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Valerie F. Leonard
Expert, Community and Organizational Development
Community Needs
Assessment
Look at the community through the lens of the
type of program youre thinking of developing
Review trends, news stories, statistics, issues,
organizations that are already providing the
service, quality of the service, gaps
Guiding Questions
Given your research, is your organization
necessary? What services will you
provide? How can you differentiate
yourself from the masses? What resources
will you need?
Board Members
Duty of Loyalty
Duty of Care
Responsible for the strategic direction of the
organization
Set policies, budgets
Manage the Executive Director
Tips:
Diversify skill sets, ie, financial, legal, program
development, marketing, etc.
Choose people who are committed to the cause,
and will put in the time, donate/raise money and
do homework between meetings.
Do not select family members or people that have
potential conflicts of interest
Develop Bylaws
By-Laws, Defined: Rules that govern the manner
in which a corporation conducts its business, or
makes decisions
Must be consistent with the state code in which
the organization is located
Organizational Structure
Ongoing Board Development
Strategic Planning
Program Development
Proposal Writing and Fundraising
Marketing and Communications
Human Resources
IT
Legal
Financial Management
Volunteer Management
Operations and Administration
Compliance
Program Evaluation
Performance Management
Risk Management and Insurance
Lessons Learned
Focus on compliance first
Develop strategic plans and programs that are
community-driven, taking into account stakeholder input
Transparency and accountability can enhance program
operations as well as the ability to attract volunteers and
funding
Lessons Learned
Maintain open and honest communications at all levels
Being a nonprofit doesnt mean you dont make money
or cannot be entrepreneurial
Plan for program evaluation and performance
management while youre developing programs
Organizations go through growth stages, and different
leaders and strategies may emerge over time
Develop a Strong
Program Logic Model
Goals and Objectives
Inputs
Macro
Big Picture
Policy
National
Micro
Local
Community,
Organization
Clients
Situation
Analysis
Who We
Reach
Target Market
What We Invest
Money
Staff Time
Equipment
Supplies
What We Do
Programs
Services
What We
Acquire
Additional Staff
Expertise
Training
Outputs
Ongoing Evaluation
*Adapted from the University of Wisconsin Extension Program Action Model
Outcomes
How will our
clients or
community
be impacted
by our work?
Short Term
Intermediate
Long Term
Sample Mentoring
Program Logic Model
Goal:
Reduce the rate of recidivism among clients in Second Chance Act-funded programs by 50% over the next 5 years
Situation Analysis
Inputs
Outputs
Outcomes
Indicators: # clients
remaining employed
18,377 inmates were
released to Cook County in
2001. 15,488 (84.3 percent)
were released to the city of
Chicago.
Provide professional
development opportunities
for staff; develop pre-release
orientation and learning
opportunities for prisoners.
Evaluation:
What is the power of the mentorship model to reduce recidivism? Utilize data from intake process, and other
program documents to conduct ongoing program assessment and quality improvement. Hire outside evaluator to provide
evidence-based program evaluation.
Job Placement
Intake
Mentoring
Case
Management
Job Training
Follow Up
Questions?
Questions regarding this presentation may be addressed to
Valerie F. Leonard
Expert, Community and Organizational Development
Consulting@Valeriefleonard.com
773-571-3886
Visit: http://Valeriefleonard.com
Follow: @Valeriefleonard.com on Twitter