In episode 23 of Mission: Impact, some of the topics that Carol and her guest, Elizabeth Engel discussed include:
Elizabeth Weaver Engel, M.A., CAE, is Chief Strategist at Spark Consulting. For more than twenty years, Elizabeth has helped associations grow in membership, marketing, communications, public presence, and especially revenue, which is what Spark is all about. She speaks and writes frequently on a variety of topics in association management. When she's not helping associations grow, Elizabeth loves to dance, listen to live music, cook, and garden.
Important Guest Links:
Carol Hamilton: Welcome to Mission Impact, the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
My guest today is Elizabeth Weaver Engel. Elizabeth is Chief Strategist at Spark Consulting where she helps associations grow. Elizabeth periodically writes white papers on topics of interest to association staff and board members. These white papers go in depth and provide interesting and actionable insights on the topics she explores. On this episode, Elizabeth and I delve into the topic of digital transformation, the focus of her upcoming white paper that she co-wrote with Maddie Grant. In our conversation we explore what digital transformation is and why it is important to associations. We also talk about some of the key differences between associations and for profit companies that most of the literature to date about digital transformation has focused on and the implications of those differences.
Welcome Elizabeth. It's great to have you on the podcast today.
Elizabeth Engel: Thank you so much, Caroline. We're very happy to be here. So
Carol: I'd like to start out with the question. What, what drew you to the work that you do? What would you say motivates you or what's your, why?
Elizabeth: You mean, like in the, in the largest sense of why, why do I work in associations? You're why am I in the nonprofit space? It goes back to when I was in graduate school. So initially I'd gone to graduate school at the University of Virginia. I was studying political theory. I was intending to be a professor of political theory. That's not really a job that exists anymore. Even back then that did that job didn't really exist anymore. Even 25 years. And so, when I, when I decided to bail out of the PhD program and do the terminal masters and I was graduating, and then I was like, okay, well now what and we were living in Charlottesville, which is lovely, but small lot of overeducated people running around there who don't want to leave. I was one of them And so I started looking for work in DC, the first interviews, God we're with for-profit companies. And I realized pretty quickly that I just could not bring myself to care about making the widget 5 cents cheaper than the other guy and selling it for 5 cents. More like I just. Did not care about that. And so I thought, okay, well, clearly non-profit industry is, is for me. And I started applying only for nonprofit jobs. Got my first job. I was applying both in sort of fundraising calls, oriented organizations and associations, got my first job working in an association, my first capital R capital J Real Job and never looked back.
Carol: It's so funny that you talked about being a professor and I sounds like you got a little further along that path than I did, but that was definitely my idea in college that I would be a history professor, but then I was working on my my final project not a dissertation, cause it was just a BA I don't know the big paper that I had to write at the end of my, at end of end of my degree. And I was doing some research in the library, in the big central library in Philadelphia. And reading these old magazines ‘cause I was doing a project on basically how women were being told how to be mothers advice to mothers at the turn of the century Germany. So I was reading women's magazines from the turn of the century Germany. I realized that I was, I had a mad dust allergy. So I was like, clearly my life's work needs to not be in archives. That's going to be a real problem. Yes. Yes. So, so being a professor, being a history professor was not, not going to be what I was going to be doing. So I had to figure it, figure out something else. And I did. My first job was with a for-profit company and it was When I helped out w w when, when, of course it was all clients, all comers, we were helping people get on talk shows and it was after that, there was like, no, if I'm going to be promoting things, if I'm going to be publicizing, if I'm going to be moving some cause forward, you know I want to have it be something that I believe in. So that's when I made the shift to the nonprofit sector. Yeah. Yeah. So one of the things that I really appreciate about your work is your generosity in creating free, very substantive, white papers on a variety of topics. And, and you've, I think maybe it's going back to that drive to research that originally would've been, would have been in that professor realm. ‘Cause you really go all over the place and, and, and dive into a lot of different topics. And I think actually, It's where we originally met because you did an interview with me as a per case study for one of your white papers.
Elizabeth: Yeah. When you were at NAFSA.
Carol: Yes. Yeah. So around design thinking, lean start up. Yeah. So, so how did you get started doing those?
Elizabeth: Oh, yeah. So that was yes, you are correct. This definitely relates to my interest in research and writing. And there's a range of length, I guess, Israeli types of writing, everything from tweets, obviously, of course, all the way up to books and the length that I always liked was the extended essay. Something that falls into that 25 to 40 page range where you can, you can really have an idea and develop it, but you haven't committed yourself to a 400 page book. And so when I was first launching star back in 2012 I was part consulting. One of the things that I was, I was thinking about is, okay, well I'm going to need to do stuff. To get my name out there. And, and I had already started doing some of that in the association world prior to launching the business. I had been really involved in training people for the certified association executive exam through ASAE. For like the period from right after I earned it myself 2004 through 2010, I was super involved with that and that got me started on the speaking track for ASAE and I, and I had had, and other associations and I, and I had had employers who were supportive of that. Even while I was, I was still an association executive working directly for associations myself and had been doing it association blog for a number of years at that point. And, and that was all great. Like I was enjoying all that planning to continue all of that and whatnot. But I was looking for something a little bit more substantive, I guess, or a little bit more something that has, has a longer shelf life, I guess that's, that's the best way to put it, right? Because if you're speaking at a conference, well, that's great for the people who go to the conference, but what about everybody else? Right. and, and blog posts tend to be somewhat ephemeral. So I was looking for something that would have a little bit more, more staying power to it. So it was a fall of 2012 and I got contacted by a state society to come and speak at their conference. And so we're talking about potential topics that I could cover. and did they want something that was sort of more, personal story inspirational or did they want them to be, it was a little bit more research-based and they, they said, all we know are, are. Opening keynote is going to be a little bit more of that personal story. So like, let's go with something a little bit more. Research-based we're bouncing some ideas around and I was like, well, look, what, what about this, this concept of information overload and, and content curation, and this is something that we're all dealing with. Both personally for ourselves and also as association professionals, trying to deal with our members and others audiences, you know? So what if I dive into that and look into that a little bit more and then, and then make the case for associations to begin focusing less on content creation and more on content duration. They're like, Oh yeah, that sounds, that sounds really interesting. So that ended up being the first white paper and I revisited that topic for the white paper that I turned out last year. Because so much had changed in the intervening eight years with regards to both the volume of information that we're dealing with, and also the association environment for doing content curation. But people are still interested in the topics. So I was like, Hm, I really need some updated information here and ended up revisiting that. But anyway so I, I went ahead and created that white paper for the event. And I, I will say I. Bombed at the safe society event. I have never bombed at a speaking gig like that before or since. But we did learn a very valuable lesson, which was that their audience really preferred, inspirational personal stories. But the thing that I took away from that other than, than, quizzing my, my potential. Speaking employers a little bit more closely about their audiences of what they really wanted was, Hey, this white paper thing is a pretty interesting idea. And I think this might be my thing, my thing that I'm going to create, that is that more lasting longer shelf life way of contributing to the body of knowledge and the association industry, which turned out to be the case.
