The Mid-Hudson Valley Association of Fundraising Professionals presents an action-packed webinar that will discuss how to assess your current culture and address building a positive culture of inclusion in the workplace.
MODERATOR: Brenda B. Asare, President & CEO, The Alford Group
Freddimir Garcia, Northern Regional Director for Diversity, Inclusion and Community Engagement, Westchester Medical Center
Inaudy Esposito, Executive Director, Orange County Human Rights
With the current events of the past five months, the world is learning how to overcome the discomfort of talking about race and are having some real courageous conversations on how we can move forward together to create lasting change for people of color. This change will create a ripple effect where others who have been marginalized will benefit and increase their ability to thrive as well – no one is left behind.
It was Machiavelli who first advised “never waste a good crisis.” By that he meant one could look at the opportunities afforded by a crisis to change, to innovate and to improve.
To paraphrase Machiavelli, we advise “never waste a good pause.” Whether it’s a lull in activity or a forced rethinking of business-as-usual, most nonprofits are experiencing a “pandemic pause.” At minimum, everyone should take a moment to consider how to effectively navigate in the new normal. For those who are experiencing a pause, the silver lining is that we can utilize this time to strategically prepare for the future.
We can explore ways to embrace the pandemic pause to PAUSE:
Looking for a way to make your organization’s strategic planning exciting and more relatable? Having a difficult time explaining strategic planning terminology?
Fasten your seatbelt, Toto. We’re not in Kansas anymore.
At first glance, The Wizard of Oz—the widely beloved children’s book by Frank L. Baum, the 1939 film starring Judy Garland, and countless other adaptations for stage and screen—may seem to have little to do with strategic planning: the process through which organizations define their long-term vision and identify strategies and action steps to achieve that vision.
Although the two may seem to be unlikely companions, there is actually a lot we can glean from The Wizard of Oz about strategic planning.
On Wednesday, June 17, The Alford Group hosted a panel of national experts and funders to discuss Giving USA’s Annual Report on Philanthropy in 2019 in light of current realities, new opportunities and our future as non-profit staff, funders and philanthropists. The full discussion, along with The Alford Group’s Giving USA report, may be found here.
As Brenda Asare, The Alford Group’s President and CEO, noted as she opened the panel discussion, we all had high hopes for 2020 – momentum within the sector was strong and anticipated to continue at the close of 2019 and through 2020. Of course, no one knew what was coming nor how incredibly important that cushion would be to the survival of many nonprofits. As leaders representing funders and philanthropists across the country, Laura, Marguerite, Steve and Beth offered critical insights into philanthropy today and provided some hope as Brenda said “we must look up and ahead, as that is where we are all going.”
What does it mean to lead through crisis? Many CEOs are asking themselves this question as they navigate the uncertainty of a global pandemic and an economic Black Swan. We all have heard “let’s hope for the best, plan for the worst” along with “we will get through this.”
It is during times of crisis that leadership matters and the way that leadership shows up can make or break an organization. President of The Alford Group, Brenda B. Asare spent time with Dr. Lee Barker, President Emeritus of Meadville Lombard Theological School discussing leading an organization through challenging times.
“Often when you think you’re at the end of something, you’re at the beginning of something else.” – Mr.Fred Rogers
Our country is facing challenging times as never before due to COVID-19. Fortunately, our nonprofit sector is rising to the occasion by responding in innovative ways to meet unprecedented demand for services. Less visible, but no less critical, is the rapid adoption of technologies for delivering programs, and quickly pivoting fundraising strategies to mitigate revenue loses.
Many organizations are also engaged in major campaigns to address important needs in their communities. Some have hit – or are considering hitting – the pause button, while others are modifying campaign plans and moving forward in new and creative ways.
During my tenure as the head of development with the YMCA of Greater Seattle, I was lucky enough to be there for the organization’s 125th anniversary.
As the 120th year of the YMCA of Greater Seattle loomed ahead, I asked our public relations volunteers if we should start getting ready to celebrate. Their reply? A resounding, “No! Save it for the big one at 125 – but start planning now.”
“Five years out?” I thought to myself. “That seems crazy!” But as we started to explore the significance of the 125th and realize that no update had been done on our history timeline since the 100th – not to mention electronically capturing our history and thousands of photos dating back to the late 1800s – we had lots to do. Continue reading “Getting the Most From Your Upcoming Anniversary”
You’ve made it through the busiest time of year for gift-giving! The ever-challenging journey of Year-End Fundraising might have thrown you a curveball or two, taken you down a path that wasn’t anticipated, or went exactly as planned with minimal hiccups.
Now comes the time for reflection.
Like any experience, it’s important to assess it before the memory becomes fuzzy. Below are some questions to get the juices flowing. So, gather your team and sit down to have a candid, eyes-wide-open conversation.
Growing the asset base of a community foundation means the foundation will have an even larger impact on the community it serves. With more assets and resources, the foundation is able to support more nonprofit organizations (or the same organizations at a higher level) and collectively solve community problems and increase the quality of life for community members.
Often times, community foundations run campaigns to increase gifts from individuals, families, and corporations. There are FOUR THINGS that a foundation must do prior to undertaking a campaign to increase its asset base.
Where does your foundation stand in relation to these four elements?