Tagged: Performance

Capacity Building

Image: jscreationzs / FreeDigitalPhotos.net

If we ask any of our nonprofit prospects and clients, what is there biggest challenge besides fundraising, the answer is invariably “building capacity“.

Capacity building is a broad term that encompasses “actions that improve nonprofit effectiveness”. According to a journal released by the Foundation Center in 2003 entitled “Investing in Capacity Building: A Guide to High-Impact Approaches”, capacity building can take many forms, including:

  • Professional development for staff and board members
  • Opportunities for peer learning, networking or leadership development
  • Creating or re-examining organizational plans
  • Initiating collaboration with other nonprofits
  • Developing new sources for earned income
  • Utilizing pro bono support for high-impact projects

Many of the community foundations and professional associations for nonprofits with whom we work offer numerous opportunities for capacity building- from grants directly to the organizations to bring on talent, expand knowledge and build strategy; to offering workshops, seminars and conferences from which the nonprofits can learn.

Yet we are still talking about capacity building over a decade later. If we know these things mentioned prior can work, what isn’t working?

Our firm has studied this issue for two years. We have worked with over 1000 prospective clients in trying to establish a solution set that met their needs and their budget.  We’ve heard from each of them as to what they have tried to do on their own and with help from foundations, associations and in some cases universities. What we learned was that for each one, where the process of capacity building fell apart was in execution.

Good ideas, strategy, recommendations, action steps, all are excellent in theory but will fail the nonprofit if they feel unable to execute. Some obstacles to execution are time and resources, confidence and experience, and accountability.

Of the thousands of prospects and clients we spoke with, about 80% were deserving, viable nonprofits. They have neither the resources nor the time or support needed to truly benefit from a contract for private consulting support.

after our study of this issue, we built what we believe to be a game changing answer to the capacity building issue for these nonprofits.

BLOSSOM

When we realized the scope of this problem, we thought, what if we could create a learning lab, curating the best of educational videos, podcasts, journal articles, and books, in which nonprofit executives could reliably and affordably access these tools in an online workspace, at any time. And what if we supported each learner with a private coach, who would have complete access to their learning progress in the lab, evaluating and mentoring them through assignment completion and assessments, and meet with the learner by phone, skype or google hangout once a month for 90 minutes.

And then what if we could provide an upfront assessment for the learner and the coach and learner could identify one looming key performance issue in the organization that they want to create a long term project around, affecting real time change to the nonprofits outcomes.

And finally what if we assembled six learners in a team, where they could interact, share ideas and have rich discussions around topics relevant to the nonprofit industry, effecting their organizations?

Around these assumptions we built BLOSSOM: The Virtual Incubator for Nonprofit Executives.

The incubator is a twelve month program, covering fifteen different nonprofits business topics. Learners start with an assessment on their influence style and on their organizations health. From these assessments the coach will develop leadership learning opportunities and will define with the learner their long term project. The Learner receives an online workspace that has the best of curated educational materials, tools, and templates, along with a resource library of additional information and downloadables. Learners are assembled with five other executives, for teams of six, who meet once per month online to discuss general nonprofit topics of interest. They also hold each other accountable for the progress and completion of their long term projects. The program culminates with a review of real time outcomes acheived, completion of the long term project, and a new network of colleagues and support members to continue the growth and sustainability acheived.

Early feedback was overwhelmingly rejoiceful! Yes, rejoiceful, lol!  Brilliant was one word used, Something I can really rely on for change in my organization was another phrase heard often.

We would love to get your feedback. Request access to the Free Trial Module and tell us what you think!

Email us for acccess to your FREE TRIAL MODULE

roots@harvestdevelopmentgrp.com or call us at 888-586-1103 ex2 to get immediate entry to the trial.

Success Strategies for Volunteers – Morning Musing Workshop

Hosted by The Community Foundation of Middlesex County. Presented by Harvest Development Group, LLC. Client Engagement Director, Jeanne Boyer Roy.

If you want to go fast – go alone! If you want to go far – go together!

Nonprofit organizations rely on volunteers – their passion, their commitment, and their time. Volunteers help nonprofit organizations meet their mission, and in doing so, they are key ambassadors in the community.

Harvest Development Group provides tools and strategies to craft a plan for managing volunteers that will ultimately lead to increased participation in fund development.

This workshop is free to nonprofit organizations – space is limited and pre-registration is requested.

