The Foraker Group

Perhaps the best way to show how partnerships trump competition is our own Foraker story. When The Foraker Group was founded, we were concerned that other professionals who supported nonprofits would perceive us as having an unfair competitive advantage because of our tax status or our relationships with funders. But the job of building capacity for nonprofits is a big job in Alaska and we knew from the start that we could not do this work alone. Early in our development, our board and staff looked for the right balance in relation to other providers. One of our values is collaboration, and we knew we had to walk the talk. We decided never to respond to a proposal for work where we intentionally would compete with our colleagues. Our approach… Read more »

Inevitably, when nonprofit leaders talk about partnerships, someone brings up the notion of competition. They may say that partnering is great, but even nonprofits have to look out for competitors if they want to be sustainable. Three of the four factors of nonprofit sustainability – focus, right people, and unrestricted funds – are arguably the same as those needed in the for-profit world. Yet while many “best practices” in that universe make sense in the nonprofit sector, one major difference exists – in the need to compete. In the for-profit realm, consumers can benefit from competition. In the nonprofit sector, competition, especially between organizations with a similar purpose, can have a negative impact on the consumer as well as on the nonprofit’s relationships with partners and funders. Conversely, partnerships can… Read more »

Collaboration requires that each organization engage with thought and intent, understanding the risks and increasing trust as it moves toward more formal partnerships and beyond. Leaders who engage in collaboration understand that the true objective is not to serve a community by combining two or more organizations. Instead, it is to truly redefine the conversation in an effort to achieve greater good. The form of partnership then simply is determined by the legal construct that best serves the good. Another way to view the options for partnerships is found in the 1997 study Beyond Collaboration: Strategic Restructuring of Nonprofit Organizations by David La Piana in cooperation with the James Irvine Foundation and the National Center for Nonprofit Boards. It outlines four options that nonprofits could consider when thinking about engaging… Read more »

The myth of the self-made person suggests that one who is competent can succeed alone. The fact is, we depend on each other to survive. Try to identify someone who became a success on his or her own. It’s not easy to do. Alaska Native people, for example, have survived in often unforgiving environments for more than ten thousand years. Their resiliency, in large part, can be attributed to their ability to depend on each other. With this awareness we know that working together, collaborating, having partners is not the nice thing to do – it is what must be done to survive. For an organization to become sustainable, it must form partnerships with other organizations and individuals. The nonprofit sector engages people who work together to improve their community…. Read more »

Collaborations in their most elementary form can be as simple as connecting and sharing with colleagues. Deeper partnerships develop when nonprofits share resources or enter into joint ventures. Examples are as varied as the nonprofit sector and can include sharing equipment and meeting facilities, or assisting in another’s project. These joint ventures have substance and rely primarily on aligned purpose, values, and outcomes. The Tides Center has become a leader in helping nonprofits look at ways to share resources. As collaborations become more complex, they also become more formal. When organizations work together under legal agreements, or decide to create a new organization to coordinate their efforts, partnerships can have an even more substantial and lasting impact. The key ingredient to partnerships at any level is to have staff and… Read more »

Here is a list of tools that can help you determine whether or not you are taking care of the people – both board and staff – in your organization. A board development standing committee that meets regularly and focuses on strategic recruitment and retention based on the core purpose, core values and goals of the organization. A board recruitment matrix that is specific to your organization and rooted in core values and strategic goals and that’s driving the organization into the future. This matrix should include more than just skills and demographics. An articulated values-based process for hiring, firing, and evaluating every staff member. Written job descriptions for board members, board officers, and existing committees that are used for both recruitment and retention. These documents are likely to be… Read more »

Over the years, I have developed a series of questions that are critical to engaging the board and staff in meaningful dialog. Here’s my list: What promotes or inhibits board effectiveness in the organization? How does the time the CEO spends on the board relationship foster the desired outcome? What is the board/staff process to use core values in all levels of staff hiring and board recruitment? What is the process to ensure that the board annually evaluates the CEO? How do the board, officers, and committee chair job descriptions focus on accountability, trust and communication? What are some ways the organization can ensure that all hiring and board recruitment is focused on core values in the selection process? What are some ways the board development committee can focus on… Read more »

Making the relationship between board, executive, and staff work is a joint responsibility. Board and CEO both must seek a relationship that honors the organization’s values, purpose, and culture. There are several key questions that should be regularly addressed between the board and the CEO. First, is the board consistent in how much it delegates to the CEO? Does the board provide clear directions, expectations, and feedback? Next, have the board and the CEO adequately looked at succession and developed a plan of action to follow if the CEO were to leave unexpectedly? A succession plan is critical since no organization can be sustained without a CEO and no board should try to manage staff other than the CEO. At meetings, does the board or the staff do most of… Read more »

Each year the Association of Fundraising Professionals Alaska Chapter honors individuals and organizations that have given themselves as well as nurtured philanthropy in others. Those receiving recognition today — the 2013 Philanthropy Day — include: Outstanding Corporation in Philanthropy – Era Alaska Outstanding Small Business in Philanthropy – Snow City Café Outstanding Philanthropist – Eric McCallum and Robin Smith Outstanding Volunteer in Philanthropy – E. Jean Kaufman Outstanding Youth in Philanthropy Sarah Mixsell Brooke McPheters (posthumous award) Outstanding Professional in Philanthropy – Joanne Phillips-Nutter Eugene R. Wilson Award – Joseph E. Usibelli and Peggy Shumaker Please congratulate this year’s award recipients and thank them for all they do for the sector in Alaska…. Read more »

The Foraker Group has been busy over the past months working with organizations in crisis. Most had been strong nonprofits – all were providing services important to a large number of constituents. Now, they needed help. Unfortunately, they are not alone.Three years ago the last Foraker nonprofit economic study identified trends the sector could expect in the near future. From the data we found that probably too many nonprofits existed in Alaska. As a result, we predicted “the crash of the herd.” And because of shifting government funding priorities, we predicted a “funding crisis” was on the horizon. What’s the status now? Read Dennis’s latest newsletter to learn more…. Read more »