Transcript Slide 1

Grow Where You’re Planted
Best Practices in the USGBC Chapter
Network
GEARUP!
2013
Your presenters:
• Doug Widener, USGBC, Moderator
• Nancy Olah, USGBC-North Carolina Chapter,
Strategic Planning
• Monica Rokicki, USGBC-Southwest Virginia
Chapter, Member/Volunteer Engagement
• Chris Zitelli, USGBC-Kentucky Chapter,
Partnerships
• Doug Widener, USGBC, Fundraising
What we’ve heard/know:
• Strategic Plan – Key to establishing vision,
mission, and direction and for engaging
stakeholders in meeting the mission. How to
‘live it’ every day is hard, but key to success.
• Volunteers - Volunteer burnout and
engagement issues prevalent network-wide.
• Partners - Need to garners wider support (and
help) in meeting mission and being visible.
• Fundraising – Top issues among chapters
(second is volunteer burnout). Economy has
changed and we are challenged to adapt.
Strategic Planning
Nancy Olah – USGBC-North
Carolina Chapter
GEAR UP:
GROW WHERE
YOU’RE PLANTED STRATEGIC PLANNING
SERC LEADERSHIP SUMMIT – APRIL 19, 2013
Nancy Olah
Secretary,
USGBC North
Carolina
STRATEGIC PLANNING
A PROCESS, NOT A ONE DAY EVENT
 Charlotte Region Chapter (CRC)
 Strategic plan was drafted in 2007 when chapter was
very young
 2010 – Chapter had grown tremendously – different
needs vs. 2007
 What we tried that didn’t work
Revise old plan
Borrow another chapter’s plan and change the
names
Look at several chapters’ plans and try to do an
amalgam
WHAT WORKED FOR US
•Difficult to get entire Board to focus on
planning
•Five Board members volunteered to commit
time
Formed a Task Force
Clear authority from the Board
•Recruited a corporate partner that specialized
in business planning
MLC Group, LLC
In-kind platinum partnership trade
Our Planning Steps
 Seven planning sessions in a three month
period with homework after every three -hour session
 Vision and Issues Brainstorming - March
 Vision and Current State - March
 Gap Analysis – Review all Disciplines of the Organization – April
(2 sessions)
 Strategic Goals and Objectives
 Strategic Goals, Objectives and Action Plan
 Executive Plan and Dashboard
 Board Review and Approval - August
 Board Retreat and Execution Strategy Session
OUR STEPS
 Agreed on a Work Schedule
 Engage others
 Member survey (no more than 10-12 questions)
 Develop Long Term Vision (2020 vision)
 Web-based and visible
 Simple and Easy to Understand
 Measurable (SMART goals)
S – specific
M – measurable
A – achievable
R – realistic and relevant
T – timely - set time for completion
VISIONING
 Graphic Visualization Presentations of our
Vision
 “Key Words” that inspired our Vision
 What will Charlotte Region look like in
2020?
 Asked “What does success look like for us?”
 Vision Statement: THE Resource for Sustainable
Development in the Carolinas
 Tagline: Build Green. Teach Green. Live Green.
OUR FOUR STRATEGIC GOALS
 Clear Voice – We are recognized as the most credible resource
for sustainable development throughout our region.
OUR FOUR STRATEGIC GOALS
 Membership Value – Our members recognize the value of
belonging to our chapter as active and engaged volunteers because
we are the preeminent professional organization in the sustainable
building community
OUR FOUR STRATEGIC GOALS
 Dynamic Leadership and Volunteer Opportunities – We have a
sustainable infrastructure of human capital consisting of
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Committed Volunteers,
Qualified Board and Committee Leaders,
Strategic Succession Planning and
Volunteer Support and Recognition
OUR FOUR STRATEGIC GOALS
 Financial Stability - We have diverse, stable and sustainable financial
resources with five key revenue streams including:
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Grants,
Loyal Sponsors,
Committed Donors,
Membership Dues and
Educational Programs and Events
Develop Sub-Goals for each strategic
goal
Member Value – strategic sub-goals
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We provide comprehensive educational opportunities
We provide meaningful volunteer opportunities
We foster member-to-member business connections
We broaden the diversity of our membership base
Each Sub-Goal has key tactics – and a
champion
Tactics for providing comprehensive educational opportunities
– Conduct a membership survey to determine program relevance
– Identify industry trends to develop new programming (taking into account
regional and national trends)
– Partner with university educational programming
– Explore cross-pollination with affiliate professional organizations’ continuing
educational programming
– Research hiring internal or outsourced Education Manager
Champion – Programs Chair
Each tactic has key metrics
– Committee or Task Leader
– Start Date
– Completion Date
– Percentage Completed
– Resources/Notes
Success Measurement
Committee/
Task Leader
Start
Date
Comp
Date
%
Resources/
Notes
Success Measurement
Questions?