Register by e-mailing Jamie or calling 860.347.0025.

 

“Obstacles are those frightful things you see when you take your eyes off your goal.” – Henry Ford

motivation1

One of the biggest challenges in meeting any goal, whether it be related to productivity, waking early, changing a habit, exercising, or just becoming happier, is finding the motivation to stick with it.

If you can stick with a goal for long enough, you’ll almost always get there eventually. It just takes patience, and motivation.

Motivation is the key, but it’s not always easy, day in and day out, to find that motivation. (READ MORE)- From our friends at zenhabits.net-

Success Strategies for Engaging, Recruiting, and Maintaining Volunteers Morning Musing Workshop

Hosted by The Community Foundation of Middlesex County. Presented by Harvest Development Group, LLC. Client Engagement Director, Jeanne Boyer Roy.

If you want to go fast – go alone! If you want to go far – go together!

Nonprofit organizations rely on volunteers – their passion, their commitment, and their time. Volunteers help nonprofit organizations meet their mission, and in doing so, they are key ambassadors in the community.

Harvest Development Group provides tools and strategies to craft a plan for managing volunteers that will ultimately lead to increased participation in fund development.

This workshop is free to nonprofit organizations – space is limited and pre-registration is requested.

Register by e-mailing Jamie or calling 860.347.0025.

Date/Time
14 Oct 2014
9:00 am – 10:30 am
Location
Community Foundation of Middlesex County, 211 South Main Street, Middletown, Connecticut

 

It’s All About Principle and Method

Clients come to Harvest Development Group with a variety of challenges facing their nonprofit organizations, but the underlying reason they need our help boils down to two simple aspects of their operations —  Principle and Method.

Principle and Method are the key elements of our work. The principles and methods may differ from organization to organization, but both are required to reach successful outcomes. Let’s put this into simple terms and examine the principle and method for getting dressed in the morning.

A Principle is a fundamental truth or proposition that serves as the foundation for a system of belief or behavior or for a chain of reasoning. Principles are established through trial, error, and observation. There are some common principles in getting dressed: one has to believe and agree that being dressed is important. An article of clothing is required to be classified as being dressed. To be accessible, the garment needs a place to reside when it’s not on our body. The garment also needs to be the right size and shape to fit our body. Finally, we need to be trained to assemble and secure the garment, learning techniques like buttoning, zippering and tying.

A Method is a particular form of procedure for accomplishing or approaching something;  a simple or detailed organized plan, sufficient to achieve successful outcomes. Some methods are “proven” meaning they have a good track record of success. Others are groundbreaking and innovative. There are many methods one can apply to getting dressed, each one personalized to our desired outcome. I used to watch my children get dressed — one putting one leg at a time into his pants and the other putting both legs into the pants before pulling them up. Each served their own purpose and both reached the successful outcome of wearing their pants. Efficiency and personal preference seemed to drive their actions.

The same concept of Principles and Methods can be applied to the business operations of a nonprofit organization. There are established, researched, well defined principles in program development, board development, philanthropy, recruitment and staffing. There are individualized methods that have been proven to work, and others that are innovative, which are applied to each as well.

When nonprofits contact Harvest Development Group for help, we assess to gauge what is at the root of the problem. With this information in mind, we teach the organization to apply the principles that lend support to these problems, and develop and apply the methods necessary to deliver on the outcomes they desire. So, as you can see, it all boils down to two simple aspects of your operation — Principles and Methods.

One Third of Your Revenue Depends on the Next Six Weeks

holiday party mad men

Our friends at Network for Good have prepared this easy to digest guide to Year End Fundraising Essentials 2013 filled with things you can do right now to ensure you get your 30 percent.

If you need some assistance with a plan or executing your strategy, we can help.  A third of your years revenue could depend on the next 6 weeks.

Our programs and services offer professional guidance for all requirements and budgets. Wherever you find your challenges, we have the experience and talent to bring you to a more profitable outcome.

Contact us for a no obligation consultation about your organization

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Download PDF of
Year End Fundraising Essentials 2013

LinkedIn Board Connect

LinkedIn has brought forth another way to use their social media tool. This one is targeted specifically at nonprofit leaders seeking to strengthen and grow their board leadership.

LinkedIn’s new Board Connect, is a suite of tools, including talent finder and a LinkedIn group, that allows nonprofits to ‘advertise’ their organization, mission, vision and goals and to review prospective board members resumes. The hope is that, progressive, caring, thoughtful business leaders will be revealed through this process.

