Scaling altruism : a proven pathway for accelerating nonprofit growth and impact

Scaling altruism a proven pathway for accelerating nonprofit growth and impact

Detalles Bibliográficos
Otros Autores: Summers, Donald, author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, New Jersey : John Wiley & Sons, Inc [2024]
Edición:First edition
Materias:
Nonprofit organizations > Management.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009828030106719
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Preface
  • Acknowledgments
  • Introduction
  • Success Stories
  • Whom This Book Is For
  • How to Use This Book
  • Chapter 1 Assess
  • Assess Practice 1.1: Benchmark against Robust Performance Standards
  • People
  • Programs
  • Plans and Policy
  • Finance
  • What to Do about All the Gaps
  • Additional Resources
  • Chapter 2 Align
  • Align Practice 2.1: Establish a Growth Mindset
  • Align Practice 2.2: Choose Powerful Language
  • Align Practice 2.3: Create Compelling, Actionable Mission and Vision Statements
  • Align Practice 2.4: Define the Organization's Value Proposition
  • Align Practice 2.5: Pick a BHAG
  • Align Practice 2.6: Define Impact and Growth Strategy
  • Impact Strategy
  • Growth Strategy
  • Align Practice 2.7: Draft Year 1 Initiatives
  • Align Practice 2.8: Create Key Performance Indicators
  • Align Practice 2.9: Create a Planning Framework
  • Planning Framework Templates
  • Additional Resources
  • Chapter 3 Plan
  • Plan Practice 3.1: Follow Good Process
  • Plan Practice 3.2: Develop a Clear Problem Statement
  • Plan Practice 3.3: Describe the Solution
  • Plan Practice 3.4: Refine the Value Proposition
  • Plan Practice 3.5: Explain Who Is on the Team
  • Plan Practice 3.6: Refine the BHAG
  • Plan Practice 3.7: Describe Your Market
  • Plan Practice 3.8: Refine Impact and Growth Strategies
  • Plan Practice 3.9: Define Growth Milestones
  • Plan Practice 3.10: Identify Key Performance Indicators
  • Plan Practice 3.11: Offer a Concise Marketing Plan
  • Plan Practice 3.12: Define Contributed, Earned, and Invested Income
  • Plan Practice 3.13: Identify Risk and Describe Mitigation
  • Plan Practice 3.14: Create an Organization Chart Projection
  • Plan Practice 3.15: Build a Detailed Financial Projection
  • Additional Resources
  • Chapter 4 Test
  • Test Practice 4.1: Map Key Constituents.
  • Test Practice 4.2: Ask for Advice
  • The Executive Team
  • All Staff
  • Board Chair
  • The Executive Committee and Rest of the Board
  • Partner Organization CEOs
  • Major Financial Supporters
  • Test Practice 4.3: Capture High-Quality Feedback
  • Charity Approach
  • Social Impact Enterprise Approach
  • Test Practice 4.4: Pitch Deck
  • Additional Resources
  • Chapter 5 Fund
  • Fund Practice 5.1: Integrate Revenue Tools and Staff
  • Fund Practice 5.2: Develop Effective, Scalable Revenue Strategy
  • Revenue from Private Individuals
  • Revenue from Corporations
  • Revenue from Foundations
  • Revenue from Public Agencies
  • Earned Revenue
  • Revenue from Impact Capital
  • Fund Practice 5.3: Develop an Investment and Partnership Plan
  • Segment
  • Goal
  • Average Investment
  • Prospects
  • Partnership Stages
  • Partnership Stage 1: Acquire
  • Acquire Tactic #1: Current Investors
  • Acquire Tactic #2: Wealth Screens
  • Acquire Tactic #3: Referrals from Board Members
  • Acquire Tactic #4: Referrals from Advisory Board Members
  • Acquire Tactic #5: Events
  • Acquire Tactic #6: Monthly Supporters
  • Other Acquire Tactics
  • Partnership Stage 2: Build Trust
