Grow Where You’re Planted Best Practices in the USGBC Chapter Network GEARUP! GEARUP!

Your presenters: Doug Widener, USGBC, Moderator Nancy Olah, USGBC-North Carolina Chapter, Strategic Planning Monica Rokicki, USGBC-Southwest Virginia Chapter, Member/Volunteer Engagement Chris Zitelli, USGBC-Kentucky Chapter, Partnerships Doug Widener, USGBC, Fundraising

What we’ve heard/know: Strategic Plan – Key to establishing vision, mission, and direction and for engaging stakeholders in meeting the mission. How to ‘live it’ every day is hard, but key to success. Volunteers - Volunteer burnout and engagement issues prevalent network-wide. Partners - Need to garners wider support (and help) in meeting mission and being visible. Fundraising – Top issues among chapters (second is volunteer burnout). Economy has changed and we are challenged to adapt.

Strategic Planning Nancy Olah – USGBC-North Carolina Chapter

Nancy Olah Secretary, USGBC North Carolina GEAR UP: GROW WHERE YOU’RE PLANTED - STRATEGIC PLANNING SERC LEADERSHIP SUMMIT – APRIL 19, 2013

 Charlotte Region Chapter (CRC)  Strategic plan was drafted in 2007 when chapter was very young  2010 – Chapter had grown tremendously – different needs vs  What we tried that didn’t work  Revise old plan  Borrow another chapter’s plan and change the names  Look at several chapters’ plans and try to do an amalgam STRATEGIC PLANNING A PROCESS, NOT A ONE DAY EVENT

Difficult to get entire Board to focus on planning Five Board members volunteered to commit time Formed a Task Force Clear authority from the Board Recruited a corporate partner that specialized in business planning MLC Group, LLC In-kind platinum partnership trade WHAT WORKED FOR US

Our Planning Steps  Seven planning sessions in a three month period with homework after every three-hour session  Vision and Issues Brainstorming - March  Vision and Current State - March  Gap Analysis – Review all Disciplines of the Organization – April (2 sessions)  Strategic Goals and Objectives  Strategic Goals, Objectives and Action Plan  Executive Plan and Dashboard  Board Review and Approval - August  Board Retreat and Execution Strategy Session

 Agreed on a Work Schedule  Engage others  Member survey (no more than questions)  Develop Long Term Vision (2020 vision)  Web-based and visible  Simple and Easy to Understand  Measurable (SMART goals) S – specific M – measurable A – achievable R – realistic and relevant T – timely - set time for completion OUR STEPS

 Graphic Visualization Presentations of our Vision  “Key Words” that inspired our Vision  What will Charlotte Region look like in 2020?  Asked “What does success look like for us?”  Vision Statement: THE Resource for Sustainable Development in the Carolinas  Tagline: Build Green. Teach Green. Live Green. VISIONING

 Clear Voice – We are recognized as the most credible resource for sustainable development throughout our region. OUR FOUR STRATEGIC GOALS

 Membership Value – Our members recognize the value of belonging to our chapter as active and engaged volunteers because we are the preeminent professional organization in the sustainable building community OUR FOUR STRATEGIC GOALS

 Dynamic Leadership and Volunteer Opportunities – We have a sustainable infrastructure of human capital consisting of  Committed Volunteers,  Qualified Board and Committee Leaders,  Strategic Succession Planning and  Volunteer Support and Recognition OUR FOUR STRATEGIC GOALS

 Financial Stability - We have diverse, stable and sustainable financial resources with five key revenue streams including:  Grants,  Loyal Sponsors,  Committed Donors,  Membership Dues and  Educational Programs and Events OUR FOUR STRATEGIC GOALS

Member Value – strategic sub-goals – We provide comprehensive educational opportunities – We provide meaningful volunteer opportunities – We foster member-to-member business connections – We broaden the diversity of our membership base Develop Sub-Goals for each strategic goal

Tactics for providing comprehensive educational opportunities – Conduct a membership survey to determine program relevance – Identify industry trends to develop new programming (taking into account regional and national trends) – Partner with university educational programming – Explore cross-pollination with affiliate professional organizations’ continuing educational programming – Research hiring internal or outsourced Education Manager Champion – Programs Chair Each Sub-Goal has key tactics – and a champion

– Committee or Task Leader – Start Date – Completion Date – Percentage Completed – Resources/Notes Success Measurement Each tactic has key metrics

Copies posted on Yammer – strategic plan – Dashboard – Scorecard Nancy Olah (office) (home) Questions?