Now for the reality.

Despite many other innovative technological and social media partners considering and launching the same concept – a pool for nonprofits to jump into and peddle their wares- the ability to attract and retain high level leadership is no further advanced.

I commend LinkedIn for their effort. It does no harm, and that is the most that can be said about this endeavor. It feels good for LinkedIn and their leadership team to be doing something – anything – to help the NPO sector. It gives yet another venue for NPO’s to congregate to, in the hopes of landing those really incredible volunteers.

But like the other efforts, it offers only passive development, not active, and creates yet another large room, devoid of substance, but filled with clutter and noise, that can be overwhelming and uninviting to the audience: the prospective business leaders.

A better approach is to create a source for those business leaders interested in seeking a more vested role in the nonprofit sector, to post their interest, areas of interest(types of NPO’s, causes, role seeking) and to have that be presented in LinkedIn as a searchable database. NPO’s have clear guidelines and matrices they use in seeking out and vetting specific people to be on their board. Contrary to common belief (and the way this new LinkedIn resource is designed) it’s not a matter of any captain in the storm or any suitor interested . Board selection is a scientific, strategic process that is lead by a core objective- to secure the right person for the right need in the boards governance goals for the organization.

My hope -and I truly believe LinkedIn is intent on making this a more sophisticated, valuable tool – is that the next iteration leans more toward what the NPO needs in this manner.

 

Innovation as a Culture…..

It all started with a statistic in 2006, repeated in 2011: Two thirds of all executive directors of US nonprofits intend to retire by 2016 (Cornelius, Moyers, & Bell, 2011).

That led to a thought: Filling those positions are Gen X and Y, who work so very differently and embrace a culture of Innovation

That led to a fear: Is our industry prepared?

That lead to a revelation: We need to focus hard on developing Innovative Cultures now, in order to weather the shift.

Innovate: Verb

1: to introduce as, or as if, new
2: to effect a change in 
Merriam-Webster Dictionary, 2012
 

Innovation is the creation of better or more effective products, processes, services, technologies, or ideas that are accepted by markets, governments, and society. Innovation builds on existing ideas. It is not to be confused with Invention. The Printing Press was Invented, the Kindle was Innovative.

If our Grandparents were Inventors, then Gen X/Y are Innovators. They may not own the market on Innovation, but lead the charge and drive the process. Their Innovative spirit causes them to see work differently, and for those working in the Nonprofit Sector, and stepping into the vacuum of leadership soon to be created, that could be a challenge.

The exiting generation of Boomers tend to believe work was for life and WAS life. After all, they created the ‘workaholic’ and ‘superwoman’ concepts. The Gen X/Y to come, view work and their work life much differently. They are traditionally seen as individualistic, self-reliant and skeptical of authority. They expect great workplace flexibility. They are tech savvy and seek diverse groups. The speed and ease of the Internet  and its subsequent vast knowledge base, has led the ‘Net Generation’ of Y and Xer’s to be flexible and changing in its consciousness and with how it is communicated. We can see how this is in great contrast to the current environment of the risk averse, staid and steady world of the nonprofit.

However, we have seen some break-outs in the industry, nonprofits that have jumped the fence to do things differently, and with great results. For these nonprofits, we see that Innovation provides bold, new approaches to the way they work; they have decidedly replicated and integrated what can be learned from other disciplines; and they have provided ideas and strategies to our industry on how organizations can better foster new ideas and solutions to challenges and mission need.

Which is just the type of culture required to manage through such a massive shift in leadership, that is pending in our industry in the coming years.

What is needed for your organization to jump the fence into a culture of Innovation and to stand apart and excel in the approaching change?

Here are some simple and manageable ideas to get started.

1) Create and/or Embrace Your Constraints:

An excellent line from Marnie Webb, CEO of TechSoup Global, reflects “Innovation happens when people work within constraints — in an environment of not enough — and they figure out how to do it anyway.”  (Webb, 2011).   Well, doesn’t that just describe the EVER PRESENT environment of most, if not all, nonprofit organizations? So lack of resources, lack of time, lack of experience is a benefit and not a detriment to your Innovation.

Inspire a spirit of can do in your team: Teach them to routinely say to the world, “I know you said we can’t do this, but we are  going to figure a way that we can.”  A fun way to do this is to challenge your staff each month with one new problem to solve. It can be simple or complex, but make sure there are no single ‘right’ answers expected, and that all respondents get an encouraging word about their creativity in designing a solution. Take a look at the monthly responses and find one or two things that can be implemented from each, to make this activity actionable and inspiring.

