How can nonprofit and board leaders improve board engagement and fully leverage the board’s potential in their organizations?
To answer this question, we surveyed active board members across the country to create The 2014 Board Engagement Report.
The report sheds light on the state of America’s boards, the expectations organizations have for their boards, and how board management affects member engagement. Below, we highlight a few key findings.
Boards Are Engaged
Overall, America’s board members are engaged. More than half of respondents stated that they are engaged (52%), and 31% described themselves as very engaged.
Engagement may stem in part from satisfaction with board membership expectations. Most believe that expectations and role responsibilities are clearly defined (84%), that they “understand expectations very well” (74%), and that the number of board meetings they’re expected to attend is reasonable (86%).
Nonprofits Overlook Available Capacity
Professionals often join boards to further their skills, contribute to a worthy cause and impact the strategic direction of an organization. Unfortunately, too many board members do not feel that the organization is fully benefitting from their abilities.
Survey results found that 22% of board members do not feel that their talents are being effectively utilized by the organization. This means that nonprofit and board leaders are leaving valuable skillsets on the table, shortchanging themselves and their board members.
Technology Catalyzes Engagement
Nonprofit technology is a burgeoning space. Board portals and board management software have gained in popularity in recent years as a means for organizations to more effectively communicate with the board. Most organizations we surveyed do not use this technology, with only 36% citing use of a board portal.
But perhaps more nonprofit boards should. Comparing board management and board engagement, organizations that use a board portal cited more favorable responses from board members in satisfaction, productivity, access to information, impact on the organization’s strategic direction, and more.
Learn more about the state of America’s boards and the factors influencing board member engagement by downloading our free report, The 2014 Board Engagement Report.
How does your organization stack up?
Early this month, our AmpliFund Public Sector team attended the League of California Cities Annual Conference and Expo in Los Angeles. The league is an association of California city officials working together to exchange information and combine resources to influence policy decisions that affect cities.
In addition to being the home to one-eighth of the U.S. population, California was also the recipient of $48.8 billion in federal grants in 2014, or 9% of all federal grant dollars awarded this year. This makes the League of California Cities highly influential in the administration and management of municipality resources.
Why Mayors Can Change the World
A variety of themes emerged, but the conference can be largely summarized by its keynote address, delivered by political theorist, TED Talk speaker and recent author of “If Mayors Ruled the World,” Dr. Benjamin R. Barber.
His keynote, named after his 2013 book, argued that mayors and municipalities are uniquely poised to shape the future of their constituents and overcome the challenges nation-states face. Below we highlight key themes that emerged from his keynote and other sessions throughout the three-day event.
1. Municipal leaders are locals.
Municipal leaders experience day-to-day life within their jurisdiction. This helps them keep a finger on the pulse of their area and stay in tune with the frustrations and challenges of the people.
As a result, they more effectively address local problems and enact change. They also experience a more real-time feedback loop with the local population, creating stronger accountability between governmental leaders and citizens.
2. Mayors must be pragmatic.
Running a city leaves no time for ideologies, theory or lengthy debate. As Barber noted, potholes must be filled and sewers must be mended. Mayors are pragmatists and problem-solvers. Positioned at the smallest level of government, municipalities are doers—creating, fixing and advancing public policy.
Many sessions were tactical and actionable in focus. “Beverly Hills Customer Service Initiative” and “Panhandling & Prayer: Regulating Conduct Under Recent Case Law” are two examples of sessions focused on the real-life examples and applications of municipality governance.
3. Civic challenges extend beyond borders.
Barber asserted that public problems often extend beyond the borders of cities, states and countries. A number of sessions throughout the conference reinforced this “21st century interdependence.”
“Government to Governance: Forming Successful Public-Private Partnerships,” “Cooperative Agreements Between Public Agencies – Risks and Rewards” and “Shared Resources to Attract, Retain and Grow Talented Employees” are some of the sessions at the conference that addressed the importance of partnership, resource-sharing and coordinated approaches to solving broader civic issues.
There was standing room only at Thursday’s “Fire Department EMS Cost Recovery” session, which focused on why it can be advantageous for local governments to provide emergency medical services through their fire departments, taking into consideration current and upcoming cost recovery opportunities as a result of federal legislation.
This theme echoed the Maryland Association of Counties (MACo) 2014 Summer Conference. As disparate cities, counties and public and private organizations work together, they must consider the operational infrastructure necessary to coordinate efforts; secure and distribute funds; and aggregate performance data.
To learn more about how municipality resources are being influenced by forces at the federal level, download our free whitepaper “The Changing Landscape of Grant Reporting.”
