Nonprofit - Research Process

BEP1997
Achieving Success in
Nonprofit Organizations
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BEP1997
Achieving Success in Nonprofit Organizations

Copyright © Business Expert Press, LLC, 2014.
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted in any form or by any
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except for brief quotations, not to exceed 400 words, without the
prior permission of the publisher.
First published in 2014 by

Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com
ISBN-13: 978-1-60649-728-9 (paperback)

ISBN-13: 978-1-60649-729-6 (e-book)
Business Expert Press Strategic Management Collection
Collection ISSN: 2150-9611 (print)

Collection ISSN: 2150-9646 (electronic)
Cover and interior design by Exeter Premedia Services Private Ltd,

Chennai, India
First edition: 2014
10 9 8 7 6 5 4 3 2 1
Printed in the United States of America.

BEP1997
We dedicate this book to our good friend and late colleague

Dr. Phil Glasgo. Phil wrote the chapter on
Financial Management in this book.
We also dedicate this book to our families who have

given us great encouragement and support:
Bet, Kate, Nick, and Andy
and

Judy and Caroline
BEP1997
Abstract
This book is aimed at leaders of nonprofit organizations. These leaders
include executive directors, managers, board members, pastors, key vol-
unteers, and anyone who wishes to make a difference. The four overarch-
ing areas of living the mission, making good decisions, getting things
done, and developing your team emerged from literature searches, focus
groups, and surveys to discover objectively what critical skills and knowl-

edge are most useful to leaders of nonprofit organizations. Experts con-
tribute individual chapters in each of these four areas. This book can be
used as a reference for specific skills and knowledge in any of these areas.
It can also be used as a text since it covers 16 specific chapters within the
four major sections and each chapter has a major case example, assess-
ment questions, and summaries of key concepts.

Keywords
nonprofit management, leadership, strategy, execution, portfolio manage-
ment, project management, information technology, data-based decision
making, executive leadership, executive sponsorship, organization assessment
BEP1997
Contents
List of Figures ........................................................................................ix
List of Tables..........................................................................................xi
Preface ................................................................................................xiii

Chapter 1 Introduction ....................................................................1
Section 1: Living the Mission ........................................................... 7

Chapter 2 Developing and Living Your Mission ...............................9
Len Brzozowski
Case Study: Friars Club
Chapter 3 Noses In, Fingers Out: The Board’s Role in

Achieving Success ..........................................................29
Dick Aft
Case Study: Love Your Neighbor Center
Chapter 4 Walking the Talk: Serving Stakeholders with Ethics,

Values, and Governance .................................................47
Ann Marie Tracey
Case Study: Talbert House
Chapter 5 Community Engagement ..............................................63

John Mooney
Case Study: John XXIII Institute
Section 2: Making Good Decisions ................................................ 79

Chapter 6 Innovation: Creating New Products and Services ...........81
Rashmi Assudani and Laurence J. Laning
Case Study: Support My School
Chapter 7 Making Good Decisions Using Data .............................97

Laurence J. Laning
Case Study: United Way of Greater Cincinnati
Chapter 8 Portfolio Management .................................................123

Paul Kling
Case Study: Starfire Council
BEP1997
viii CONTENTS
Chapter 9 Leveraging Information Technology ............................143

Laurence J. Laning
Case Study: Health Collaborative
Section 3: Getting Things Done ................................................... 165

Chapter 10 Financial Management ................................................167
Phil Glasgo
Case Study: Buckhorn Children and Family Services
Chapter 11 Change Management...................................................183

Lynda Kilbourne
Case Study: Xavier University
Chapter 12 Planning and Managing Projects More Effectively .......197

Kathryn N. Wells and Timothy J. Kloppenborg
Case Study: Mercy Neighborhood Ministries
Chapter 13 Sponsoring Projects .....................................................213

Timothy J. Kloppenborg
Case Study: Redwood Rehabilitation
Section 4: Developing Your Team ................................................. 233

Chapter 14 Creating Value Through Human Resources .........235
Tamara L. Giluk and Shari Mickey-Boggs
Case Study: Xavier University
Chapter 15 Total Quality: Integrating Customer, Employee,

and Process Voices .......................................................259
Timothy J. Kloppenborg
Case Study: Congregation of Saint Joseph
Chapter 16 A Strengths-Based Approach for Managing

Your People .................................................................279
Leisa Anslinger and Stephanie Moore
Case Study: Catholic Strengths and Engagement Community
Chapter 17 Creating a Sense of Employee Ownership:

Lessons From Worker-Owned Cooperatives ................295
Ray West and Rebecca Luce
Case Study: Interfaith Business Builders and Its Cooperatives
Concluding Comments ........................................................................309

Appendix: Our Research Process ...........................................................311
Index .................................................................................................317
BEP1997
List of Figures
1.1 A virtuous cycle in non-profit organization success ....................2
2.1 How mission and strategy work together .................................17
2.2 Mind map based on stakeholder interviews,
Friars Club strategy workshop ..................................................18

2.3 How ideas are grouped and expanded upon during
a creative problem solving workshop ........................................19
2.4 Context map template .............................................................21
2.5 Sample completed context map template .................................22
3.1 Hierarchical table of organization ............................................31
3.2 Sectors of board member involvement .....................................35

