What Would Nonprofit Network Do?

  • Friday, February 10, 2017 9:51 AM | Katena Cain (Administrator)



    Katena Cain

    Nonprofit Management Consultant

    Katena@nonprofnetwork.org




    There has been increasing buzz about “equity” and “racial equity” in the nonprofit and philanthropic sectors and among cross-sector collective impact efforts. This is a good thing, and our nation’s persistent and rising racial and economic disparities demand it. 


    Many groups are applying an “equity lens” to look outward at social problems and solutions, disaggregating data and seeking to differentiate opportunities and services to reduce disparities. 


    But our organizations and collective efforts must begin by looking inward, using an “equity mirror” to examine our own composition, culture, and policies that reinforce and perpetuate societal disparities.


    To do equity, we must also be equity.


    This is a great article from Council of Nonprofits about moving beyond conversation to meaningful action. Take a look and see if your organization is implementing any of the suggested steps here.  


    Want to have a conversation about how to make progress?  Reach out and we can make a plan.




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  • Thursday, February 02, 2017 10:29 AM | Regina Pinney (Administrator)


    Regina Pinney

    Executive Director

    Regina@nonprofnetwork.org






    This may surprise you, but I want to thank the current political climate.


    It has made me – and us – better.


    What a wonderful world we live in. I have witnessed a surge in civic participation illustrated by the recent marches in Washington and around the world, by the larger crowds at my local City Council Meetings, and by conversations within my circles that are smarter, more passionate, and with more calls to action.


    I am seeing an urgency to engage in a larger conversation about what kind of society we are building. The discord and dialogues – some productive, some not – in social media have been inspiring. More people are doing research and fact checking – more people are critically thinking and forming their opinions based on evidence.


    I am witnessing a resurgence in the role of authentic journalism to strengthen democracy and good governance.


    Nonprofit Network has a long held belief in the power of diversity, we define diversity broadly, with intent to allow all people a seat at the table.


    The Universal Declaration of Human Rights adopted by the UN in 1948, Article 19, says, "Everyone has the right to freedom of opinion and expression; this right includes freedom to hold opinions without interference and to seek, receive and impart information and ideas through any media and regardless of frontiers."

    General S. Patton once said “If everyone is thinking alike, then somebody isn’t thinking.”


    The value and strength of decision making actually increases by having difficult conversations where we all begin at different points and have respectful conversations and dialogues that lead us to a consensus.


    In collaborative work (let’s face it – what work is there besides collaborative work?) We believe that if you move slowly and allow everyone a chance to participate in the conversation and come to a consensus, that decision will, in fact, be the best one. But this process requires people to be willing change their mind and allow information to alter their path. We must be open to influence.


    This is not easy.


    But here are seven skills from the Center for Adaptive Schools that will certainly help.Take a look through this list and ask yourself how you can thoughtfully promote and encourage each of these skills in your interactions with others. Really, right it down. Identify one action for each skill.


    The Seven Norms of Collaboration


    1. Pausing

    Pausing before responding or asking a question allows time for thinking and enhances dialogue, discussion, and decision-making.


    2. Paraphrasing

    Using a paraphrase starter that is comfortable for you – “So…” or “As you are…” or “You’re thinking…” – and following the starter with an efficient paraphrase assists members of the group in hearing and understanding one another as they converse and make decisions.


    3. Posing Questions

    Two intentions of posing questions are to explore and to specify thinking. Questions may be posed to explore perceptions, assumptions, and interpretations, and to invite others to inquire into their thinking. For example, “What might be some conjectures you are exploring?” Use focusing questions such as, “Which students, specifically?” or “What might be an example of that?” to increase the clarity and precision of group members’ thinking. Inquire into others’ ideas before advocating one’s own.


    4. Putting Ideas on the Table

    Ideas are the heart of meaningful dialogue and discussion. Label the intention of your comments. For example: “Here is one idea…” or “One thought I have is…” or “Here is a possible approach…” or “Another consideration might be…”


    5. Providing Data

    Providing data, both qualitative and quantitative, in a variety of forms supports group members in constructing shared understanding from their work. Data have no meaning beyond that which we make of them; shared meaning develops from collaboratively exploring, analyzing, and interpreting data.