What unique opportunities or challenges do municipalities face? How can they better effect change in their communities?
Image source: USAspending.gov
By better understanding current grant management shortcomings and desired improvements, organizations can take specific steps to refine their processes for maximum performance.
Part of this assessment is defining your future state, or what your grant management process will look like once tangible changes have been made to it. To achieve this, clear and measurable goals must first be defined.
In this post, we'll overview how to establish these goals and supercharge your grant management processes.
Step One: Map Current Processes
Before you can accurately assess and define goals for your future grant management state, you must first map out current processes. Process mapping is the exercise of documenting current procedures in order to better understand inefficiencies, shortcomings and desired improvements.
Pro Tip: To map current processes, write each step of the process on a separate line. Detail tasks, associated documents, responsible parties and communication methods. (Use our free interactive form on page two of The Grant Management Software Evaluation Guide to get started.)
Step Two: Define Goals
As you review your current processes, you may notice some red flags—inefficiencies, circuitous procedures, redundancies or scattered resources/documents, to name a few. Recognizing these shortcomings will help focus your efforts when evaluating goals.
Based on these shortcomings, identify what you would like to accomplish in your future state. Focus on a goal rather than a technology or software functionality.
For example, if your current process involves paper records, disjointed files and roundabout communication processes, a goal for your future state may involve streamlined communications and consolidated documents.
Or, perhaps you’ve noticed a loss of drawn down grant dollars due to missed deadlines. To counter this, your goal should be to establish and standardize compliance and accountability procedures.
Step Three: Map Future Processes, and Find Your Solution
Now that you’ve defined your goals, you’re ready to map out your future processes.
Based on your current processes map, outline future grant management processes—placing an asterisk next to new practices stemmed from defined goals. (Use our free interactive form on page five of The Grant Management Software Evaluation Guide to get started.)
Then, keep your future state in mind as you begin researching and comparing various grant management software solutions. The key here is to find solution features that will achieve your grant management goals.
Adding a technology to your grant management process is a big decision. Make it easier with our interactive guide: Grant Management Software Purchase Evaluation Guide. It’ll walk you through the steps necessary to assess your organization’s grant management technology needs.
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Nearly 2,000 local, state and federal government officials, commercial representatives and legislators gathered in Ocean City, Maryland last week for the Maryland Association of Counties (MACo) 2014 Summer Conference.
Throughout the four-day event, several themes emerged related to the way Maryland government entities, nonprofits and private organizations manage funds and resources. These themes provide a glimpse into the shifting public-private dynamic across the country, and offer lessons to policymakers, grant managers and program directors nationwide.
County Funding and Resource Distribution
1. Collaboration among communities. From opioid abuse to missing persons responsiveness, cooperation across jurisdictions was a recurring topic.
In “Creative and Collaborative Transportation Solutions to Meet Citizen Needs,” panelists discussed how to achieve efficiency within and across boundaries. “Mutual Aid: County-State-Nation Partnerships in Public Safety Technology” covered a statewide program to bring more capable technology to local dispatchers, law enforcement officers, administrators and command staff. The program allows them to better share data and improve collaboration.
When counties face similar problems, such as regional social epidemics, population shifts or demographic changes, it is both prudent and more effective to tackle these challenges together. The result is improved quality of life and social service delivery for all.
2. Creative and efficient use of scarce resources. Counties face fewer resources at their disposal. “Doubling Your Dollars and Outcomes – Innovative Approaches to Funding and Financing Projects” took a pragmatic approach to outlining the funding and financing options available to help counties stretch available dollars.
“Federal Funding for County Causes: Working with Congress” presented the funding opportunities to meeting community needs, such as improvements to county infrastructure. The Partnership to Build America Act of 2013, HR2084/S1957, a bi-partisan bill currently in Congress, is one example. The legislation would create an infrastructure fund that would make loans to state and local governments and non-profit infrastructure providers for transportation, energy, water, communications and education infrastructure projects.
3. Results-based accountability. The conference included several sessions with keynote speaker Mark Friedman, founder of the Fiscal Policy Studies Institute (FPSI) and author of “Trying Hard Is Not Good Enough: How to Produce Measurable Improvements for Customers and Communities.” Friedman’s approach focuses on taking ideals—such as higher quality of life, less crime or better schools—and realizing them through program performance evaluation and organizational accountability.
Accountability is a topic emerging in other conversations throughout the grant community, particularly that of performance-based funding. An increase in programmatic accountability and funding scarcity is likely to heighten the need for data-based outcomes reporting.