2) Data is fuel for Innovation:

Research has had its day recently in the public square of discussion among the nonprofit set. It wasn’t until this recent decade though, that many nonprofits began to wake up to the fact that data drives exceptional performance. Metrics on outcomes of service and mission performance, as required now by grantors; benchmarks on philanthropy, collected and aggregated to drive decisions on fundraising expenditures; demographics on constituency that support political advocacy and marketing investments – all data driven for enhanced results.

Data drives Innovation as well.  How many experiments do you have currently going in your organization? What are you currently testing? If the answer is nothing, the future may look bleak for you. Testing gives you all the raw data you need to begin to get creative and innovate existing projects and services. Without it, you’re shooting in the dark.

It doesn’t matter where you start, as long as you start. Test something every week, every month and have a few tests going at the same time. Overall, testing does not significantly impact resources devoted to your project: You’re already completing the project with all the resources you have and need. Testing requires a simple tracking methodology.

A simple trial test, to get yourself and your staff acquainted with a culture of testing, is to develop a survey used with every donor/donation received. The survey can ask some common demographic questions, but also some quirky ones:  What color would you paint your car if you could paint it any color? What did you want to be when you grew up? What’s your favorite treat food?

The resulting data can be a rich playground for your team to get creative. What if more than 75% of your donors said Popcorn was their favorite treat food? How could you use this information to better your appeals, raise more money, sign up more volunteers, get more people to your programs? You could also take that quirky data, create an info-graphic and share with your constituency, giving them all an intimate look at the tribe they are part of in supporting your mission!

3) Free Access, Embrace Risk:

Let your staff play. Open up their access to the internet, create an environment of walking around to work, withhold judgement, encourage impossible dreams, create shared spaces for interaction. Let go of your organizational fear, and strict fence posts, and let your staff bloom! Additionally, inspire and ask you constituents and donor base to get involved. Create spaces for shared ideas, allow your donors to see their own giving histories, to watch projects unfold and to openly track progress of service delivery and program development.  Yes, even the warts and the odd parts.

Try this for one month: Using a cloud based program, like Dropbox or Google+, create a shared folder or a group for idea generation. Invite staff, board, donors, clients, to get involved. Post a problem or question of the month. Then encourage everyone to drop a comment. People love to give their feedback, so encourage that sharing on your real issues. Why not start with this question: What one thing would you change about us? Interact with the group, asking further questions, exploring responses, challenging perceptions.

4) Allow process, iteration, pivoting. Don’t kill the messenger or the message – massage it.

If you don’t give Innovation the time and attention it deserves, it will not produce and it will not gel as a culture. There are no bad ideas, only ideas which have not matured yet. Like a fine wine, an idea becomes innovative after taking some time to develop. Too often we rush to judgement on a solution, concept or strategy. Keep all ideas generative and don’t lose any along the way. Pop them open every so often, encourage follow through and push back on development on those that look promising or have some immediate potential application. Use data to tweak them along the way and send them out for more testing. Turn them over, look at them differently.  One of my favorite examples of this is asking the question: How is your_____________  like a ________? For instance, “How is your Nonprofit, like a Toaster?”.

5) Be sincere

Finally, don’t offer lip service on Innovation. It knows when you are lying and it knows when you are passionate about serving it well. Innovation is not a tactic, or a business management style. It is truly a culture, one which can only come from authentic, inspired and patient nurturing. Making it part of the spirit of your organization will yield powerful results.

Capital Campaigns as Transformative Projects

Capital Campaigns are incredible projects – consuming of immense amounts of resources, but the returns of which can be transformative for your organization.

Capital Campaigns are important strategies to include in your organizations long term philanthropy development plans. Campaigns that are integrated (including all of the organizations’ stakeholders in its design and implementation);  unified (with the goal of raising campaign funds as well as enhancing and improving annual and other donations); and are strategically designed, have the power to change the level and quality of your fundraising forever.

Campaigns have a history of being synonymous with specialized one time fundraising, while the reality is that most organizations today operate campaigns on a regular basis, completing one as they are planning and launching another.  Such is the need for large capital project development for any nonprofit organization, whether you be hospital, school, church or social service. The good news is that this has changed the culture of philanthropy for your donor base. They are more attuned to the segmentation of capital needs vs operating needs for programs and service delivery. And many major donors are considering the next campaign project for your organization, as they prepare their own giving strategy.

