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Non-profit representatives packed the Red Brick Center for the Arts March 12 during a public forum held by the Aspen Community Foundation. Talk centered on three major issues: Long term strategic plans, the role of board directors and the potential for inter-organizational collaboration.
That the meeting was simply convened speaks to the hard times non-profit organizations are currently facing, but the tone was optimistic: Instead of competitors vying for the same donation pool, the groups came together as passengers aboard the same rocking boat, looking for synergy.
The many facets of planning strategically
Strategic plans, or the process of defining an organization’s direction and allocating resources to pursue the strategy, is becoming more and more crucial to a non-profit’s success.
By a show of hands, about 20 percent of the groups present were seriously concerned about staying financially viable through the end of the year.
Projecting donations and revenue and crafting a budget in response is one aspect of a strategic plan, but Paul Kovach, executive director of Executive Service Corps of Colorado Mountain College, said he has seen many non-profits who didn’t plan for the worst re-do their budget late in the year. The Executive Service Corps is a consultant group that helps non-profits improve organization, fundraising and long-term planning.
Spellbinders, a group that trains storytellers, has recently finished its strategic plan. “I recommend that every non-profit has one,” said Al Dietsch, executive director.
Plans can probe the ways non-profit groups get their money, a issue Aspen Film is analyzing. “We’re looking at how to convert a greater percentage of revenue into earned income, versus contributed,” said Executive Director Laura Thielen. Many representatives were eager to explore ways to get what they do pay for what they do.
Another issue strategic plans would consider is the value of fundraising events, which demand a great deal of time and energy, said Aspen Youth Center Executive Director Sarah Visnic. That effort could be channeled towards the mission of the organization, instead of party planning, she suggested. “It would be so nice if people would just write a check because they care about the cause,” Visnic sighed.
Events may be draining for staff members, but are a great draw for community members.
“We do the Chocolate Classic every year,” said Peg McGavock, executive director of Response. “I hate it, but the community loves it. It keeps our name out there, and helps educate the community about what we do. You do an event to get your message out there.”
Bob Wade, who sits on the board for the Independence Pass Foundation, talked about one of their major events, Ride the Pass. “It’s not a great revenue producer, but it does engage the board and makes people aware of something they might not know about otherwise. Events can be more than just revenue streams; they have other benefits.” For example, when bikers search for sponsors, they have to learn about the organization to craft their spiel.
Events also help generate lists of potential donors, pointed out moderator Jake Mascotte. He suggested possibly using a joint event planner to maintain beloved traditions while reliving stress on individual groups and their meager staff.
Without an appealing strategic plan, many argued during the meeting, organizations can’t successfully recruit directors to sit on their boards.
Jayne Poss of Raising a Reader shared that her group recently completed a strategic plan and is now looking for new board members. “A strategic plan is important for directors to see what the organization’s goals and objectives are. If (the directors) have a passion for the mission, they’re more likely to join,” Poss explained. “It’s a very important, very powerful tool.”
Engaging the Board of Directors
A director is anyone who is a volunteer and vested with fiduciary responsibility, moderator Mascotte defined.
By a show of hands, two-thirds of the present groups currently have directors on whom they rely to raise funds. Directors for Voices for Tomorrow, for example, are each responsible for raising $2,000, according to Piper Foster, a board member herself. These people are vital to non-profit organizations.
Yet there often seems to be a disconnect between the board and staff. “It’s fascinating what the board of directors doesn’t know about your organization,” said Ginni Galicinao, senior development officer for the Rocky Mountain Institute. “What we need to do is educate them and get them engaged.”
Jake Mascotte voiced a motto for board members: “Give, get or get off,” stressing the critical role directors play in raising funds.
Galicinao also pointed out that many board members are passionate about the mission, but uncomfortable asking others for contributions. “As staff of non-profits who are comfortable with fundraising, it’s our role to help them feel comfortable,” she stated.