3.3 Results when all parties do their jobs........................................39

5.1 Common 3-part job structure in
distributed-leadership organizations .........................................66
5.2 John XXIII two key programs, Primero la Vivienda
and Comunidades Saludables ...................................................73
6.1 P&G’s SIMPL process—an idea-to-launch
stage-gate® model.....................................................................86
6.2 P&G’s initiatives management diamond—guiding
the business’s new product efforts .............................................88
6.3 Power of partnerships...............................................................93
7.1 Run chart...............................................................................103
7.2 Sampling distribution of X (restaurant spending) ...................105
7.3 Scatter diagrams—types of relationships ................................106
7.4 Histogram for it project completions .....................................107
7.5 Varying levels of histogram skewness ......................................107
7.6 Pareto chart—frequency of sales by brand ..............................108
7.7 Decision tree for apartments at the banks project
in Cincinnati (payoffs in $million).........................................109
7.8 Expected values for the Cincinnati apartment project ............109
7.9 Affinity diagram .....................................................................114
7.10 Mobilizing communities ........................................................116
7.11 Current agenda for community impact ..................................118
BEP1997
x LIST OF FIGURES
8.1
Simplified value/risk project portfolio evaluation model.........128
8.2
Risk analysis grid of probability and consequence ..................132
8.3
Jack Pealer chart—who is in the life of a person
with disabilities? .....................................................................135
9.1 Information technologies—four major technologies ..............146
9.2 Estimated number of patients receiving care in
public reporting practices .......................................................160
9.3 Number of providers publicly reporting diabetes data ............160
10.1 The cash conversion cycle.......................................................172

11.1 A model of the organization with its external
environment ..........................................................................186
12.1 Project charter for system downtime training project .............202
12.2 Work breakdown structure for system downtime
training project ......................................................................203
12.3 Project schedule for house repair project ................................205

13.1 Sponsor responsibilities by project stage .................................215
13.2 Change request form..............................................................223
14.1 Xavier core competency model...............................................238
14.2 The components of successful onboarding .............................244
14.3 A typical performance management process ...........................247
14.4 Approaches to employee development....................................249
14.5 Total rewards .........................................................................250
15.1 Process illustration .................................................................266
15.2 Define, measure, analyze, improve,
control (DMAIC) model .......................................................269
15.3 Congregation of Saint Joseph leadership circles ......................272
16.1 Chances of employees being engaged at work ........................282
17.1 Benefits of worker-owned cooperatives...................................299
17.2 Employee/owner perceptions .................................................299
A.1 Cause and effect relationships in nonprofit success .................312
BEP1997
List of Tables
2.1 Strategic thinking and management framework .......................14
2.2 Brand/mission gap analysis template ........................................25
2.3 Sample completed brand/mission gap analysis template ...........26
4.1 Ten Talbert House values .........................................................57

7.1 Check sheet for consumer comments .....................................101
7.2 Payoff table for apartments at the banks project in
Cincinnati (payoffs in $million) .............................................109
9.1 A diabetes checklist for your doctor visit ................................162
10.1 Typical balance sheet..............................................................169
10.2 Typical income statement ......................................................169

11.1 Relationship of sources of change to internal roles

and scope of resultant change .................................................190
11.2 Types of interventions to use for specific issues.......................192
12.1 Responsible, accountable, consult, inform (RACI)
chart for house repair project .................................................206
14.1 Metrics to assess the HR function ..........................................239
14.2 Sample “effecting change” competency-based questions .........242
14.3 Xavier sample onboarding checklist .......................................246
14.4 Xavier performance rating scale..............................................248
14.5 The succession planning process .............................................252
15.1 Combined ISO and Baldrige principles and leadership
responsibilities .......................................................................261
16.1 CSEC founders and board of directors top five signature
themes with domains of leadership ........................................287
A.1 Individual items receiving multiple votes in focus group ........313
BEP1997
Preface
We met over 20 years ago. Laurie was midcareer at Procter & Gamble
(P&G), having other work experience and his PhD before joining P&G.
Tim was untenured at Xavier University having a few years of business
experience. Laurie held roles of increasing responsibility at P&G includ-

ing introducing data management, leading the implementation of SAP
in the supply chain, and applying IT to P&G’s new product innovation
process. He retired as the chief information technology enterprise archi-
tect for P&G globally. He has served his church as Missions Director and
worked with other nonprofit organizations in many capacities. Tim com-
pleted his U.S. Air Force Reserve career with assignments in transporta-
tion, procurement, and quality assurance. He published widely including

eight books, consulted and trained with many clients, supervised many
student teams who helped nonprofit organizations, and served on several
nonprofit boards. Tim retired as a distinguished management professor
from Xavier.
With our combined 75 years of corporate, academic, military, consult-
ing, training, board, and volunteer experience, we have a strong desire to
“give back” and help nonprofit organizations. We bring a synergy of two
professionals from the industrial and academic worlds who have worked
together for years and have benefited from our differences and our diverse
network of colleagues. To that end, we offer our ideas on topics we know
well, and we have recruited 15 experts to share their knowledge and experi-
ence in other areas essential to nonprofit management. This book applies
the Pareto Principle—that is for each chapter, presenting the core 20% of
ideas and techniques that when applied will provide 80% of the benefits
to nonprofit leaders.
BEP1997
APPENDIX
Our Research Process
This appendix briefly explains the research processes we used to identify
the topics and sections for this book. The two co-editors first performed

literature searches of books, journals, the Web, and so forth. (Sources
appear in our references.) We found well over 100 ideas suggested that
were either important in creating or measuring success in faith-based and
other nonprofit organizations.
The second research step was to conduct a focus group. We facilitated
10 active participants who ranged from executive directors, board mem-

bers, volunteers, and a retired CEO of United Way of Greater Cincinnati.