Carol: Yeah. And now you have a, Oh, I'm going to have to wait a second. That changed something on one of the recordings and it started to give an echo. Yeah. So now you have quite the body of work yourself in terms of all of those white papers. And the one that you're currently working on is focusing on digital transformation. Could you say a little bit about what this is and why it's important to organizations.
Elizabeth: Yeah, absolutely. So, as you mentioned, there's now a pretty significant library. This is number 13, which I think is lucky. Yeah. And so, the, the topic, and, and as you mentioned earlier, it's across a really wide variety of topics. Because I basically look for something that, a major trend or something like that, that I think is either impacting or is about to impact the association industry, where I. I think that we're either not really paying attention to it the way we need to, or, or like with the blockchain white paper, it's something that's really nascent. When I have an opportunity to educate people about this or it's something where the existing literature and advice that's out there. Is maybe missing something and that's very much what was going on with taking on digital transformation. Digital transformation is not a new topic. This is something that organizations have been working on for at least six or eight years, in, in most cases. And so of course that, that immediately begs the question. Well then why, why bother right about this? Right? This is one of those cases where. In my view, the existing literature and advice and case studies and all that stuff that are out there about digital transformation or are missing something fundamental about associations. And that's actually part of the reason why I wanted to work with Maddie grant for this particular white paper. So, as you know pretty much all of my white papers. I worked with a co-author, we look to feature other experts in interviews within the white papers. We do case studies of organizations that are doing work in that area, et cetera. But, I matched my coauthor to my topic. And so, the thing that. Associations have not that that no one's been paying attention to for associations or writing about for associations is the issue of culture change with regards to digital transformation. So there's, one of Maddy's favorite sayings is digital transformation is culture change plus vendor selection. And the technology of culture change is, or of, of digital transformation is very important, obviously. But we do tend to have a little bit of shiny object syndrome and get very focused on the tech pieces of this. And, and we don't think enough about the culture change that's required in order to actually be a digitally transformed organization. And that's where the problem is for associations. The majority of the work. That is ecstatic about digital transformation from a for-profit perspective. That's why they miss that associations are unique. Our cultures are unique, are our relationships with our I'm making air quotes here. So people in the podcast onesies, but our, our customers are very different. A member of an association is not the same as a member of Costco. And all of the digital transformation work that's out there is about how do you deal with a member of Costco, not how do you deal with a member of an association? And so Maddie and I saw a real opportunity to say, okay, look, there's, there's good stuff out there about, you know the tech piece of this. And we do summarize a little bit of that in the white paper. There's good stuff out there about the techniques of this. Let's talk about what makes association culture unique. And then some of the kinds of things that you need to think about as an association executive in dealing with culture change in order to do that digital transformation to truly become a transformed organization, to one of the One of the, the experts that we spoke with for the white paper is a guy named Martin mocker, who a lot of association folks are familiar with the work of Dr. Jeannie Ross because she's been a speaker at some association tech conferences. But they write about digital transformation and the distinction that they make. And, and this is where the transformation piece happens. Is between being digitized and being digital and being digitized is the piece where, you're, you're grabbing all those shiny objects and you're doing exactly what you've always done, just using technology. So it's better in some way. And it tends to start with an internal focus. Like we're going to fix our internal processes and start. doing more, less stuff, analog and more stuff, digital internally. And then it works its way out into customer facing stuff. I remember facing stuff. But if you, if you want to be able to make the leap from getting some cool tech, let's do some stuff in a digital way that we used to do in an analog way versus. Becoming a transformed organization. It's, it's that leap to going digital that you have to make. That's where the culture piece comes in.
Carol: Well, you packed a lot in there. So I wanted to dial back to a couple of different things you talked about. Well, one was interesting and I'd love for you to unpack a little bit more about what you see as those unique aspects of an association and what makes them different from for-profit organizations.
Elizabeth: Sure and for folks who've been in associations for a number of years, this is all going to sound familiar, but it starts at the top. Right? Our relationships to our boards of directors are very different, first of all, plenty of for-profits are privately owned even though even those that are publicly traded that have a board of directors, their boards are very different than our boards. It's a very different relationship. And the board of directors of an association is much more directly the boss of the CEO or ED and the staff than happens in a for-profit company. So, it begins right at the top. The other thing is our, our, again - air quotes for the podcast folks. Our customers are members. They own the organization. If you're a quote unquote “member of Costco,” you don't have an ownership stake in Costco. Right. if you're, if you're an Amazon prime member, you don't have an ownership stake at Amazon, right? You truly, they're calling it a membership and that's all very lovely and it implies relationship, but you're a customer. And, and this is not to say that associations don't have customers. We absolutely do. But the membership relationship is what makes associations unique. And so, all of them. All of those pieces of the role of the board, the board to the CEO, executive director, the board of the staff, the members, how they relate as owners of the organization, all of this gives them a very different stake in decisions that the organization makes. And it also complicates the culture change picture because you have people who are not staff, but have a much greater investment than somebody who's. Stopping by your store to buy a book or whatever is in the organization. And so, that all has to be taken into account. When you're talking about intentionally designing your culture and then intentionally creating culture change.
Carol: Yeah. A couple of things come to mind there. You mentioned that you had interviewed me as part of that case study when I was at NAFSA and that's an association that's. Serves the international educator field. But what was, what was really interesting about that group? And I worked for a number of different organizations, different associations, and I'd never seen this before NAFSA. I don't know if it's still true today, but at least that the generation of members that I was working with would call themselves NAFSAs. And absence, like they've made a country they've made an identity about being part of that organization. So that sense of identifying with the organization, being part of it, being, seeing it, as I'm a member, I am part of this community. It is integral to how I think about my work. And I have some ownership stake in it. Even though I don't know that a lot of folks necessarily. Thought about it exactly that way. But they also, but in many ways they acted that way. They acted that they had that relationship. So, yeah. So super interesting about how, it can just, it's not just sending a check to get a membership, to get a magazine, when it, when it's, when it, well, honestly, when it's done well, right. When, when there really is that sense of identity and not just being a consumer.
Elizabeth: The reason that people associate is because they're trying to accomplish something that they have found either extremely difficult or impossible to associate on their own. So they're gathering with other people with similar interests. Well the very nature of trying to do that means that this has gotta be a long-term commitment, maybe not the rest of your life, but certainly, longer than making a consumer type purchase. And exactly as you, as you just express that can over time. Maybe not for everybody, but certainly for some people it becomes a part of your identity.