Jeffrey George, managing director for Theater Aspen, explained how important it is to tout your organization’s various accomplishments. If an actor you are collaborating with won a Tony award, your board should know. If a student you work with was accepted to a prestigious university, your board should know.
Key to success is collaboration
Perhaps the most concrete point of action that came out of the meeting was the need to collaborate. The Aspen Writers’ Foundation recent merge with the Aspen Institute exemplifies a collaborative effort that more and more non-profit organizations are embracing.
On Feb. 11, the board of the Aspen Writers’ Foundation voted to become a program of the Aspen Institute. The Foundation will retain its staff and board of directors, will still be responsible for raising funds and their programs will remain intact. By joining forces, however, the Foundation is now an arm of the preeminent Aspen Institute, and consequently has an exceedingly long reach.
Raising a Reader’s Jayne Poss suggested drafting a list of non-profits by category so groups can see what similar organizations are available to partner with. Groups can share valuable resources, such as mailing lists, to disseminate their message to a larger pool of people.
Yet George of Theater Aspen stressed the importance of broadening collaborative efforts and working with groups that offer different services. “It’s time to cross-pollinate with dissimilar groups,” he asserted.
Theater Aspen is working with the Aspen Camp of the Deaf and Hard of Hearing, recruiting interpreters and inviting the campers to performances. Also invited to the productions are students of English in Action, another partnership.
GrassRoots TV urged organizations to take advantage of the free local media, reminding the room of their Free Range Forum, a community bulletin board open for all local non-profits.
Collaborations should not be limited to within the non-profit world, said Andrew Cole of the Aspen Valley Ski Club. For-profit business can make excellent partners as well. “Business isn’t bad for everyone,” he said. “Look at where you have contacts or opportunities to go to a market that is doing well.” He suggested crafting a list of local business who are keeping their heads above water, and who might be willing to donate.
It doesn’t have to be a give-take relationship, several representative argued. In exchange for contributions, non-profit organizations can offer businesses unique marketing opportunities that would ultimately help their bottom line.
Attendees discussed the various barriers to possible collaborations. One concern was retaining autonomy and not compromising an organization’s identity, said Paige Price, artistic director of Theater Aspen.
Another problem is simply time. “Collaboration is great in theory, but in practice it’s challenging,” said Kip Hubbard, deputy director of the Aspen Historical Society. “It takes real commitment. Getting everyone involved is the hardest part.” His concerns were seconded by many.
To mitigate the issue of time, the Aspen Community Foundation expressed a willingness to create a chatroom for non-profit groups to discuss potential problems and partnerships online. A survey will be sent out this week to determine “what non-profits want and how they want it served up,” said Deborah Fanburg, donor relations officer for the Aspen Community Foundation. “The idea was to act and be responsive” to what was discussed during the forum, she said.
The issue of competition was inevitably brought up. There is a finite pot of donations in the area, and organizations are bound to face the question: Do we keep our list of donors secret or extend a helping hand? The overwhelming response in the room was to drop the word competitor. Nearly all were in favor of joining hands.
“The 200 - 300 non-profits in the area are talked about as threatening,” said Christine Nolen, board member of the Aspen Valley Ski Club. “But what that means on the flip side is a remarkable economic engine,” given the fact that non-profits employ hundreds of locals and generate revenue for local business. “We are an important aspect of the economic stratum.” She encouraged groups to capitalize on their powerful role in the community.
National legislature is another element binding these non-profit organizations together. The White House has suggested capping itemized deductions for wealthy taxpayers, which would mean donors previously in the 33 percent or 35 percent tax bracket would only be able to realize deductions at 28 percent. The proposed law would go into effect 2011.
Although some felt the lower deduction rate for charitable contributions will not scare off donors, Paige Price suggested banning together to write a letter to Washington in a show of combined strength.
“The stage is set for us to have a dramatic impact,” said Mark Cole of AVSC. “The challenges that we face can be privileges for us.”
