Thanks to the support of Valley First, a division of First West Credit Union, Vantage Point will be connecting and orienting a community of trainers and consultants located in the Okanagan to develop the capacity building training for not-for-profit organizations in the region.

Over 26,000 not-for-profit organizations build and shape British Columbia every day and enable thousands of people to positively engage with their communities. The Okanagan benefits from a tremendous range of not-for-profit organizations engaging diverse individuals to enhance community assets in areas such as social services, health, recreation, sport, arts, and culture.

This partnership with Valley First has enabled Vantage Point to connect with local organizations and better understand successes and opportunities to support the sector.

We’re very excited to connect with local capacity builders and experts who can bring a diverse set of skills and experience to enhance the governance, management, and administrative infrastructure of local not-for-profits in BC’s interior.

This October we’re meeting with a team of facilitators in Kelowna to provide training on governance and strategic planning for not-for-profit organizations. Next, we’ll be working with this team to provide professional development and training to local community leaders. Through Valley First, not-for-profit leaders will be able to access this training to support their professional development and organizational resilience.a

We will post further details concerning the date and topic for the fall capacity building initiative for not-for-profits located in the Okanagan. If you would like to get involved, or learn more, please contact:
Mark Friesen, Director of Capacity Development, Vantage Point, mfriesen@thevantagepoint.ca  

About Valley First, a division of First West Credit Union:
Valley First is a premier provider of banking, investment and insurance services for residents and businesses in the Okanagan, Similkameen and Thompson valleys. As a division of First West Credit Union, B.C.'s third-largest credit union, Valley First brings innovative products, an extensive branch network and local decision making to the banking experience. We’re proud to partner with Vantage Point to bring non-profit capacity building programming to our community.

In the first blog of this series, we took a look at how to get your organization off on the right foot when it comes to your technology search. Today, we will start looking at the tangible steps you can take to ensure you find the right tools for your organization.

Jump on Demos

Demos are an important part of the research process. It’s the best way to see the technology up close and personal – and used with best practices. This is where you can truly see the potential of the product to help you get the most out of it.

Jumping on the phone with a vendor can really support your decision-making process. It also gives you an opportunity to ask questions that come up naturally. Just always keep in mind YOUR workflow. Be sure to constantly remind the vendor of how YOU will be using the tool.

Demos offer you a peek into the inner workings of the tool – even more than a trial. So look for a demo and try it out!

Don’t Be Afraid to Say “No” and Move On

After you’ve done your due diligence and research, it’s time to pick up the phone and start talking to these technology companies. Spoiler alert – they will all tell you that their solution is the best. So don’t let that sway you. Stick to your guns, and be strict about the solution you are seeking and the parameters you’ve set.

If you find that a certain technology solution doesn’t fit your organization– move on. Thank them for their time, and maybe even subscribe to their newsletter for updates and future discounts. But keep moving. Your time is precious!

Like we said, there are PLENTY of tech solutions out there. And you would be doing your organization a disservice if you didn’t take the time to find the right one.

Make Sure You Feel Supported

It doesn’t matter what the technology is – a projector, a phone system, or software – sometimes you need support using it. That’s why it’s important to note that you’re not only evaluating the technology. You’re also evaluating the company, the people, and the customer service.

In the not-for-profit sector, we see a difference being made through the relationships that we form. We’re here to make an impact – technology is just a small part of the process. But that’s why you a human connection with people is important.

Some great questions to ask your potential technology vendor would be:

• What does your support structure look like?
• It’s 2AM on the morning of an event, and I can’t get into the system – what options do I have?
• Does it cost money to get support?
• Will I be talking to a person, or speaking to a robot?
• Do you have help articles for me to find my own solution?

Once again, take a look at your own team and how they would like to engage with support workers.

Make your decisions based on what your team needs – not based on what others have said is great.

Following these steps will support you with finding a great fit for your organization. But that’s just the beginning. In part three we’ll be looking at how you can convince your team to purchase the technology.

Whenever I sit down to talk with a not-for-profit about technology, more often than not, I am inevitably met with the same talk-tracks:

• We can’t afford technology
• That’s a conversation for next fiscal year
• We’re a volunteer-run organization; we don’t have time to implement new technology

And while all of these concerns are valid and real, I always encourage people to at least think about the technology that they might benefit from. This is a good way to start the conversation, and it can open so many doors. The right technology supports not-for-profit leaders to do their best work and achieve greater mission impact.

Through a four part blog series with Vantage Point, Keela will be providing insights on how and when to find technology that will have lasting positive impact on your organization.