4. Data transparency through technology. As “Clean Up That Mess Using GIS: Emerging Trends for Geographic Information System Technology” presented, technology is creating new avenues for greater transparency, more effective program management and better service delivery.
Through aggregation, analysis and visualization of mass data sets—in this case, geospacial mapping, population data and more—relationships, patterns and trends emerge. As exemplified by GIS, insights gained through open data can be used to allocate resources more effectively, and coordinate efforts between partners.
To learn more about how federal legislation, the open data movement and technology are reshaping the way counties manage funding, download “The Changing Landscape of Grant Reporting.”
Image Source: Maryland Association of CountiesMaryland Association of Counties
Once you’ve purchased a grant management solution, it is important to measure the software’s performance and return on investment over time. Doing so will validate the purchasing decision and provide the opportunity to tweak its use for improved efficiencies.
Create your plan to track and measure performance by following the below steps.
1. Define Success
Before you can track and measure performance, you must first define what success looks like to your organization.
Have clear, defined goals of what you would like the software to accomplish. These goals should be strategic, measurable and attainable.
Key metrics to consider include:
- Grant proposal success rate
- Grant funds lost to drawn down dollars
- Grant funds lost to audits
- Staff time spent writing grants
- Staff time spent on administrative tasks
- Staff time spent on audit preparation
Focus on those that will have the most meaningful impact on your organization. For example, perhaps you’d like to cut grant administrative time in half or ensure all funds are drawn down by the end of the year.
2. Quantitatively Measure and Track
Once goals and key metrics have been determined, you can begin to track and measure the success of your grant management software and processes.
Evaluate incremental performance by comparing key metrics before and after grant management software implementation. (Note: A template can be found on page 12 of the Grant Management Software Implementation Guide.)
Benchmarks and ongoing monitoring will help quantify grant management software ROI and provide you objective feedback on implementation success.
3. Identify Qualitative Performance
Success should be seen not only from a numbers’ perspective, but also from an end user’s point of view. After all, if end users are having a poor experience with the technology, efficiency and long-term adoption will be negatively impacted.
Through strategic feedback mechanisms, your organization can collect data on how the software has affected end user’s jobs. Details collected can then add high-level insight behind the numbers. There are various ways to collect meaningful feedback:
- Before and after self-assessments
- Group discussions
- Individual interviews
- Voluntary feedback groups
The type of feedback exercises your organization chooses is contingent upon your culture, internal processes, available time and the quality of feedback desired.
A measurement plan must be in place to track success of your new grant management processes. For more on how to adopt and implement grant management software, read our Grant Management Software Implementation Guide.
How does your organization track and measure technology success?
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A new Illinois law aimed at streamlining management of state-awarded funds foreshadows more stringent and data-driven grant management requirements across the country. The Grant Accountability and Transparency Act, known also as the Illinois Grant Reform Act, was signed into law on July 16, following a report presented by the Illinois Single Audit Commission.
In 2013, the bi-partisan commission was tasked with developing a process for effective and efficient grant management, including the selection of award recipients; the implementation of quality and monitoring measures; and the proactive limitation of fraud, waste and abuse.
The reforms heighten financial controls, and are the next step in a national trend of funding transparency, open data and more strict grant requirements.
What the Law Means for Illinois
For Illinois grant recipients, the reform act streamlines state grant management through uniform grant requirements, strengthens conflict of interest disclosure requirements, and creates processes for real-time auditing of all state grants.
The law’s goal is to reduce overall administrative burden, improve funding oversight and eradicate fund misuse.
What the Law Means for Grant Recipients Everywhere
While the Illinois Grant Reform Act directly affects only the recipients of the state’s grant dollars, the new standards underscore three emerging trends in the grant community:
1. Trickle-Down Grant Management
Illinois is the first state in the U.S. to enact a comprehensive set of standards for the management and oversight of state grant funds—but it won’t be the last. The measures are intended to align state grant processes with those recently established by the new OMB Uniform Guidance, released in December 2013.
As federal funding reforms force compliance downstream, other states will adopt similar standards for those giving and receiving grants.
2. Uniformity Is Key
Echoing the demands of the open data movement, standardization of data and processes are the first step in achieving the financial transparency that can pinpoint and eliminate waste, fraud and abuse. The Illinois Single Audit Commission’s report detailed that the state lacked a common application and grant agreement, uniform administration rules and sufficient funding transparency.
Uniformity also has an indirect role in financial responsibility through simplification—today through more straightforward guidelines and processes, and tomorrow through machine-readable data. Reducing the administrative burden allows grant funds and programs to be managed more efficiently, improving outcomes across the system.
