"Pivot the Nonprofit Sector” Create a plan when disruption hits and align your teams on a pathway forward! AFP NEO
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"Pivot the Nonprofit Sector”
Create a plan when disruption hits and align your teams on a pathway forward!
AFP NEO
Crisis &
Disruption
1
Agenda
I. Pivot Plan Overview
II. Five Key Gears
III. Seven-Day Timeline
IV. Roadmap & Promise
V. Q&A
2
Meet The Presenters
3
S T E V E N
F I E L D S , M M C Of Counsel
M I K E S C H M I D T , C F R E
EVP & Partner
G R E T C H E N C O L O N
MBA, CFRE
Senior Consultant
D A W N R O B I N S O N
Senior Consultant
M I C H E L L E C R A M E R
CFRE, AFP Master
Trainer
President & CEO
Pivot Plan™ is a fully-integrated
roadmap to help nonprofits shift
their strategies and develop
mission-driven goals during times
of disruption.
4
Five Key Gears
5
Programs & Services
Dawn Robinson
6
Programs & Services
7
Program Design &
Implementation
• What’s working?
• What were you
planning to add or
change?
• What had to change
or be added as a
result of COVID-19?
8
• Review all your programs now
• Plan for the new normal
• Focus on Mission Fulfillment
Program Measurement
9
Pivot Assessment
Positives
What is
working
really well?
P I V O TIssues
What is
dragging
the area
down?
Vetoes
What needs
to stop?
Opportunities
What new
strategies could
be tried?
Transformational
Ideas
What are some big,
bold ideas that
surfaced?
10
Issues
Vetoes
I
V
O Opportunities
T Transformational Ideas
Pivot Goal
Pivot Goal
PositivesP
Pivot Assessment
Programs & Services
11
Finance
12
Steven Fields
Financial Review
Transparent Financial
Outlook
Make current all financials,
and develop financial
outlook to use for making
decisions
Financial Forecast
Project multiple scenarios,
compare actual vs. budgeted
frequently and adjust as
needed
General Financial
Guidelines
Keep financials current,
communicate position,
leverage your expertise
(board, banker, et al), and
view as what is needed to
fulfill your mission 13
Analyze impact on current revenue, identify potential new
revenue streams- forecast to the “new normal”
Revenues
Strategically review all positions, identify responsibility shifts
in lieu furloughs/layoffs, leverage payroll provider counsel on
options
.
Employee Expenses
Analyze all expenses, cut non essential expenses, work with
vendors on expense reduction/deferral
Non Employee Expenses
Decision Making
14
Issues
Vetoes
I
V
O Opportunities
T Transformational Ideas
Pivot Goal
Pivot Goal
PositivityP
Pivot Assessment
Finance
15
Mike Schmidt
Fundraising & Revenue
16
Relationships are critical!Vital to engage your base, share
news and updates, talk about your
process and goals. Engage the
program team and other staff for
stories of how your organizations is
impacting others.
Fundraising & Revenue
17
Relook at your database• 30 vs. 3,000
• Comb through for past board
members, lapsed donors,
vendors, foundations, etc.
• For outreach utilize staff, board,
and volunteers
Transactional Fundraising 18
Calls to Action
Fundraising & Revenue
19
EvaluateWhat tactics do we use?It is a great time to re-evaluate what is
working. If you were launching a new
organization, how would you structure the
fundraising program?
Issues
Vetoes
I
V
O Opportunities
T Transformational Ideas
Pivot Goal
Pivot Goal
PositivityP Fundraising
Pivot Assessment
20
Gretchen Colon
Marketing & Communications
21
Website Analytics
Social Media Engagement
Phone Conversations
Past & Future Messages
Metrics &
Message
22
Marketing & Communications
Communications
about change of
service methods
Increase
communications about
significant need
23
Design & Compile Digital Resources
Provide text message communications to help childcare providers & parents
Innovate
24
Issues
Vetoes
I
V
O Opportunities
T Transformational Ideas
Pivot Goal
Pivot Goal
PositivityPMarketing & Communications
Pivot Assessment
25
Michelle Cramer
Leadership
26
Role of CEO/ED
Share Roadmap with Board
President & Launch Plan
Lead Virtual Retreat &
Create Roadmap
Engage Management Team & All
Staff
(Survey or Conversations)
Lead, Inspire & Drive Process
27
CEO/ED meets with Management Team to review the Pivot Plan™ process & deliverables
Days 1 & 2: Planning 7-Day Pivot Plan™ Timeline
CEO/ED shares Pivot Plan™ Roadmap with Board Chair, and Pivot Plan™ Launches Forward
Day 7: Share & Launch
Day 6: Virtual/In-Person Retreat
Management Team members meet with their staff, conduct Pivot Assessment & Identifies Top Two Pivot Goals
Days 3, 4 & 5: Assessment & Goals
Conduct Pivot Planning Virtual Retreat, Create Roadmap & Sign Pivot Promise
Daily:30-minute Pivot Huddle with Management Team to ensure communication, collaboration, accountability and forward-momentum
28
Finance Fundraising Marketing &
Communications
Daily 30-Minute Pivot Huddles
Leadership
MISSION FULFILLMENT Leadership & Management Team Members sync Top Pivot Goals to ensure focus & alignment
Programs &
Services
Pivot Plan™ Roadmap
29
Top Pivot Goals Top Pivot Goals Top Pivot Goals Top Pivot Goals Top Pivot Goals
• Creates a cohesive plan forward, past disruption
• Aligns the five gears on mission fulfillment
• Serves as a tool for Board members to use for cultivation
• Engages & educates stakeholders
Breaks down silos and builds a culture
of collaboration & true sense of team!
Benefits
30
I promise to champion the development of a Pivot
Plan™ for my organization. I believe the Plan is
critical to our organization’s future, and will help
build a stronger culture of collaboration.
After the Plan is finalized, I will commit to
participating daily in 30-minute Pivot Huddles with
members of the Management Team to ensure the Plan moves forward and fulfills our mission.
Pivot Plan™ Promise
Name: _________________________ Date___________
31
31
Participant ToolsWebinar Training & Deck
Pivot Plan Workbook
Network of Peers Committed to
Pivoting Their Organization
32
Thank You!
Cramer & Associates
18 S. High Street
Dublin, Ohio 43017
614.766.4483
CramerPhilanthropy.com
We want you to be successful in
creating your Pivot Plan. Should you
have questions or need help, please
feel free to contact us.
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