Carol: Yeah. And I also, what you were talking about made me think about just really any tech related project where you're trying to bring in something new, have people maybe use a tool, a new tool that will help them do the, hopefully, Obviously the idea usually is to help people do their job easier, better make things better for members for, for constituents. And at the same time folks get very focused on the technology. You get very focused on what are the features that we want, are we picking the right. The right vendor, are we picking the right software to do this job for getting that really what's way more important is after that decision is made, how are you helping people actually learn how to use the thing and integrated into how they're doing their work and, and accepted, adopted. And so it's not just this, shiny object you bought it. And then it's like, okay, now it's gathering dust. Well,
Elizabeth: and, it's, it's funny that you would use that example because that is a further illustration of the difference between a consumer relationship and a membership relationship. Right. if you think about it again, just as a sort of a regular person, your own experience, whatever, whatever vendor you like, that you, that you go to online regularly, they make a bunch of changes to their website and you're like, ah, I gotta figure out how to do the thing again. Like whatever thing it is you go to them to do. Like, I gotta figure out the thing again. Okay. Whatever association, I know that if we make significant changes to our websites and our members don't know, I like them, they're just gonna kinda shrug and be like, Oh, well I just have to, I have to figure out how to find the thing that I normally do here and whatever, it'll be fine. You know? My favorite example for that is like every time my, the, the airline that I usually fly that has where I have on my frequent flyer stuff. Like they make changes. I'm like, ah, crap. Okay. I'll figure it out. It's fine. Right. I don't call them up and chew them out on the phone. If I don't like it. If you do something like that for your members. They absolutely feel like they own the organization and they will call you up or email you and tell you what they think. Right. Because it's not just, Oh, the powers that be on high have done this. And I, the poor consumer, have no power in this situation. That's not it at all. Right. I'm a member. I'm a part owner of this organization. I have a say.
Carol: Yeah. And one of the things you talked about was the difference between being digitized and digital. Can you, can you say a little bit more again about what, what you see as the difference between those two and why that's important?
Elizabeth: Sure. And for people who really want to dig into this, I would definitely recommend that they check out the book. So I am getting the title of it right now. It is designed for digital, how to architect your business for sustained success. So that's by Dr. Jeanne Ross Cynthia and Martin Mocker who's the guy that we interviewed for the white paper
Carol: We’ll put links, we'll put links to that and the paper.
Elizabeth: Yeah. So the, the, the difference is going, B becoming digitized has to do with I'm taking analog functions. And I am now doing the exact same analog functions I was doing before only now I'm using technology to do them. So a great example of this is where I first started my career in association management. It was the mid nineties and we were doing all of our membership join and renew. Everything was entirely analog. Paper form, mail it in with your check to the lock box, the bank, kind of, deal. And yeah, mid nineties, right. That's pretty typical. We worked at associations and were sort of just venturing onto the web. We did have a website. It was your typical mid nineties. Brochureware so our, I arrive on the scene and I'm like, Hmm, I'll bet. Our members would like to be able to join and renew online. Well, let me, let me set up a test of this speaking of lean startup methodology, right. I just threw up a form that dumped all the information to an email. Yes. As a matter of fact, I was dumping unencrypted credit card numbers across the internet into an email that we then had to. Process, like we would print them out to the mall, to the lockbox for processing on the back end. So it was still a little analog there. But from the front end, from the, from the member's perspective, it looks quick digital. And so, that was, that was my, my test to say, Hey, like, nobody has this as a built-in feature of their association management system yet let's find out if it's worth building it. And in fact, it was like our, our members were very much people who wanted to be able to do this online. Then we had data. We were like, yes, we will pay to go ahead and build this because it's going to be worthwhile. But my point is that it’s becoming digitized. Right? We were, we had this analog membership program. We, now you can join and renew online, but it was, it's still the exact same membership. Like we weren't changing anything about the membership. We were just saying, Oh, well, instead of. Mailing in your form with your check to the lockbox, which by the way, you can still do if you want to do this online with your credit card and be fancy and fast, we can, we can do that. Right. That's becoming digitized, becoming digital, has to do with a mind shift. it’s actually the construction specifications Institute story from the, from the the white paper, their, their crosswalk platform illustrates this pretty well. It's about shifting your mindset to say no. What we are going to do is we are going to think differently about our members and our other audiences about how we interact with them, about how they want to interact with each other, being aware of what the technology enables at this point to create entirely new ways. Entirely new programs, products, and services, entirely new ways of building networks and relationships, entirely new ways of creating knowledge, entirely new ways of organizing ourselves, entirely new ways of creating group action that are digital from the start. That to me, that's the transformation bit because it, because you have to change your mind about all this stuff. It’s changing business processes as well, and it's changing product development and all that, but, and this gets back to culture, change, change. It's a complete shift in the way you think about things and view the world.
Carol: Yeah. And what I appreciated about that story. And, and if I can, let's see if I get it right. In terms of my summary, they saw a problem that all their members were having. The problem wasn't necessarily an in, in their work. So out, out in their world, not necessarily about how the association works, but how their members were doing work in the world with a whole bunch of other folks who weren't necessarily members of that association, but lots of different other types of professionals that their members had to work with and how they all had their own way of I guess one Version that everyone could relate to would be the multiple times. You have to fill out your medical history at every doctor that you go to. Right? So all of these different people were, were, were managing information, managing inventory in different ways and had different systems, different technology. So they didn't build something to take over all of those things, but they built a bridge. Building those, what are they called? APIs. Yep.
Elizabeth: Advanced Programming interfaces.
Carol: Yep. Right? So that translation to go back and forth between those different systems, which really transformed how people were doing their work in the field.
Elizabeth: Yeah. And, and honestly, I mean, this is something anybody who's ever done, any home renovation project could totally relate to this. Right. like, so construction specifications Institute, this is guidelines the, the things, the regulations that keep large-scale construction processes. And ensure that you have a good result on the end bridge that doesn't fall down a size skyscraper that doesn't collapse, et cetera. Right. And so anybody who, anybody who's ever done a home renovation project knows how this goes, right? You've got your general contractor that you've got a zillion subcontractors, they're all doing different pieces of the project. And they all have their own systems and their own processes and their own ways of doing things and, and all that. And, unless you are a crazy person and decide to act as your own general contractor, that's what your general contractor is doing is managing all of that for you, right? They're not telling the carpenter or the tile guy or the electrician or the plumber or whatever, how to do their job, or what processes they should use. They manage it for you. Well, CSI construction specifications Institute saw the opportunity to do it. Similar thing for large scale construction projects, where there's everybody from architects and engineers to, all, all of the other types of things that you would think about that would be involved in building something like a skyscraper or a tunnel or a bridge or whatever. And they saw an opportunity to create that shared platform for them to be passing information back and forth so that everybody can still use. The systems that make them happy and the programs that they like to use and can still manage the information internally the way they like to. But all of a sudden, we're all sharing it across this, this bridge platform where it cuts down on waste to time, it reduces risk. It cuts down on errors, and, and this has been it's, it's a completely different way of thinking because. Carol as you just articulated, most of those other players are not and will never be CSI members. But this is an opportunity to create something that serves the entire industry vertical soup to nuts.
Carol: What'd you say are some of the either misconceptions or mistakes that associations make when they. think, okay, well we need to, maybe we've started on some digitizing, but we really want to shift more to this larger transformation moving towards the digital process. Yeah.