• Copies posted on Yammer
– strategic plan
– Dashboard
– Scorecard
Nancy Olah
[email protected]
704-335-9506 (office)
704-779-0397 (home)
Member/Volunteer
Engagement
Monica Rokicki– USGBC
Southwest Virginia Chapter
Southwest Virginia Chapter
GREEN SCHOOLS for Every
Child in Southwest Virginia
USGBC SWVA
GREEN SCHOOLS CHALLENGE
Devise and implement, with the help of
professional green mentors & shadows, the
most creative, effective and no or low cost
sustainable practices for their schools &
communities.
2010-2011 Pilot Program
GREEN SCHOOLS CHALLENGE GOALS
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Energize sustainable curriculum in the school systems
Lower school operating & maintenance costs
Reduce carbon footprint
Increase facilities indoor air quality
Improve the learning & teaching environment
Conserve our natural resources
Encourage students to think creatively about sustainability
Promote environmental stewardship in our communities
Encourage the school to be the community epicenter
Create a generation of environmentally conscious adults
Engage the business community and building industry to help the
students green their schools
PARTNERS
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Virginia School Board Association (VSBA)
Virginia Association of School Superintendents (VASS)
Local Schools
AIA Chapter
CSI Chapter
Home Builders Association
Colleges & Universities
Virginia Chapters
$8,000 USGBC 2010 Grant
• USGBC Southwest Virginia
• Hampton Roads Green Building Council
• James River Green Building Council
• National Capital Region
PILOT GSC TIME LINE
Green Schools Challenge Judging Criteria
Possible
Points
Apply to Each Age Level Awards Goal
1
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15
Measured Performance
To what extent does the project conserve resources or otherwise encourage sustainability (e.g. quantify
electricity use before and after initiating the project)?
15
10
Project Documentation
Has the school adequately explained and documented the concept and performance of their project?
10
20
Perpetuation
Has the school devised a plan to perpetuate the project or will it be forgotten soon after the contest ends? Have
the project goals and ideals been incorporated into the curriculum at the school and is there a commitment to
maintain and enhance the project in the future?
Creativity
Has this project sparked the imagination of the participants and resulted in unique or unusual
ideas? Was the project student driven versus teacher and mentor driven? Has this project
influenced any other conversations, projects, curricula, or actions within the school and
community?
Communication
Have the goals and actions of this project been sufficiently communicated to students within the entire school
and to students at other schools? Is there an ongoing effort to communicate and foster the project's objectives
inside and outside the school?
20
15
15
15
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15
Greater Community Involvement
Has this project attempted to involve the greater community and how successful were they? Have the efforts of
this project influenced the greater community?
15
10
Miscellaneous
10
Other items not listed above give strength to this project?
Total Possible Points
100
CALL FOR GREEN MENTORS/SHADOWS
Architects
Engineers
Builders
Developers
College Students
LEED APs
MENTOR RESPONSIBILITIES
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Provide sustainability expertise and guidance
Complement teachers’ efforts
Commit to a min 4 hrs/mo within assigned school
Help students & teachers green their schools for little
or no cost
• Help garner special recognition in the Green Schools
Challenge
• Attend a 4-hour mentor training workshop
PANEL OF JUDGES:
Jeff Bain, VSBA President
Chuck Saylors, National PTA President
Victoria Waters, Green Education Foundation President
Emily Knupp, USGBC Center for Green Schools
Michelle Clevordon: Senior at Radford University
SUMMARY
• 33 Schools Signed Up
• 47 Mentors/Shadows Volunteered
• 20 Schools Submitted Projects
• 14 Schools Presented at VASS
• 6 Schools Awarded Plaques
• Certificates to All Schools/Mentors
GREEN SCHOOLS CHALLENGE FINALE
GREEN STUDENTS IN EVERY SWVA SCHOOL WITHIN
THIS GENERATION
Partnerships
Chris Zitelli – USGBC Kentucky
Chapter
April 19th, 2013
Gear Up
Chris Zitelli
SERC-Community Outreach Chair
Community Outreach
• Many conversations about membership diversity,
public brand, social equity, tangible products to
leverage for fundraising
• Weatherization is one answer
• Beyond window plastic and weather stripping
• Started with a playbook that seems solid
• Bryan Cordell Sustainability Institute, S.C.
