RISKY BUSINESS II:

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RISKY BUSINESS II

• Etiology of the Risk Factor

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RISKY BUSINESS II Symptoms and Prognosis of Risk

• Session II begins to examine the symptoms of
  risk and vulnerability within the organization
  and its leaders.  Participants will screen their
  organization/leadership risk levels and begin
  guiding their organization away from risky
  behaviors.
• Learning Objectives
• Recognize the symptoms of risk
• Learn to assess their organizations and
  leadership risk factors and vulnerable areas
• Know how to move away from risk while maintaining
  the integrity of their mission.

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• Often the difference between a successful man and
  a failure is not one's better abilities or ideas,
  but the courage that one has to bet on his ideas,
  to take a calculated risk, and to act.
• Maxwell Maltz

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Symptoms of Risk

• Profile Visibility
• Power
• Real
• Perceived
• Change Agent
• Population Representative
• Leader
• Follower

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Risk Consequence
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Risk Increases Vulnerability

• Resistance
• Different priorities
• Different values
• Lack of knowledge
• Fear
• Desire

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Risk Cycle
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Assessing Our Risk Factors
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The How

• Identifying or adapting a tool
• Identifying the team
• Getting it done
• Using the results

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Tools and Resources

• Non Profit Risk- www.nonprofitrisk.org
• Employee Handbook- www.nonprofitrisk.org/pubs/hi_r
  d.htm
• Pillars of Accountability- http//209.61.210.11/pi
  llars.htm
• Be Prepared- www.altru.com/nonprofit.htm

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Driving Factors

• Needs
• Organization
• Cost
• Developmental level
• Willingness
• Creativity
• Support

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The Team

• Key staff
• Board representation
• Partners
• TA Coordinators

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Consider
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Getting It Done

• Commitment
• Setting the environment
• Using a tool or resource
• Reaching consensus (or not)

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Using the Results

• Building capacity
• Building resiliency
• Creating opportunity
• Realistic change
• Optimistic fortitude

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Know Thy Enemy

• Time
• Fear
• Avoidance
• Reality
• YOU!

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Process Driven
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Back to the Race

• Off season
• Analysis\
• Marketing
• Before the race
• Preparation
• Inspection
• During the race
• Pit stops
• After the race
• Inspection
• Analysis

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Moving Away from Risk

• Choices
• Intentional purposeful
• Developmental
• Priority driven
• Goal oriented

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Choices
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Intentional Purposeful

• Strategic
• Planned
• Directional

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Developmental

• Meets the organizations needs
• Addresses levels of capacity
• Keeps in line with infrastructure development

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Priority Driven

• Can not do it all
• Allows incremental changes
• Time to respond
• Sort it out
• Study consequences

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Goal Oriented

• What do we want?
• Overall and within targeted areas

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The Screening

• Not a scienceyet!
• Serve as a radar screen
• The EPSDT of organizational sustainability!

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The Risk
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Risk, continued
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So
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Importance

• Looks at sustainability
• Allows attention to the organizational needs
• Incorporates developmental levels

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Vulnerable Areas

• Accountability
• Financial Security
• Organizational Operations
• Relationships

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Accountability

• Do you
• Have a list of requirements (such as scope of
  work, work plan, timeline) for EACH program
  and/or funding source
• Review regularly the requirements with staff and
  Board to ensure compliance
• Have an outside review of requirements on an
  annual basis
• Have a calendar of due dates
• Know the process to be used for each contract or
  grant if you are selected for a site visit or
  monitoring

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Financial Security

• Do you
• Understand all components of your contracts
• Have funding that is discretionary and not
  government based
• Have copies of referenced statutes, rule, or law
  in your contracts and grants
• Have and understand all audit/compliance
  processes and procedures
• Maintain records according to GAAP (Generally
  Acceptable Accounting Practices

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Organizational Operations

• Do you
• Follow IRS standards for employee vs. contractor
• Know the state and federal requirements for non
  profit management
• Have human resource procedures in place that have
  been reviewed and approved by an expert
• Ensure that your Board operates according to
  by-laws filed with state IRS
• Have a practical strategic plan that follows your
  organizational mission

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Relationships

• Do you
• Have multiple partners working toward systems
  change
• Have a blend of professional and advocate
  partners
• Maintain partnerships with multiple persons of
  power that represent a variety of views
• Keep your friends close and your enemies closer
• Maintain integrity when working with partners

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Others and Questions
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Homework

• Complete the screening for your organization
• Have ready for next call to review and compare
  with peers

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RISKY BUSINESS III Treatment and Prevention of
Organizational Risk

• This final session will target organizational
  and leader vulnerabilities and how to prevent
  them from interfering with the growth and
  sustainability of the organization.  Participants
  will apply techniques and approaches to customize
  a plan for protection from external and internal
  risk factors.
• Learning Objectives
• Know how to recognize and respond to risk and
  vulnerabilities.
• Learn how to build organizational sustainability
  through risk analysis and strategic planning.
• Increase your comfort level in addressing
  internal and external risk factors.