Elizabeth: The most obvious one is the shiny object syndrome. Right. Like we noticed something going on and so we grab a piece of technology and slap it on there and we're like, we're, we're done. Yay. Go us. Yeah, that's, that's not gonna transform your organization. That's the thing to get you in the trouble that you mentioned earlier. Oh, and we had this great idea and if no one's using it we've, we've slapped some technology technological bandaid on a problem that we noticed and, and so I think that's one of the main challenges that we face is, you've got to think about this in a much more strategic way. One of the things that Maddie and I stress in the white paper is that you don't want to have a strategy for digital or a strategy for mobile or a strategy for social or a strategy for AI or whatever, right? Like you, you have your larger organizational strategy and you're looking for how to do things like mobile and social and web and AI and internet of things and data analytics and all that. Like how do they fit into and contribute to your larger organizational strategy. And so as I always try to do with, with the white papers, the final section of this is very much the, okay. All of this information that you've shared with me was lovely and interesting. And I see what you're thinking here, but like, what do I actually do? And so, and we, we lay it right out in a very clear series of steps. You have to start with assessing where you are, if you don't, if you, if you don't know where you are and where you're trying to go, any path is the right path and the wrong path. And you're going to end up in places that you had no necessary intent of ending up. So you've got it. You've got to know where you are right now, before you can figure out where you're going to go. And some associations when they do that, they're going to discover, what. We've got work to do on digitization. First, one of our other stories, the independent community bankers association was very much what my friend, her boss, who works there discovered when he, when he was hired, like we have to, we have to digitize first. Like there's some internal stuff going on here that we're going to have to fix before we can look to trains. Right. But because he assessed, he knew that. Then you got to move on to things like getting support resources. You need to look for strategic areas where all those digital technologies, social, mobile, mobile, mobile data analytics, all the stuff that I just mentioned could contribute, could help, could help fix things. You're going to have to take a look at what's going on with your legacy processes, because you may find yourself in that. Digitization work to do first before we can go digital. Right. But you need to, you need to take a look at that. Then you're going to have to, in addition to getting some sort of leadership support and financial resources, you're also going to have to assemble your team like Avengers unite, right? Like you've got to have Avengers assemble, right? Like you've got to, you got to get your Avengers together. And this is one of the Association cultural things. It's not just going to be staff. You're also going to need to be recruiting volunteers and rank and file members on to your team. Because that's one of the things that's different about our culture. Then you've got to get into that experimental framework and consider how this is all going to affect your culture and engage in that process of intentional culture change in order to get you to the ends that you, that you envisioned when you did that sort of strategic look and how can these technologies contribute to the organizational strategic goals we're already trying to achieve.
Carol: And one of the things that I think people have been advocating for for a long time in the association space, and then the nonprofit space more generally is really, making having staff and boards volunteers make more data driven, driven decisions rather than, Well, the last member who happened to call you and, and, and, and bend your ear relying on those anecdotes and what are, what are some of the key barriers that you see to really effectively using the data that or organizations actually already have?
Elizabeth: Oh man. How much time do you have, especially the TA. This specifically is the topic of one of my earlier white papers on evidence-based decision-making that I wrote with Peter household from Mariner management. Yeah, this is a challenge, right? Speaking of legacy systems this for associations is, is one of the big ones. And we actually talk about this quite a bit in the white paper, because, Consumer businesses would kill to get the data that we have on our members, because we have obviously, again, not with everybody, but for a significant portion of your membership, you have a very long-term relationship with those people where they've been. Doing all sorts of different stuff with you for years. And they've, and, and this is, this is actually born out in some of the, the other studies that we referenced, the white paper that have been done by community brands. But the other thing is our members are more willing to share their data with us. Austin. They are with most consumer brands because they trust us. And they are particularly willing to share their data with us if we're transparent about how we intend to use it. And it's clear that the reason that we're asking for this is in order to provide them with better service, better programs and products, et cetera. so we've, we've got a treasure trove of data. The problem is, one of the, the technology pieces of, of digital transformation. Is data analytics. And as an industry, we've been lagging on that. Some of that is because we have a lot of legacy systems that were built in, in exclusion of each other. And so they don't talk to each other particularly well. And if you can look at the history of association management, Systems and, for, for a while, there was this trend of, we're going to do everything in the AMS and we're going to build everything that is part of the AMS. Anything you could possibly think of, you might want to do with your members is going to be a module. Right. And we pretty quickly all realized that was a terrible idea. So, people went back to more of a, okay, so, we need to. Run conference registration. So we're gonna, we're going to get a best of breed conference registration system, and we need to run professional development. So we're going to get a best of breed learning management system, and we need to manage the content on our website. So we're going to get a best of breed, every content management system there, and, and realizing that it's, it's better to do it that way than to try to have this one mammoth piece of software that handles everything. But the problem is, those things don't always communicate with each other particularly well. So, back to it, we've got this wonderful treasure trove of data, but none of it's talking to each other and we have, have lacked the capacity to figure out how to make that happen. Now we're seeing even, even when Peter and I wrote the evidence-based decision-making white paper a couple of years ago, we're seeing more of a movement towards. Speaking of a crosswalk type platform, something that's, that's on top of all of those things and they don't have to talk to each other, they all just have to talk to this shared platform, and we're seeing that with everything from, actual business analytics tools to data visualization tools and, and so my, My encouragement to associations would be to keep going on that route, to keep, keep looking at those business information and business analytics tools, get educated about them, just dive in and pick one and find somebody on it. Staff, who's interested in learning about it, and just like, just start going and see what you can do and what you can learn and what insights you can gather. So that's that piece of it. The other piece of it is the questions, right? Because it's all just a big pile of data. If you don't know what it is that you're trying to find out. And so in the midst of finding yourself good data, visualization to want a good business information tool and finding somebody on your staff. Who's interested in learning how to use them and, getting them some training and setting them loose and all that. But like all that stuff is good. Right. You also want to think about what are the questions that we are trying to answer about our members and other audiences and what data do we need. In order to answer those questions. And so one of the things that Peter and I very much argue for in the data-driven decision-making white paper is spend more time on the front end asking better questions, because then back to that whole thing of our members being willing to give us data. If we know why. We want it. You'll have a better question that you're asking. So you'll be asking for more targeted data with a clear, this is why we need it, which means people will be more willing to give it to you. Which means you'll be able to have a better answer to the question because you'll be operating from a fuller picture of what's going on.
Carol: Well, and that all goes back to, strategy from the beginning of thinking about, where, where, where are you right now doing that assessment. And, and maybe you need to go back and do your homework and, and, and do more digitizing, maybe work on your data, silos, those kinds of things. Before you can really shift into transformation. But, really having that assessment of where you are and then working together to figure out what's the vision for where we want to end up.
So I'd like to shift gears a little bit at this point. And I always like to ask, I have a box of random ice - they're not random because they wrote them all, but I randomly picked them out of the box of icebreaker questions and always like to end the podcast with one of those. So, I was about to ask you, if you could write a book, what would it be about? But you told me you didn't want to write a book. So I won't ask you that one. So who in your life inspires you to be better?