The members ranged in age from one person under 30 who had just
established her own agency to those past normal retirement age. The
focus group began by removing duplication of similar ideas and tighten-
ing up the wording. They also used the Method for Priority Marking to
delete items that all focus group members thought did not apply.1 The
focus group participants then created an affinity diagram to group ideas
that were similar in some way (had an affinity for each other) and used
the resulting factors to form an interrelationship diagraph (ID) as shown
in Figure A.1. The ID helps understand complex cause and effect relation-
ships among the groups of ideas that emerged.2
One interprets the results by recognizing that item groups with many
inward arrows such as financial management and impact are primarily
effects. To impact those effects, one looks for groups with many out-
ward arrows such as leadership principles, ethics, and values, as those are
primarily causes. One also looks at item groups with many arrows both
inward and outward such as stakeholders and expectations, as those are
interrelated with many other things. The knowledge gained from our
focus group constructing these tools was used first to help us build our
surveys and then to interpret the results.
BEP1997
312 OUR RESEARCH PROCESS
Financial
management
7 in, 2 out
Leadership
Stakeholders principles
7 in, 8 out 3 in, 8 out
Strategic
thinking
4 in, 4 out
Impact
9 in, 4 out

Internal Sustaining
expectations practices
Programs and
services Ethics
Values
3 in, 7 out
Figure A.1 Cause and effect relationships in nonprofit success
We also had our focus group members multivote for the individual
items that constituted each group.3 This was used to limit the number
of questions we would later ask in our surveys. Each member was given
a limited number of votes and asked to vote for the items that he or she
personally thought might be most helpful for leaders of nonprofit, faith-
based organizations, or both. For the sake of simplicity, we only show
the items that received multiple votes, in Table A.1. They are listed by
number of votes each received (out of 10 possible votes).
Armed with the focus group results, the third step in our research
was to create a pilot survey. After receiving responses, we tightened up
the language on a number of our questions and constructed a large-scale
survey. Nearly 200 leaders of various nonprofit and faith-based organi-
zations across the United States responded by rating the value of each
suggested item on a scale of 1 to 5 with 5 being the most important.
We performed factor analysis on the survey responses, and are using the
results from the survey as justification for our book. Many of the items in
BEP1997
OUR RESEARCH PROCESS 313
Table A.1 Individual items receiving multiple votes in focus group

10—Bring about change in individuals and society
10—Build value-added collaborations
10—Client needs are met
10—Needed outcomes are created
7—Build your constituency over the long term
7—Document outcomes
7—Pragmatic, well-understood vision for both short- and long-term
5—Board development: includes succession, continuity, and governance

5—Clients use products and services
5—Clients are satisfied
5—Share leadership empowering others
5—Transparency: provide accurate information that is accessible
4—Attract more people to support the organization
4—Leave ego out
4—Superior performance and efficiency assessed relative to mission

3—Able to carry out their missions
3—Articulate and operationalize clear and comprehensive values and standards
of ethics
3—Powerful mission drives organization
3—Shared ownership: create mutually acceptable expectations and hold people ac-
countable to them
3—Volunteer and staff are committed to mission
2—Focus on development needs of individuals
2—Fund-raising is adequate
2—Good and timely decisions are made and executed
2—Exceptional results last beyond any individual, idea, or business cycle
2—Strategic leadership guides direction, rigorous decision making, and capacity creation
the survey did not cluster into reliable factors and so we did not use them.
There are four reliable factors and these form the four major sections of
our book and are described in detail in those sections.
• Living the Mission

• Making Good Decisions
• Getting Things Done
• Developing Your Team
BEP1997
314 OUR RESEARCH PROCESS
These four factors form what we termed a “Virtuous Cycle in Nonprofit

Organization Success.” As you do things well in one section, it helps to do
other things well in other sections. Instead of the negative vicious cycle,
this is a positive or virtuous cycle.
Notes
1. Center for Quality of Management (1997).
2. Brassard and Ritter (2008).

3. Brassard and Ritter (2008).
References
Brassard, M., & Ritter, D. (2008). The memory Jogger II healthcare edition: A
pocket guide for continuous improvement and effective planning. Salem, NH:
GOAL/QPC.
Center for Quality of Management. (1997). The method for priority marking.
Cambridge, MA: Center for Quality of Management.
Carver, J. (2006). Boards that make a difference: A new design for leadership in
nonprofit and public organizations. San Francisco, CA: Jossey-Bass.
Collins, J. (2005). Good to great and the social sciences. Boulder, CO: Jim Collins.
Crutchfield, L. R., & McLeod Grant, H. (2012). Forces for good: The six principles
of high-impact nonprofits. San Francisco, CA: Jossey-Bass.
Denhardt, R. B., Denhardt, J. V., & Aristiguenta, M. P. (2013). Managing human
behavior in public and nonprofit organizations (3rd ed.). Los Angeles, CA:
Sage.
Drucker, P. F. (2006). Managing the nonprofit organization principles and practices.
New York, NY: Harper Collins Publishers.
Gordon, G., & Crabtree, S. (2006). Building engaged schools: Getting the most out
of America’s classrooms. New York, NY: Gallup Press.
http://www.cultureofaccountability.ca/index.html
http://www.jeanroberts.com.au/non-profit/critical-success-factor-checklist/
Kloppenborg, T. J., Tesch, D., & King, B. (2012). 21st century project success
measures: Evolution, interpretation, and direction. Proceedings, Project
Management Institute Research and Education Conference. Limerick, Ireland.
Lowney, C. (2006). Heroic leadership: Best practices from a 450 year old company
that changed the world. Chicago, IL: Loyola Press.
Morino, M. (2011). Leap of reason: Managing to outcomes in an era of scarcity.
Washington, DC: Venture Philanthropy Partners.
BEP1997
OUR RESEARCH PROCESS 315
Rowe, W. G., & Conway Dato-On, M. (2013). Introduction to nonprofit

