Risky

by Daniel Martinage, CAE

Do you know where your next biggest threat looms?

Having a risk management system in place before you actually need it is imperative for nonprofit organizations of all types and sizes, and that includes large volunteer programs and grassroots, volunteer-led organizations.

A recent article in NPQ’s Nonprofit Newsletter written by Joshua Mintz, general counsel of the John D and Cartherine T. MacArthur Foundation presents a very thorough analysis of why all nonprofits should have a RM policy and what it should contain.

Mintz lists the top goals of a nonprofit risk assessment as:
• To identify, analyze, and prioritize legal/ethical misconduct and compliance risks specific to the operations of the organization;
• To provide a basis for possible compliance, training and ethics;
• To refine or develop risk mitigation and monitoring strategies;
• To identify areas where deeper internal reviews would be warranted; and
• To develop a benchmark for ongoing risk assessment and measurement of the effectiveness of mitigation steps that may be taken.

For a RM program to be effective, it needs to be more than just a stagnant policy that you pull out once a year during the annual board orientation. Having a risk management policy but not going through the process periodically is like having computer virus software but not running it regularly.

The nonprofit world is continuously evolving with new risks and challenges popping up all the time. Consider the risks associated with social networking, for example.

Fortunately, there are lots of resources available for implementing a meaningful and effective nonprofit risk management program. Check out the Nonprofit Risk Management Center and BoardSource as two examples.

Daniel Martinage, CAE, is an executive coach and consultant specializing in nonprofits and associations. The former executive director of the International Coach Federation, Dan also serves on the Selection Committee for The Washington Post Award for Excellence in Nonprofit Management and on the faculty at the Center for Nonprofit Advancement. His website is www.associationcoach.com

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Bone Builders Encourages Peer Support, Active Approach

by Cindy Rowe

I will soon be 63 years old. I am married and have three grown children. And, yes, I am still working – as an office manager of a veterinary clinic.

I have long been interested in the issue of osteoporosis prevention. The Bone Builder Program employs an approach that includes education in dietary management of calcium and vitamin D intake together with resistance training (using weights), balance exercises and stretching. This approach appeals to me much more than use of medications.

HealthReach RSVP sponsors the Bone Builder program in our area. They provide our groups with the weights and meeting space at no charge to the participants. They provide the initial training for leaders to prepare them to lead classes and information to share with their groups then follow up with annual retraining and on-going supervision.

I have been a Bone Builder Leader for almost two years now and have enjoyed the experience very much. Because I am still working, my group meets in the evening. It has been a very rewarding experience for me personally. I have enjoyed the leader training and the support of meeting with other group leaders. I find that as a leader of a group, I am inspired to much more regular participation than if I were practicing the same program on my own at home. Best of all, though, is the terrific group of participants that I have met and the encouragement we get from each other. We have a great time together as we strengthen our muscles and bones!

Cindy Rowe is a guest blogger and a Bone Builders volunteer leader through HealthReach RSVP in Waterville, Maine. She has been a member of HealthReach RSVP since 2005 and also serves on their advisory council. HealthReach RSVP is a Senior Corps program funded by the Corporation for National and Community Service. May 7-11, 2012 celebrates National Senior Corps Week.

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Foster Grandparents in Schools Improve Student Outcomes

by Matthew Houghton

I have been an elementary principal for the last 20 years. An important and integral part of building a positive school climate has been the addition of Foster Grandparents to my schools. The Foster Grandparent Program, a program that places volunteers ages 55+ in schools and community organizations to support at-risk students, has been an invaluable addition to the school’s culture and climate. There is nothing more rewarding than seeing students’ faces light up when they enter the school building each day with a smile to be greeted by a Foster Grandparent with heartfelt “Good Morning!” and a hug. It gets the day off on the right foot for all.