Elizabeth: Ooh, that's a good one. So many people and now I'm going to have to pick one. This is good. This is going to be trite, but that's okay. It's, it's probably my spouse. So He, he historically has believed in me way more than I believed in myself. The perfect, the perfect story of that being, when I, when I was first thinking about starting the business, I, at the time I wasn't thinking about starting spark consulting, I was thinking about it was time to move on to a different association job. Yeah. It's not there. Yeah. I got my resume to go on talking to people and meeting with recruiters and submitting resumes and whatnot. And, as I'm starting to tell people in my network, Hey I think it's time for me to move on. The almost immediate response from everyone was, so you're gonna start your own consulting business. Right. And I was like, Oh no, I was going to go work at another association. And so finally I was meeting a friend of mine who is a recruiter for lunch. And I said, Hey, We're going to move on and she's like, okay, so you're gonna start your own consulting business. Right. And I'm like, you're like the 10th person who's asked me that. Could you please tell me what I'm seeing or what you're seeing about this whole situation that I am missing. And she did, she did. She laid out some really great advice for me and everything. And I was like, Hmm. Okay. I really thought about this a little more seriously when I came home that night. And we had friends over for dinner and, we had a nice dinner and we're cleaning up whatever, and it's like time to go to bed, you know? So as we're getting to bed, I say to him, I'm like yeah, I had lunch with my friends this afternoon. And I'm thinking that maybe I want to start my own business and he looks at me and he's like, I think you'd be great at that. You should totally do that. And it turns off the light and I'm like, this man believes in me. Right. If he, if he believes in me to this level, I need to believe in myself to this level. And that, that level of confidence in me and confidence that I'm going to make the right decision and do the right thing, inspires me to make sure that I do
Carol: Awesome. Well, what's, what's coming up for you next. What are you excited about in your work?
Elizabeth: Getting this white paper launched. So yes, for the, for the, the listeners of the pod it is going to be coming out right around June 1st. So we're, we're very excited about that. And then Carol, as you mentioned, it's freely available you don't even end up on a mailing list. I mean, you can just have it, like, I don't, I don't collect your data or anything like that. You can, you can just have it. So definitely getting, getting that launched and also watching the association industry begin sort of poking our heads out post pandemic. This is no great secret, but for a lot of small consultants 2020 was a pretty rough year because associations very much went into hunker down and try not to panic mode. So for a lot of us. 2020 was a little challenging. Totally understandable. Right, when an association doesn't know what's going to be happening and they may even be having lay off staff, they're not looking to be hiring outside help. But I'm, I'm watching again, more associations start poking their heads out, Looker, looking around and start thinking about, okay, we're, we're moving into whatever the post pandemic is going to look like. And now thinking about some of this stuff that we just, for a year, like, We just we're in survival mode here, man. We can't think about any of these things. So yeah, I'm just, I'm looking forward to, to all of that. And seeing where we go as an industry because and this is, this is something we talk about in one of the other case studies in the white paper associations had to make a lot of changes, really fast. And that we, some of them were good choices and good changes, and some of them were less so, right. Like we did not have the luxury of sitting around and assessing everything and, like we had to move right now. And so I'm also really interested to see. See kind of, what's going to stick and what's not going to stick. I'm very curious about that. Yeah, so I'm, I'm eager to see how that all plays out too.
Carol: Yeah, I think that's going to be, I think that's what a lot of people are thinking about right now. And I'm asking the question of kind of, well, we, we, we suddenly, well, one, we suddenly enacted changes that perhaps a few people had been talking about for years and we'd been ignoring them and then overnight we had to do them But then, what do we want to keep? What helps us in terms of maybe being more efficient including more people. But then where is it really important? basically like working remotely or, and doing virtual events. No, where is it really important for people to be in the room together? And, my one wish if, if, if this can happen, it will be just amazing that people start being much more intentional about why are we getting all these people on a train, plane, automobile to come together and be together? And then the answer should not be to sit and listen to a lecture that they could have watched at home since that's what we've done for the past year. That could be the change that comes out of this for organizing patients and their, their convenience and meanings. I would be very excited.
Elizabeth: Yep. Three things related to that. Right? Number one, the whole thing of, anytime you're having a meeting, look around the table, think about how much each of those people is paid per hour and how long you got from there. And that is the actual cost of that meeting. Right. And we don't think about that enough, this flight-shaming becoming a thing. Right. We have to think about the climate impact of our travel, nowadays, I mean, that's, that's very much, much a thing. And there's the issue of being able to include more voices.
Carol: Yeah. All right. Well, thank you so much. It was great to have you on, and we'll definitely put links into the book that you mentioned, and to the white paper when it comes out and more generally to the rest of them so that people can have access to all that wonderful, all those wonderful resources that you've been producing over the years. But thank you so much for coming
Elizabeth: on. Yeah. Thank you for having me and, and, I made these for you also. Please take them.
Elizabeth: Thanks Carol.
Carol: Thank you.
I appreciate Elizabeth’s focus on organizational culture change if an organization is going to truly transform digitally. It is not just about shifting internal processes from analog to digital – it is really thinking differently about how you are using technology to support your mission – and that could have much broader implications than just improving internal processes. Any one who has worked on a technology project knows how easy it is to get caught up in worrying about making the right decision about what system to choose to achieve your goals – whether it is what fundraising software, what customer management system or what team collaboration tool you are going to use – and then what vendor will be the right one to properly service the system. But even if you make the ‘perfect’ decision if you do not bring folks along with you and consider the changes from their perspective, you may find that they do not see the change as the wonderful innovation or improvement that you do. Have you given thought and time to think about how a group will adapt to the new system? What it will mean in terms of their day to day? Can you find a few champions who will lead the way and demonstrate its value to those who are reluctant to jump in? The objects are a lot less shiny when folks won’t use them and they do not end up solving the problem you thought they would – not because the tech can’t do it -but because it is too much hassle for your teammates to take the time to learn the tech and it not an urgent need for them. This past year demonstrated just how quickly people can learn new technology such as Zoom when it is a burning need. So it is not really about whether people can – it is really rather – is it important for them to do so? If not – how can you help them see the importance?
Thank you for listening to this episode. It’s an honor for you to spend this time with me. You can find the links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Nora Strauss-Riggs for their support in editing and production as well as April Koester of 100 Ninjas for her production support. If you enjoyed this episode, it would be great if you would share it with a colleague or friend or on social media – please tag us if you do! We really appreciate you helping us get the word out.
In episode 22 of Mission: Impact, some of the topics that Carol and her guest, Michelle Nusum-Smith discussed include:
Michelle Nusum-Smith is owner and principal consultant at The Word Woman LLC. A licensed nonprofit consultant, coach and trainer, Michelle helps nonprofits, government agencies, and individuals achieve their goals. With over 20 years of nonprofit experience, she has expertise in all areas of nonprofit development and sustainability. Michelle has extensive speaker and facilitator experience. She is licensed to offer consulting services for the Maryland Nonprofit’s Standards for Excellence® program and has the knowledge, skills and tools necessary to work with nonprofits across the country. A graduate of the Honors Program at Coppin State University where she earned a BS in Management Science with a minor in Marketing, Michelle is a member of the Grants Professional Association and an Associate Consultant at Maryland Nonprofits.