management text and cases. Los Angeles, CA: Sage and Ivey Publishing at the
Richard Ivey School of Business.
Tschirhart, M., & Bielefeld, W. (2012). Managing nonprofit organizations. San
Francisco, CA: Jossey-Bass.
Useem, M. (2011). The leader’s checklist. Philadelphia, PA: Wharton Digital Press.
Winseman, A. L. (2006). Growing an engaged church: How to stop “Doing Church”
and start being the church again. New York, NY: Gallup Press.
Worth, M. J. (2012). Nonprofit management: Principles and practices. Los Angeles,
CA: Sage.

BEP1997
Index
accrual- based accounting statements, Love Your Neighbor Center, case
171 example, 40–44
advanced visualization, 149 roles and responsibilities of (see
adverse consequence absorption, 131 responsibilities, of boards)
affinity diagrams, 112–114 Borders Books, 11

Aligning Forces For Quality (AF4Q), brand, and mission, 24
158 Bryant, Peter, 39
alternative portfolio projects, 89 Buber, Martin, 65
Amazon, 11 Buckhorn Children and Family
Amyott, Beth, 195 Services (BCFS), 168
analytics, 149 financial management at, 176–180
Anslinger, Leisa, 285 financial support, 172
application software, 145 payables deferral period, 173

assets, 168 provides residential care, and

average weight, 103 troubled youth treatment, 168
receivables collection period, 173,
balance sheet, 168–169 178
Baldrige, Malcolm, 259, 261, 268 service delivery period, 173, 177
bar graph, 106 short-term and long-term funding,
big data, 148 174–175
Blockbuster, 11 Burkhardt, Mark D., 42
boards, of nonprofit/faith-based
organizations. See also capabilities, 131
nonprofit organizations cash budgets, 171–172
attributes and characteristics, Cash Conversion Cycle (CCC),
influencing performance, 36, 172–173
37, 38–39 issues with, 173–174
capacity to give or get, 37 The Catholic Strengths and
connectedness to others, 37–38 Engagement Community
diversity, and inclusiveness, 37 (CSEC), 280. See also
leadership role, 36–37 strengths-based leadership,
common myths about, 39–40 and engagement
hierarchical table of, 30 accountability and ownership sense,
maintaining transparency, 34 289
nontraditional functions, members challenges faced by, 281
performing, 34–35 “CSEC Live” webinar series, 288
exploring involvement, sectors establishing engagement, and
of, 35–36 developing strengths,
reporting measurable impact, 34 285–286
role in achieving success, issues founded to support faith leaders,
dealing 280
BEP1997
318 INDEX
Hanson, Bill Fr., 285 transforming donors to capital

launched in late 2010, 286 partners, 70–71
using talent chart, and identifying four key communities, 64
domains for team, 286–287 internal communities
central processing unit (CPU), 147 transforming employees to team
Chadwick, Scott, 194 partners, 65–68
change process, 184 at John XXIII Institute case (see
appropriate interventions for, John XXIII Institute)
191–192 pivotal role of, 76
control systems for, 188–191 confidence interval, 105
external environmental changes, Congregation Leadership Team

190–191 (CLT), 272
incremental vs quantum, 187–188, Congregation of Saint Joseph, 260.
190 See also processes
larger-scale, 188 customer, employee, and process
leadership change implementation, voices, 272–275
193 leadership circles, 272
model of, 185–187 Connect & Develop (C&D), 91
sources of, 190 conscious governance, 38
steps in, 190–191 consumer comments, 101–102

tools for, 191 context map template

Xavier case, 186–188 for assessing relevancy of mission,
Charities Aid Foundation (CAF), 94 and strategy
charts, 102–103 revisit organization’s mission
check sheet, 101 statement, 23
Chesbrough, Henry, 90 steps involved, 20–22
C language, 146 sample of completed, 22
closed innovation, 90–92 continuous improvement, 267. See
closing stage, in project life cycle, also processes
224–226 Cooperative Janitorial Services, Inc.
cloud computing, 154–155 (CJS), 297, 301. See also
collaborative partnerships, 82, 89–90 worker-owned cooperatives
communication devices, 147 accountability sense, 304
Community Blend, 306 becoming member owner, 301
community, defined, 65 creating multidimensional
community engagement ownership sense, 305
connection between fund-raising decisions making process,
and, 70 302–303
attract committed partners, 71 employee satisfaction, and low
focus on capital partnerships, 72 turnover, 303
friend-raising, 71 intrinsic motivation, higher levels,
distributed- leadership model, 303–304
66–67 operations coordinator, and GM
“employees first” approach, 67–68 role, 302
external communities Council on Aging (COA), 198
from clients to first program critical IT project, 126
partners, 68–69 critical path, 204
transforming competitors to cross- functional teams, 266
network partners, 71–72 cumulative frequency, 107
BEP1997
INDEX 319
customer relationship management books providing insight into,

