Smart Growth for CRPs May 25, 2011
growth in nonprofits generally a good thing? Wh y not?
w, just hands: Do you want your organization to ow over the next three years? Why? Why not?
• Sally Powell/Steve Jones, Bedford Group • Mitch Tomlinson, Peckham Industries email@example.com • Jim McClelland, Goodwill Indianapolis
• Facilitator: Peter Brinckerhoff firstname.lastname@example.org
ew minutes on Smart Stewardship nel Presentations estions
growing fast, the two things we can run out of ve t are:
the last session I talked about making sure you ve the capacity to grow--cash and quality are rea t an extension of capacity.
here will the cash come from?
st, letâ€™s look at an example.
u get a $1,000,000 one year contract! e contract is full cost reimbursement! startup costs! (LOL) e funder will pay you in 45 days! (LOL x 2) gh mission priority! this a good deal or what?
you bill your funder after the first 30 days, and th ke 45 more days to pay you, (neither of which is usual), what’s happened? u’ve done great mission. u’ve helped more people. d....
u have loaned the funder $204,479 interest free the duration of the contract! $1,000,000 divided by 365 times 75=$204,479.
ou can’t come up with $205,000 you can’t ord the “no risk” $1,000,000!
here do you get the $205k? Banks won’t lend it (why not?) You can’t sell stock...
om prior years’ profits.
e $205k is called “working capital”, and you only t it from making (and saving) money in prior ars.
member: Money enables mission. Profit enables more mission.
This Yearâ€™s Net
w, we’re going to get the real story of growth on und from our three case studies.
r panelists will tell you a bit about their anization’s story and make suggestions for your wth strategy.
presentatives from each organization will be talk 20 minutes and then we’ll have our questions. ase make notes of your questions as we go alo d hold them until the end.
r first presenter is Jim McClelland, CEO of Good ustries of Central Indiana.
y Factors in the Growth
odwill Industries of Central Indiana resentation
m McClelland y 25, 2011
is growth is a reflection an organizational evolution
hat began in the late 1980s hat has included many small steps and several major innovations hat has been accelerated by an entrepreneurial culture with a relatively high risk tolerance and that has benefited from continuity in eadership at the board and upper management evels
me key points
Strategic planning as a periodic discrete event h been replaced by a continuous process of strateg hinking.
Our growth has been both strategic and opportunistic.
All of our growth has been organic.
creased market share Replication â€“ opened more stores Advertising
veloped Extensions tlet stores, recycling, secondary markets
oadened market geographically pansion of ecommerce capabilities and scope of perations
uilt on existing competencies ilityOne contract growth
veloped a new competency try into public education
mary Factors – developed over time
Growth of talent pool – breadth and depth
Broader, deeper network of contacts and elationships
Continuous learning – from others and from our own experiences
Strong financial position Profitable retail operations Growth of endowment Disciplined investment and spending policies over time Not used for daily operations A source of capital and seed money for new initiatives
Human capital + Financial capital + Good alignment toward a goal = Results
r next presenter is Mitch Tomlinson, CEO Peckham Industries.
r final presenters are Sally Jones and Steve nes from the Bedford Group in Australia.
estions for any of our presenters?
art Growth for CRPs is a two-day NISH course. be giving it next November 15-16 in San Francis
SESSION TITLE: Smart2 SESSION CODE: CRP-W300