Priority 2: Strengthen Organizations March 2017
Key Takeaways Driving Impact requires a strong organization Strong CEOs & Strong Boards are non-negotiable in this equation Financial Resources are critical Innovative Solutions will be necessary to improve our delivery of services
Strengthen Organizations Build strong executive and board leadership Orgs realize gains in key metrics by 2021 less than 10% declining; currently <45% Grow resource development capacity by 2021 $2.8B total Movement Income; currently $2B
Strengthen Organizations Strengthen Organizations to improve delivery of services through innovative solutions Estimated up to 140 mergers, consolidations, shared service agreements, management agreements or other solutions by 2021 Build and support a common membership management system All sites connected by 2021
Objective 1: Why the focus on Executive Development? 5 40 Percent of CEOs in the Movement today who have less than three years in the role 20 Percent of CEOs who are expected to retire in the next 2-3 years 15 Percent of annual CEO turnover 12 Percent revenue drop over three years that organizations experience when CEO turnover happens 7 Average years of tenure before you start to see a performance drop
Objective 1: Why the focus on Board Development? 6 81 Percent of the Board Chairs rotate out in less that two years in the role 40 Percent of New Board Chairs Have Less Than 5 Years of Board Service 42 Percent of the CEOs felt the Board Chair was leading and engaging the board 84 Percent BGC organizations have less than 85% of board engaged, asking for funding, giving funding, leading a committee, and complete an annual self evaluation C Board Chairs and CEO s rated their board composition and fundraising effectiveness as a 2.0 on a scale of 4
CEO Learning & Development Across All Development Stages 7 Foundation Advanced Mastery Legacy Onboarding NEO New Executive Orientation Foundational Skills Mentor Partnerships Peer Networking ALP Advanced Leadership Program Individual Development Plans Coaching for Performance Partnership Programs Leadership Summit Advancing Philanthropy Board Transformation 360/Executive Coaching Customized Learning Paths Executive Coaching Mentor Leader Succession Planning Approx. years in role 0 2-3 4-7 8-10+ Development Planning Organizational Development and Performance
Board Learning & Development Across All Development Stages 8 Foundation Onboarding New Board Member Orientation Academy Foundational Skills Governance Coaching Partnerships Peer Networking & Shadowing Individual Engagement Plan Advanced Board Chair and Elect Academy ALP Advanced Leadership Program Governance Certificate Program Individual Engagement Plan Governance Succession Planning Mastery Partnership Programs National Service Awards Advancing Philanthropy Board Transformation Alliance/Area Council Leadership Legacy Customized Learning & Engagement Paths Legacy Award Mentor Leader Succession Planning National Blue Ribbon Committee & Area Council Service Approx. years in role 0 2-3 4-7 8-10+ Development Planning Organizational Development and Performance
National Conference Regional Conferences Native Summit and Regional Learning Events Networking Groups Military Leadership Institute National Day of Advocacy Major Metro Forums Area Councils Spectrum of opportunities to build capabilities for all roles at every level Foundation Advanced Mastery Legacy Regional & National Learning Board New Board Chair Onboarding CVO and Board Academies Board Transformation CEO Sr. Mgmt. Team Onboarding RD Academies Advanced Leadership Program Advancing Philanthropy Leadership Summit (HBS) HBS Open Programs; Stanford; Inside-Out Coaching; GILD Mentorship & Coaching Leadership Exchanges Emerging Leaders & Succession Planning Unit Director Unit Directors Leadership Institute Youth Development Institutes Youth Dev. Prof. Core Distance Learning Opportunities for all Roles through Spillett Leadership University 9
Strengthen Organizations Grow resource development capacity by 2021 $2.8B total Movement Income; currently $2B
RD Consulting Services Advancing Philanthropy Project Organizational Transformation Individualized Consulting
RD Learning Initiatives In-Person Learning Virtual Learning Tools & Communications
Strengthen Organizations Strengthen Organizations to improve delivery of services through innovative solutions Estimated up to 140 mergers, consolidations, shared service agreements, management agreements or other solutions by 2021
INNOVATIVE OPERATING MODELS Examples: Collaboration Shared Project or Goals Area/Regional Purchasing as Integration Collective Benefits: Corporate Merger or Joint Venture Corporation Economy of Bulk Purchasing Cost Savings Joint/Collaborative Fundraising Benefits: Broader Audience for attendees / future donors Shared expenses Greater ROI
INNOVATIVE OPERATING MODELS Examples: Strategic Alliance Administrative Consolidation or Joint Programming Shared Back Office Functions Controller/Accounting (Financial Mgt) HR Marketing IT Data Analytics Integration Corporate Merger or Joint Venture Corporation Benefits: Ability to have higher level of expertise Full-time [Shared Time/Fees] Cost savings - % of total cost divided by participating orgs Decreases turnover experienced from parttime staff securing full time position
INNOVATIVE OPERATING MODELS Examples: One or more organizations forming new corporate entity Integration Corporate Merger or Joint Venture Corporation Benefits: Stronger strategic position with funders, competitors & policy makers Ability to recruit board of greater degree of influence & affluence Increased program impact by integrating complementary programs Ability to attract talent with higher level of experience Job retention greater career opportunities More Kids, More Often, Greater Impact for Kids!
Strengthen Organizations Build and support a common membership management system All sites connected by 2021
Member Management System MMS Advisory Network Want to participate? Have questions? measurement@bgca.org ROLES & RESPONSPIBILITIES Provide input on system features, functionality, training & support Preview and test the system as features are developed A subset of the larger group will provide recommendations to BGCA, based on input from the advisory network
Activation Schedule Kickoff web-meetings the week of March 20th Face to face requirements-gathering workshop at the SE Conference - March 14 th Web-based focus groups throughout the spring First version of the system to test Q1 2018 Ultimately, we want too: Respond to your repeated requests to develop a common membership mgt system Reduce time & resources needed to secure accurate data Reduce your annual cost for member mgt systems
Strengthen Organizations Club Actions Explore ways to partner together to strengthen impact and efficiency Establish a goal of 100% board giving Conduct Annual Campaign Test and provide feedback on collaborative resource development efforts Adopt common membership management system BGCA Actions Support executive leadership development Support boards in recruiting and hiring CEOs Identify opportunities for consolidations or other models Grow pass-through and test efforts to collaboratively raise funds Implement member management system
GreatFutures2025@BGCA.org www.bgca.net/greatfutures2025 www.bgca.org/greatfutures2025