Ashlee Fairey’s e-mail address is afairey@snowmasssun.com
That the meeting was simply convened speaks to the hard times non-profit organizations are currently facing, but the tone was optimistic: Instead of competitors vying for the same donation pool, the groups came together as passengers aboard the same rocking boat, looking for synergy.
The many facets of planning strategically
Strategic plans, or the process of defining an organization’s direction and allocating resources to pursue the strategy, is becoming more and more crucial to a non-profit’s success.
By a show of hands, about 20 percent of the groups present were seriously concerned about staying financially viable through the end of the year.
Projecting donations and revenue and crafting a budget in response is one aspect of a strategic plan, but Paul Kovach, executive director of Executive Service Corps of Colorado Mountain College, said he has seen many non-profits who didn’t plan for the worst re-do their budget late in the year. The Executive Service Corps is a consultant group that helps non-profits improve organization, fundraising and long-term planning.
Spellbinders, a group that trains storytellers, has recently finished its strategic plan. “I recommend that every non-profit has one,” said Al Dietsch, executive director.
Plans can probe the ways non-profit groups get their money, a issue Aspen Film is analyzing. “We’re looking at how to convert a greater percentage of revenue into earned income, versus contributed,” said Executive Director Laura Thielen. Many representatives were eager to explore ways to get what they do pay for what they do.
Another issue strategic plans would consider is the value of fundraising events, which demand a great deal of time and energy, said Aspen Youth Center Executive Director Sarah Visnic. That effort could be channeled towards the mission of the organization, instead of party planning, she suggested. “It would be so nice if people would just write a check because they care about the cause,” Visnic sighed.
Events may be draining for staff members, but are a great draw for community members.
“We do the Chocolate Classic every year,” said Peg McGavock, executive director of Response. “I hate it, but the community loves it. It keeps our name out there, and helps educate the community about what we do. You do an event to get your message out there.”
Bob Wade, who sits on the board for the Independence Pass Foundation, talked about one of their major events, Ride the Pass. “It’s not a great revenue producer, but it does engage the board and makes people aware of something they might not know about otherwise. Events can be more than just revenue streams; they have other benefits.” For example, when bikers search for sponsors, they have to learn about the organization to craft their spiel.
Events also help generate lists of potential donors, pointed out moderator Jake Mascotte. He suggested possibly using a joint event planner to maintain beloved traditions while reliving stress on individual groups and their meager staff.
Without an appealing strategic plan, many argued during the meeting, organizations can’t successfully recruit directors to sit on their boards.
Jayne Poss of Raising a Reader shared that her group recently completed a strategic plan and is now looking for new board members. “A strategic plan is important for directors to see what the organization’s goals and objectives are. If (the directors) have a passion for the mission, they’re more likely to join,” Poss explained. “It’s a very important, very powerful tool.”
Engaging the Board of Directors
A director is anyone who is a volunteer and vested with fiduciary responsibility, moderator Mascotte defined.
By a show of hands, two-thirds of the present groups currently have directors on whom they rely to raise funds. Directors for Voices for Tomorrow, for example, are each responsible for raising $2,000, according to Piper Foster, a board member herself. These people are vital to non-profit organizations.
Yet there often seems to be a disconnect between the board and staff. “It’s fascinating what the board of directors doesn’t know about your organization,” said Ginni Galicinao, senior development officer for the Rocky Mountain Institute. “What we need to do is educate them and get them engaged.”
Jake Mascotte voiced a motto for board members: “Give, get or get off,” stressing the critical role directors play in raising funds.
Galicinao also pointed out that many board members are passionate about the mission, but uncomfortable asking others for contributions. “As staff of non-profits who are comfortable with fundraising, it’s our role to help them feel comfortable,” she stated.
Jeffrey George, managing director for Theater Aspen, explained how important it is to tout your organization’s various accomplishments. If an actor you are collaborating with won a Tony award, your board should know. If a student you work with was accepted to a prestigious university, your board should know.
