Non-DR Mike Steel Presents!
GRF Study Guide
The GRF - Deep Dive
an in-depth overview of the Glaucoma Research Foundation (GRF), a national non-profit established in 1978. It details GRF's mission to cure glaucoma through innovative research and highlights its strong financial health, consistently achieving high ratings from charity evaluators. The document explains GRF's key research initiatives, such as the "Catalyst for a Cure" program, which redefined glaucoma as a neurodegenerative disease, and "Shaffer Research Grants," which fund early-stage, high-impact studies. Furthermore, the text covers GRF's leadership, governance, and extensive patient education efforts, including the "GRF Ambassadors" program, emphasizing their commitment to awareness and community engagement. Finally, it outlines the organization's 2023-2027 strategic plan, focusing on accelerating research, expanding awareness, maximizing philanthropic support, and strengthening leadership through collaborations and potential venture philanthropy.
GRF - Strategy And Impact
"Deep Dive Research Request" and a "Strategic Plan Analysis," both focusing on the Glaucoma Research Foundation (GRF). The first source comprehensively outlines GRF's mission, history, governance, and research initiatives, detailing its financial health and patient outreach efforts. It highlights programs like the Catalyst for a Cure and Shaffer Grants that aim to find a cure for glaucoma and restore vision. The second source then evaluates GRF's 2023-2027 strategic plan, analyzing its four key imperatives—accelerating research, expanding awareness, maximizing philanthropic support, and strengthening leadership—while also offering external insights and proposed routes for enhancing the foundation's impact and sustainability in the broader non-profit landscape. Together, these documents present an in-depth view of GRF's operations, strategic goals, challenges, and opportunities.
The Non-Profit MBA: A Study Plan for Leadership
a comprehensive study plan titled "The Non-Profit MBA," specifically designed for Dr. Cynthia Steel as she transitions into non-profit executive leadership. The plan is structured into three main sections, beginning with the foundational nuances of non-profit management, including legal frameworks, financial strategies, and mission-driven human capital. It then progresses to operationalizing impact, covering strategic planning, performance measurement, and fostering innovation within a non-profit context. Finally, the plan focuses on strategic foresight and influence, aiming to position Dr. Steel as a thought leader in the glaucoma research landscape through horizon scanning, building a thought leadership platform, and long-term visioning for the Glaucoma Research Foundation (GRF)
Section 1: Foundations of Non-Profit Leadership
Dr. Steel's MBA provides a strong general management framework, this section drills into the specific operational, legal, and cultural distinctions of non-profits.
1.1 Governance and Legal Frameworks
1.2 Financial Management & Resource Development
1.3 Mission-Driven Culture & Human Capital
1.1. Governance and Legal Frameworks
a comprehensive guide for navigating the governance and legal frameworks unique to non-profit organizations, specifically addressing a leader transitioning from the for-profit sector. It highlights the fundamental shift from profit maximization to mission fulfillment, emphasizing trust, transparency, and accountability as paramount. The text explains the significance of the 501(c)(3) designation, detailing its implications for tax exemption, public charity versus private foundation status, and the concept of Unrelated Business Income Tax (UBIT). Furthermore, it outlines the crucial role of the Board of Directors, elaborating on their fiduciary, strategic, and generative duties, and discusses essential governance policies like bylaws, conflict of interest, and succession planning, all while stressing the importance of transparency, public disclosure, and continuous board development to ensure enduring impact.
1.2. Financial Management & Resource Development
The provided text, an excerpt from "MBA Section 1.2: The Non-Profit MBA," outlines the unique aspects of financial management and resource development within the non-profit sector. It explains how non-profits prioritize mission impact over profit, detailing their distinct financial statements like the Statement of Financial Position and Statement of Activities, which use "Net Assets" and categorize expenses functionally. The text emphasizes diverse funding streams such as major gifts, planned giving, and special events, advocating for a donor-centric approach and showcasing real-world examples from the Glaucoma Research Foundation (GRF). Finally, it highlights the importance of financial health metrics, external validation, and transparency, while also addressing the strategic imperative of revenue diversification to mitigate economic risks like inflation.
1.3. Mission-Driven Culture & Human Capita
This section from "The Non-Profit MBA" focuses on human capital within mission-driven organizations, specifically highlighting the Glaucoma Research Foundation (GRF) as a real-world example. It explains how non-profits thrive on intrinsic motivation rather than solely financial incentives, emphasizing the importance of a compelling mission. The text outlines strategies for talent acquisition and retention, including investing in growth, leadership development, communication, and comprehensive professional development. Additionally, it addresses the critical role of volunteer management and the necessity of cultivating a strong, mission-driven culture that prioritizes psychological safety and celebrates impact. Finally, the source acknowledges the unique challenges of non-profit work, such as burnout and compassion fatigue, suggesting proactive approaches to well-being for staff and volunteers.
Section 2:
Operationalizing Impact – Strategy & Execution in Non-Profit
This section focuses on translating strategic vision into tangible impact within the non-profit context.