(CRM), 154 289–291
customers, 262–264 Gallup study, in 1990s
external, 262 12-item assessment of
internal, 262 engagement, 282–283, 291
requirement, 264 items of, and connection to
strengths, 282–283
daily cash budgets, 171 strength based approach for,
Danone, 90 280–282
dashboard, 149 StrengthsFinder 2.0 role, 283
data-based decisions, 97–98 employee motivation

data collection, 100–102 intrinsic and extrinsic, 295–296
data management, 148 employee-owned cooperatives, 306
business intelligence (BI), 149 benefits of, 298–299
decision analysis techniques, 108–110 business model, 296
decision-making. See also quantitative CJS, case example, 301–305
data analyses employee/owner perceptions in,
data-based decisions, 97–98 299
decision analysis techniques, less need for supervision, 298
membership share, 297

108–110
decision tree, 108–109 psychological ownership in, 299,
expected value, calculating, 301
109–110 role in board election, 297
expected value for each decision worker/owners, participative
alternative, 109 decision making, 297
decision tree, 108–109 employees
deferral risk, 131–134 development and teamwork, 266
Define, measure, analyze, improve, empowerment of, 265
and control (DMAIC) model, employees first approach, in
268–270 organizations, 67–68
Deloitte & Touche, 152 Employees First, Customers Second
DESIGN stage, 86 (2010), 67
DISCOVER stage, 86–87 Ethics Resource Center (ERC), 49
discretionary effort, 130 executing stage, in project life cycle,
distributed-leadership organizations 220–224
three-part job structure in, 66–67 external customers, 262
dominant quality management external environment, 186–187, 188,
methods, 260–261 190–191
door-to-door selling, 90
Drohan, Mary Jo, 160–161 Facebook, 150
Drucker, Peter, 36–37, 43, 44 facilities infrastructure project, 126
dual goal strategy, defined, 4 faith- based organizations, 58,
167. See also nonprofit
effective innovation process, 87–88 organizations
Eigel Center for Community- family life balance, 131
Engaged Learning, 194 features, of book
The Elements of Great Managing, 289 for nonprofit leaders and
Embrace, 91–92 practitioners, 4–5
employee engagement, 265, 279 Federal reporting Form 990, 34
BEP1997
320 INDEX
financial flows, 172 Health Collaborative, 144. See also

financial function, 171 information technology (IT)
financial statements diabetes checklist for doctor visit,
accounting vs, 171–172 162
balance sheet, 168–169 health goals for living well with
cash budgets, 171–172 diabetes, 158–159
Cash Conversion Cycle (CCC), key learnings, 162–163
172–173 work on diabetes, 160–162
income statement, 169 works for better health care, at
fixed assets, 175 lower costs, 144
Flickr, 150 YourHealthMatters website, 159

for-profit organizations, open high- performance organization,
innovation in, 91 defined, 65–66
The Friars Club of Cincinnati, 10. See high-quality data, defining and
also mission, development collecting, 99–102
creative problem solving workshop, histograms, 106–107
19–20 historical quantitative data, 105
issues faced by, 10–11 Hoff, President, 194
mission statement, ambiguous home care aide training (HCAT)
nature of, 12–13 program, 198, 207–208,

serving at-risk and dis-advantaged 207–210

children, through sports, 10 HR services, 174
strategy workshop, for rethinking human resource management (HRM)
purpose and direction effective, 235
Mind Map, based on stakeholder metrics, or measures, 239–240
interviews, 18 strategic alignment, 236–238
strategic initiatives, 19 human resources (HR), 130
Friedman, Thomas, 144 strategy (see also Xavier
University)
Gallup polls, 111 development and reward
Gallup research, 281 programs, 249–252
Gallup Strengths Center website, 291 effective, 235
Gallup summit on Engagement and onboarding, 243–245
Strengths, 285 performance management,
GAP analysis, brand/mission 245–249
initiatives, helping in pursuit of selection, 241–243
your vision, 27 succession, 252–254
template sample, 25–27 training program, 126
Garbison, Don, 285 hybrid IT consultants, 152
Generally Accepted Accounting hypothermia, 92
Principles (GAAP), 171
Graham, Michael, 193–194 IBM Global Services, 152
graphs, 102–103 implementation risk, 131–134
Greater Cincinnati Health Careers improvement, 84
Collaborative, 209 income statement, 169
Green, Alison, 257 incubator, 92
Growing an Engaged Church, 285 individual capacity, 131
information technology (IT), 143
hardware, 146–147. See also software benefits from, 144–145
Hauser, Jerry, 257 databases, 147–149
BEP1997
INDEX 321
enterprise- wide sets of applications, janitorial services, 174

145 Jannini, Mike, 67
hardware, 146–147 JAVA, 146
IT consultants, 151–153 John XXIII Institute, 63
software, 145–146 challenges, 64
initiating stage, in project life cycle, community engagement
216–218 financial partners contribution,
initiatives management diamond, 88 74–75
innovation first program partners
best practices for, 85 involvement, 74
choices, 88 network partners role, 75–76

closed, 90–92 team partners role, 73–74
creative solutions and, 84 community-organizing phase for
Danone, innovative approach of, 90 programs, 74
defined, 82, 84–85 community pharmacy program,
in for- profit organizations, 89 75
internal processes for, 89 founded in 1961, 64
in modern medicine, 92 four major transitions in, 72–73
nature of, 84 1986 transition, 73–74
in nonprofit organizations, 82 2009-2012 transition, 74–75