So let’s start at the beginning. How do you determine whether or not your not-for-profit needs technology?

Step 1: Define your Technology Challenges

The first step is to look inward. Define the issues you’re trying to overcome with technology. And most importantly, determine whether or not you already have those resources available to you. The last thing you want to do is to purchase a tech solution when you already had the means to solve the problem at your fingertips. (I know. It’s weird to hear a tech company tell you NOT to buy tech, right? But it’s all about making sure you can increase your impact and do more, with less).

Some great questions to guide your conversations would be:

What are we trying to accomplish?

• What will the next few years look like if we don’t bring in any new technology?
• What resources do we already have that could solve this problem?
• How much money do we have to spend on technology?

Step 2: Think About Implementation.

Once your team has come to a consensus about what your organization requires, it’s time to look at how you can implement the technology if you were to purchase it. Every organization is different and going through this stage is critical to determine which route is best for your organization. Giving space and time to talk out the implementation leads to more informed decision making, while saving time and money down the road.

Have a serious discussion about what steps you can practically take to get your team to start using the technology. Take note of any hurdles that you would likely come across when it comes to adoption. When you have a clear picture of what it would look like for your team to actually start using the technology, you have a better idea of whether or not to take the plunge and buy that technology.

Here are some great questions to guide that discussion:

• How much training would this require?
• Is there a current system that our team would have to be transitioned away from?
• Are there members of the team that are resistant to using technology?
• Is your team actually using the technology that you’ve purchased in the past?

Step 3: Do Your Research, but Avoid the Noise.

This is an important point, and it speaks directly to the work your organization does. When it comes to buying technology, there are tons of options out there. Each one will have pros and cons. The most expensive is not necessarily the best option. But neither is the cheapest. It all depends on how your organization will use the technology and what you’re trying to accomplish.

So it’s important to do your research, read reviews, and get suggestions from other organizations. In fact, if you skip this step, you’ll be taking a major risk. But our advice is to start with yourself.

These steps are all about your organization – about what you want to accomplish, and how your team will actually use the technology. Use these as your parameters when it comes to filtering out what technology to buy. In part 2, we delve deeper into how to find the right technology fit for your organization! 

Vantage Point was founded as the Central Volunteer Bureau of Vancouver in 1943 to provide volunteer services throughout the city. We were initially charged with mobilizing women for the war effort and providing accommodation for children evacuated from Britain and for those whose mothers worked on the assembly line. We are proud of our heritage and our contribution to the amazing power volunteerism has in our community.

Our journey from 1943 to 2018

The year 1943 marks the beginning of the Central Volunteer Bureau of Vancouver, which became Volunteer Vancouver, and now Vantage Point. Fast forward to 2018 and we are incredibly excited, and humbled, to celebrate our 75th anniversary.

For more than 60 years, we were a volunteer centre, focused on promoting and celebrating volunteerism and connecting volunteers to Vancouver’s ever-growing not-for-profit sector. Around the year 2002, we noticed people were becoming less and less interested in filling traditional volunteer roles. They wanted to contribute their knowledge for a finite period in exchange for a meaningful experience. Not-for-profit organizations could not find enough volunteers with the more traditional skills sets they were accustomed to, while more people were seeking meaningful opportunities that engaged their knowledge and expertise.

As a result, we began to seriously question the value and relevance of continuing our traditional role as connector between volunteers and organizations. We recognized that the environment in which not-for-profits operate is quite different than 1943 – even 1993! If we were actively promoting volunteer roles that were no longer a fit for individuals looking to contribute, were we doing a disservice to volunteerism – and our mission?

Vantage Point grew out of a desire to address this changing paradigm of volunteerism. In 2009, we adopted our current name. We realigned all our programs and services under a new direction – building strong not-for-profit organizations that can effectively engage today’s abundant supply of talent, including board members, the diversity of community volunteers, staff, investors, and others. We moved away from the word “volunteer” in favour of “talent” and “knowledge philanthropist,” the latter a term coined by one of our own strategic volunteers.

We learned that not-for-profit organizations can achieve their goals – and achieve long-term sustainability – by changing the way they view people engagement. Transforming how they engage people can ultimately lead to greater impact on the communities and causes they serve.

From my own journey with Vantage Point, what stands out as most exciting piece to celebrate is this enduring aspiration to engage people (and ALL their talents!) to positively transform our communities through an effective and impactful not-for-profit sector.

Share Your Story

As someone involved in BC’s not-for-profit sector, what do you feel is worth celebrating about the last 75 years of community impact?