Important Links: Interview Transcript:
Carol Hamilton: Welcome, Michelle. It's great to have you on the podcast.
Michelle Nusum-Smith: Thank you, Carol. Thank you for this opportunity to speak.
Carol: I'm sure we're going to have a great conversation and people are going to learn a lot through all the expertise you bring to nonprofits, but I like to start with what really drew you to the work that you do? What motivates you? What would you describe as your why?
Michelle: Interesting question. I would certainly say my mom is definitely, I think the seed planter. So I was a do gooder before I knew what do you put or meant? We were always involved in some kind of community outreach, giving engagement, volunteering something. And so, my first job was in retail. Like most of us. Well, my first professional job was in health and human services, and I just loved the idea of helping people and giving back. But if I wasn't doing what I'm doing now, I would have been a teacher. I'm a bit of a nerd and I love using tools and techniques and resources. And so I echo spending most of my professional career in the sector and learning that most of us are very passionate. But we don't necessarily realize that nonprofits are businesses like for-profit businesses. They are best practices. And so people would ask me for help and assistance. So I eventually went from being an unofficial consultant to thinking one day, maybe I should officially do this. And so Almost 11 years ago now I started Word Woman LLC.
Carol: Well, that's awesome. And congratulations on your longevity because a lot of folks think, oh yeah, let me go out and do this, but not everybody makes it and makes it for eleven years. so congratulations on that. I appreciate what you said about your mom. My brother has special needs. He's autistic and profoundly deaf. And my mom was always his advocate. And then through the work, being his advocate, she became an advocate more broadly in the disability community. And it really was an inspiration for the things that he was not always thinking about. Well, certainly you want to make sure that all of your own folks, your family is taken care of, but then, what's the broader implication of all the folks who need the same help and what skills can you bring to help them take those same steps. So, appreciate that, that beginning. And what are the areas? I know you work in a lot of different areas, but one of the areas you focus on is helping organizations with pursuing grants. And it seems to be that oftentimes. This is the first thing that people think about when they get into the nonprofit sector they're passionate about, an area they want to help people. They want to create some change or some good in the world and they come out with grants, we have to go after grants. What would you say is the most common misconception that people have about pursuing grants?
Michelle: Well, it's interesting the way that you tee that up, because that's exactly it people, I think I've actually had to talk people out of starting a nonprofit simply because they narrowly think about the grants and the fact that, hey, you have to be a nonprofit to get one. So I would say that the biggest misconception is that just because you're doing good people won't want it. Like funders are going to want to give you a grant. So you don't have to think it through. You don't have to actually have a plan. Just tell them that you have a 501-C, three status, and they'll give you a grant.
Carol: Yeah. And I love the comment that you made about actually talking people out of starting a nonprofit. Tell me more about that motivation? What caused that conversation?
Michelle: Sure. I tell people all the time I am the nonprofit consultant that will talk you out of doing something you were willing to pay me to do. And that's because I'm very passionate about the nonprofit sector. And I know how critically important it is to protect it because with for-profit businesses, if a business does something wrong, it's the public that kind of singularly looks at that business and says that business is bad. But in our sector, if a nonprofit ends up on the front of the newspaper for the wrong reasons, it's not just that nonprofit, it's the entire sector, that's bad and corrupt or what-have-you. And so I really like to talk through with people when they approach me about helping them with starting a nonprofit, why do you want to do it? Let's explore the reason, let's explore some different fits, right? Let's explore if there were some alternatives. So a great example would be just last week. I talked to a group and they wanted to start a nonprofit simply because they wanted to get grants. And I explained to them that what they wanted to do, they could easily start a fund at the community foundation or get a fiscal sponsor or a nonprofit partner. And after a bit of back and forth, because they had made up their mind that they wanted to start this nonprofit, I put them in contact with some folks and they came back and circled back to me and said, you know what, Michelle, you were absolutely right. We're getting a fiscal sponsor. So. Yeah, other times it's you really should start a for-profit business let's own that M.O. and move forward.
Carol: Right. And there are different options now within the for-profit sector of being a B Corp or other kinds of, kind of for benefit, corporations that where, where the organization is not necessarily putting. only putting profit as the bottom line, but looking at a triple bottom line, if you will, but still being created as a for-profit entity. You talked about a couple of different things that folks may or may not be familiar with. One of them was a fiscal sponsor. Can you explain a little bit more about what that is and what the benefits are for someone getting started with a fiscal sponsor?
Michelle: Absolutely. So whether even if you start a nonprofit, so one of the things I explain to people is that just because you have a nonprofit doesn't mean that you have tax exempt status or you're eligible to receive charitable donations, that's getting the 501c3 status from the IRS though, when you start a nonprofit or you have some kind of informal program or activity that you want to be able to secure community support. That may come in the form of France that may come in the form of donations. A great strategy for that is through fiscal sponsorship. And what a fiscal sponsor is, is a nonprofit organization that has the 501c3 status from the IRS, but also has the capacity and willingness to bring your activity under their umbrella. And so the program, the nonprofit gets the benefit of 501c3 status. Without having the responsibilities. So all of the funding goes through the fiscal sponsor who helps to sort of manage those resources will be kept for the program or the nonprofit that doesn't have that 501c3 status. So it positions you to be able to still do your charitable work, to still get community support, but to do it with the support of an entity that is positioned and has the capacity and resources to. To properly manage that support.
Carol: Yeah. And oftentimes that capacity that could be difficult for organizations or when they're not, when they're fairly organizations where then when their program, when they're a person with an idea, is, managing the money, managing the accounting. If you end up with any staff, people, or contractors managing all of that, all of the kind of operational it, all of that kind of thing that, the, one of the things that I see is so many people have great ideas, but then every time you create a new organization, you also have to have some way of, accessing that, all of that infrastructure and, most times most people go into the sector or if they want to start an organization, their motivation is not around creating those operational, that operational infrastructure it's about helping people. Right. and so, yeah, so the fiscal sponsor can kind of. Take on some of that and provide some of that. So that the person with the idea who wants to create the program or who has created a program and wants to build it can really focus on that rather than. more of the administrative side or plug into already a system of administration that, that can, can support them. And then the other thing you talked about was, community foundation a little bit more about what they are and how they can contribute to someone who wants to get started.