Mission
The purpose of these region wide projects will be
to make significant, positive impacts within our
communities and to engage partnerships that will
diversify participation within our Chapter
organizations and make the mission and work of
USGBC more inclusive of a diversity of
audiences.
Goals
• -These projects present an opportunity to build
partnerships between our USGBC Chapters and a
variety of important audiences – diverse communities,
building professionals, energy raters, volunteers, etc.
• (1) EDUCATION; Purpose is to make this a learning opportunity for all
participants, families and volunteers.
• (2) DATA COLLECTION; Purpose to collect data from each home both
for the purposes of understanding the impacts of residential energy use in our
southeast region as well as for measuring the positive impact of our service
projects.
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Goals Cont.
(3) Partnership Building- Purpose is to establish
long-term, working relationships with underserved
communities within our Chapter and to get a
diversity of professionals working around a
common goal of address a significant community
issue/need. An objective for partnership building is
to think beyond this one service opportunity and to
figure out to continue partnerships with
underserved communities and build upon the
service opportunity to create long term
relationships centered around shared values.
Chapter Capacity
(a) Designated ‘Project Coordinator’;
(b) Partner HERS Rater (Comprehensive HERS Rater) & or BPI Building
Analyst that is responsible for project management;
(c) Partner 501c3, nonprofit organization that is willing to help secure a
home/family to assist and that is insured and will accept liability for the
project. A list of suggested partner organizations will be provided to Chapters;
(d) Volunteers;
(e) The ability to secure materials and supplies either through donation or
purchase.
Examples of Partners
- Ky Chapter, KY- Project Warm, YouthBuild Louisville,
Graber Insealation, Habitat for Humanity of Metro
Louisville, Utilities Provider (LG&E) (We Care) (equipment,
safety, additional audit), Ecos Materials & Services
-TN- Socially Equal Energy Efficient Development (SEEED),
Knoxville Housing Partnership, Home Depot, Pro-Foam,
Trane, Energy Efficiency of Tenn, TN Waste, KnoxvilleKnox County CAC,
Data Expectations
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Test in- Test out
HERS numbers
Estimated energy savings
Infiltration and duct leakage
Successes AND Failures
Lessons learned
EXAMPLES OF RESULTS
• TN- HERS- 139 to 112; 68% reduction in infiltration;
29% reduction in duct leakage; annual energy savings
of $275
• KY- HERS 213 TO 157, 15% reduction in infiltration,
ducts not addressed, new furnace, combustion
ventilation fixed, gas leaks fixed, $643 annual savings
What do we accomplish?
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Public Brand- donations, membership
Real impact that can be understood
Social Equity
Partner building
Diversification of chapter membership
Additional volunteer engagement opportunities
Quality data for all
Greater opportunities for chapter partners
Lessons Learned
-Plan
further out, make initial inspections early
-fundraise, early
-close supervision
-better regional coordination
-need for info clearinghouse
-consistency of program implementation
-QAD for projects
-example of contracts, agreements, insurance, liability
Waivers, etc.
USGBC Kentucky Chapter
USGBCKentucky.org
Greg Saylor, [email protected]
Chris Zitelli, [email protected]
Fundraising
Doug Widener– USGBC
Fundraising Best Practices
Diversify – Non-profits have the ability to generate
funds both from earned income and donations; both
are important. As with all healthy organizations,
diversified revenue is key to long-term sustainability
and thriving.
Determine the ‘ what’ and the ‘why’ and understand the
‘who’ – Companies and individuals give financial
support for a variety of reasons. You need to know
what you are asking, why it is important, and who you
are asking. The best asks are individually focused.
Believe in it – It’s hard to sell something you don’t
believe in. You have to get it, for someone else to.
Fundraising Best Practices
Start Somewhere (Rome wasn’t built in a day) –
Fundraising can be overwhelming, especially for folks
not accustomed to it. One call or contact is better than
none. The important thing is to start and progress from
there.