Preparing for your capital campaign begins with a feasibility study, six to twelve months before you host your first campaign meeting of volunteers.

Studying What is Feasible

A feasibility study is a specialized process in which analysis is conducted on your organizations ability, capacity and capabilities to successfully operate a capital campaign. Studies show a 92 percent success rate for campaigns preceded by feasibility/planning studies.  A study is traditionally facilitated by a consulting group, such as Harvest Development Group. Through experience with other studies, as well as by providing third party anonymity to study participants, more accurate data is collected and assessed when a feasibility study is lead by a consulting firm, resulting in better decisions in the construction and launch of your campaign. Results of the feasibility study are developed and presented in a report that outlines not only your organizations internal ability to operate a campaign (human resources, data collection tools,  organizational capability to devote time and money to a campaign), but also to the external capacity for campaign success.

How is a Campaign’s Financial Goal Set?

The financial goal of your campaign cannot be determined without a study. Your campaign goal is not how much you need, but by how much you can be forecasted to raise. Taking a measurement of past giving history, donor statistics, environmental issues impacting your efforts, as well as time and human resources available, your feasibility study consultant will project a range in which you can rely on campaign funding, if all activities are implemented as directed. This range is a more realistic and reliable goal than using the cost of your project as a campaign goal. In many cases the goal revealed through your feasibility study will be sent back to your project planning and/or finance committee for consideration, as it will affect the projects scope and funding plans. Without a study to determine how much can be raised, it would be folly to start out a campaign, fundraising to reach an artificial and unknown amount. Worse is to ignore the feasibility study determination and set an artificially increased goal. No organization can benefit from falling short financially on a capital campaign, it does more harm than any of the good from the effort.

Who Do We Ask?

Another outcome from your feasibility study is analysis of your current and potential donor base to the campaign. A well facilitated study will determine best prospects, range of gifts (as a gift chart) and the number of gifts required, and a categorized donor base for consideration. Imagine an infographic outlining who to ask, how much to ask for and when to make the ask. With this information you can confidently move into planning and implementation with a visualization of how you can be successful.

Planning for your Campaign

After your feasibility study is completed, your organization has to take the next step- planning for, launching and operating your campaign. Feasibility studies are time sensitive, because it deals with dynamic data. The data revealed and used for results in your feasibility study has an expiration date, like milk. Waiting too long after a feasibility study is completed for your campaign to begin, can be detrimental to your campaign.  Sometimes waiting too long to launch after a study is completed  results in money being left on the table, because the information used has changed drastically for the better.  It would be horrible to ask a donor for an amount that is too low, because the study was produced with information three years prior! Worse, and more common, is a campaign delayed resulting in missed goals due to donors leaving, other organizations in the community launching their own campaign, project costs increasing, etc. Ideally, study results are valid for about six to twelve months, but no longer. Be certain that your organization is ready to move forward when the feasibility study is completed.

As with the feasibility study, the planning, launching and implementation of your capital campaign benefits tremendously by bringing in counsel. Don’t try to save money in this area, as a good consulting firm will not only help you raise more money but save you money as well.

Develop our Volunteer Leaders

Your feasibility study will have delivered a list of potential volunteers for your campaign effort. Include these individuals in your campaign committees as well as your board. Begin to inspire, organize and engage your volunteer campaign members immediately after your feasibility study ends, while the experience of being interviewed and the buzz of the study is still fresh in their minds. Preparing your committees and drafting your plan will be a four month project at least, given the busyness and chaotic schedules of volunteers and competing organizational priorities.

Pieces of the Plan

Planning for your campaign requires attention to details in a broad area. Staffing is critical, and plans may need to be developed to increase staffing temporarily to assist with campaign or back office workloads. In addition, operational tools for managing the campaign will be essential- CRM software, Data management, material production, media and distribution lines for campaign materials. Financial forecasts should be developed in collaboration with finance, so everyone invested in the financial outcomes has a schedule of when the funds can be anticipated for use.  Internal policies and procedures for campaign implementation are to be developed as guiding and aligning instruments. Crafting a campaign case statement that is inspiring, informative and catalytic is an early planning activity. Additionally, prospect development and solicitation briefs and strategies set the foundation for your cultivation’s and asks. Good counsel will lead and facilitate all of this and more as you move toward your campaign launch date.