2.1. Strategic Planning & Performance Measurement
2.2. Innovation and Adaptability in a Mission-Driven Environment:
2.1: Strategic Planning & Performance Measurement
This resource provides an extensive guide to strategic planning and performance measurement within the non-profit sector, specifically contrasting it with for-profit approaches. It explains crucial frameworks like Logic Models and Theories of Change as tools for articulating how organizational activities lead to desired social impact, moving beyond simple outputs to focus on measurable outcomes. The text also explores strategies for scaling social impact and emphasizes the importance of agile strategic planning for adaptability. Finally, it offers a critique of current metrics used by the Glaucoma Research Foundation (GRF) and proposes refined metrics for sharper focus and accountability to demonstrate their impact effectively.
2.2. Innovation and Adaptability in a Mission-Driven Environment
The provided text, an excerpt from "Innovation and Adaptability in a Mission-Driven Environment," focuses on the crucial role of innovation and agility within non-profit organizations. It asserts that for mission-driven entities like the Glaucoma Research Foundation (GRF), innovation is not merely beneficial but essential for survival and maximizing impact. The source outlines key strategies for fostering this environment, including defining innovation broadly beyond technology, cultivating a culture that encourages new ideas and accepts calculated risks, and strategically managing resource constraints through partnerships, volunteers, and digital tools. Furthermore, it emphasizes the importance of transparent communication with stakeholders and building organizational agility for continuous improvement in response to evolving challenges. Ultimately, the text presents innovation as a core competency for effective non-profit leadership to achieve enduring impact.
Section 3:
Strategic Foresight & Influence for GRF
This section is designed to elevate Dr. Steel's perspective beyond day-to-day operations to become a true thought leader and visionary for GRF.
3.1. Landscape Analysis & Horizon Scanning
3.2. Building a Thought Leadership Platform
3.3. Long-Term Visioning & Legacy Building
3.1. Landscape Analysis & Horizon Scanning
This document provides a strategic overview for the new CEO of the Glaucoma Research Foundation (GRF), Dr. Steel, emphasizing the importance of "horizon scanning" to navigate the evolving landscape of glaucoma research and philanthropy. It outlines key areas for the GRF to monitor, including scientific and technological advancements like genomics, AI, and gene therapy, as well as the drug development pipeline and regulatory processes. The text also covers shifts in healthcare policy and government funding, particularly from the NIH, and the impact of healthcare reimbursement models. Furthermore, it explores the changing philanthropic landscape, noting trends in donor-advised funds and impact investing, alongside the evolution of corporate social responsibility in the pharmaceutical industry and innovative fundraising technologies. Finally, it addresses crucial demographic and societal shifts affecting glaucoma prevalence and patient advocacy, while mapping the competitive and collaborative ecosystem of other research organizations, academic centers, and the biotech industry, all aimed at positioning GRF as a leader in finding a cure for glaucoma.
3.2. Building a Thought Leadership Platform
This source outlines how Dr. Steel, as CEO of the Glaucoma Research Foundation (GRF), can establish the organization as a thought leader in vision health. It emphasizes four key pillars for achieving this: Narrative & Storytelling, which focuses on crafting emotional connections through personal stories rather than just statistics; Strategic Communications, detailing a multi-channel approach for effective message amplification and building media relations; Convening Power, highlighting the importance of bringing together diverse stakeholders to foster collaboration and innovation; and Advocacy, which involves influencing public policy and opinion to create systemic change and raise awareness. The overall goal is to leverage these strategies to elevate GRF's influence and accelerate its mission toward a future free from glaucoma.
3.3. Long-Term Visioning & Legacy Building
The provided text, an excerpt from "3.3 – Long-Term Visioning & Legacy Building" within "The Non-Profit MBA," outlines critical strategies for non-profit organizations to ensure their enduring impact, specifically using the Glaucoma Research Foundation (GRF) as a case study. It emphasizes three core pillars for longevity: comprehensive succession planning to guarantee mission continuity and develop internal leadership; cultivating robust strategic partnerships to amplify resources, expand reach, and foster innovation; and building an agile and resilient organization capable of adapting to scientific, economic, and societal disruptions. The text asserts that by embracing these principles, a non-profit can transcend immediate goals and establish a lasting legacy, continuing its vital work for future generations.
Additional Learning
There are Concepts outside of this that we will explore.. i don’t know what all of those will be.. and im sure this will need to be expanded and reorganized later!! ewhich is fine. but for now, we start here..
Venture Philanthropy
The provided text offers an extensive overview of venture philanthropy (VP), illustrating its evolution from an imaginative concept to a structured funding model that applies venture capital principles to social impact. It distinguishes VP from traditional grantmaking by highlighting its hands-on engagement, long-term commitments, and rigorous performance measurement, aiming for sustainable, scalable social change. The document explores various VP models and their applications, with a particular focus on their success in accelerating healthcare research through detailed case studies like the Cystic Fibrosis Foundation and EB Research Partnership. Finally, it addresses the rewards and risks associated with VP, emphasizing the need for comprehensive reciprocal due diligence and strong organizational capacity for treatment accelerators considering this transformative approach.