Target your approach – An inch deep and a mile wide
isn’t always the best approach. Identifying the best
prospects and focusing there is more doable, and often
leads to better results.
Teamwork – Chapters that are most effective have
leaders that work together on this effort. Make this a
team effort, because ultimately it is.
Fundraising Best Practices
And Ultimately…
HAVE FUN!
Fundraising is a challenge (at first) but
can and should be fun; especially
when you believe in what you are
raising funds for and doing it will
likeminded, committed people.
What is the Difference?
• 501(c)(6)
Trade association, which promotes growth in a
particular industry
• 501(c)(3)
Charity, provides a public benefit, derives a large
percentage of its revenue from donations from a
broad base of public support
What Do We Need to Know?
• 501c3 orgs raise and report money differently
than 501c6 orgs
• Donations are made by
individuals/organizations who believe in your
mission and vision, not who are expecting
something in return
• Preserving the chapter’s 501c3 status is
crucial
• Every program and public communication
must serve the mission and the organizational
vision
Fundraising Strategies
Sponsorships – Typical fundraising by most chapters.
Mirrors 501(c)6 model. Offer a value proposition; level
of support = benefits (marketing exposure, comps,
etc.). Completely effective, but limited. Appeals to
companies for marketing but not ‘mission.’
Targeted Sponsorships – Similar approach to above
(e.g. benefits for support), but focused on ‘mission’
programs or initiatives. Appeals to both ‘business’ and
‘mission’ side. Helps add rationale to the ‘why’
question.
Fundraising Strategies
Grants – Targeted mission support from
private/corporate foundations or gov’t. Restricted to
the ‘program’. Key reporting requirements. Can also
support general operations related to the program.
(THIS IS IMPORTANT!!).
Individual Giving – Appeal to individuals (members and
beyond) to support a cause. General support isn’t as
effective as targeted support. “Help us do this thing!”
Fundraising Events – Galas, parties, golf-outings,
plenty of others. Good for exposure as well, but costcontrol (donations, sponsor-underwriting) is key. Many
chapters haven’t seen great returns, but potential!!
Fundraising Resources
-Workshops and trainings – in-person and online
-Web resources – lots of information available
- Local and national NPO resources (e.g. Foundation
Center)
-Other chapters - (contact your SERC friends)
-Fundraising consultants - (AFP – Assn. of Fundraising
Professionals)
Boilerplate proposals – Adapt on someone else’s
proposal rather starting from scratch.
USGBC resources – A variety of resources/support…
USGBC Resources
Three-Year Plan for Community – Significant focus on
volunteer engagement, training/resources, and
goverance/best practices
Grants – Support new programs and replication of
existing ones
Trainings –
• Fundraising
• Volunteer training
• Strategic Planning
• Leadership Development
USGBC Resources
Chapter Peer Groups - Groups of like-minded
chapters and national staff working together
Emerging Professionals – Support chapters in EP
recruitment/engagement
Diversity Initiative – Supports chapters in diversifying
their base
Volunteer Engagement/Support– Supports chapters
in recruiting, engaging, retaining, and celebrating
volunteers
Partnerships – National partners; local engagement
Consider this…
• Your ability to raise funds is a direct function of how
clear you are on what value your organization brings
QUESTIONS?
• Instead of asking for money look at the conversation
as you are giving them an opportunity to be a part of
something that is making a huge difference
• If you are not passionate about the difference USGBC
is making, figure out why. Is it because you can’t see
the measurable outcomes? You are not really fulfilling
on the mission? etc…
L.O.
#3
Consider this…
• Your ability to raise funds is a direct function of how
clear you are on what value your organization brings
BREAK-OUT DISCUSSIONS
• Instead of asking for money look at the conversation
as you are giving them an opportunity to be a part of
something that is making a huge difference
• If you are not passionate about the difference USGBC
is making, figure out why. Is it because you can’t see
the measurable outcomes? You are not really fulfilling
on the mission? etc…
L.O.
#3
Consider this…
• Your ability to raise funds is a direct function of how
clear you are on what value your organization brings
THANK YOU!!
• Instead of asking for money look at the conversation
as you are giving them an opportunity to be a part of
something that is making a huge difference
• If you are not passionate about the difference USGBC
is making, figure out why. Is it because you can’t see
the measurable outcomes? You are not really fulfilling
on the mission? etc…
L.O.
#3