The Voice and Source for New York Nonprofits
STRATEGIC PLAN
2006 to 2010
Summary
The Board of Directors and staff of the Nonprofit Coordinating Committee of New York (NPCC), with the help of consultants from Cavanaugh, Hagan and Pierson and led by board member Emily Smith and a hard-working Strategic Planning Committee, worked from mid-summer through December, 2005, to develop a new Strategic Plan for the years 2006-2010.
As part of the planning process, NPCC undertook a survey of its members to better understand the challenges they face and future roles they see for NPCC in helping them meet their challenges. We also interviewed national and local leaders in the nonprofit sector, other nonprofit associations, funders and former members. More than 300 NPCC members (22% of total members) completed the survey. Their breakdown by budget and staff size was similar to that of the overall membership: 57% had budgets under $1 million; 27% had budgets between $1 and $5 million; and 16% had budgets over $5 million.
A majority of respondents were small-staffed: 38% had fewer than 4 staff members, while only 16% reported 50 or more staff. Most responding organizations' services and programs were focused at the community or citywide level.
Members who responded reported the top challenges facing their organizations as: fundraising; board development and governance; staffing issues; growth and expansion; planning and capacity building; and marketing and publicity.
Close to 85% of respondents indicated that "getting information for my nonprofit" was a key factor in their decision to continue renewing their NPCC membership. Some 60% indicated that our training and workshops was also a factor in renewing. Smaller nonprofits (either by budget or staff size) were more likely to define NPCC's technical assistance, training, cost-savings programs and information sharing in their decisions to renew. Larger organizations were more likely to find NPCC's information sharing and advocacy work as more influential in their renewal decisions.
More than 90 percent of respondents were either "satisfied" or "very satisfied" with NPCC programs and services." Members consider the newsletter, New York Nonprofits, to be NPCC's most important service. Coming in close was "advice and technical assistance" followed by NPCC's workshops and roundtables. Also among highly rated NPCC services were website articles, salary and benefits surveys, our directors' and officers' liability insurance program, and our discounted office supplies offered through Staples.
The survey also asked members about possible future endeavors that NPCC might undertake. Respondents indicated that increasing funding and organizational effectiveness are their top preferences. More than 50% of respondents would like more networking opportunities with funders, and 48% want more guidance on best practices. Respondents expressed the most interest in workshops about board management, fundraising, and financial management. Larger organizations tended to be more interested in workshops on nonprofit standards, legal compliance and government issues than smaller groups. Among peers and experts interviewed, NPCC was seen as a highly-respected information source and advocate for the sector.
The final Strategic Plan, approved by the Board of Directors at an all-day board meeting on December 8, includes fresh vision and mission statements that see NPCC as "The Voice and Source for New York Nonprofits," and commits the organization to building upon its successful 21-year history through five strategic goals that will enhance its support for New York City area nonprofit organizations.
MISSION
The Nonprofit Coordinating Committee of New York serves as the voice of and information source for the New York City area nonprofit community, so that nonprofits are better informed, managed, governed and represented at all levels of government, and better equipped to achieve their missions.
OUR VISION
The quality of life for all New Yorkers depends on a strong, vibrant and diverse nonprofit sector. Nonprofit organizations must manage and govern themselves well, be accountable and transparent to donors, constituents and the public, and pursue their missions effectively. As NPCC's influence and membership grow, so does our ability to help member organizations achieve these objectives. NPCC's goal is to be New York nonprofits' most reliable source for information, advice, quality programs and services, the most effective advocate on sector-wide issues, and widely recognized as such.
GOALS AND STRATEGIES: 2006 to 2010
The following organizational goals and strategies for 2006 to 2010 can help move NPCC from good to great:
GOAL 1
Increase information and guidance for members in areas where NPCC can play a unique role in strengthening members' management, effectiveness, transparency and accountability.
Strategies: Expand the information that NPCC provides for New York City area nonprofits, including: greater participation in our free workshops each year, continual improvements and expanded use of our website (www.npccny.org) and monthly newsletter (New York Nonprofits); occasional papers and briefings on sector-wide issues; regularly surveying our 1380+ member nonprofits about challenges facing the New York City area nonprofit community; and recognizing best management practices.
GOAL 2
Increase NPCC's investment in recruiting and retaining members, and add value to membership, reaching 2010 members by 2010. ("2010 By 2010!").
Strategies: Membership strategies will include: expanding and diversifying NPCC membership; increasing corporate, individual and other support; increasing member awareness and information about NPCC membership benefits; and enhancing NPCC capacity for recruiting and retaining members.
GOAL 3
Provide a greater range of innovative products and services to help NPCC members cut costs, raise funds, and manage and govern themselves more effectively.
Strategies: Service strategies include: exploring discounts for hands-on training and assistance in key management areas for NPCC members, delivered by expert providers; increasing cost savings for members by adding new group-buying programs; launching New York's first nonprofit insurance company; and, providing added networking opportunities for NPCC members around management, governance and other relevant issues.
GOAL 4
Continue and enhance NPCC's outstanding role as the vital voice of New York's nonprofit sector in promoting nonprofits' accountability, effectiveness and transparency in management and governance, within a supportive regulatory environment, in relations with the State of New York, the City of New York and the federal government.
Strategies: Government relations strategies include: continuing the successful work of NPCC's Government Relations Committee in advocating for greater accountability, transparency and effectiveness by nonprofits within a positive regulatory climate; keeping members aware of legislative and regulatory issues affecting the entire sector and advocating where appropriate; exploring a similar NPCC role at the New York City level, with particular attention to challenges facing small and mid-sized nonprofits; and providing briefings for targeted nonprofit groups by sub-sector.
GOAL 5
Strengthen NPCC's board and management capacity to serve its growing membership, to help member nonprofits through well-funded, high-quality programs, and to help NPCC find the resources to grow.
Strategies: Strategies to enhance NPCC's capacity to serve include: strengthening the NPCC Board; increasing NPCC's visibility; recruiting added volunteer and professional expertise in selected areas; enhancing staff capacity in keeping with growing membership levels, programs and services; and expanding communications with local media about how nonprofit organizations contribute to the quality of life for all New Yorkers.
posted January 25, 2006