8th Annual Foundations & Corporations Roundtable

Brought to you by:

Southeast Communities Prevention & Intervention Programs, Inc.
EXECUTIVE SUPPORT NETWORK
8th Annual Foundations & Corporations Roundtable
You are invited to join us as we meet and build relationships with foundations and Corporations

SAVE THE DATE:
Thursday July 23, 2009
Foundations & Corporations Invited:
John Gogian Foundation Vineyard Bank
Union Pacific Rail road Annenberg Foundation
Crail Johnson Foundation
Guest Speaker : Jim Clarke, Mayor’s Office Stimulus money for Nonprofits

LOCATION: California Endowment Foundation
1000 N. Alameda Street, ( Mojave Room )
Los Angeles, CA 90012
TIME: 8:30 – 9:00 Registration & Breakfast

Guest Speaker Jim Clarke, Mayor’s Office: 9:00 - 10:00
Stimulus Money for Nonprofits

Funders Panel: 10:00 – 11:00
One on one visits with Funders 11:00 – 12:00

Registration deadline July 20, 2009 space is limited
Early registration $ 75.00
On Site registration $ 90.00

For additional information contact: Eddie Mae Williams at (323) 290-3593 or emaewilliams@scpip.org

Breakfast Served

Also on Facebook.


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Ready to PANIC?

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Apparently, panicking is an acceptable substitute for forethought, contingency planning or actually taking productive action. ~Seth Godin

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Your Meeting Problem

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I have told people that if there is no agenda published for a meeting that includes clear objectives that require a meeting, then I will assume the meeting is canceled.

Here, Seth Godin, gives more good ideas for meetings, including a full refund if not completely satisfied.

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Exectuive Compensation and the Board of Directors

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At our workshop I pointed to new IRS reporting requirements and California Nonprofit Accountability Law requiring boards of directors of nonprofit organizations to set executive compensation and monitor that expense. In the context of smaller nonprofits we often don't worry about overpaying. But is can be and is a problem. The recent corporate scandals involving the financial sector demonstrates that and the Wall Street Journal says nonprofits need to watch out too!

". . . the IRS has signaled more aggressive oversight of charities as various compensation scandals crop up among nonprofits." Wall Street Journal, Pay at Nonprofits Gets a second look

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BBC reports Obama agrees with me

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The chief executive and chairman of troubled US car maker General Motors will step down at once, at the request of Barack Obama. --BBC

In my workshops with board of directors of community and faith-based organizations I often use boards of equity corporations as examples of both good and bad behavior of boards, CEO's and to illustrate the concept of ownership.

Recently I have been commenting that the CEO's from US automakers and financial institutions who are sitting in front of Senate hearings explaining why their companies have failed to produce a profit or even enough money to sustain ongoing operations demonstrated that boards of directors are not achieving accountability on behalf of stockholders. My understanding that a CEO should lead an equity corporation to achieve increased value of equity for stockholders would be the only criteria for continuing employment.

So, the boards didn't live up to their responsibility, stockholders didn't act at a stockholders meeting, therefore, the Whitehouse took some kind of action. GM's CEO will be stepping down at Barack Obama's request. I'll post more news as I find it. BBC is reporting it here.

Los Angeles Times General Motors CEO Rick Wagoner to step down.

Wall Street Journal: Chrysler CEO Not Likely To Follow GM Wagoner's Fate.

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Books I Recommend to You as a Community Nonprofit Leader

Welcome back!

I made these book recommendations to the group on Saturday:

On board governance model as presented:

The 24-page introduction to the 10 principles that I presented: CarverGuide, Basic Principles of Policy Governance (J-B Carver Board Governance Series) (Vol 1)


The larger text book on Policy Governance: Boards That Make a Difference (J-B Carver Board Governance Series)

The Q & A book with short chapters that answer a bunch of basic questions: Nonprofit Board Answer Book: Practical Guidelines for Board Members and Chief Executives

On business and organizational theory by Jim Collins:


This is a popular book that helps successful companies become more successful: Good to Great: Why Some Companies Make the Leap... and Others Don't


A short follow up, stand alone chapter where Jim Collins addresses some specific issues for social sector organizations: Good to Great and the Social Sectors: A Monograph to Accompany Good to Great

I appreciate complements whenever they come: Colleen Marks told me that our session was "dope" and "out-of-the-bun." So, there you go!

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Twenty things to do through the crises (and all the time for that matter)

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A panel of nonprofit and community organization leaders got together last week and talked about what people need to know and what they are doing and consider the way through the current situation and beyond. Here are some highlights:

• Assess where you are today—board, staff, programs, think strategically
• Evaluate things you already have available volunteers, clients (can help solve problems), board members, donors, who else?
• If already in trouble, don’t panic, get help
• Make changes
• Communicate and increase donorship and stewardship
• Get everyone involved in fundraising—get everyone at the table
• Focus on mission (production of ends) and beneficiaries
• There are no problems that are new or unique—someone has survived this problem before you.
• “Credit is a ghost, dead and gone” –Merrill Lynch (Bank of America)
• Transparency and accountability—have a communication policy and plan
• Siloing and adversarial relationships are not helpful.
• Be proactive, not reactive
• “Shop outside of your own closet” encourage communication
• Ask why board members endorse your organization—do more of that (hedgehog)
• Demonstrate credibility with consistent and clear marketing and market position.
• Crisis is an opportunity. Get the message out how now is the time for your donors, volunteers, and others to engage
• New opportunity for volunteer service—new funding coming down for National Service Corporation
• Be aware of new IRS accountability and reporting. Changes on charitable giving
• Make a plan for planned giving
• Use this as a mobilizing moment—how important is it that we will keep doing what we are doing? Engage others in this passion.