    6. Paying Attention to Self and Others

    Meaningful dialogue and discussion are facilitated when each group member is conscious of self and of others, and is aware of what (s)he is saying and how it is said as well as how others are responding. This includes paying attention to learning styles when planning, facilitating, and participating in group meetings and conversations.


    7. Presuming Positive Intentions

    Assuming that others’ intentions are positive promotes and facilitates meaningful dialogue and discussion, and prevents unintentional put-downs. Using positive intentions in speech is one manifestation of this norm.


    -From The Center for Adaptive Schools (Dolcemascolo and McKanders, 2013)


    When a person – or, better yet, a group – adopts these seven skills, as the aggreed rules for behavior, then big things can happen.  Hard conversations lead to progress and a group of people with different perspectives can reach consensus. 


    Seek consensus. Influence the conversation. Be influenced by others. 


    Move that needle forward.




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  • Thursday, January 26, 2017 10:04 AM | Jessica Chipman (Administrator)



    Jessica Chipman

    Office Manager

    Nonprofit Network




    Recently, I read an article about the importance of leaving the office on time. The article emphasized the value of being present for special moments with your family and friends, while reminding readers that work can be a never-ending process. So how can you efficiently utilize your work time in order to get home at a decent time to your loved ones?


    I rely on my Outlook calendar to manage my time at work, keep me on task, and get me out the door at the end of the day. 


    Below are a few tips I to help you do the same:



    Seven Tips to Manage Your Calendar


    1. Block time in between meetings. Did you schedule five back-to-back meetings in a row? Be realistic with your time. Remember that meetings tend to start and end late. Blocking a half hour on your calendar before and after each scheduled meeting allows buffer time in case a meeting runs late. It also provides you an opportunity to mentally prepare for each meeting.


    2. Account for travel time. When scheduling a meeting or running an errand, be sure to put travel time on your calendar. This will help give you a visual of how much time you actually have available and booked. It will also help remind you when to leave.


    3. Hold dates. When trying to schedule a meeting with someone, don’t forget to hold all potential meeting dates that you offered on your calendar. You don’t want to double book yourself or forget that you offered that date later on. After a meeting is confirmed, go back and delete all of the other dates that you held.


    4. Be protective of your time. When planning a meeting it is important to provide options to others, but not too many options. If you have too many holds on your calendar it makes it difficult to plan other tasks and meetings. As a general rule when trying to schedule a meeting with someone, offer no more than three dates and times. (A good resource to use when planning a meeting or event that involves multiple people is Doodle.)


    5. Identify priorities. Identify tasks that you have to get done this week. Try to estimate how long the tasks may take and put important tasks on your calendar.


    6. Schedule your hardest task at the peak of your day. What time do you feel most energized and ready to tackle tasks? For me it’s usually around 9:00 AM or 10:00 AM. Try to schedule your most difficult task at the time you are feeling most awake and energized.


    7. Take time to breath. Remember not to overbook yourself. Sometimes you may just want to block time on your calendar to breathe, de-stress, and catch up.



    By using some of these tips, hopefully you will be able to plan and use your work time more efficiently allowing you to get home to your loved ones.


    What are some tips you use to help manage your work calendar? Share them below!




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  • Thursday, December 15, 2016 1:32 PM | Regina Pinney (Administrator)


    Regina Funkhouser

    Executive Director

    Regina@nonprofnetwork.org




    Do you know that all nonprofit board members have three legal responsibilities to the organization they serve?  Let's break them down.


    1) Duty of Care

    The the duty of care describes the level of competence that is expected of a board member. This means that a board member needs to exercise reasonable care when she makes a decision as a steward of the organization.


    2) Duty of Loyalty

    This is a standard of faithfulness. A board member must give undivided allegiance when making decisions affecting the organization. She can never use information obtained as a board member for personal gain. instead, she must act in the best interests of the organization.