Michelle: Oh, yes. So everyone who is listening, if your nonprofit is looking for support or financial support or capacity support, third, we go and have a conversation with your community foundation representative. The community foundation, unlike a family foundation or even a corporate foundation where they may have one singular purpose or focus area, the community foundation, a model, a Fords, nonprofits, the opportunity to make, to potentially tap into multiple sources more though at the same time. So the foundation has its own funding that it distributes. But there are also funds that individuals, corporations, community groups may establish that had their own purpose, their own criteria. So it could be grants, it could be scholarships, it could be seed money for a host of different causes. And so, one of the problems that we often have with accessing those resources is. The failure to have the conversation. And so we immediately just want to look for the current opportunity, submit the grant requests and cross our fingers and hope that we get funded. But if we have a conversation prior to you and we explore, well, where are the opportunities? I have a friend who is the president of the community foundation, and then. She was sharing with a group that was presenting, at the foundation for it. And she said that, we have people who have these funds who have an interest in supporting various causes. And we don't always know the nonprofits that fit that criteria. And so it's important for us to have these conversations, to explore with the different organizations, what their missions are, how they carry them out. So that the staff, the community foundation can figure out, well, how do we connect the individual who has the resources and wants to give it the organization that has the need and is trying to figure out how to cover it.
Carol: So almost like a matchmaking process, if you will. Absolutely. And when you talked about your, the kind of main misconception that people have is, I've got a great idea. I want to help people. I'll just go, I'll just fill out some forms and foundations are magically going to give me money. And you said that the biggest thing was, not having a plan. Can you just, can you say more, a little bit more about what you mean by that and what are the kinds of questions that people should be thinking through and kind of making decisions about to create that plan?
Michelle: So doing the homework. So what is homework? Homework is having a clear understanding of your mission and your vision and your strategy is developing programs based on those strategies that include a clear plan. Who, what, where, why, how and a budget to match it. So a lot of times organizations will identify an opportunity and then try to develop a program or project around the opportunity. Best case scenario is that you've already determined what you want to do. how much it costs, you have a timeline, and then you're looking for the opportunity that aligns with that plan. So that when you, when he gives it to you, the paperwork you begin to fill out the application, it's less of a, does this fit? Will they be interested? And more of, we know that this is a fit and we're just plugging in the information we've already developed. The other thing of course would be. how do we ensure that this is a good fit? And one of the ways that we do that is that we reach out to the funder in advance. Doesn't always happen, but sometimes the stars align and you can actually have a conversation with a foundation representative, send a quick email, potentially even have a meeting with them so that they can have a conversation and understand what it is you're planning to do. Ensure that, give you some assurance that it does align with what the foundation is interested in supporting. And that way, when your grant application arrives, it's not a surprise. They're expecting it. And, and having them that pre-work particularly the conversation positions us as non-profits to have an ally on the inside because when the decision-making starts. And nobody's sitting around the table, knows anything about your organization. They can look to what I call the gatekeeper, that program, officer, whomever, who could say, Oh, yes, I know about that organization. I can answer some of those questions you might have.
Carol: Yeah. So that first step of really ensuring fit, that, that you've done your homework and I would guess, and I'm not a fundraiser, but I would guess, just the basics of have you read what the foundation covers funds. Is what is the work that you're doing within their purview? Is it something, within one of their, one of their programs, cause most, most foundations and, and you said it's different than community foundations, which can have a wide variety of, of, areas that they're interested in, depending on all the different donors that might have funds with them, generally, Family foundations, corporate foundations, large and small typically have made some decisions around their own strategy around what they are interested in and what they're pursuing. So that first check of, well, let's read to make sure that we fit in some way. And then if we think we do reach out and say, well, I'm thinking, and so would it be something like this of, you write an email, this is kind of a para paragraph, like this kind of what we're, what we're aiming to do is this, within what you guys are interested in, in funding,
Michelle: That it's funny because I'm always reminded of, I was doing some grant work for an organization and I found this family foundation doing some research. I sent an email and it basically was like, you described a paragraph that introduced them to the organization. This is our mission. This is who he served. This is the work that we carry out. We will love to explore, Learning more about your foundation and where we might fit the president of the foundation. Now, of course, it's a small family foundation. So when I say presence, there's a small, but mighty group, email me back. Actually she called and left the voicemail and she said, we've never heard of this organization, but we're very intrigued that email that took me a couple of minutes to write resulted in a face-to-face meeting. An invite to apply for funding at the maximum amount that the foundation funds it. And that organization was funded twice, simply because I found the foundation and sent an email. So it does work.
Carol: And it can save you a lot of time if the answer is no, absolutely right, because it takes a lot of work to write a grant. Yes, sir. And if you don't even meet the first criteria and you get, you get pushed to the side in the first cut. That was a lot of work for nothing.
Michelle: I tell folks all. So you, you keep, you were saying, read, read, read, and I can't emphasize that enough. Read the bill, the foundation's website, read the request for proposal years ago, I was a volunteer to do grant reviewing for the U.S. Department of Housing and Urban Development. I did that for three years and these were 50 page documents. Grant applications for requests between half a million and a quarter million dollars. I can tell you that some of the applications were denied simply because it was very clear that the applicants have not read the request for proposal. They didn't submit the information that was appropriate. So we had to score them poorly. So you gotta read, read, read, and then follow the guidance.
Carol: So, what are some things that help people do a better job of pursuing grants?
Michelle: Well, like I said, definitely don't want that homework. I would say really making sure that you read and re-read your proposal, your material before you submit it, make sure that your budget. Aligns with your narrative. I shouldn't say things in your budget that weren't mentioned in your narrative and vice versa. And then I think the other way to be successful with brands is to make sure that you deliver on your promises. So don't just get the money and then, go off celebrating, take it seriously and then deliver so that the funder will want to support you again.
Carol: Yeah, a couple of things you said there. I think oftentimes they may not think of the connections between the budget and the narrative, or, think of it. Oh, that's that last thing that we have to fill out, but really a budget in, in a way is like it's a plan in numbers, it's a plan and money and, so it really should connect back and it should be clear for the funder, how you're planning to spend their money because obviously, that's a key concern for them.
Michelle: There you go. And the budget should be real. I have had times where I've gone to meet with folks and I asked them for their budget. They slide it across the table and I slide it right back because I get to hell. It's just a bunch of numbers that you've made up. So. Actually be the homework and research. You shouldn't have to guess on certain things that you could just Google to find out. What is the, what is the cost of that item? and so it gives you, like you said, you get this mirrored version of the project in numbers that mirrors the narrative and it positions you so that you can actually deliver on what you propose because. If your budget doesn't align, then you're put in a position where you may run out of money, which you've told the funder, this is all the money that we need. So it's very important to make sure that the budget is based on doing your research and based on actual need and that it mirrors your plan.
Carol: Yeah, it seems like, another thing that I've experienced more from being on the program side of, here, all of the million things that we promised to the funder that we were going to do, and it's like, well, it's just me and this other person. And we only have so much time in the day and I don't know how we're going to deliver it all.