Key to success is collaboration
Perhaps the most concrete point of action that came out of the meeting was the need to collaborate. The Aspen Writers’ Foundation recent merge with the Aspen Institute exemplifies a collaborative effort that more and more non-profit organizations are embracing.
On Feb. 11, the board of the Aspen Writers’ Foundation voted to become a program of the Aspen Institute. The Foundation will retain its staff and board of directors, will still be responsible for raising funds and their programs will remain intact. By joining forces, however, the Foundation is now an arm of the preeminent Aspen Institute, and consequently has an exceedingly long reach.
Raising a Reader’s Jayne Poss suggested drafting a list of non-profits by category so groups can see what similar organizations are available to partner with. Groups can share valuable resources, such as mailing lists, to disseminate their message to a larger pool of people.
Yet George of Theater Aspen stressed the importance of broadening collaborative efforts and working with groups that offer different services. “It’s time to cross-pollinate with dissimilar groups,” he asserted.
Theater Aspen is working with the Aspen Camp of the Deaf and Hard of Hearing, recruiting interpreters and inviting the campers to performances. Also invited to the productions are students of English in Action, another partnership.
GrassRoots TV urged organizations to take advantage of the free local media, reminding the room of their Free Range Forum, a community bulletin board open for all local non-profits.
Collaborations should not be limited to within the non-profit world, said Andrew Cole of the Aspen Valley Ski Club. For-profit business can make excellent partners as well. “Business isn’t bad for everyone,” he said. “Look at where you have contacts or opportunities to go to a market that is doing well.” He suggested crafting a list of local business who are keeping their heads above water, and who might be willing to donate.
It doesn’t have to be a give-take relationship, several representative argued. In exchange for contributions, non-profit organizations can offer businesses unique marketing opportunities that would ultimately help their bottom line.
Attendees discussed the various barriers to possible collaborations. One concern was retaining autonomy and not compromising an organization’s identity, said Paige Price, artistic director of Theater Aspen.
Another problem is simply time. “Collaboration is great in theory, but in practice it’s challenging,” said Kip Hubbard, deputy director of the Aspen Historical Society. “It takes real commitment. Getting everyone involved is the hardest part.” His concerns were seconded by many.
To mitigate the issue of time, the Aspen Community Foundation expressed a willingness to create a chatroom for non-profit groups to discuss potential problems and partnerships online. A survey will be sent out this week to determine “what non-profits want and how they want it served up,” said Deborah Fanburg, donor relations officer for the Aspen Community Foundation. “The idea was to act and be responsive” to what was discussed during the forum, she said.
The issue of competition was inevitably brought up. There is a finite pot of donations in the area, and organizations are bound to face the question: Do we keep our list of donors secret or extend a helping hand? The overwhelming response in the room was to drop the word competitor. Nearly all were in favor of joining hands.
“The 200 - 300 non-profits in the area are talked about as threatening,” said Christine Nolen, board member of the Aspen Valley Ski Club. “But what that means on the flip side is a remarkable economic engine,” given the fact that non-profits employ hundreds of locals and generate revenue for local business. “We are an important aspect of the economic stratum.” She encouraged groups to capitalize on their powerful role in the community.
National legislature is another element binding these non-profit organizations together. The White House has suggested capping itemized deductions for wealthy taxpayers, which would mean donors previously in the 33 percent or 35 percent tax bracket would only be able to realize deductions at 28 percent. The proposed law would go into effect 2011.
Although some felt the lower deduction rate for charitable contributions will not scare off donors, Paige Price suggested banning together to write a letter to Washington in a show of combined strength.
“The stage is set for us to have a dramatic impact,” said Mark Cole of AVSC. “The challenges that we face can be privileges for us.”
Ashlee Fairey’s e-mail address is afairey@snowmasssun.com