    3) Duty of Obedience

    This requires a board member to be faithful to the organization's mission. She is not permitted to act in a way that is inconsistent with the central goals of the organization. A basis for this rule lies in the public's trust that the organization will manage donated funds to fulfill the organization's mission.


    Implied: Duty of Transparency

    Board members must document and exercise due diligence. This is reflected in your meeting minutes, which should be available to anyone who asks for them. By making governance information publicly available, you encourage transparency and accountability.



    Need help applying this to your own board service? Call today.



  • Wednesday, November 16, 2016 1:23 PM | Regina Pinney (Administrator)


    Regina Funkhouser

    Executive Director

    Regina@nonprofnetwork.org





    The new overtime rules for employees come into effect on December 1 of this year. Are you ready?


    The first thing to know is that if you didn’t think this rule impacts you – it does. Nonprofits are obligated to comply with the new rules. Nonprofits are complex and the rules will be applied differently depending on your organizations budget size. But know this for sure – at least one of your employees will most likely be impacted by these new rules. If your employees work a regular 40 hour work week and never work more than that, you can rest easy – you may need to reclassify employees, but your budgets most likely won’t be impacted. Click here for specific details about how this new rule might impact your nonprofit organization


    A significant amount of lawsuits against nonprofits are because of employee related claims: sexual harassment, wrongful termination and wage-and-hour disputes. If you don’t understand and accommodate these new changes, you are increasing your legal risk.



    Let’s begin with definitions:


    An EXEMPT employee means that the employee is exempt from getting paid overtime pay for any hours over 40 in a week (nope – not 80 hours in a pay period. 40 hours in a week.)A NON-EXEMPT employee means that the employee is not exempt and their employer must pay employees overtime if they work more than 40 hours in a week.


    By the way – did you know that comp time is not actually a legal “thing”? Flex time within a pay period is legal and acceptable. Comp time, meaning I work 50 hours this week and you add 10 hours to an imaginary account and I get to take 10 hours next month or next summer, is definitely not a legal thing.


    So first, starting Dec 1, exempt employees must meet the following criteria:

    1. Is paid at least $47,476 per year (or $913 per week – prior to Dec 1, the amount has been $455 per week)
    2. Is paid on a salary basis
    3. Performs exempt job duties

    The salary requirement does not apply to certain professions that pay on an hourly basis, including physicians and schoolteachers



    Don't Forget to Review Employee's Duties


    Most organizations have only been concerned with the increase in wages. But this new rule highlights some common no-no’s that nonprofits might also need to address.


    Do you know what exempt job duties are? Many nonprofits that I work with use the salary test as the only test to determine if an employee is exempt or non-exempt. I would encourage you to ensure your job descriptions, regular duties and culture also support the these requirements:


    As a rule of thumb, exempt employees tend to perform relatively high-level duties with respect to the company's overall operations (regardless of job title). The FLSA breaks this out into three main categories: executive, professional and administrative.


    Exempt Job Duties: Executive 

    An employee is exempt from FLSA rules as an executive if he or she regularly performs all of the following:

    • Supervises two or more other employees
    • Primary duty of the position is management
    • Has genuine input into other employees' job status (hiring, firing, assignments, etc.)

    This determination is made on a case-by-case basis, as each duty leaves room for interpretation. As a rule of thumb, an employee working exempt executive duties is "in charge" or considered "the boss."


    Exempt Job Duties: Professional 

    Exempt professional employees include lawyers, physicians, teachers, architects, registered nurses and other employees performing work requiring advanced education or training. These typically are intellectual jobs requiring specialized education and involving the use of discretion and judgment. This exemption does not include skilled trades, mechanical arts or other work that does not require a college or postgraduate degree.


    This exemption also includes creative professionals such as writers, journalists, actors and musicians. Typically, such jobs require imagination, talent and some unique contribution to the employer.


    Exempt Job Duties: Administrative 

    This exemption is for employees whose main duties involve the support of the business, such as human resource staff, public relations or payroll and accounting. 