3. Data Will Help Enforce Compliance and Drive Decision-Making
Also poised to shift the grant ecosystem is the rise of data. As Illinois State Representative Patti Bellock explained, the new standards will help ensure “that state grants are awarded only for legitimate initiatives to improve the quality of life and opportunity for individuals, families, students, entrepreneurs and others in Illinois."
More thorough and accurate data on public sector grants will enable more comprehensive oversight and more data-driven, performance-based funding distribution.
To learn more about how federal funding reforms are reshaping the grant community, download “The Changing Landscape of Grant Reporting.”
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Adopting new software can seem like a big undertaking, but it doesn’t have to be.
After purchasing a grant management solution, prepare end users so that they are knowledgeable and comfortable with new processes.
Below are considerations for your organization when building a training and implementation plan.
1. Ease Uncertainties and Frustrations
Uncertainty and frustration are common to many when new processes are presented. To mitigate these feelings, have a clearly defined communication plan in place. Even with the promise of added value, some may doubt the solution’s benefits.
Communication should come early and often to keep all affected parties well informed. Encourage open communication among affected staff. This will expose you to uncertainties early on and provide the ability to soothe concerns.
2. Prepare Staff for Training
Best grant management software vendors will provide complementary training service to help end users assimilate to their new workflows.
To prep for such training, ensure real grant data is readily available for use during training. This provides end users with hands-on learning, while highlighting ways to configure the system to your organization’s unique processes.
Training sessions should review user levels, product functionality and capabilities, and ideal processes. To gain the full value from training sessions:
- Arrive on time and prepared to each session.
- Insist on an agreed-upon training schedule with your vendor.
- Jump right in! Don’t hesitate to get started.
3. Take Advantage of Ongoing Training
After initial implementation goals have been achieved, an ongoing support system is helpful to continue proper use of the software.
As employees work within the tool, it is common for questions to arise and expert support to be required. Designate a point person within your organization to manage inquiries, provide troubleshooting and interface with the vendor as necessary.
Also, when purchasing a solution, evaluate vendors based on post-purchase support. The best ones will provide troubleshooting and customer support to ensure success implementation and use. If your vendor offers these services, take full advantage.
Furthermore, annual refresher courses can continue to keep users’ skills sharp and guarantee your organization is getting the full value out of the product.
With the proper training and support program in place, adoption of your new grant management software system will be a breeze.
Contact us for more information about how StreamLink Software approaches training for customers. Or, for further reading on grant management solution implementation, download our guide, Change Management: Adopt and Implement Grant Management Software.
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Board committees focus on specific functions, programs or projects as assigned by the greater board. Their purpose is to provide expertise and acute attention to areas of assignment.
When leading a committee, diverse backgrounds, opinions and strengths can be both positive attributes and areas of management concern. Learn how to leverage effective communication to position the committee for success.
1. Set Expectations and Goals
In initial committee meetings, ensure all members are well informed before the real work begins. Consider holding an open discussion centered on expectations and potential outcomes.
- What is the committee’s purpose?
- Are committee members voluntary, elected or nominated?
- Is everyone aware of the initiative’s end goal?
- Are responsibilities clearly defined?
Setting expectations and goals gets committee members on the same page and working together.
2. Define Roles
For committee success, members must have clearly defined roles. Inform each member of what they are responsible for, how their success will be measured and what projects or initiatives they own. Clearly defined roles create the hierarchy necessary for strong communication and collaboration.
3. Establish Communication Processes
To ensure activities progress, establish an agreed-upon communication process with committee members.
Discuss ideal communication methods including how documents will be sent, where files will be organized, who should be involved in the communication of various scenarios and what the communication chain of command is.
4. Leverage Communication Technology
Technology, such as a board portal, can promote better communication by streamlining processes, enabling more fluid meetings and facilitating discussion.
When considering a board portal, seek features that correlate with your organization’s management and communication goals. Consider:
- Shared meeting and event calendars
- Task assignment capabilities
- Member expectation and performance tracking
- Ability to create ballots and polls
- Automated email communications
- Ability to post meeting minutes and notes
Board portals also offer centralized documentation and file storage, perfect for committees of all sizes to keep organized and on task.
How does your committee promote effective communication?
For more ways to promote effective communication among your board, download our ebook “Maximizing Board Engagement and Effectiveness.”
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Though grant managers and staff will be the ones who ultimately use a grant management technology solution, the final purchasing decision often lies in the hands of the C-Suite—whether it is the CEO, CIO, CTO or other.
