ClearView Value-adding Services for Non-Profit Operations Management

1. Not For Profit Services Transparency for Understanding, Visibility for Decisions ClearView Value-adding Servicesfor Non-Profit Operations Management April, 2011

2. Answering Questions for “Strategic Services” for Non-Profit Organizations Are you meeting your Forecasts? Yes No Are you concerned about your ability to capitalize on new opportunities or mitigating known risk? Yes Do you have the information and organizational support that you need to make good and timely decisions? No Yes or No Do you worry about the things that you don’t monitor closely or can’t see? Finance Funding Ops Programs Reg / Leg. Reputation Strategic Areas of Possible Concern

3. Are you able to respond as quickly as you would like to incidents and events and defend against unfounded attack or media expose? Are you able to demonstrate compliance with legislative demands for implementing COSO practices and greater decision transparency? Have you been able to meet your forecasts of service delivery and financial projections on a regular basis? Is there a regular discipline or means to get your arms around likelihood and impact of both risks and new opportunities for your brand and its’ mission? Is information collection for decisions disciplined to avoid opinion and its’ potential ‘discovery’? Questions for Qualifying “Strategic Services” Clients in the Public Sector Areas of Possible Concern Finance Funding Ops Programs Reg / Leg. Reputation Strategic

4. Funders and Watchdogs - Prove to Me That: • The organization is capable of carrying out the mission • The organization provides more value than non-profit competitors or the private sector • The results and outcomes are what was intended to be achieved • The operation is efficient with donations, Governmental subsidies, budgeted funds, or grants • The operation is monitored for performance measures, performance risks and controls execution

5. Model for Governance: Decision-Making and the Exercise of Judgment Adapt 1 Are strategies and mission aligned? Does the organization have clear, achievable goals and strategies to manage and to make a difference? 2 Enterprise Capabilities How well is the organization doing with respect to its service and strategic goals? How well protected is the organization from the things that can go wrong? 4 3 Check Check

6. Consulting Results for Good Governance • An organization needs to transparently demonstrate and evidence: • An articulation of intended delivery to a defined population (services, research, education, advocacy, funding). • A documented set of planned strategic approaches that can deliver according to the mission and that acknowledges the enterprise capability, that also includes appropriate measures for expected results in order to gauge performance. • A process for collection, monitoring and communication of strategy performance and for quality discussion around results vs. expectations. • A process for uncovering risks and opportunities and assessing likelihood and impact of realization in order to make decisions around the security, effectiveness and continuity of the organization. • A proven method for exercise of judgment around adapting: • Developing deeper information (when is enough data enough?) • Making a decision to change operations or change strategies 1 2 3 4

7. The ClearView Approach to Better Decision-Making • We provide a strong environment for governance with proven methods by: • Articulating the mission and aligning the enterprise strategic direction • Supporting strategic planning with a structure for monitoring operations execution • Creating a framework of enterprise capabilities to set strategy outcome expectations • Developing appropriate measures and information practices around performance • Developing decision-making practices and guidance for exercise of judgment • Building a framework for environmental risk and opportunity discovery and assessment of likelihood and impact • Deploying communications and practices for adaptation to change

8. Also Consider Strategic Services • Addressing fundamental environment changes with new strategic approaches: • Identifying assets of value that can be exploited for funding or self-sustaining revenues, brand creation or competitive advantage • Operating more like a business, including setting up new revenue stream processes and controls • Organization Transformation opportunities: Partnerships, Alliances, Acquisition/Divestiture and Organizational Restructuring • Connecting organization, issues and strategies framework to financial accounts and outcomes • Assessing areas of risk and mitigation planning or services • Cost take-out opportunities

9. Richard Binswanger: rb@clearlyview.com 215-870-1559 Chris Allen: Christopher.allen@clearlyview.com 610-564-2392