Campaigns Added Benefits

Although campaigns require a significant investment of time and resources – expect to spend about 20% of your campaign goal on the planning and implementation of your campaign- the return in campaign funding, future funding, increased donor base, increased visibility and internal enthusiasm and engagement for your mission is invaluable and well worth the investment. A well organized and operated campaign can change your organization for ever.

 

For further information or to speak about how a  campaign can help your organization reach new heights contact Harvest Development Group, LLC at   roots@harvestdevelopmentgrp.com    or    at    860-575-5132

SHIFT: Meeting Corporate Philanthropy Where It’s Headed- Key Behaviors in Successful Corporate Partnerships

Key behaviors of successful NPO / Corporate partnerships

Continuing our series on Corporate Philanthropy, we take a look at what the key behaviors are that we see in  nonprofits who have developed partnerships that provide a strong, reliable and renewable revenue  stream?

1. They all have a Personal Relationship with the company leaders: As a personal investment, the requirement that we build meaningful dialogue and a unified voice in our efforts to identify opportunities for partnering is essential.  A relationship with our company partners is not a mail campaign.  It’s not a sponsorship pitch.  It is the same level of personalized cultivation applied to our individual major donors.

Getting to a partnership is a process. The flow from first connection (usually a gift of some sort) through partnership generally follows this route:  Transaction —–> Relationship—–> Information——> Partnership.   The relationship traditionally begins with a transaction of some sort: a sponsorship, a membership, a donation, a grant. Capturing the interests of the corporation and appropriately acknowledging and stewarding their generosity, a relationship is developed, where information is shared that further delineates the opportunities and shared values/goals of the two parties, which leads to a partnership.

It’s essential that you get comfortable with building personal relationships for funding or partnerships with your corporate donors. It’s crazy to even have to say that, but many fundraisers we have worked with are intimidated or lack dedication to the relationship building process.  Having a personal relationship with your corporate donors is the most important thing you can do to succeed.

2. Value proposition: Your Value Proposition is a definition of the key benefits you provide to the corporation, as a potential partner. Your client base, your donor market, your organizations core values, where do you operate, what is your brand, who do you influence?  These are value positions used to negotiate what is needed- cash, people, advocacy. Your Value Proposition is not what you do. Let me say that again: VALUE PROPOSITION does NOT equal WHAT YOU DO!

As evidenced in some of the past video and case examples, Nike and others did not partner with the chosen NPO’s because of what they did. What they did was important. And the outcomes were essential to the decision. But the value proposition of those organizations was the quantitative factors they bring to the table: who do they reach? who gives to them? where are they located? what community do they serve? What does their organization represent to the community?

Taking a value inventory will be critical. You can do this internally amongst your staff in a brainstorming session, or you can hire a facilitator to help in the process. Either way, having a very solid knowledge of  your value proposition is essential to successfully identifying and selling your organization to the right corporation for the right partnership.

3. Trust:  This is huge.  We think we know about trust, but in this sense we mean total and complete transparency, clear communication, and fulfillment. Trust is built slowly over time, as a friend recently reminded me. Its not an all or nothing position and it is only bestowed upon you or anyone incrementally with some consideration and time. It is also impermanent, it can change with the tide. Your organization must provide the framework within which that trust can be built with the corporation.  It may mean sharing challenges that you normally would not be compelled or comfortable in sharing about your programs and funding. If it knocks you out of the competition for the companies attention, so be it; better to have it done now, than after you have spent considerable time, resources and energy in building up the relationship. Trust also requires promises to be fulfilled. If you said you would do something with the funding, well you better have at it and show the results.  Things do happen that not goals off course or missed, but the frequent and candid communication you are engaged in, while building trust with your corporate partner, will have taken that into account.

4. Commitment: You know what they say- In breakfast, the chicken is involved, but the pig is committed.  Your commitment to long term strategies requires your organization to have a vision and a strategic direction. Commitment is not chasing the money; it is building on and resourcing the programs and services essential to your success. Nonprofits who have successful corporate partnerships have mission strategies that are imbedded in their DNA, they are clear and concise and tactical. They are committed to the outcomes, no matter what.

Following these four foundational behaviors will position your organization to be prepared for a myriad of corporate funding partnerships that provide long lasting benefits and outcomes.

NEXT POST: Developing a plan for your own corporate partnership program.