Member/Volunteer Engagement Monica Rokicki– USGBC Southwest Virginia Chapter

Southwest Virginia Chapter

GREEN SCHOOLS for Every Child in Southwest Virginia

USGBC SWVA GREEN SCHOOLS CHALLENGE Devise and implement, with the help of professional green mentors & shadows, the most creative, effective and no or low cost sustainable practices for their schools & communities Pilot Program

Energize sustainable curriculum in the school systems Lower school operating & maintenance costs Reduce carbon footprint Increase facilities indoor air quality Improve the learning & teaching environment Conserve our natural resources Encourage students to think creatively about sustainability Promote environmental stewardship in our communities Encourage the school to be the community epicenter Create a generation of environmentally conscious adults Engage the business community and building industry to help the students green their schools GREEN SCHOOLS CHALLENGE GOALS

– Virginia School Board Association (VSBA) – Virginia Association of School Superintendents (VASS) – Local Schools – AIA Chapter – CSI Chapter – Home Builders Association – Colleges & Universities – Virginia Chapters PARTNERS

$8,000 USGBC 2010 Grant USGBC Southwest Virginia Hampton Roads Green Building Council James River Green Building Council National Capital Region

PILOT GSC TIME LINE

Green Schools Challenge Judging Criteria Apply to Each Age Level Awards Goal Possible Points 1 Measured Performance To what extent does the project conserve resources or otherwise encourage sustainability (e.g. quantify electricity use before and after initiating the project)? 15 2 Project Documentation Has the school adequately explained and documented the concept and performance of their project? 10 3 Perpetuation Has the school devised a plan to perpetuate the project or will it be forgotten soon after the contest ends? Have the project goals and ideals been incorporated into the curriculum at the school and is there a commitment to maintain and enhance the project in the future? 20 4 Creativity Has this project sparked the imagination of the participants and resulted in unique or unusual ideas? Was the project student driven versus teacher and mentor driven? Has this project influenced any other conversations, projects, curricula, or actions within the school and community? 15 5 Communication Have the goals and actions of this project been sufficiently communicated to students within the entire school and to students at other schools? Is there an ongoing effort to communicate and foster the project's objectives inside and outside the school? 15 6 Greater Community Involvement Has this project attempted to involve the greater community and how successful were they? Have the efforts of this project influenced the greater community? 15 7 Miscellaneous Other items not listed above give strength to this project? 10 Total Possible Points CREATIVITY & PERPETUATION

CALL FOR GREEN MENTORS/SHADOWS Architects Engineers Builders Developers College Students LEED APs

MENTOR RESPONSIBILITIES Provide sustainability expertise and guidance Complement teachers’ efforts Commit to a min 4 hrs/mo within assigned school Help students & teachers green their schools for little or no cost Help garner special recognition in the Green Schools Challenge Attend a 4-hour mentor training workshop

PANEL OF JUDGES: Jeff Bain, VSBA President Chuck Saylors, National PTA President Victoria Waters, Green Education Foundation President Emily Knupp, USGBC Center for Green Schools Michelle Clevordon: Senior at Radford University

33 Schools Signed Up 47 Mentors/Shadows Volunteered 20 Schools Submitted Projects 14 Schools Presented at VASS 6 Schools Awarded Plaques Certificates to All Schools/Mentors SUMMARY

GREEN SCHOOLS CHALLENGE FINALE

GREEN STUDENTS IN EVERY SWVA SCHOOL WITHIN THIS GENERATION

Partnerships Chris Zitelli – USGBC Kentucky Chapter

April 19th, 2013 Gear Up Chris Zitelli SERC-Community Outreach Chair

Community Outreach Many conversations about membership diversity, public brand, social equity, tangible products to leverage for fundraising Weatherization is one answer Beyond window plastic and weather stripping Started with a playbook that seems solid Bryan Cordell Sustainability Institute, S.C. “

Mission The purpose of these region wide projects will be to make significant, positive impacts within our communities and to engage partnerships that will diversify participation within our Chapter organizations and make the mission and work of USGBC more inclusive of a diversity of audiences.