open, 90–92 joined Nicaraguan NGOs to form

resources for, 82–83, 87–89 COIME, 75–76
at Support My School, 92–95 key programs
Unilever, innovative approach of, 90 Primero la Vivienda and
unmet needs and, 85 Comunidades Saludables, 73
innovative distribution channel, 90
in-process measures, 99, 269 Kant, Immanuel, 65
examples, 100 Kathman, Sue, 207–209
input devices, 147 KJ Method, 112
insights, 85 Kotter, John P., 43
Interfaith Business Builders, Inc.
(IBB), 297 launch authorization, 87
cooperative Launch Plan Agreement, 87
CJS, launched by, 297, 302–305 leadership responsibilities, 261
Community Blend, 297, 306 Lee, Terry, 42
internal customers, 262 liabilities, 169
internal processes for innovating, 89 LinkedIn, 150
Internet, 149–151 long-term needs, financing of,
based services, 91, 176 174–175
cost savings business model, 151 The Love Your Neighbor Center
Internet 1.0, 150 (C), 30–31. See also
Internet 2.0, 150 responsibilities, of Boards
Internetwork, 150 board’s role in achieving success,
interviews, 111 40–44
ISO frameworks, 259, 261, 268
IT consultants, 151–153 Macintosh operating systems, 146
fixed price contracts, 153 margin for error, 167
hourly rate types of engagements, 153 mean weight, 103
hybrid, 152 median, 103
reason for use of, 151–152 Medicaid, 173
BEP1997
322 INDEX
mental model, 82 National Business Ethics Survey

Mercy Neighborhood Ministries (NBES), 49
(MNM), 198. See also corporate America ethics in
project(s) transition, reported, 49–50
home care aide training (HCAT) economy and technology role in
program, 198 shift, 50
planning and managing projects at, impact on workforce, 51
207–208 National Center for Charitable
responsibility for COA’s regional Statistics, 3
HCAT, 208–210 National Council of Nonprofits, 43
lessons learned, 210 Nayar, Vineet, 67

micro- entrepreneurs, 90 needs, 175–176
Microsoft Excel, 149 Netflix, 11
mission-based organizations, 16 new offerings (products and services),
mission, development 82, 85
assessing relevancy of, and strategy non-cash items, 172
context map template, 20–23 non governmental organizations
and brand alignment, assessment, (NGOs), transparency
24–25 concept, 34
-brand gap analysis, for better Nonprofit Almanac 2012, 3

alignment, 25 503c nonprofit organization, 91

template, and completed sample nonprofit organizations
of, 25–27 building ownership sense, among
critical programs and services, employees
understanding, 7 approaches include, 296
defined, 15, 64 financial and psychological,
guide decision making, 8 298–299
strategic thinking and management intrinsic type of motivation,
framework for, 13–14 300–301
purpose (mission) and participative decision making
destination (vision), 15–16 impact, 299
and strategy functioning together challenges to implement changes, 193
by making mission/vision useful, challenges to values and ethics-
17 driven culture in, 51–53
usefulness, 7–8 community, defining concern for,
mission statement, of organization 63–64
defined, 12 community engagement in (see
Disney case, 16 community engagement)
The Friars Club of Cincinnati, case as community-rich workplaces, 65
study, 10–11 develop and refine mission of, 1–2
as internal alignment tool, 24 distributed- leadership model at,
as set of core values, 9 66–67
Wal-Mart’s mission idea, 15 driven by commitment to
mode, 103 principles or clients, 47
Moore, Stephanie, 285 employee/owner perceptions role,
multinational enterprise (MNE), 299
83 “employees first” approach at,
multivoting, 114–115 67–68
BEP1997
INDEX 323
involving employees to greater employee hiring, orientation,

extent, 300 training, and promotion,
key leadership challenges for, 4 53–54
leading with strategic intent, 13 making clear policies and
purpose/vision focus, 15 expectations, 53
strategic thinking and management role, 55
management framework, prompt action/consistent
13–14 discipline, 55
management shift to risks assessment, 54–55
engagement and strength strong ethics creation and
approach, key resources, maintenance, benefits of,

289–291 50–51
planning and sponsoring projects, values-based, challenges to
2 maintaining, 51–53
profits of, 170 outcome measures, 99, 269
success, virtuous cycle in, 1–2 examples, 100
Board’s role in, 29 output devices, 147
team building, 2–3
topics and skills, for leaders of, 1 Packard, Vance, 68
unethical conduct in, affects on,

Pareto charts, 106–108

49–50 payables deferral period, 173
in the United States of America, payroll services, 174
basic statistics on, 3 Pealer, Jack, 135
value-based culture, challenges to Pearson Foundation, 93
maintaining, 47–48, 51 people management, strength based
similar issues as small businesses, approach. See employee
51–52 engagement
unique issues faced by, 52–53 performance gap, 188
workplace Perl, 146
benefits of, maintaining strong Peter, Tom, 67
ethics culture in, 50–51 Pickering, John, 65
state of ethics at, 48–50 planning stage, in project life cycle,
218–220
offline capabilities, 149 PMBOK® Guide, 214–215
online educational programs, 176 portfolio, defined, 123
open innovation, 90–92 portfolio management, 271
operating cycle of a service- oriented adverse consequence absorption,
agency, 173 131
operating systems, 146 evaluation model, 127–129
operational definition, data element, family life balance/key individual
101 capacity, 131
organizational culture human resources and discretionary
ethics erosion, impact, 50 effort, 130
state of ethics at, 48–50 implementation risk vs deferral risk,
strategies, for ethics and values- analysis of, 131–134
based, 53 leadership task list, 127–129,
communication and trust, two- 130–131, 134
way open, 55 ongoing evaluations, 134–135
BEP1997
324 INDEX
project and initiative analysis, PMBOK ® Guide for, 214–215