Michelle: Yes, yes, yes. Please do not over promise. First of all, if it's not feasible, it doesn't make sense. Years ago I was doing a, I was working with an organization and this was pre pandemic, but we were still by as Dean because they were in another country and they were going to be doing this maternal health project where they were responding to a request for proposal. So the project idea was already set and they were supposed to work with pregnant women and follow them through their child's third birthday. And I asked, there were two folks that I was meeting with, only two people who staff this organization. And I asked the simple question, how many pregnant women are you going to serve? I kid you not, The executive director said a thousand, and that was my face because I was thinking, first of all, where are you going to find a thousand pregnant women? Number one, but number two, how are you going to possibly follow them? Plus their children for three years? And so I think that what they were thinking was we need to give this big number. So it sounds like we're making a huge impact into that. I would say years ago, it was all about the numbers, the outputs, which is a grant term. So you're counting people, you're counting that you're counting, beads. Right? So that's how we measure success. The bigger, the number, the greater the success. But now we talk about impact, which is more about the outcome, the result of the work that you did. So we, instead of touching people. So it's great that you could say, well, we, we touched a thousand people, but did you actually affect change with them if you just simply touch them? Not really, but if you could actually work with a hundred and move them from where they are to a better position, a better situation. Then that's more impactful. That's more significant than simply just touching a thousand.
Carol: Yeah. So really looking at, and that goes from the request for proposal, the fact that they wanted those pregnant women to be followed through for three years, that's a significant amount of time. and yeah, to think about what's feasible in terms of your staffing and, and how many people you can reach and how many people will you be able to continue to work with over time. Yeah. What would you say? I think there are folks who are starting out, they have some misconceptions. I also find that sometimes board members can really have misconceptions about, grants and, and be very focused on grants. What would you say are, I mean, there are obviously a lot of upsides to getting grants, but are there any kind of hidden costs that you would, you would, talk about that to just caution people that they need to kind of consider those things as well when they're pursuing grants.
Michelle: So you touched on one of the things earlier where you said there's a lot of time and energy invested in just preparing the grant proposal. And, and if you have paid staff, then that means that's money or investing. So that may not result in a grant. And when it comes to getting the grant, there's a cost per se, related to that as well, because there's the cost of managing, there's costs related to investment of time for reporting for evaluations. So it's not just give us the money and, and, and we'll just go off with you, our mission, you, you touched with something else too, which is, this whole idea of the board and let's get grants, let's get grants. I actually have a client right now who, I just, before we got on our call, she, I was receiving emails where the board members found grant opportunities, which is great because that means that they were engaged. But we do want to recognize that grants cannot, should not and won't be your only source of funding. Grants have a lot of limitations. They don't pay for everything they're time bound. And so it's very important that as part of from the board level, part of our strategic planning that we're thinking about all of the available funding sources, And then we're thinking about how do we tap into all of them to ensure that we had adequate resources, whether that's individual donations, corporate support in the form of donations or sponsorships membership dues, do we pay half to like programs where folks may pay for services or as fees related to being involved with our organization, we need to look at all of the available funding sources. And then have a strategy so that grants are part of the strategy, but not be the strategy.
Carol: Yeah. And I wanted to, to ask you that, obviously grants are just one way to, to raise funds. And so you talked about those different types of possible revenue streams. What are some of the key aspects that organizations need to consider when they're thinking about putting together a fundraising plan?
Michelle: I would say certainly the fundraising plan should be driven by our strategic plan. So we're, we're planning to raise the money to support our, our program plans, our operating costs. Thirdly, there are costs that, as I said, are not going to be covered by restricted sources of funding, such as grants, keeping the lights on. So you may have a grant where the fundable say, we'll pay for the person who's presenting. We'll pay for the materials. We'll pay for food, but we're not paying the electricity, the electricity bill. And so we need to incorporate as part of that fundraising plan forces, better unrestricted. So individual gifts, you have some individuals I should say, could be central to our fundraising plan. And it should incorporate the various sources of revenue and an action plan or strategy for how we're going to carry it out. And that again, should be top down. So the board should be driving this effort, even when you have staff that may be implementing your plan.
Carol: So you talked about a couple terms that some people probably are already familiar with, but others may not be restricted and unrestricted funds. Can you say a little bit more about what that means?
Michelle: Sure. So the way I like to describe the differences for those of us who go to church and you make your tithes and offerings, most of us don't ask any questions about where that money's going. We just trust that it's going to be used for good. We go about our business. So as individuals, we're making contributions to our church without any strings attached or expectations, other than seeing the manifestation of, of the good, right. Whereas if you receive a grant or you receive a large gift from an individual donor, it may come with some expectations, some straights. So it may be restricted regarding the budget. So when we submit a grant proposal, we include a budget. The funder expects for you to spend the money as you budgeted it, as opposed to, if somebody just writes a check, there are no restrictions. You can use the funds or the benefit of the organization based on what's needed. There are restrictions that are related to the time and use. So, for example, you may receive less than you receive a grant for $50,000. And because of the funders approach, you get one check upfront of $50,000. So you're looking at your bank statement and it says there's $50,000 in there, but that $50,000 is tied to what 12 year I'm sorry, 12 month grant periods. So, although it's sitting in the bank, it's supposed to be spent according to the budget over that 12 month period. So restricted means there's some guidance around how you use it. Unrestricted means thank you, we'll pull together our strategy and then determine how to spend it.
Carol: Thank you. Thank you. So, on each episode I play a game at the end asking one, random icebreaker question. And so I have one here, what's something you believed earlier in your career that you think differently about now?
Michelle: Ooh, that's an interesting one. So something that I thought early in my career. That I think differently. This is a funny answer, but it's the one that popped in my head. So that's the one I'll share. So when I was younger, I looked young and I thought that people wouldn't take me seriously until I was old. And so I had this crazy idea that once I turned 40, that miraculously people will begin to take this seriously, but now I realize that people have always taken me seriously. Maybe not as seriously as I had bought or had hoped, or just, just didn't realize it. And age doesn't need to be a predictor of your credibility or your impact. And so I'm a believer that anybody and everybody, no matter your age can have a huge impact.
Carol: Awesome. I love that. Thank you. And so what are you excited about? What's coming up next for you? What's emerging in the work that you're doing these days.
Michelle: So I'm doing lots of different things, but I'm a Gemini. So I've always had my hands in a lot of different things. But one thing that I will mention that's related to our discussion is I have been wanting to do a grant writing boot camp. I've done them in the past. The one that is much more technical and much more, hands on and practical in application and I'm going to be I'm. So it's still in the works, but I will be doing that over the summer. It's going to be a six week virtual, I believe, virtual program. and so I'm looking forward to that and looking forward to you, Being who, who, who participates and, and the work that they do because of it.
Carol: So. Awesome. Well, we will put links in the show notes to your website so people can check it out and see when that program, when, when you launch it, which I'm sure will be super useful for many people because, yeah, sometimes it's, it's oftentimes that nitty gritty, that, that can get in people's way. When they're, when they're trying to, trying to, Put together, those, those grants, those proposals hopefully avoid all the things that we just talked about, but learn even more. I'm sure with you so, well, thank you so much. It's been great talking to you today.
Michelle: Thank you, Carol. I appreciate this opportunity.
My passion is helping nonprofit organizations and associations have a greater mission impact.
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