Impact on my schools: The Foster Grandparent Program has improved the overall climate of the Monroe and Morse Schools. When students enter the building each day, they are greeted by the grandparent with a cheerful smile, hug, and check in. It is such a blast to be out there in the hallway when this interchange takes place. Foster Grandparents support students in the cafeteria each day by reinforcing appropriate manners and social skills, and facilitate the development of countless friendships between students.

Impact in the classroom: Foster Grandparents reinforce the importance of excellent literacy skills with the students they interact with each day. They read mostly one-on-one with children and sometimes in small groups with assigned book buckets filled with leveled reading material. The students that Foster Grandparents work with improve their vocabulary, fluency, and comprehension in reading, according to the district’s AIMSweb data. Foster Grandparents will often review spelling words to help prepare students for their spelling tests. Additionally, they will help students with their writing. The students that Foster Grandparents work with show better fine motor coordination, are more confident writers who are more willing to make corrections, and have more details in their stories than students who do not have regular Foster Grandparent support.

Impact on Teachers: Foster Grandparents have allowed the teachers to add additional literacy supports for students. Teachers have trained Foster Grandparents to reinforce targeted reading and writing behaviors that are necessary to improve at-risk students’ literacy skills. Students working with Foster Grandparents have increased their reading levels, according to our Fountas and Pinnell Benchmark assessments. Students are more willing to read aloud in class, and they read with more excitement and voice, as measured by our running records assessments.

Impact on Students: Students that Foster Grandparents work with daily are more calm, caring, have better attendance, and show more reading and writing gains (according to our district assessments) than their peers who do not have the one-on-one time with Foster Grandparents. Our school’s discipline data also shows that the students who work with the Foster Grandparents have better focus and attention in the classroom and have fewer disciplinary issues during unstructured time like lunch, recess, or on the bus.

Schools that Have Foster Grandparents vs. Schools that Do Not: I have been the educational leader at both types of schools and the data has shown that schools that utilize the Foster Grandparent Program have a better climate for students and staff. Students’ attendance increases, as does their academic achievement when they work regularly with a Foster Grandparent. Student behavior, social skills, and self esteem also increases when working with a Foster Grandparent.

Matthew Houghton is a guest blogger and the Principal of RSU #3 Schools, including Morse Memorial School in Brooks, Maine and Monroe Elementary School in Monroe, Maine. Foster Grandparents are placed in his schools through Penquis Foster Grandparent Program, a Senior Corps program funded by the Corporation for National and Community Service. May 7-11, 2012 celebrates National Senior Corps Week.

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Helping Service-Learning Stick

by Matt Robinson

A shout to the Maine Commission for Community Service for the beautiful event it hosted April 17th to recognize this year’s recipients of the Governor’s Awards for Service and Volunteerism.

A good many THANK YOUs are in order to the recipients of as well as all associated with the Governor’s Service Awards. If I started to identify some, certainly I would mistakenly leave someone out. Better I refer you here, where you can visit several tabs to learn more.

Donna Vigue of RSU 67 accepts the Outstanding Service-Learning Practitioner Award from Maine's First Lady Ann LePage

Two of the awards, one to a school district and one to an individual, were given to recognize accomplishments that are creating conditions that support service-learning in communities.

In my posts to this space I frequently focus on an aspect of service-learning practice. Today I’ll put a half-twist on that, and focus briefly on elements that create conditions that support service-learning in communities.

Disclaimer: A great deal has been written on this topic as well as topics closely related to supporting cultural change. As you probably guessed, this blog post is not going to go that deep. This is bona fide surface scratching. For more on this topic with examples see this post, from Michigan’s Learn and Serve Resource Blog.

At KIDS Consortium, we identify four elements that contribute to sustaining service-learning. Just a couple of notes: these elements work together; frequently, single strategies and actions support more than one element. Also, they work together differently in every community. Lastly, they constantly need to be tended because personnel changes, initiatives shift, external requirements change, etc.

