NEW MEXICO MAINSTREET A Program of the New Mexico Economic Development Department

Transcription

1 Welcome!

2 Leveraging gorganizational Strengths to Maximize Project Success

3 WlkD Walk Down MiS MainStreet What Do YOU See?

4 Today s Discussion Points 1. Role of Organization in 4 Points 2. Asset based Org. Development 3. Collective Impact 4. The Organization as Network 5. High Impact tnon Profit fito Org s 6. Best Practices and Innovations

5 The MainStreet Four Points Organization Design Economic Positioning Promotions

6 Defining the Organization Board of Directors Executive Director Committees Other staff Other volunteers Customers Partners Merchants/Entrepreneurs Government (state/local) Performers/Artists Consultants Ambassadors Networks (formal, informal) Legal Status (c3, c4, c6, B corp.) Systems & Process Operations/management Recruiting Oi Orientation/Training tti i i Information Mgmt. Resource development Advocacy Planning/mapping Communications

7 Asset Based Community Development

8 ABCD An approach to community development based on the principles of 1. Appreciating and mobilizing individual and community talents, skills and assets 2. Community driven development rather than development driven by external agencies

9 ABCD the Five Keys Appreciative inquiry: identify and analyze the community's past successes. Social capital is a critical asset. This is why ABCD focuses on the power of associations and informal linkages within the community. Participatory approaches build empowerment and ownership in the development process. Collaboration: Community economic development models that place priority on collaborative efforts. Civic Engagement. Focus on how to engage people as citizens (rather than clients) in development, and how to make local governance more effective and responsive.

10 Asset Based Organizational Development

11 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, Consumer Defined by problems : blight, disrepair, depressed economy, shortages, etc.

12 The Asset Based Organization Basis : Assets Conversation: Gifts & Dreams Focus: Build on community Treasures Goal: Build Community Change agent: Relationships View of Individual : Owner, Producer Defined by assets : buildings, history, culture, people, policymakers, groups, networks, previous plans, etc.

13 Moving to Assets Old Attitudes I need to focus on others problems. Only certain people can build assets for and with others. People absorb resources. Building assets is a program, service. I should try to affect primarily those issues that are in trouble, or the people who are troubling me. New Attitudes I need to focus on others strengths. Everyone can build assets for others. People are resources. Building assets is a way to interact. I should try to affect all the people I come into 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 start working together to improve the future.

14 Asset Mapping versusasset Mobilization Asset mapping is an INVENTORY of the community s treasure chest. In the process of conducting the inventory, important relationships are developed. Asset mobilization is an ACTION step. Mobilizing i assets for collective action requires organizing and harnessing the relationships that exist within the community.

15 There are at least six categories of assets within any community: 1.The assets of individuals 2.The assets of associations 3.The assets of institutions 4.Economic linkages and business assets 5.The natural resources 6.Previous plans for community/economic development

16 Asset Mapping Associations Physical The Community Institutions i Individuals Local Economy History/Plans

17 Asset Mapping Individuals Physical Assets Associations Volunteers Residents Nat. Resources Buildings Chambers SCORE Youth/Seniors Infrastructure Civic Clubs Institutions Local Economy History/Plans Gov t Educational Public Services Cultural Art/Artisans Agriculture Services Econ. Dev. Infrastructure Growth

18 What are the Strengths and Assets of a MainStreet Organization?

19 Collective Impact

20 Collective Impact the commitment of a group of important actors from different sectors to a common agenda for solving li a specific issue. Collective Impact initiativesinvolve: involve: a centralized infrastructure w/ a dedicated staff structured process that leads to a common agenda shared measurement continuous communication mutually reinforcing activities among participants

21 The Organization As Network Networkedpowerexists exists wherever itbestserves serves the organization. Itis creative and consistent, as needed. The interdependence creates a synergy such that the whole organization is stronger than the sum of its departments. Peggy Holman, The Networked Organization

22 Non Profit Organizations Best Practices Clarity of, Accountability to Role Good Governance Board Recruitment / Succession Transparency / Accountability Planning Resource Development Financial Management Build Relationships and Strategic Alliances Distribution of duties/operations Evaluation

23 Non Profit Trends and Best Practices

24 Some Myths About the Most Effective Non Profit Organizations

25 Myth #1: Perfect Management. 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 impact.

26 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.

27 Myth #3: Breakthrough Ideas. Although some organizations come up with radical innovations, others take old ideas and tweak them until they achieve success.

28 Myth #4: Textbook Mission Statements. 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 it.

29 Myth #5: High Ratings on Conventional Metrics. 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.

30 Myth #6: Large Budgets. Size doesn t correlate with impact. Some have made a big impact with large budgets; others have achieved huge impact with much smaller budgets.

31 Six Best Practices to Achieve High Impact

32 #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 helps inform your policy advocacy, making legislation more relevant.

33 #2: Make Markets Work Tapping into the power of self interest and the laws of economics is far more effective than appealing to pure altruism. 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 scale.

34 #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 that t help hl connect supporters to your mission i and core values and thus convert outsiders to evangelists.

35 #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. Share wealth, expertise, talent, and power with other because it s in your self interest to do so.

36 #5: Adaptation is Survival. 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 the ability to listen, learn, and modify your approach on the basis of external cues. Adaptability is key to a thriving organization.

37 #6: Share Leadership. Share power in order to be stronger force for impact and success. Distribute leadership within the organization and external networks. Empower others to lead. Leaders of high impact nonprofits cultivate a strong second in command, d build enduring executive teams with long tenure, and develop large and powerful boards

38 Other Best Practices Clarity of, Accountability to Role Good Governance Board Recruitment / Succession Transparency / Accountability Planning Resource Development Financial Management Build Relationships and Strategic Alliances Distribution of duties/operations Evaluation COMMUNICATION

39 Trends in the Sector Assets/Solution Based Approaches Collective Impact Organization as Network Shared Leadership Facilitative Leadership (process, collaboration) Social Entrepreneurism and Operating Structures (B Corp. s) Dialogue to Change Governance vs. Advisory Boards Task Forces Youth Engagement/Service Learning

40 Facilitative Leadership B Corp. Certification Exploration 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 that translate ideas to action. Builds higher quality jobs and improve the quality of life in communities by focusing on passing laws and driving i capital. Government and the nonprofit sector are necessary but insufficient to address society ss 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.

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43 How Do These Concepts Help Build Successful lprojects?

44 Questions? Solutions