126–127 responsibilities by stage, 215–227
project’s value creation capability, proprietary knowledge, 91
analysis of, 129–130 prototypes, 91
resources and consequential Pruitt, Dr. George, 31
impacts, analysis of, 130–131 psychological contract, 193
skills, experience, and behavioral Python, 146
capabilities, 131
at Starfire Council (see Starfire QUALIFY stage, 86–87
Council) qualitative data analyses, 110–115
sustained organizational affinity diagrams, 112–114

commitment, 131 interviews, 111
time, 130 multivoting, 114–115
predecessor activity, 204 surveys, 110–111
Presbyterian churches, 175 quantitative data analyses, 102–105
primary storage, 147 average weight, 103
probability, 104 bar graph, 106
processes charts and graphs, 102–103
analysis and understanding of, 267 decision analysis techniques,
controlling, 267 108–110

cross-functional work, 267 histograms, 106–107

describe and measure, 266–267 mean weight, 103
improvement, 267–270 median, 103
top-down and bottom-up mode, 103
implementation, 271 Pareto charts, 106–108
Procter & Gamble (P&G), 91 trends and patterns, 105–108
project(s) uncertainty measures, 104–105
closing, 207
commitment, 86 rainwater harvesting project, 92
establishment, 86 range, 104–105
execution, 206 Ransohoff, Dr. Daniel J., 41, 45, n.8
initiation, 198–202 READY stage, 86, 87
business case, 200 realizing benefits stage, in project life
milestone schedule with cycle, 226–227
acceptance criteria, 200–201 receivables collection period, 173, 178
project charter for system Redwood Rehabilitation, 214. See also
downtime training project, project(s)
202 barriers faced, 229
risks for, 201 barrier to “quality services,” 218
scope overview, 199–200 guides children and adults, with
stakeholders for, 201 severe disabilities, 214
planning (see also stages in project lessons learned, 229–230
life cycle) planning and executing project,
human resources for, 205–206 229
RACI chart, 206 policy/regulatory requirements, 228
schedule, 203–205 project initiation, 228
work breakdown structure, 203 project selection, 227–228
sponsors, 214–215 (see also stages remodeling, 174
in project life cycle) research and development, 84–85
BEP1997
INDEX 325
research processes, for book creation SIMPL process, 86

conducted pilot survey, 313–314 Six Sigma, 268
focus group created social media and social websites, 150
interrelationship diagraph (ID) society, defined, 65
use, 311–312 Society for Human Resource
literature searches, 311 Management (SHRM),
resources, 82–83 256–257
responsibilities, of boards software, 145–146. See also software
assessing performance, annual vendors
reviews, 33–34 application, 145
chief executive, selection and cloud computing, 154–155

assessment, 32–33 database management, 147
ensuring legal and ethical major releases, 156
responsibility, 32 minor releases, 156
including productive agendas, operating systems, 146
31–32 release for a version upgrade,
mission and purpose determination, 156–157
31 sale representatives, 155–156
monitoring and strengthening, of selecting packages, 153–154
programs, 33 as a service (SaaS), 154

organizational planning, effective, systems, 145–146

32 software vendors, 153–158. See also
providing adequate resources, 32 software
public standing enhancement, 33 contractual relationships with,
recruit and orient new members, 33 157–158
Responsible, Accountable, Consult, customer user groups and, 157
Inform (RACI) chart, 206 staffing management plan, 205
risk, defined, 132 “stage- gate” process, 85
Roadmap to Fundraising Success five- stage stage- gate model, 86
(article), 70 stages in project life cycle
Robert Wood Johnson Foundation, closing, 224–226
158 executing, 220–224
initiating, 216–218
Saath, 94 planning, 218–220
sampling distribution, 105 realizing benefits, 226–227
sanitation facilities in schools, 83 selecting, 216
sanitation facility, 92 stakeholders, 201, 262–264
Sartain, Libby, 257 relationships with customers,
Sawhill, John, 44 263–264
Schroeder-Saulnier, Deborah, 41 satisfaction, 264
scope creep, 199 standard deviation, 104–105
secondary storage, 147 Starfire Council, 125. See also
Seiler, Thomas L., 70 portfolio management
selecting stage, in project life cycle, communication strategy, 137
216 framework of change, 136
service delivery period, 173, 177 Jack Pealer chart, 135
SGR concept, 175 key benefits and lessons learned,
short-term needs, financing of, 138–139
174–175 portfolio management at, 135–138
BEP1997
326 INDEX
provides social opportunities, for mission and vision of, 56–57

disabled people, 125 employees and, 57–58
reconstruction of portfolio, provider of addiction related
137–138 services, 48, 56
risk analysis, 136–137 strategic planning, and values, 58
strategic areas, 85 Tilow, Neil, president of, 57–60
strategic leadership, 261 values, ethics-centered, 57–58
strategic marketing initiative, 126 “whistleblower” system in, 59
Strengths-based leadership, 281, 289 Tapscott, Don, 151
strengths-based leadership, and target customer, 85
engagement, 281. See also Tata Teleservices Limited, 93

employee engagement teamwork, 266
books providing insight into, teleconferencing, 176
289–291 The Hidden Persuaders (1957), 68
CSEC case study, 285–289 time, 130
for employees, and impact on Tönnies, Ferdinand, 65
productivity, 281–282 Toyota’s-dream vision, 15
for projects management, 286 transportation, 174
StrengthsFinder 2.0 role, 283–284 triple bottom line, 89
StrengthsFinder 2.0, 283, 289 TV watching surveys, 111