David Theoharides, Sanford Superindentent of Schools, is congratulated by (l-r) Maryalice Crofton, Mary-Anne LaMarre, and First Lady Anne LePage for the School District Excellence in Service-Learning Award

Professional Development: All staff and community members have ongoing opportunities to participate in a variety of quality professional development experiences about service-learning. Opportunities exist to understand service-learning, develop tools and strategies to implement service-learning projects, and reflect with others on the challenges and successes of implementing service-learning.
Strategy example: Establish a professional learning community of teachers implementing service-learning projects to support experienced practitioners as they hone their skills.

Curriculum, Instruction, Assessment: All students have multiple opportunities to implement high quality service-learning projects that develop strong civic, social and academic knowledge, skills and attitudes. Projects are embedded in, but not limited to, designated grade span curriculum, instruction and assessment requirements.
Strategy example: Bring appropriate stakeholders together to be part of a process to integrate service-learning within curriculum and instructional practice.

School< >Community Partnerships: Service-learning is used as a tool by both schools and communities to strengthen K-12 education and impact community needs. School< >Community partnerships are nurtured and sustained over time.
Strategy example: Ask students involved in service-learning to help provide training for community partners to help them to understand how and why students should be actively involved impacting authentic problems.

Leadership: A multi-faceted leadership effort exists to continually advocate for, support and evaluate service-learning practice to ensure its vibrancy and prosperity. Service-learning is embedded in strategic plans and initiatives. Explicit policies and practices encourage and support service-learning.
Strategy example: Include service-learning in hiring and/or performance evaluations for teachers, program leaders, and administrators.

So the surface is scratched! I’ve tried to be concise (really, I have) but I know that there is so much more to add to this topic. So I’ll ask you to add to it: What is your community doing to sustain service-learning? Add your examples to the comment box.

Matt Robinson is a Featured Blogger and an education consultant with KIDS Consortium.

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Strategic Planning for Nonprofits: Planning to Plan

by Daniel Martinage, CAE

Making the commitment to undertake a strategic planning project is an extremely important first step, but once you’ve done this, what can you do to ensure you begin on the right foot and continue on track? Here are some tips.

Break the Mold
Start by assembling the planning committee or task force. Strive to create a team that has a good balance of board and non-board members and seasoned as well as emerging leaders. Include creative people who aren’t afraid to challenge the status quo. Be sure to take a hard look at the “Sacred Cows”—those programs or services that have developed a life of their own and seem “above” critical evaluation.

Even though the planning team should represent the organization’s makeup, don’t get carried away—if the planning group is too large it becomes sluggish and cumbersome. Twelve or fewer people usually works best. Appoint a Plan Monitor to assist staff with gauging plan progress. The plan monitor should be someone reliable with a solid track record for moving things forward.

Plan to Plan
What you do before convening around the planning table is just as critical as what you do after. At a minimum, the planning team must review organization by-laws, policies, structure, finances, current activities and past research. Consider doing a pre-session questionnaire or telephone interview of key stakeholders to obtain impressions of the organization’s strengths, weaknesses, opportunities and threats (SWOT). In addition to generating valuable information, this research helps kick-start the planning process by getting stakeholders to think critically. Research can also help create a benchmark to compare how opinions change as the plan unfolds. Conducting a more comprehensive needs assessment is well worth the time and money. Just remember to keep the survey manageable and focused.

Get Help
Working with a professional, impartial facilitator is essential. In addition to bringing a fresh outsiders perspective tot the process, the facilitator balances conflicting points of view and keeps the session on track and moving. It’s also a good idea to have the facilitator monitor the plan’s progress for six months or so after plan deployment. The early stages of the implementation process is often when plans falter and the facilitator can help with accountability and building contingency plans when necessary.

Focus on Results
Don’t get hung up on the process or language of strategic planning. Does it really matter if what’s on the flip chart is a goal or an objective? What does matter is that goals/objectives are specific and measurable. Resist the temptation to craft lofty or esoteric mission statements or objective—the plan must be understood to be implemented.

