PSVP Fit

1
PSVP Fit

• Key Success Factors

2
Tonights Goals

• Overview of PSVP Grant Review Process
• Overview of SVP capacity building model
• Attributes of a successful investee relationship
• Risk factors of prospective investees
• Capacity building model criteria SVP uses to
  evaluate capacity building potential
• Highlights from the Step-by-Step guide for
  Investee Relations
• Decision 2008, Who is our newest Investee?

3
The 2008 GRC Process
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Context

• Your responsibility as a GRC member
• Learn as much as you can!
• Evaluate the quality, feasibility and proposed
  impact of the program or project
• Assess the organizations capabilities
• Assess the organizations capacity building needs
  and PSVPs potential to provide assistance.
• Aim to be as objective as possible using the
  information presented to you

5
Characteristics of Successful Nonprofits

• a vital mission
• high-quality, well-regarded, relevant programs
• capable and motivated leadership, management, and
  staff
• clear communications and accountability
• a well-organized board with able and involved
  members
• efficient operations and strong management
  support systems
• solid finances, with reliable and diverse revenue
  streams

6
Definition of Capacity Building

• The development of core skills, management
  practices, strategies, and systems to enhance an
  organizations effectiveness, sustainability and
  ability to fulfill its mission.

• Financial Management
• Fund Development
• Information Technology
• Marketing
• Communications
• Program Design
• Evaluation

• Human Resources
• Mission, Vision,
• Strategy Planning
• Legal Affairs
• Leadership Dev
• Board Governance

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Why is Capacity Building Important?

• Well-managed nonprofits with strong internal
  systems are more likely to achieve greater impact
  because they can
• be financially stable
• retain key staff
• have strong external leadership of the
  organization
• have capable, engaged board members who carry out
  their fiduciary role
• be adaptive to changes in the landscape, funding
  climate or sector
• have a culture of reflection and planning
• be committed to results because they have the
  evaluation capacity to monitor performance

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How PSVPs Investment Works

• General operating dollars for three to five years
• Skilled volunteers
• Management training leadership development
  opportunities
• Access to network of extended support Partners
  contacts, etc.

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The First Year

• Identify a Lead Partner
• Hold kick off orientation
• Organizational Capacity Self - Assessment
• Develop Annual Workplan
• Program Outcomes and Success metrics
• Program Implementation Goals and Objectives
• Organizational Capacity Building Goals and
  Objectives
• Identify and define volunteer jobs
• Go to Work!

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Key Success Factors

• Investee leadership
• Clear point person (ED or deputy director level)
• Authority or autonomy to implement projects
• Accountable for success of SVP relationship
• Dynamic, sharp someone youd hire!
• Vision 3 to 5 years out
• Program vision AND
• Vision for organization AND
• Vision of how SVP can help

11
Key Success Factors continued . .

• Organizational Entity
• Enough internal capacity to engage
• Not so large that SVP will be lost in the shuffle
  or so small as to overwhelm
• Not a stand alone (orphaned) program we are
  investing in the whole organization
• Organizational Sustainability
• Organization is stable enough has needs, but
  is not in crisis

12
Key Success Factors continued . .

• Willingness to embrace SVP Partnership
• Open and able to work with and support PSVP
  volunteers
• Sees PSVP as more than a grant or help with
  fundraising
• Board and program staff are supportive of PSVP
  relationship
• Solid programs mission
• Programs are successful or show promise PSVP is
  investing in their success
• Given all the community needs, this
  organizations work is critical

13
Red Flags

• Foresee or have had a near-term leadership change
• So big or complex that its hard to understand
  where SVP fits in
• Program has a champion but it doesnt seem
  deeply connected to the rest of the organization
• Organization is in a state of crisis or financial
  crunch
• Organization cannot define or prioritize their
  capacity building needs
• Board of directors is not engaged or does not
  oversee the organization properly
• No demonstrated buy-in from board and program
  staff
• ED fails to inspire confidence

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Closing Thoughts

• Organizations usually dont fail because their
  programs arent needed or their programs dont
  work. More often they fail because they lack
  leadership, vision, discipline, strong boards and
  attention to their capacity building.
• SVP is not in the business of fixing failing
  organizations. Look for orgs that are capable but
  have room for improvement.
• You recognizing that SVP could help an
  organization is not the same as the organization
  recognizing that for themselves.

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Step-by-Step Guide for Investee Relations

• Position PSVP and Investee for Success
• Choose the Right Investee
• Prepare the Players
• Establish a Good Working Relationship
• Plan for a Measurable Increase in Capacity
• Capacity Assessment Tool
• Establish a long-term Plan
• Get to Work
• Establish an Annual Workplan
• Plan and Manage volunteer Partners
• Secure Additional Resources

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Step-by-Step Guide for Investee Relations

• Review Progress
• Periodic Updates
• Mid-Year Review
• Demonstrate Impact
• Annual Review
• Refunding
• Keep Up the Good Work
• Commit to the long-term
• Expect the unexpected
• Remember the keys to a successful partnership
• Investee Graduation
• Establish a clear expectation that funding is not
  permanent
• Plan for Investee sustainability
• Have an exit Strategy
• Produce a case study

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2008 Decision

• Uniqueness of this years finalists
• Are partners willing to sign up for any of
  these finalists?
• Action Housing Report
• Strong Women Strong Girls Report
• Womansplace Report
• Questions from the floor
• Vote First, Second, Third preference