Capacity Partnership Group can help you negotiate your way through this.

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Free Board Governance Workshop in Whittier on March 28

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This is the first time I have offered this free of charge to participants. Three and a half hours of board governance introduction and it includes lunch! Thanks to the great people at Whittier Area Community Church and their Serve Weekend project.

Good Governance--Leadership Excellence
Trainer: Glen Peterson
Whittier Area Community Church
Saturday, March 28, 2009
9 am - 1 pm
Lunch included

We can bring this workshop and
others to your geography.
Let's work on something together.

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House Passes Bipartisan Legislation to Expand and Strengthen National Service

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Washington D.C. – The U.S. House of Representatives today passed the most significant overhaul and expansion of national service programs in 16 years, acting on President Obama’s call to increase service opportunities for Americans of all ages to help address the economic crisis and usher in a new era of service and responsibility for our nation.

For more look here.

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Board of Directors or Booster Club?

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Last week I was at an educational event for leaders of nonprofit organizations where I heard that the fundamental work of a board of directors must now be that of fundraising because some nonprofit organizations may fail because of recent adjustment of the worldwide economy. In an environment where support and resources will be in short supply, it seemed that some are saying that boards no must become booster clubs to attract diminishing sources of support.

There is a foundational disconnect with this idea that dismisses the reality that the board has real work to do that is really governance and is an essential value added to the organization.

Board fundamental job remains the same.

1. Articulation of board level values that describe what difference the organization will make in the world, who will benefit from that change and at what cost that change will be worth the investment
2. Hold the organization accountable for achieving that change without violating prestated situations and circumstances that are unacceptable
3. Linkage to the moral ownership or membership or the community on behalf of which the organization accomplishes #1 above.

It is clear that the above tasks may require certain skills of individual board members who may or may not also possess those characteristics required to be a part of this new requirement of promoting the cause to prospective funders and supporters. I highly recommend that within operations, and that may include people who also serve as board members, as many people with the right skills and attitudes be empowered and encouraged to apply all of their skills and energy into efforts that will bring the required resources to the table for organizations to continue their important work of creating a difference in the communities where they work.

The fundraising efforts and the board governance work both must be done and one cannot be achieved without the other. Capacity partnership Group provides training, assessment and evaluation and technical assistance for implementation of a complete system of board governance that equips boards of directors to accomplish the 3 job outputs listed above. These job outputs work for nonprofit organizations and for equity corporations. If boards of directors had done this work, in the financial sectors, there would be much less news about bailouts and bonuses today.


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Madoff Affect

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Today, Bernie Madoff pled guilty for some outrageous criminal behavior related to other peoples money. This will have a deleterious affect on anyone who is in a business that requires trust and transparency. Fundraisers who raise money for very many worthwhile causes may be looked at with a more wary eye in the Madoff aftermath.

Nonprofits should practice transparency in their reporting far beyond what is merely required in difficult time such as these. Donors should pay attention to where their dollars are donated and invested into projects, programs and organizations that make communities and the world a better place.

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Two day Tax and Election Law Training for Nonprofits

. . . is offered in San Francisco, March 19-20.

The Alliance for Justice is offering:

Tax & Election Law for Nonprofits

What Every Nonprofit Lawyer or Accountant Needs to Know About Advocacy

More information is here.

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The Secret of Success

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"There are no secrets to success
It is the result of preparation, hard work, and learning from failure"
~Colin Powell, former Secretary of State

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Workshop on Policy Governance in Whittier

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Save the date for a workshop on Policy Governance (3-hour version) in Whittier, CA on March 28, 2009, 9 am to noonish. If this one fills up, we'll do it again.

Watch this space for further information.

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Simply Inexcusable

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In a study from Indiana University’s Center on Philanthropy, initiated by Bank of America

The #1 reason, cited by almost 60% of respondents, is that they were "no longer feeling connected to the organization."

And how many stopped giving? 38% of wealthy donors stopped giving to one organization in 2007; 26% stopped giving to at least two organizations.

HT: The Agitator

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Looking Ahead: Leadership Strategies for Turbulent Times

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The Center for Nonprofit Management will present a moderated panel discussion on nonprofit strategies during the current financial crisis, Looking Ahead: Leadership Strategies for Turbulent Times, on Tuesday, December 9, 2008, 3 pm - 6 pm. More information and registration here.

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What is the definition of Governance?

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I often try to answer questions that come up in our workshops and presentations. On one of the evaluation forms, someone stated the need for a definition of governance. I believe that is definition is extremely important and is foundational to a clear understanding of what the board's job outputs need to be and what the board should expect to do.

Here is the definition:

The job of the group granted full accountability and full authority for value produced on behalf of those who morally if not legally own the organization. The servant-leadership work of the highest and initial authority within the organization.

By making policy, the board governs proactively through explicit statements of values rather than reactively or through event-specific decisions. Boards must be at least as disciplined as they expect their staffs to be.

This definition is clearly different that how many boards define their work. Many boards with which I have worked have started without any clear definition of the work that they are to do. Then act as though the believe that there work is in competition with the role of their chief executive officer or executive director. The role of governance is not management with a megaphone. The role is strategic leadership about the difference the organization is to make in the world, outside the walls of the organization. It is to assure that the difference is made and that unacceptable situations and circumstances are avoided. It is to link the organization to its membership or moral ownership and act on its behalf.

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Alternative Board Governance Workshop Title

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A friend just sent me this suggestion for the name of my workshop:

"Boards, Bar Fights, and Beautiful Music: A case study in how to avoid the one, and make lots of the other."

I am going to use it in my introduction.

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