increasingly as being a way to redirect the generosity of others away from us and towards those who are in genuine and dire need.
So, say "no thanks" to yet another toaster at your next wedding, or another pair of sox and jox on Father's Day and redirect your well meaning friends and family to www.changingthepresent.org
Actually I suspect you may only be able to give to USA agencies so if you would prefer something less American-centric please use www.karmacurrency.com.au for general gifting or www.kiva.org for micro finance in the third world. Fantastic stuff.


STOP PRESS: You can see in comments that I had some feedback from Robert Tolmach whose company helped create Changing the present and I now see it reaches all around the world....
So, in this instance, I am very happy to be wrong! Thanks Robert.

Lining up your ducks

There seem to be several recurring themes or problems common to most smaller community organisations - and often some larger ones too! These issues can be extremely damaging but there's good news: there are solutions.
All of these issues create major barriers to building capacity and sustainability. But if you sort these things out and "line up your ducks", you will enjoy much greater success for much less effort.
The following points summarise these common issues:
POINT 1.
We have great ideas. We do good work. How come we have to struggle every day to make ends meet?
But when we look closely at the way in which their group operates it usually clear that the "struggle" is due to a few specific patterns of behaviour that, if modified, can have a major positive effect on how the organisation moves forward.
One of the biggest problems is the lack of an agreed, shared plan.
Another is the need for solid strategic understanding about how funding from different sources fits together... not as hard as it sounds.
And still another is an absence of proof that what the organisation is currently doing actually works.
None of these things are particularly hard but the most common response I hear is....
"I don't have the time!"
If you don't take the time to plan you will waste a lot more time heading in the wrong direction. Guaranteed. I know it's easy for me to say but you have to take that time out to plan. If you don't you'll end up burnt out or thrown out.
Planning saves time. It helps to clarify goals. It allows you to reflect on and celebrate the achievement of goals. It stops you wasting energy. It takes others with you.
There are many reasons for constructing shared, agreed plans. Too many to list. But the main ones are - accountability, transparency, good management, staff motivation and retention, social responsibility, resource allocation... need I say more.
POINT 2.
We have a plan but no-one seems to care about it.
A plan might be something you already think is in place... but has it been developed with consultation? Is it agreed and shared? Do people have pride in the plan? Is it easily accessed?
My observation is that many organisations that think they have a plan actually have a pile of paper that no-one looks at. Or that nobody can see because it is in a filing cabinet. Truly it does happen! Or a document that has not been broken down into actions and accountabilities. So where is the motivation to act?
Sometimes people in different areas interpret plans differently and can swing the organisation wildly off course.
Having all of this in place sets up the foundation for developing a more robust funding base. Sometimes the plan is only known to a few people. Share it, get input, but manage the process - otherwise you'll end up with a very long gab fest.
Then hold people accountable to their part in the plan. Use proper review processes to measure your progress. And CELEBRATE achievements as much as you can. POINT 3.
We've told heaps of people about what we do but no-one gives us any money!
Maybe everything else is in place but one major thing gets overlooked.
No-one asks for money or they do it in the wrong way.
You know the vast majority of people when questioned as to why they did not give money to an organisation they were considering supporting responded by saying they had not been asked! They did not give because they were not asked.
A lot of the time - and I have witnessed this on numerous occasions - people in community organisations get the right people to come along and see their work. They say and do all the right things. The potential supporter goes away with a good feeling about the work of the organisation and the people they have met.
The end.
Great story huh? But a tragic ending.
In pretty much all cases, when a funder comes to see you they have to be asked for their support. If you have difficulty with this ... get help. Learn some tips like sending a follow up letter after the meeting with information about a current program for which you are seeking financial support. Or you can ask a board member to attend with you and do the asking (yes indeed, that is something board members should be doing).
POINT 4.
We don't want to ask the same people again.
Get over that! Use the money well and let people know what you have done.
Usually people who support you will do so again. If you don't need more money (!) it is still proper and necessary to send a report.
If you do need more money they will consider you more favourably if you have shared your achievements with them and accounted for their donation - big or small.
POINT 5.
Most people have never heard of us.
Clearly communicate your achievements to everyone - both internally and externally. This helps to spread the word, build your credibility and generate more support.
Tell the local newspapers and invite them in for a photo opportunity. Take advantage of free advertising deals with newspapers. Invite your supporters to an event (perhaps a celebration of what their money has helped you to achieve) and ask them to bring a friend, appoint patrons and ambassadors and get them talking about you in their networks....
Check out http://www.gettingattention.org/
Look at how successful organisations communicate their achievements. Learn from them.
Make sure all of your communications are professional and consistent. Ask someone outside the organisation to check your communications documents and remove all jargon, verbosity, spelling errors.
In all of this the key component is passion.