The written strategic plan should have two versions. Version one is detailed with the “who, what, when and how much” clearly spelled out. Version two is a general summary of the plan intended for people who are not charged with carrying out the plan. Using a condensed dashboard for easy review of plan progress is a good idea.

Think Process, not Event
Strategic planning is an ongoing, cyclical process, not an event. Getting together to plan for a day or two every couple of years isn’t strategic planning. Change is continuous and so are the strategies that are developed to deal with it. A good strategic plan reflects and documents accomplishments and gives rise to new objectives that bring the organization closer to achieving its overall vision. For the plan to be truly effective, objectives need to be integrated into every aspect of the organization including the budget, staff/leadership performance evaluations, and committee charges.

Move through “Analysis Paralysis”
Reach consensus and move on. Accept that the future is never crystal clear. Creating likely scenarios or “what-ifs” will help sharpen alternatives that minimize risks and maximize opportunities.

Daniel Martinage, CAE, is an executive coach and consultant specializing in nonprofits and associations. The former executive director of the International Coach Federation, Dan also serves on the Selection Committee for The Washington Post Award for Excellence in Nonprofit Management and on the faculty at the Center for Nonprofit Advancement. His website is www.associationcoach.com

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Engineering Students’ Global Efforts Recognized

by Whitney Chamberlain

Engineers Without Borders – UMaine (EWB-UMaine) is a group made up of students, faculty, and mentors with an interest in improving the quality of life for people in developing countries. Our mission is to “foster a worldwide cultural awareness and a strong sense of volunteerism in today’s future leaders through sustainable and community-driven engineering projects.” Our most recent endeavor was an implementation trip to Dulce Vivir, Honduras in the beginning of March. Dulce Vivir is located in the Western mountains of Honduras. We have been working with the 120-person community since 2008. The community faces many challenges due to flooding, overflowing latrines, poor health,

The village of Dulce Vivir, Honduras

poor access to clean water, and lack of economic opportunity. Our first meeting with the community in 2008 was to discuss the community’s priorities and find out if we could help them resolve any of their issues. The people of Dulce Vivir identified overflowing latrines as their biggest problem, so EWB-UMaine researched several alternative treatment options to present to the community. Together we opted for a septic tank and leach field design. The project was off and running! EWB-UMaine members including students, faculty and professional mentors got together on a weekly basis to design a system and plan for the construction of this complex project. Thousands of volunteer hours were contributed over the years, and two additional trips were taken in 2010 to survey the site, acquire the appropriate permissions, and find materials suppliers. In addition, EWB-UMaine holds weekly group meetings to develop skills, bring in new members, organize group activities, coordinate fundraising efforts and listen to speakers.

EWB- UMaine travel team and mentors. From left to right: Brendan McGuirl- mentor, Rita Cooper, Whitney Chamberlain, Dan Gerges, Ruth Castillo, Nick Oberti, and Kyle Coolidge- mentor.

Fundraising has been key to the completion of this project. Our work has been supported by a wide variety of individuals and companies, but it wasn’t until this year that we had ever received a grant. The Woodard & Curran Foundation provided us with a grant of $5,000, which served to energize the group. In March, the Newman’s Own Foundation awarded us a grant of $25,000 for its Campus Community Service Award. It is a great honor to have received both of these grants. Winning first place for the Newman’s Own Grant was a momentous achievement for EWB-UMaine. It put us on the map, even on our own campus. We weren’t well known at UMaine prior to receiving this grant, but now we have been featured in a video shown between periods during UMaine hockey games, and people are starting to learn who we are and what we do. More important than publicity, is that the funds allowed us to complete the construction of the wastewater treatment system in our partner community.