    As a rule of thumb, administrative employees do not directly produce what the company sells; however, they are at a much higher level than those performing simple clerical work.


    The FLSA defines exempt administrative job duties as follows:

    "Office or nonmanual work, which is directly related to management or general business operations of the employer or the employer's customers, and a primary component of which involves the exercise of independent judgment and discretion about matters of significance." [emphasis mine]


    I heard a lawyer recently say that if your employees work mainly by following policies, they aren’t using independent judgement. And, if your employees are being micromanaged and can’t use their own discretion, you are forfeiting their exemption, regardless of job description.



    So – what now?

    • Determine how the new rules impact on your business.
    • Conduct an audit – if you had exempt employees, determine if it is more prudent to increase their wages or pay over time. If neither are an option, limit work weeks to 40 hours. (This includes time employees spend at home answering emails and phone calls!)
    • Develop a plan – Should you increase budgets? Should you consider hiring more staff? Should you revise your compensation model?
    • Look at the impact of technology – Requiring employees to track their hours will help you in the long run. What kind of time and attendance reporting systems do you use now and are they adequate?


    Still have questions?  Give us a call.  We're here to serve you.




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  • Thursday, October 27, 2016 12:42 PM | Jessica Chipman (Administrator)



    Jessica Chipman

    Administrative Assistant

    Jessica@nonprofnetwork.org





    “How do you stay so organized?” 


    This question has been following me around since I can remember. Though I’m not sure how my passion for staying organized started, I’m sure growing up with a very organized grandma helped (thanks, Grandma J). Staying organized has helped me streamline processes and accomplish goals both at work and home. I want to share some tips that might be able to translate to you and your work. 


    A simple method that helps me to stay organized is utilizing a to-do list. Below are some tips on how to keep your to-do list functional and manageable.



    5 Steps to Make Your To-Do List Work for You


    1) Find a medium that works for you. Determine how to keep track of your list according to your lifestyle. Would you prefer using pen and paper so that your list is physically in front of you? Would it be better to keep an electronic list on your phone for your on-the-go lifestyle? Use method works best for you. (There are plenty of apps that you can download to help you manage your to-do list. An app called Quip was introduced to me on my first day working for Nonprofit Network and I’ve been using it ever since. Check it out.)

    2) Make a weekly master list and a daily list. Start each week by making a master list of everything that you need to accomplish for the week. Then each day create a daily list. Write down everything that you have to do that day on your list (include meetings, tasks, appointments…everything that you can think of). This will help you plan your day (and get the satisfaction of crossing items off your to-do list once a task is accomplished).

    3) Be realistic. Do not overwhelm yourself. Reality check – you may not be able to accomplish 15 tasks in one day. Highlight the top three things you need to get done that day and do them. It is important to recognize that life happens. There is only so much time in a day. Something unexpected may happen (you may get interrupted several times, the phone might ring off the hook…You get the idea). If you did not accomplish a task that you were hoping to do today, do it first thing tomorrow.

    4) Break it down! If you have a large project to tackle, break down everything that needs to be done in order to accomplish that project. It may seem silly, but laying out the individual tasks allows you to process out and recognize everything that is required for the project. After writing down each task, the project may seem bigger or smaller than you originally expected. By seeing each step required, it will help you to better plan and manage your time.

    5) Prepare a to-do list before you leave work.
    The last thing I do before I leave work for the day is make a to-do list for the next day. I transfer anything I did not get done today to the next day’s list and write down new tasks that I need to accomplish. This helps me set my expectations for the next day. Bonus – when I walk into the office the next day, my to-do list is right there, ready and waiting for me to dive in.




    There’s something satisfying about crossing tasks off of your to-do list. I hope these tips will help you to organize your to-do list in a way that allows you to take charge and tackle your day with a smile.