Pitch grant management technology to your c-suite with confidence by following the below tips:
Know Your Audience
The features and value that appeal to you as a grant manager may not translate to your c-suite audience as a driving force to purchase the solution.
Each CXO views the company and its decisions from a different standpoint. The CEO ultimately cares about overall success and organizational impact, the CFO costs and financial savings, and the CIO technology implementation and maintenance.
Discern whether your CXOs are very technical or more high-level strategic thinkers, and then tailor your proposal with them in mind.
Be Mindful of their Time
C-suite executives have busy schedules so when you obtain an audience with one, ensure that you do not waste his or her time.
- Have a pre-defined agenda that you’ve shared ahead of time.
- Only block off as much time on the calendar as truly needed.
- Don’t speak in jargon or beat around the bush. Be direct and specific.
- Don’t speak at them, speak with them. The conversation will move along quicker and more fluidly when approaching it as dialogue rather than a presentation.
The technology solution you are pitching will help streamline processes, gain organizational efficiencies and save money through enhanced compliance and improved operations. Communicate this in an easy-to-digest, straightforward manner.
Speak to the Why Not the How
Many in the c-suite evaluate requests based on their holistic organizational impact. Because of this, don’t get caught up in the nitty-gritty elements of your argument.
Avoid overloading your c-suite audience with lengthy facts and figures. Instead, have a few key statistics handy that directly speak to the bottom line. To do so, consider highlighting that grant management software:
As you formulate your pitch, ask yourself if you are making a case that speaks to the bigger picture of the organization.
CXOs don’t have the time or budget to say “yes” to every idea and solution that comes across their desks. Show that grant management technology can be an asset to not just your department, but the organization as a whole.
How will you make the case to your CXO?
For more ways to communicate the return on investment of grant management software, download our free ebook: Finding Your Grant Management Software ROI.
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At its 2014 Annual Conference, the National Association of Counties (NACo) unveiled three new research products focused on counties’ needs, challenges and best practices.
Among them was County Intelligence Connection (CIC) 2.0, a big-data tool designed to help counties make informed policy decisions. CIC 2.0 features an interactive map to view and explore the latest data available for dozens of datasets and more than 500 unique indicators for all 3,069 U.S. counties.
The color-coded map illustrates demographic information, financial data and more, and makes it, for the most part, open and available to the public. [Note: County Innovation Network (COIN) login required to access all 18 categories and 66 datasets.]
What NACo’s CIC 2.0 Means for Federal Grant Recipients
Following on the heels of the DATA Act, CIC 2.0 is the next in a wave of open data initiatives. Below, we outline what CIC 2.0 means for federal grant recipients, both as a standalone tool and as another piece in the government data puzzle.
Shared Goals and Needs Give Rise to Consortia Grants
Consortia grants and public-private partnerships have been on the rise, and CIC 2.0 could spur further collaboration. County governments and nonprofits are uniquely aligned in their missions, and can often complement one another in executing local social services.
CIC 2.0 makes it easy to see where resources are allocated (for example, to initiatives like Housing and Urban Development), giving public and private entities a window into community needs. Data transparency makes it easier to uncover collaboration opportunities to further advance services offered, and allows for new partnerships between neighboring counties, local nonprofits and private contractors.
Above: Screenshot from CIC 2.0 showing federal HUD funding for Cuyahoga County, where StreamLink Software is headquartered.
A Big Step Forward for Open Data and Big Data
CIC 2.0 also lays bare county finance data including administrative revenue and expenditures, intergovernmental revenue, and each county's annual financial report, as aggregated from publicly available government data.
As the DATA Act makes more spending data available and public, such as internal expenditures, including salary, supplies and facilities, third parties like NACo will be able to further distill federal spending information into usable formats and actionable insights. With such granular federal spending data available, waste, fraud and abuse will be more difficult to achieve, and far easier to expose.
Above: Screenshot from CIC 2.0 showing administration expenditures for Cuyahoga County compared to other counties in Ohio and Pennsylvania.
The Advent of Performance-Based Funding Distribution
The inclusion of county annual financial reports, in particular, demonstrate how open data could eventually lead way to performance-based funding.
Once federal awards can be tracked downstream to the penny, and service performance relayed back upstream to the original source, dollars will finally be tied to results. Then, federal grant funds can be funneled to the public or private entities that demonstrate the greatest return on investment. This means waste will be reduced, excellence rewarded, and overall citizen services will be improved.
Try CIC 2.0 to explore the data for yourself. To learn more about open data’s impact on grant recipients, download “The Changing Landscape of Grant Reporting.”
Image Source: Screenshots taken from CIC 2.0