The community in Dulce Vivir is made up of men, women, and children who have lively spirits, kind hearts, and an amazing ability to persevere. They have lived in conditions of poor sanitation for much too long, and we wanted to do something to improve their lives. According to America East Communications, “grant recommendations were based on the student groups’ involvement with their chosen nonprofit, and the impact of the partnership on those served by the nonprofit as well as on the students themselves.” As a member of EWB I have personally worked side by side with students, faculty, and mentors alike and I can say for a fact that this grant was well deserved. The number of hours that went into this project is astronomical, but everyone who devoted time to EWB did it because they knew it was for a very good cause. EWB is a fantastic organization that teaches people to be problem-solvers, to work well with others, to be leaders, to be listeners, and to apply engineering skills to real-world situations. The impact of the partnership on Dulce Vivir and the students of UMaine was incredible. Dulce Vivir learned how to take charge of a project and develop ownership. They also voiced their many thanks to all of us for helping them out of sheer kindness. It was evident that they were overwhelmed with gratitude. I feel that I can speak for the students of the travel team and say that we developed a strong connection to the community of Dulce Vivir. We wanted to do our best on the project and have it be successful so that the community would no longer have to suffer from poor sanitation. We developed friendships without borders.

EWB-UMaine students with children of the Dulce Vivir community.

In the end I believe that it all goes back to motivation. Without motivation nothing will get done, but this was not a problem for EWB-UMaine because our motivation was the community of Dulce Vivir. They are a community made up of people just like us. They are different from us in many ways; they look different, speak differently, and have a different lifestyle than us, but in the end we have the same ambitions: to live a happy, healthy life. As a travel team member I experienced the trip of a lifetime. I made friends with the community, I worked alongside Hondurans, I tried to speak their language, and I played with the children. I have been to other countries before, but never to work on a service project in such a rural area. To say it was an eye-opening experience would be an understatement. While I was away I gained an appreciation for many things, including the availability of clean water and sanitation in the United States. I personally have always wanted to travel to a developing country and get involved with an engineering project in order to improve the lives of others. I was lucky enough to live my dream and I know I can speak for my fellow travel team members when I say that this is a trip that will never be forgotten. Service trips like these have a way of really impacting the individuals. I know that our group of students and mentors really got a chance to bond over the experience. We were exposed to a foreign culture, foreign language, and foreign way of life, and we gained valuable skills and life lessons throughout our experience. Joining EWB-UMaine was one of the best decisions I’ve made.

Whitney Chamberlain, a guest blogger, is a third-year Civil Engineering student from Scarborough, Maine and a member of EWB-UMaine. In her free time she enjoys running, hiking, reading, and spending time with family and friends. She loves traveling and looks forward to future trips.

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Don’t Just Expand Your Program, Expand Your Thinking

by Jennifer A. Smith

The decision to expand your volunteer program (or start one) can seem overwhelming. “How will I find the people?” you might wonder. “How do we mobilize them? Who’s going to manage all the details?” If you worry that you’re getting stuck in the how-to phase of a growing volunteer project, maybe it’s time to pause. For a moment, instead of focusing on expanding your program, spend some time expanding your thinking.

Working at a small, nonprofit service agency, I had been through training about volunteer management, had read some articles and, of course, had heard inspiring stories about the difference volunteers make. But the truth was, when it came to thinking about expanding our own volunteer program, we tended to get stuck talking about how we could find the right volunteer to do this one thing we were struggling to do ourselves, or how we could convince our existing volunteers to do more. I’m sorry to admit, these weren’t planning sessions that left me personally inspired.

Around the same time, I had the chance to work with New England Network for Child, Youth and Family Services (NEN) on a toolkit they were developing that looks at how organizations across the country are using volunteers. And as a result of being part of that research team, the range of what I was listening for when people talked about volunteers naturally expanded. I started hearing stories about very small but creative ways that people were volunteering their time and talents – things like offering to make a birthday cake for a homeless teenager – and I began to feel excited again. These were concrete acts, sometimes thought up by the volunteers themselves, which could make a personal impact yet didn’t require amazing feats of management. I became energized to think out-of-the-box.