  • Build Trust Tactic #1: Ask for Advice on the Business Plan
  • Build Trust Tactic #2: Aim for Face-to-Face Meetings
  • Build Trust Tactic #3: Arrange Site Visits
  • Build Trust Tactic #4: Host Events
  • Build Trust Tactic #5: Arrange One-on-One Meetings with the Board Chair and CEO
  • Build Trust Tactic #6: Ask for Feedback on the Dashboard
  • Build Trust Tactic #7: Talk about Anecdotal Wins
  • Partnership Stage 3: Propose
  • Propose Tactic #1: Offer a Draft Proposal
  • Propose Tactic #2: Include Options for Tracking Results
  • Propose Tactic #3: Get to the No
  • Partnership Stage 4: Accept
  • Accept Tactic #1: CEO Thank You
  • Accept Tactic #2: Board Chair Thank You
  • Partnership Stage 5: Deny.
  • Deny Tactic #1: Remove
  • Deny Tactic #2: Move to Build Trust Stage
  • Deny Tactic #3: Move to Monthly Supporter Segment
  • Partnership Stage 6: Report
  • Report Tactic #1: Acknowledge Gift with a Receipt
  • Report Tactic #2: Customize Investor Reporting
  • Report Tactic #3: Publicly Recognize Investors
  • Report Tactic #4: Produce Dashboard/Quarterly Reports
  • Report Tactic #5: Provide Updates from the CEO/Chair
  • Report Tactic #6: Move Back to Partnership Stage 2: Build Trust
  • Volunteers
  • Staff
  • Staff Budget
  • Operations Budget
  • Total Budget
  • Other Revenue Domains and Segments
  • Fund Practice 5.4: Drive Performance Improvement with an Investment and Partnership Scorecard
  • Scorecard Step 1: Set Up the Database
  • Scorecard Step 2: Record the Right Data
  • Scorecard Step 3: Assign a Relationship Manager
  • Scorecard Step 4: Assign a Close Date
  • Scorecard Step 5: Define and Count Relationship-Building Contacts
  • Scorecard Step 6: Define the Next Step
  • Scorecard Step 7: Produce the Prospect List
  • Scorecard Step 8: Produce the Investment and Partnership Scorecard
  • Read the Investment and Partnership Scorecard
  • Trend Data
  • Prospect Diversity
  • Income Projections
  • Proposal Activity
  • Conversion Rates
  • Key Performance Indicators
  • Contact Numbers
  • Running the Biweekly I&amp
  • P Pipeline Meeting
  • Advanced Analytics
  • Additional Resources
  • Chapter 6 Execute
  • Execute Practice 6.1: Inform Strategy with an Executive Dashboard
  • Execute Practice 6.2: Nurture a Culture of Performance and Trust
  • Execute Practice 6.3: Analyze Three Levels of Performance
  • Execute Practice 6.4: Identify Mission-Critical KPIs
  • Execute Practice 6.5: Create a Dashboard Plan
  • Execute Practice 6.6: Align the Board with the Dashboard
  • Execute Practice 6.7: Build the Visualizations.
  • Execute Practice 6.8: Establish a Cadence of Analysis
  • Execute Practice 6.9: Improve the Data Collection Process and Infrastructure
  • Execute Practice 6.10: Evolve and Improve
  • Additional Resources
  • Chapter 7 Lead
  • Lead Practice 7.1: Establish and Maintain Psychological Safety
  • Lead Practice 7.2: Practice Intentional Change Management
  • Lead Practice 7.3: Identify and Manage Disruptive People
  • The Dominator
  • The Interrogator
  • The Aloof
  • The Victim
  • Lead Practice 7.4: Define Good Governance
  • Start with Equity
  • Establish Clear Roles and Responsibilities
  • Board Characteristics, Skills, and Behaviors
  • Administrative, Legal, and Policy Guidance
  • Lead Practice 7.5: Ensure Balanced Thinking Styles
  • Lead Practice 7.6: Invest in Great People
  • Invest in Talent
  • Invest in Culture
  • Lead Practice 7.7: Ensure Clear Succession Planning
  • Additional Resources
  • Conclusion
  • Glossary
  • About the Author
  • Index
  • EULA.

Ejemplares similares