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  • Thursday, October 20, 2016 2:07 PM | Carrie Heider Grant (Administrator)



    Carrie Heider Grant

    Program Coordinator

    Carrie@nonprofnetwork.org





    I've always been that person with her nose in a book, blog, or article, and over the past two years, I've cultivated a pretty good collection of go-to resources for relevant nonprofit information. I've gathered my favorites together and want to share some of them with you today.


    Marketing and Social Media 

    My primary role at Nonprofit Network is to manage our content, marketing, and social media, so I'm always on the lookout to learn more from the pro's.  Here are some great resources that I frequently reference.  Bonus points for most of them being local to the south central Michigan region. I'm all about local business:


    Wolber Works 

    Mich Marketing Tips 

    Rough Draft Solutions 

    Social Media Examiner 


    Equity

    No one gets into nonprofit work for the money (hello, student loans), but rather because the work matters. We're working in this sector because we believe in the mission. One of my favorite parts about working with Nonprofit Network is our focus on promoting equity from the bottom up. These equity-driven blogs are some of my favorites:

     

    Equity, Diversity and Inclusion Project 

    Forward with Monica  

    Change-Makers Blog 


    Nonprofit Best Practices

    It's so important to stay on top of trends in the nonprofit sector, and these blogs and website are my go-to's for good information, fresh perspective, and relevant topics. I am a subscriber to most of these resources (You know you're devoted when you're willing to volunteer to receive more emails each week):

     

    Nonprofit Ethicist 

    Nonprofit With Balls 

    Michigan Nonprofit Association 

    Chronicle of Philanthropy 

    Nonprofit Quarterly 

    Nonprofit Good Practice Guide 




    Do you read any of these blogs?  What resources are on your list of favorites?




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  • Wednesday, October 12, 2016 8:58 AM | Tom Williams (Administrator)


    Tom Williams

    Capacity Builder

    Tom@nonprofnetwork.org





    I like to use this blogging time to capture some themes that I have recently been encountering in the nonprofit world. One of these themes has an elementary, almost mundane ring to it, but one with a profound impact  nonetheless.  Let me share three conversations I've had recently with individuals who are key players of their respective, successful organizations. 


    Can you see yourself or your organization in any of these encounters?


    1) Near the close of a very productive board retreat, the board  completed a self-assessment of themselves and scored themselves low in the “Planning” function required of all nonprofit boards.  The comment that raisesd my eyebrows (and others' in the room) was  the key leader's declaration: “I have a lot a great ideas on how we could better meet our missiion, but they are all in my head.”


    2) I was having a good one-on-one exchange around some capacity building efforts and this key leader confided in me that he was considering the idea of retiring soon, but the board was unaware of this idea. He has been with this organization for years and the board is heavily dependent on his leadership.  My question to him was whether the board had a succession plan on how to go about finding a replacement should the retirement happen soon.  His response: “No, and that’s what keeps me up at night."


    3) An entrepreneurial, high octane person agreed to lead a broken and dysfunctional organization many years ago.  With a lot of angst, hard work, late nights and forfeits on her part, the organization slowly began to turn around.  Over a multi-year period, the organization became healthy and started to grow.  It currently was thriving and our conversation was centered on sustainability and the future legacy of this person’s blood, sweat, and tears.  I was thoroughly impressed with all the great actions taken and the related healing and growth she had accomplished.  My question was whether another leader could assume some of her responsibilities and ease her transition. Her reply: “I never wrote any of it down and next year’s actions are all in my head.”


    Remember, all three of these conversations were with leaders who impress me. So as I reflect on these three conversations, the theme that jumped off the page, was the simple step of capturing these fantastic ideas to paper.  It seems so simple, mundane andquite franklyalmost too basic.  However, putting it to paper means other people have access and greater understanding of these profound issues.  Organizations thrive when multiple people share the vision for the future.  Capturing these ideas, means the great ideas are now mobile and can be easily shared with each other, with funders, or even with people to be recruited for board membership.


    What’s the down side of great leaders carrying their fantastic ideas in their head, or with boards operating without a delineated plan?  Potentially, a significant setback in programs and progress, or even a loss of financial support due to the public perception that the organization is stalling.  A new job prospect, unexpected illness or a well-deserved retirement should not devastate your mission accomplishment or future growth.


