INFRASTRUCTURE

Ongoing implementation of the BEST Project has continued to include many accomplishments, as well as new challenges and lessons to be learned. No one can foresee all the variables that arise in creating and implementing a capacity-building initiative, especially one that responds to place-based needs. This is an important point to keep in mind while reading this section, which outlines the major components for developing the project infrastructure.

Leadership

The FFC is the decision-making body for the implementation of the BEST Project. Established governance procedures specify:

who can respond to grantee requests;
financial responsibilities for the host agency; and
reporting responsibilities for contract staff.

The FFC encourages participation by two representatives from each of the funding entities: a voting member and a delegate who can vote in the voting member’s absence. One person is chosen from the voting members to serve as the Chairperson for up to two years. The Chair then rotates to a representative from one of the other collaborating funders.

Key decisions are made through a collaborative process except when decision responsibilities have been designated to the host agency, a sub-group, or to an individual, such as the Director of Programs or Lead Consultant. All roles and responsibilities for FFC members are spelled out in a Memorandum of Understanding (MOU). Financial Management

The United Way of Genesee County (UWGC) plays the critical role of grantor and host agency for the project. It contributes funds as well as receives funding from the other three funding partners. As the host agency, the UWGC works closely with contract staff and is ultimately responsible for all accounting, billing, banking and reporting activities related to the operation of BEST. It enters into agreements with contractors, administers grants, and oversees the selection of grant recipients.

Project Management

The BEST Project has grown with the launch of a second cohort and the possibility of a third. The result has been the ongoing evolution of management and administrative support needs. Prior to launching the three-year BEST Pilot Project, the FFC charged the Lead Consultant with developing an assessment process, recruiting the initial group of consultant providers, finalizing a governance structure, providing for the integration of training and workshops into the initiative, and researching evaluation strategies for short- and long-term measurement. The Lead Consultant was also engaged to manage the implementation of the BEST Pilot Project, and later assist in making the transition from the Pilot Project to the ongoing BEST Project.

Responsibilities in this role included developing the consultant and nonprofit application processes, including the actual documents used; reaching out to and vetting service providers in multiple organizational development areas; managing the day to- day operations; and recording, documenting and summarizing processes and findings. Eventually, much of this work was formalized as a permanent position for the Director of Programs, who now oversees the BEST office and program implementation with a part-time Administrative Assistant.

The first year of the Pilot Project was managed through virtual communication and on-site meetings between and among stakeholders. As the project and administrative needs grew, the need for more office space and a central location in Flint became apparent. During the second year, an office was located within a local MSO with the idea that it would better accommodate an administrative assistant and provide a place-based location for the initiative. Today, BEST occupies offices in the downtown YWCA.

Finding Consultants

The BEST Project requires experienced consultants who can lead the assessment phase. It also requires a diverse cadre of technical specialists who can help with capacity building in a number of areas. BEST tries to ensure that there is a range of expertise, work styles and skills available to nonprofits engaged in the project. The pool of consultants can change at any time. Searching for new talent on a continual basis keeps the project nimble and responsive. BEST consultants must be people who have:

a solid track record of reliable performance and cultural competence;
diverse nonprofit sector experience, knowledge and relevant skills;
strong written and verbal communication skills;
an asset-based approach to working with organizations; and
a consulting philosophy that seeks to build client independence, not dependence.

The first cadre of consultants for the Pilot Project was recruited through an RFP process and recommendations from members of the FFC as well as references from respected professionals in the field. Consultants have continued to be added to the pool through colleagues who have worked with BEST, through recommendations from BEST nonprofit agencies themselves, and through regional, statewide and national associations focused on the nonprofit sector.

Today, the BEST consultant roster includes more than seventy consultants whose resumes and references have been screened; who have participated in a BEST training session and in-depth orientation; and who attend at least two professional development workshops annually.

Training

Training, continuous learning, professional development and evaluative thinking are cornerstones of the BEST Project. Unless everyone has a common understanding of the project’s goals and objectives, and values the role of measurement and evaluation, there is little chance of success. BEST focuses on training for three stakeholders:

1. Consultants need initial orientation and training in terms of BEST objectives, processes, measurements, etc. They also enjoy and benefit from ongoing training relative to the nonprofit community, such as board development, facilities, funding, etc.

2. Funders benefit from training designed to establish a common framework for their BEST work. These training programs have ranged from a study of nonprofit lifecycles, due diligence in grant making, succession planning and transition management, to trends in the local economy. Funders agree that this education has been very beneficial to their participation in BEST, as well as in their other community involvement.

3. Agencies also need orientation and training. They need to understand the goals and processes of the BEST Project and how they will interact with program and operating support. Prior to the assessment process, agencies participate in a workshop on how to recruit, select and work effectively with a consultant.

Since many of the agencies need technical assistance on similar issues (such as marketing, fundraising, etc.) group training opportunities are cost effective in establishing basic concepts that help jump-start capacity building.

BEST continues to focus on training and workshops as a way to reinforce objectives, increase skills, improve networking and remain connected to all participants in the project.

What level of financial support is realistic?
What are the market rates of consultants in this area, and can the collaborative reach alignment or near-alignment with those rates?
Are the funders willing to invest the time and financial resources needed? There is a great deal of ramp-up time before actual progress can be demonstrated. If the project is shut down too quickly, that investment is lost.
Is there a pool of knowledgeable consultants available? Where can they be found?
Should local or outside consultants be used?
What skills are needed in the pool of consultants?
What process will be used to evaluate consulting candidates and their work?
Who is going to do the initial set-up work?
How will the collaborative track and manage processes?
What happens when problems arise?

--Project Guide Table of Contents--

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