Connecting Community .... BEST WEBSITES

How great are these top web sites for non profits?
Occasionally I just have to pass on some great ideas like these fantastic sites - as profiled on Squidoo.
59 Smartest Orgs Online http://www.squidoo.com/org20
Even with limited budgets we can all apply some of these great ideas....
* worldchanging shows how small grassroots campaigns can make big change happen
* moveon offers an amusing Obama ad with an insight into how to use Chip-In - a smart + easy way to encourage online donations
* kiva illustrates the power of personal connection in sponsorship / micro finance
* coalition against hunger real customer service to NYC's hungry + homeless with an interactive map of services
* bridges to hope shows how recipients of services can be your best advocates in lobbying for change
to name but a few... you can find the links for all of these and more at www.squidoo.com

And I would like to nominate a couple of locals:

www.streetsmartaustralia.org - for smart use of a range of online media AND congratulations on the new hotel based campaign!
www.prostate.org - for getting men to see their doctors (no easy task!) as well as fresh clear communications and lots of great events
www.ovca.org.au - for launching Resilience (a great new resource for women with ovarian cancer) and for scoring media including a Breakfast TV interview!!

And a thought for the day....
Changing the world involves the infinity of tiny decisions by millions of people. {Patrice Newell}
Be brave!

good better best

The catch cry across the business world is growth and apparently growth is good. It seems that the latest trends in business are reflected, eventually, in the community sector. Just like the Onceler in Dr Seuss' wonderful story The Lorax, the focus is on biggering and biggering and biggering and BIGGERING.
There are many arguments for and against growth. The first one tends to focus, reasonably, on the issue of quality. "Can we maintain the quality while we increase the quantity?" is a fair and reasonable question for community groups and not-for-profit organisations. It is not a question that necessarily gets asked however. Even in the community sector there is such a thing as empire building and there most certainly are some pretty big egos.
Many community groups have found that their moves towards growth have bent them out of shape. Smaller organisations can find the growing pains untenable.
Some smart people have shown us there are ways to reach more people and maintain quality without having to "go national" or multiply the organisational budget by thousands or millions.
Some thoughts on this from people who have been on the grow - shrink - grow - shrink treadmill...
* have a very clear plan (yes it sounds obvious, but the plan is often missing or not shared or altered several times....)
* partner with complementary organisations rather than trying to be all things to all people
* piggy back on existing services rather than creating another set of infrastructure that will need people, resources, funding, updating, maintaining... for many years to come
* conduct a thorough research process and take time to do it
* ask the hard questions: Is what you are doing really that invaluable? Could another organisation do what you do in the state or territory you are looking to step into? Are you claiming territory simply because it is there?
* only embark on the growth process when there is committed funding over a minimum three year period
If you do this kind of due diligence beforehand, you may decide growth is not the best option. And if you do decide to grow after proper preparation, your organisation will be in a better position to create durable programs for years to come.
Which everyone everyone everyone needs! {Apologies to those who are unfamiliar with Dr Seuss. May I make one more reading recommendation - get his books: they are not just for children.}