    I fully realize me saying “get it down on paper” is vastly easier than the actual act of capturing the information. But it's a first step.  It is the first step towards ensuring your organization is sustainable in the absence of your key players. 




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  • Thursday, October 06, 2016 10:00 AM | Katena Cain (Administrator)


    Katena Cain

    Nonprofit Management Consultant

    Katena@nonprofnetwork.org




    The board's role in fundraising is to provide leadership, financial support, and connection to donors and potential donors. The board must be structured to meet the primary needs of the organization. And it needs to be prepared to effectively pursue the fundraising goals it establishes in support of the organization. The board works in conjunction with the staff to bring great influence and strength in support of the organizations broader fundraising plan with the staff driving the day-to-day execution of most activities.


    Preparation for fundraising is greatly aided when all board members participate in the planning process, reading and providing feedback on development of the case for support, understanding the development strategies being planned, and understanding their collective and individual roles.


    Advocating on behalf of an organization is an important early part of the fundraising process. Board members bring two critical forms of leverage to the process: reach into the community through their own spheres of influence and the collective volume of their connections. Board members should look for opportunities to introduce others to their organization and to educate them about the importance of the mission. As advocates, board members should always be ready to tell the story of the organization and articulate the mains points of case for support. It is not necessary for board members to walk around with every detail and statistic. A few key statistics and a story or two illustrating the good work of their organization, combined with the board member's passion are more than enough to initially engage the prospect.


    While there are many opportunities for individual board members to participate in fundraising, they can be most effective in securing major gifts. As leaders for whom the nonprofit organization is a priority, board members begin all fundraising efforts with their best prospects - themselves. Understanding that in the nonprofit arena time is NOT money, board members make their cash gift first in order to be comfortable asking others to do the same. 


    Is it realistic to expect others to do something that you are not willing to do yourself?  


    Board members who cite time as their gift are in a good position to ask others for time. Time does not pay staff, utilities or the other hard expenses required to operate the organization. 


    An individual who gives time is a volunteer. An individual who gives money is a donor. A board member must be both a volunteer and a donor.


    Nonprofit Network’s mission is to strengthen nonprofit governance and management and we do this in a variety of ways.  Reach out to us to learn how to become a better volunteer and donor for your organization. 




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  • Thursday, September 29, 2016 11:48 AM | Regina Pinney (Administrator)


    Regina Funkhouser

    Executive Director





    I asked a simple question on Facebook last week – What questions should you ask when you are being interviewed for a board position? I received a ton of great responses in the comments, and clearly some people were suggesting questions they wished they had asked before they joined their board:


    “How are board members trained/supported in meeting their obligation for fiscal oversight?”


    How would you like me to contribute to your process and conversations? Why did you choose me?” 


    “What do you want to achieve in the next year, five years, and what do you want me (or think I can) contribute to your success?”


    If you were recruiting a new board member, could you answer them all?  And most importantly, would the rest of your board have the same answers?  


    The questions illustrate the joys and frustrations of serving with a group of volunteers and can should be used to develop your board orientation and training program. 


    I was just talking to a new board member who was sharing some struggles his new organization is facing. His board is filled with well-meaning people with good hearts and pure intentions. Many had been good friends prior to joining this board (red flag!) and now some aren’t even speaking to one another.  All of the board members are frustrated and ready to quit!  


    Unfortunately, this situation is not unique. 


    Sometime we choose to speak to people in short hand – someone nods in agreement, indicating that from their perspective they know exactly the point you are trying to make and we quickly move on without a conversation to determine if we really agree or understand one another. 


    This situation is typical of organizations who don’t take time to have structural, foundational conversations that come to conclusion with clear decisions.  Many boards work on the assumption that we are all on the same page – that we all agree what “an active board member” is, without ever defining the word “active.”


    It doesn’t matter how long you have served on your board, these questions are never too late to ask. 




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