successor activity, 204 Twitter, 150

Sulabh International, 93 Type II diabetes, control of, 144
Support My School, social initiative.
See also innovation Ulrich, Dave, 257
amenities lacking in schools, 83 uncertainty measures, 104–105
clustered approach, 94 Unilever, 90
garnering support, 93–94 United Way of Greater Cincinnati
grassroots NGOs and, 94 (UWGC), 99. See also
impact quotient, 92–93 decision-making
implementation and project building blocks for a good life, 117
management, 94 development of Agenda for
objectives of, 92 Community Impact, 116–118
organizations supporting, 83 Vision 2010, 117
rate of absenteeism and dropouts in unmet needs and innovation, 85
schools, 83
result of, 95 value-based organizations, 47
surveys, 110–111 values, 89
sustained organizational commitment, values-based culture, at workplace. See
131 also Talbert House
systems software, 145–146 challenges to maintaining, 51
systems theory, 185 strategies implemented, for creating
an ethics and
tactical leadership, 261 communication and trust, two-
Talbert House, 48 way open, 55
challenges faced, 56 employee hiring, orientation,
compensation/employment, and training, and promotion,
values, 58–59 53–54
compliance training, and ethics, 59 making clear policies and
governance approach, 56 expectations, 53
lessons learned, 59–60 management role, 55
BEP1997
INDEX 327
prompt action/consistent worker cooperative model, 296

discipline, 55 worker-owned cooperatives, 300, 306
risks assessment, 54–55 benefits of, 298–299
variance, 104–105 objectives, 296
Vineyard Church, 187 psychological ownership, 301
virtuous cycle, in nonprofit workplace culture. See organizational
organization success, 1–2, culture
314. See also nonprofit work process within an organization,
organizations 99–100
board’s The World is Flat, 144
characteristics, and attributes World Trade Center attacks, 189,

within, 39 191
roles, responsibilities within, World Wide Web, 149–150
29, 39
vision, defined, 15, 64 Xavier University, 184–185, 236
volunteer management, 254–255 core competency model, 237–238
hiring resource guide usage, 242
Wal-Mart, 187 implemented, market-based
Wal-Mart’s mission idea, 15 compensation system,
Walt Disney World, mission 250–252

statement, 16, 24 leadership change implementation
wants, 175–176 at, 193–195
Watanabe, Katsuaki, 15 performance management redesign
Website IT Project, 129 initiative, 247–248
weekly budgets, 171 performance rating scale, 248
Wikinomics, How Mass Collaboration rewards strategy, 251–252
Changes Everything, 151 strategies, supporting employee
Williams, Anthony D., 151 onboarding, 246
Williamson, David, 44 companion program, 244
Windows Vista, 146 Manresa and AFMIX, 245
Windows XP, 146 succession planning process,
Wolf, Mary Lou, 208–209 252–254
work breakdown structure (WBS),
203 Yet2.com, 91

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BEP1997

Distributed by The Case Centre North America Rest of the world

Achieving Success in Nonproﬁt Organizations

First published in 2014 by

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ISBN-13: 978-1-60649-728-9 (paperback)

Business Expert Press Strategic Management Collection

Collection ISSN: 2150-9611 (print)

Cover and interior design by Exeter Premedia Services Private Ltd,

First edition: 2014

Printed in the United States of America.

We dedicate this book to our good friend and late colleague

We also dedicate this book to our families who have

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ment questions, and summaries of key concepts.

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Section 1: Living the Mission ........................................................... 7

Chapter 3 Noses In, Fingers Out: The Board’s Role in

Chapter 4 Walking the Talk: Serving Stakeholders with Ethics,

Chapter 5 Community Engagement ..............................................63

Section 2: Making Good Decisions ................................................ 79

Chapter 7 Making Good Decisions Using Data .............................97

Chapter 8 Portfolio Management .................................................123

Chapter 9 Leveraging Information Technology ............................143

Section 3: Getting Things Done ................................................... 165

Chapter 11 Change Management...................................................183

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Chapter 12 Planning and Managing Projects More Effectively .......197

Chapter 13 Sponsoring Projects .....................................................213

Section 4: Developing Your Team ................................................. 233

Chapter 15 Total Quality: Integrating Customer, Employee,

Chapter 16 A Strengths-Based Approach for Managing

Chapter 17 Creating a Sense of Employee Ownership:

Concluding Comments ........................................................................309

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3.2 Sectors of board member involvement .....................................35

3.3 Results when all parties do their jobs........................................39

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12.3 Project schedule for house repair project ................................205

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10.2 Typical income statement ......................................................169

11.1 Relationship of sources of change to internal roles

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tion, procurement, and quality assurance. He published widely including

Our Research Process

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10 active participants who ranged from executive directors, board mem-

bers, volunteers, and a retired CEO of United Way of Greater Cincinnati.

312 OUR RESEARCH PROCESS

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8 in, 3 out 3 in, 6 out

Figure A.1 Cause and effect relationships in nonproﬁt success

OUR RESEARCH PROCESS 313

Table A.1 Individual items receiving multiple votes in focus group

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4—Superior performance and efﬁciency assessed relative to mission

• Living the Mission

314 OUR RESEARCH PROCESS

These four factors form what we termed a “Virtuous Cycle in Nonprofit

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OUR RESEARCH PROCESS 315

Rowe, W. G., & Conway Dato-On, M. (2013). Introduction to nonprofit