Whether you are a past, current, or future client of Vantage Point, knowledge philanthropist, staff member, investor, board member, partner, or community member we encourage you to share your journey, contributing to a story gathering project we are undertaking to grow our understanding of what to celebrate!

Celebrate with Vantage Point

This fall we will be celebrating our anniversary and looking forward to the next 75 years with wine, entertainment, and great conversation. Join us on September 27, 6-9pm - the evening before our annual leadership conference: BOSS 2018!

Charities and other not-for-profit organizations are often created to address society’s most persistent challenges (e.g. homelessness, hunger, poverty) – those that neither governments nor for-profits have historically been able to solve.

According to the latest research, changing demographics and an aging population, is significantly increasing demand for charitable services while available funding is set to decreaseⁱ. Therefore, it is a critically important time to build the capacity of not-for-profit organizations.

In folklore, a silver bullet is often the only effective strategy to ward off werewolves, witches, and other monsters. It is a metaphor for a simple, seemingly magical solution to a complex or persistent problem.

So, we have to ask ourselves, is there a silver bullet that could create additional capacity in the sector without additional funding? Vantage Point has been talking about the concept of the abundant not-for-profit for many years – the opportunity to move our missions forward through knowledge philanthropy.

I would like to propose another opportunity – let’s work to resolve the issue of restricted fundingⁱⁱ and the Overhead Mythⁱⁱⁱ. The Overhead Myth posits that spending on programs is good and spending on overhead is bad. As a result of the Overhead Myth, many governments and foundations provide direct funding for programs and heavily restrict spending on overhead expenses and capacity building.

All – and I mean all – of the research that has ever been done on overhead spending has come to the opposite conclusion. The research is best summarized in the following quote from the Nonprofit Overhead Cost Project^iv (sponsored by the Ford Foundation, the David & Lucille Packard Foundation, and the Rockefeller Brother Fund):

“One of the important findings of the Nonprofit Overhead Cost Project is that overhead, far from a “necessary evil,” is the basis for mission effectiveness.”

Through over 20 years of research, Grantmakers for Effective Organizations (GEO) has long been advocating for fewer restricted grants and more grants specifically for capacity building . They have arrived at the view that organizations have generally been forced by funders to spend too much on programs today and not enough on building strong, sustainable, efficient, effective organizations. They are also of the view - supported by all of their research - that investments in capacity building^v result in significant returns on those investments and result in higher levels of mission achievement. As organizations become more efficient and more effective, they can grow and deliver more services.

So, is there a simple, seemingly magical solution to creating more capacity in the charitable sector? Absolutely. The silver bullet is unrestricted funding and funding available to build organizational capacity.

Even without increasing funding available, funders can create more capacity in the sector by reducing restrictions on their funding and allowing organizations to invest more in leadership, governance, technology, financial management, higher salaries and more training for staff. This will allow organizations to become more efficient and more effective. It will allow them to grow and provide more services to more people.

_i Emmett, Brian. “The Social Deficit: How Much Faster Will Charities Have to Run to Stay in the Same Place?” Imagine Canada, 18 Oct. 2016, www.imaginecanada.ca/blog/social-deficit-how-much-faster-will-charities-....

_ii “What Financial Challenges Do Nonprofits Face?” Grantmakers for Effective Organizations, 5 Mar. 2015, www.geofunders.org/resources/what-financial-challenges-do-nonprofits-fac....

_iii BBB Wise Giving Alliance, et al. “Moving Toward an Overhead Solution.” The Overhead Myth, overheadmyth.com/.

_iv Urban Institute Center on Nonprofits and Philanthropy, and Indiana University Center on Philanthropy. “Nonprofit Overhead Costs Project.” Aug. 2004.

_v “How Can We Be More Supportive of Nonprofit Financial Sustainability?” Grantmakers for Effective Organizations, 5 Mar. 2014, www.geofunders.org/resources/how-can-we-be-more-supportive-of-nonprofit-....

Not-for-profit organizations do incredibly important work – providing critical services that support and enrich our communities. Robust internal capacity and organizational competence is what supports their ability to achieve impact. At Vantage Point we are on a mission to improve not-for-profit capacity.

By building the capacity of your not-for-profit organization, you can strengthen the impact your programs have in your community and ensure long-term program sustainability. The importance of capacity building is a critical conversation for not-for-profits, funders, government, and the broader community. 

Defining Capacity

What exactly is capacity? It is impact. It is resilience. It is sustainability. Essentially, capacity building is an ongoing investment in the improved performance and sustainability of our people and organizations. What does an investment in capacity look like? It is a focus on and commitment to enhancing our internal governance, management, and operations. It can include professional development that improves staff leadership competencies, board governance training that enhances board effectiveness, or technology that improves customer and donor relations.