Goals -These projects present an opportunity to build partnerships between our USGBC Chapters and a variety of important audiences – diverse communities, building professionals, energy raters, volunteers, etc. (1) EDUCATION; Purpose is to make this a learning opportunity for all participants, families and volunteers. (2) DATA COLLECTION; Purpose to collect data from each home both for the purposes of understanding the impacts of residential energy use in our southeast region as well as for measuring the positive impact of our service projects.

Goals Cont. (3) Partnership Building- Purpose is to establish long-term, working relationships with underserved communities within our Chapter and to get a diversity of professionals working around a common goal of address a significant community issue/need. An objective for partnership building is to think beyond this one service opportunity and to figure out to continue partnerships with underserved communities and build upon the service opportunity to create long term relationships centered around shared values.

Chapter Capacity (a) Designated ‘Project Coordinator’; (b) Partner HERS Rater (Comprehensive HERS Rater) & or BPI Building Analyst that is responsible for project management; (c) Partner 501c3, nonprofit organization that is willing to help secure a home/family to assist and that is insured and will accept liability for the project. A list of suggested partner organizations will be provided to Chapters; (d) Volunteers; (e) The ability to secure materials and supplies either through donation or purchase.

Examples of Partners - Ky Chapter, KY- Project Warm, YouthBuild Louisville, Graber Insealation, Habitat for Humanity of Metro Louisville, Utilities Provider (LG&E) (We Care) (equipment, safety, additional audit), Ecos Materials & Services -TN- Socially Equal Energy Efficient Development (SEEED), Knoxville Housing Partnership, Home Depot, Pro-Foam, Trane, Energy Efficiency of Tenn, TN Waste, Knoxville- Knox County CAC,

Data Expectations Test in- Test out HERS numbers Estimated energy savings Infiltration and duct leakage Successes AND Failures Lessons learned

EXAMPLES OF RESULTS TN- HERS- 139 to 112; 68% reduction in infiltration; 29% reduction in duct leakage; annual energy savings of $275 KY- HERS 213 TO 157, 15% reduction in infiltration, ducts not addressed, new furnace, combustion ventilation fixed, gas leaks fixed, $643 annual savings

What do we accomplish? Public Brand- donations, membership Real impact that can be understood Social Equity Partner building Diversification of chapter membership Additional volunteer engagement opportunities Quality data for all Greater opportunities for chapter partners

Lessons Learned - Plan further out, make initial inspections early -fundraise, early -close supervision -better regional coordination -need for info clearinghouse -consistency of program implementation -QAD for projects -example of contracts, agreements, insurance, liability Waivers, etc.

USGBC Kentucky Chapter USGBCKentucky.org Greg Saylor, Chris Zitelli,

Fundraising Doug Widener– USGBC

Fundraising Best Practices Diversify – Non-profits have the ability to generate funds both from earned income and donations; both are important. As with all healthy organizations, diversified revenue is key to long-term sustainability and thriving. Determine the ‘ what’ and the ‘why’ and understand the ‘who’ – Companies and individuals give financial support for a variety of reasons. You need to know what you are asking, why it is important, and who you are asking. The best asks are individually focused. Believe in it – It’s hard to sell something you don’t believe in. You have to get it, for someone else to.