In a way, these stories also shifted my focus from “What does our agency need that volunteers can give us?” to, “What do I sit in my office just wishing someone would do for my clients once in a while?” and, “What does this person (who’s a friend of our agency) want to give that’s meaningful to them?” I was starting to approach the concept of expanding a volunteer program, not just from my head, but also from my heart. And it’s the melding of the two that’s necessary, I believe, for a volunteer program that’s vibrant and fuels its own fire.

Cover of Publication 'The Hidden Workforce'

There is, of course, value in learning from others’ experiences and expertise, and so, a great way to jumpstart your own brainstorm about volunteer activities, would be to check out NEN’s toolkit called The Hidden Workforce: How to Use Volunteers to Expand, Extend and Strengthen Your Services. It’s full of examples of creative ways that organizations across the country are engaging volunteers and also includes research about what management strategies and practices will yield the best results. Then, feel free to borrow ideas or get a group together to generate your own list of new ways to include volunteers in your organization.

Jennifer Smith has worked with youth-serving nonprofits for more than a decade and has expertise in program delivery, development and evaluation for runaway and homeless youth programs. She has been a Research Associate with NEN since 2008. Smith is also a published author and provides editing and grant writing services through her business Calmposition. She may be contacted at jsmith[at]nenetwork[dot]org.

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Meaningful Involvement

by Anne Schink

This final post using the framework of The Charismatic Organization focuses on meaningful involvement in the organization. If you have followed the principles of creating a charismatic organization, you will remember that building a strong organizational core is central to being a volunteer-ready organization. Then you build an external network. Now it is time to deliver the goods. Your Board and staff are committed to engaging volunteers in ways that are central to your mission; you have a culture that embraces volunteers; you have analyzed the data about your previous volunteer program; you have innovated in the ways you involve volunteers; you have created a people-centered management system; you have communicated broadly in the community; you have conducted productive outreach. Now you want to adopt the final principle of a charismatic organization, which is meaningful involvement.

Volunteers need to feel that they are connected to the mission and values that drive the organization, and that they contribute meaningful work to meet the program goals of the organization. They want a sense of belonging, of sharing in the planning of goals and objectives. Volunteers need to feel that those outcomes are within reach and make sense to them. They like to know that the work has a real purpose. They want to share in making decisions related to the work they are doing. They expect explicit detailed outcomes. They also want responsibilities that challenge them. They want to be able to see progress and to measure their own success. They want to trust the organization to live up to its promises and to feel confident in its leadership. They want to feel part of the organization by being kept in the communication loop.

We have spoken often of the need for a periodic assessment of volunteer performance. This really means to gather feedback from the volunteer on a regular basis to see if you are actually meeting their list of ‘wants.’ This includes regular informal check-ins, consistent staff support, and active listening on the part of staff. Nothing in a performance review should ever be a surprise. If “it’s not working out,” then the sooner the issue is addressed, the happier both the staff and the volunteer will be. This may result in closure or termination which may be a relief to everyone involved. And, it is far better than having the volunteer just disappear. On the other hand, it may prove to be an opportunity to celebrate achievements and to offer a promotion of sorts. That could be a transfer to a more responsible position or to a leadership role. Unless you ask, you will never know.

Meaningful involvement also includes formal recognition through awards, events, or benefits. Not everyone likes the large, annual gastronomic extravaganza. Some volunteers love the gifts, the pins and the ‘stuff.’ Others welcome invitations for professional growth. Opportunities for advancement can be translated into skills that can be applied to their work lives. Paying the registration fee so that a volunteer can attend a conference is a wonderful way to demonstrate that volunteers are effective and trustworthy representatives of the organization. Meaningful involvement closes the circle back to the first principle of a charismatic organization—mission driven motivation. This nourishing and reinvigorating circle adds strength to the volunteer and to the organization.

Anne B. Schink is a volunteer management consultant and the author of the Nonprofit Readiness Toolkit.

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