At Vantage Point we focus on four areas of not-for-profit capacity: management, governance, financial resources, and administrative systems¹. In addition to strong program delivery, these are the organizational platforms that support and sustain an organization’s impact.

Why Does Capacity Building Matter?

Capacity building creates more effective and resilient not-for-profit organizations. Imagine the potential that your not-for-profit could achieve with fully equipped leaders, robust financial management systems, flexibility to adapt when challenges arise, and a collaborative work environment that allows for new ideas and generative thinking. When positioned this way, capacity building is sexy!

We see the impact of capacity building every day and our program evaluations show incredible results in areas such as leadership competencies, improved employee engagement, and increased fundraising. Capacity building takes time and investment, but the benefits far exceed the cost.

Our Next Steps

What does your internal capacity look like? We encourage you to start conversations with your colleagues and supporters about what increased capacity would mean for your organization. Let’s discover and unleash the potential in our teams and organizations and build stronger organizational competence.

At Vantage Point we are committed to capacity building and we will continue to engage leaders, funders, and the community on this important topic. We will highlight practical tools and share new insights along the way through our blog, resources, and new capacity resource page for not-for-profits.

Together, as not-for-profit leaders, funders, and community members let’s increase the capacity of not-for-profit organizations!

¹ As identified in Nonprofit Lifecycles: Stage Based Wisdom for Nonprofit Capacity by Susan Kenny Stevens.

As a leader within the not-for-profit sector for over 15 years now, I’ve had the opportunity to work with many incredible women. In celebration of International Women’s Day, I share here some of the key approaches that I have learned from these strong and smart individuals. I have found these practices to be essential in my own development as a leader – and as a woman.

1) When contemplating change, consider the importance of over-steering the boat to alter the course.

As a sailor, I’ve mulled on this analogy many times. When faced with a major change of course out on the water, I’ve seen what’s required of the skipper to set this new course. I’m naturally a more facilitative leader, who strives to gradually, and diplomatically, bring everyone along. In 2002 Vantage Point began a shift to re-orient our mission to build strong leaders and strong not-for-profit organizations. The Executive Director who was at the helm demonstrated the importance of over-steering, and not necessarily being able to bring everyone along.

2) In facing important decisions, ask yourself what each option makes possible, and for whom, while also acknowledging the worst that could happen in each case.

This practice, an aspect of Creating the Future’s Catalytic Thinking, has been essential to both my personal and professional decisions and I encourage you to try it out. I have also learned the benefit of framing “no” decisions as saying “yes” to another opportunity.

3) Start your day with a positive intention

It’s been a busy start to 2018 here at Vantage Point and I’m definitely aware of the “stretch” I’m experiencing. Starting each day with a positive intention has been tough. I’m sticking with it, however, as the simple practice of focusing on one positive thought or aspiration for the day truly brings out the best in me at home and work.

4) As leaders contributing to shaping and developing high performing cultures, get used to being a broken-record.

I’ve been constantly reminded of the importance of consistency by the Executive Directors I have had the privilege of working with here at Vantage Point. A strong culture at Vantage Point, with a commitment to abundance and people, has come through leadership that is comfortable persevering through challenges and making space for the many conversations required to assure board and staff are aligned (and re-aligned!) at every turn. I have seen the measurable outcomes of this leadership including demonstrated growth in mission impact.

5) Once in a while, ask yourself, “would I rather be somewhere else”?

I have committed both work and volunteer aspects of my life to the not-for-profit sector. To assure I’m still receiving energy from all that I put in, every once in a while, I intentionally ask this question. On occasion the answer is going to be “yes – I’d rather be doing…”. But for the most part, even when I’m feeling challenged, the answer is actually “this is exactly where I want to be”.

What meaningful practices have women in your life passed to you? Please share them with us in celebration of all the women that make this sector amazing to work in and a force within our communities. If you are looking for ways to pass along your skills and expertise, check out the current volunteer positions at www.govolunteer.ca.

Thank you to the amazing women that passed this advice on to me:

Colleen Kelly, former Vantage Point Executive Director
Denise Baker, Vantage Point Executive Director
Martha Sales, Coach and Founder of Achieve Your Mark, Vantage Point Knowledge Philanthropist & Board Member
Tammy Robertson, President, Professional Coach and Author, Work Heart Consulting
Hildy Gottlieb, Co-Founder, Creating the Future