Fundraising Best Practices Start Somewhere (Rome wasn’t built in a day) – Fundraising can be overwhelming, especially for folks not accustomed to it. One call or contact is better than none. The important thing is to start and progress from there. Target your approach – An inch deep and a mile wide isn’t always the best approach. Identifying the best prospects and focusing there is more doable, and often leads to better results. Teamwork – Chapters that are most effective have leaders that work together on this effort. Make this a team effort, because ultimately it is.

Fundraising Best Practices And Ultimately… HAVE FUN! Fundraising is a challenge (at first) but can and should be fun; especially when you believe in what you are raising funds for and doing it will likeminded, committed people.

What is the Difference? 501(c)(6) Trade association, which promotes growth in a particular industry 501(c)(3) Charity, provides a public benefit, derives a large percentage of its revenue from donations from a broad base of public support

What Do We Need to Know? 501c3 orgs raise and report money differently than 501c6 orgs Donations are made by individuals/organizations who believe in your mission and vision, not who are expecting something in return Preserving the chapter’s 501c3 status is crucial Every program and public communication must serve the mission and the organizational vision

Fundraising Strategies Sponsorships – Typical fundraising by most chapters. Mirrors 501(c)6 model. Offer a value proposition; level of support = benefits (marketing exposure, comps, etc.). Completely effective, but limited. Appeals to companies for marketing but not ‘mission.’ Targeted Sponsorships – Similar approach to above (e.g. benefits for support), but focused on ‘mission’ programs or initiatives. Appeals to both ‘business’ and ‘mission’ side. Helps add rationale to the ‘why’ question.

Fundraising Strategies Grants – Targeted mission support from private/corporate foundations or gov’t. Restricted to the ‘program’. Key reporting requirements. Can also support general operations related to the program. (THIS IS IMPORTANT!!). Individual Giving – Appeal to individuals (members and beyond) to support a cause. General support isn’t as effective as targeted support. “Help us do this thing!” Fundraising Events – Galas, parties, golf-outings, plenty of others. Good for exposure as well, but cost- control (donations, sponsor-underwriting) is key. Many chapters haven’t seen great returns, but potential!!

Fundraising Resources -Workshops and trainings – in-person and online -Web resources – lots of information available - Local and national NPO resources (e.g. Foundation Center) -Other chapters - (contact your SERC friends) -Fundraising consultants - (AFP – Assn. of Fundraising Professionals) Boilerplate proposals – Adapt on someone else’s proposal rather starting from scratch. USGBC resources – A variety of resources/support…

USGBC Resources Three-Year Plan for Community – Significant focus on volunteer engagement, training/resources, and goverance/best practices Grants – Support new programs and replication of existing ones Trainings – Fundraising Volunteer training Strategic Planning Leadership Development

USGBC Resources Chapter Peer Groups - Groups of like-minded chapters and national staff working together Emerging Professionals – Support chapters in EP recruitment/engagement Diversity Initiative – Supports chapters in diversifying their base Volunteer Engagement/Support– Supports chapters in recruiting, engaging, retaining, and celebrating volunteers Partnerships – National partners; local engagement

L.O. #3 Consider this… Your ability to raise funds is a direct function of how clear you are on what value your organization brings Instead of asking for money look at the conversation as you are giving them an opportunity to be a part of something that is making a huge difference If you are not passionate about the difference USGBC is making, figure out why. Is it because you can’t see the measurable outcomes? You are not really fulfilling on the mission? etc… QUESTIONS?

L.O. #3 Consider this… Your ability to raise funds is a direct function of how clear you are on what value your organization brings Instead of asking for money look at the conversation as you are giving them an opportunity to be a part of something that is making a huge difference If you are not passionate about the difference USGBC is making, figure out why. Is it because you can’t see the measurable outcomes? You are not really fulfilling on the mission? etc… BREAK-OUT DISCUSSIONS

L.O. #3 Consider this… Your ability to raise funds is a direct function of how clear you are on what value your organization brings Instead of asking for money look at the conversation as you are giving them an opportunity to be a part of something that is making a huge difference If you are not passionate about the difference USGBC is making, figure out why. Is it because you can’t see the measurable outcomes? You are not really fulfilling on the mission? etc… THANK YOU!!