(Logo) Community Consulting Group


Coping with Cutbacks
Time to be Bold!!


America’s Byways Resource Center 
Training
2/25/10 


WORKBOOK 




Emil W. Angelica
Principal Consultant
Community Consulting Group
emil.angelica@ccgpartnership.com


(Page 2)

[chart]
Organization Life-Cycle Stages
Wilder Foundation – Emil Angelica



Founding Mother, Founding Father Stage
Length of Time: 5-15 Years
Indicators of Change:

Staff Leadership: Founder carries organization, mission, vision
Indicators of Change: Burnout

Board: Small, "friends", support passion, Friends of founder
Indicators of Change: Conflict over role

Staff/Volunteers: Dedicated volunteers, Often self-interest in mission
Indicators of Change: Want a job not a lifestyle

Administrative Systems: "Kitchen Table", Few systems, "Semp Flexibus"
Indicators of Change: Inadequate to meet reporting requirements

Funding: Start-up funds, few donors, in-kind and founder money, "shoestring"
Indicators of Change: Funders unhappy

Programming: Focused or varied mix related to customers
Indicators of Change: Problems abound

Customers/Clients: Close ties to founder, volunteers participate in organization
Indicators of Change: Challenge image


Taking Care of Business Stage

Length of Time: 5-10 Years
Indicators of Change:

Staff Leadership:Executive director experienced manager, often directive
Indicators of Change: Disconnect from staff and customers

Board: Expand to include "strangers", skilled in systems areas
Indicators of Change: Too inward looking

Staff/Volunteers: Paid staff, organized volunteers, "job" orientation
Indicators of Change: Out of touch with leadership connected with customers

Administrative Systems: Develop systems, expand administration, install technology and develop policies
Indicators of Change: Improvements costly part of budget

Funding: Grow funding, Diversify funding, Greater efficiency in securing funds
Indicators of Change: Less personal ocnnection with funders

Programming: Expand programs, evaluate and refine/drop
Indicators of Change: Rethink outcomes of core programs

Customers/Clients: Expand numbers of customers and clients
Indicators of Change: Lose connection with leaders


Automatic Pilot Stage

Length: 10 – 30 Years
Indicators of Change: 

Staff Leadership: Well-rounded executive director, associate/assistant director
Indicators of Change: New leader Change agent

Board: Well established board - committees, decision making process, roles and responsibilities
Indicators of Change: Board dissatisfied

Staff/Volunteers: Peak size, experienced manager, staff managed volunteers
Indicators of Change: "Just a job", Lose "stars", Keep "dead wood"

Administrative Systems: Maintain systems, high functioning, policy and procedure manuals
Indicators of Change: Become the reason for hte organization;s existence

Funding: Stable core, excellent at securing funds, expansion opportunities
Indicators of Change: Losing some key funders, varieable support

Programming: Strong core programs, excellent planning, expansion/contraction
Indicators of Change: Drifting from mission

Customers/Clients: Customers/clients connected with direct service, largenumbers
Indicators of Change: Outcomes not achieved


Copyright ©2002, Wilder Center for Communities



(page 3)


1.  Where are you in the organization’s lifecycle?












2.  What are your core programs? Supporting programs? Cores of the future?













Copyright ©2003, Wilder Center for Communities



(page 4)

Core Program Analysis

Place your programs according to whether they are low or high Mission and Cost. 
Mission = What good for whom?
Cost = All resources needed for the program (staff, space, volunteers, etc.)

(matrix)
FIT WITH 
MISSION: LOW, HIGH
cost: LOW, HIGH

High Mission Fit, Low Cost







High Mission Fit, High Cost







Low Mission Fit, Low Cost







Low Mission Fit, High Cost









(PAGE 5)



Core Program Analysis

Place your programs according to whether they are low or high Mission and 
Revenue. Mission = What good for whom?
Revenue = All resources generated by the program (grants, fees, contracts, etc.)

FIT WITH MISSION: HIGH, LOW
REVENUE: LOW HIGH

High Mission Fit, Low Revenue







High Mission Fit, High Revenue







Low Mission Fit, Low Revenue







Low Mission Fit, High Revenue








(page 6)


3.
a) For the high cost/low revenue programs that are very directly mission related:  Are 
there other program model(s) that could be used?
   What are they?










b) Do other program models need to be researched? 
How will this happen?














(page 7)

Revenue Projections Chart

Revenue Source
Projected Amount(s)
Impact on Program
Indirect Impact













































(page 8)



4.  Each scenario should speak to the following:
    * A set of projections for each of the different sources of revenue
    * Implications for programs/services
    * Implications for organization
    * Implications for people being served/target audience

SCENARIO A:


























(page 9)

SCENARIO B:
















SCENARIO C:


















(page 10)

5.  What strategies do you want to consider given each of the scenarios?


SCENARIO A:















SCENARIO B:












(page 11)

SCENARIO C