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The Long Island Capacity and Optimization Tank

LICOT is supported by:


 

What is LICOT?
The Long Island Capacity and Optimization Tank (LICOT) is United Way of Long Island’s commitment to strengthen the organizational potential of nonprofit agencies so they might be better equipped to carry out their mission at a time when significantly less public, private and corporate resources are available to improve the lives of those in need.

How Does LICOT Help Nonprofits?
The need for capacity building support services is well documented.  LICOT seeks to enable nonprofit agencies to maintain and achieve state-of-the-art standards in their organizations. To do this, LICOT helps agencies to build their capacities in three key areas:

Leading and Managing People
A partnership with the Long Island Center for Nonprofit Leadership at Adelphi University prepares volunteers from various corporations to become board members of nonprofits seeking such help. Once trained, they are matched with nonprofits ready and able to accept them. Board governance training is available, as well as executive leadership development training for new and upcoming staff leaders to prepare them for top management positions among Long Island’s nonprofit sector.

Increasing Nonprofit Capacities with New Tools and Technologies
LICOT offers workshops, seminars, information and pro-bono experts to nonprofits needing hands-on assistance to increase their capacities to serve their clientele more effectively and efficiently.  Services are offered in the following areas: grant writing, fiscal and accounting, marketing and communications, energy efficient green practices, human resources, and information technology.

Increasing the Strategic Use of Partnerships and New Organizational Structures
LICOT will explore facilitating shared services agreements for nonprofit organizations and innovative mergers among visionary agencies.  On Long Island, there are many groups of organizations who have successfully worked together for years, some informally and others establishing formal agreements and legal partnerships. Stimulated by the success of new approaches and collaborative models, interest in shared services has reached new levels.  Mergers, collaborations, and shared service relationships can free up dollars presently used for administrative and fundraising functions in the nonprofit sector to increase dollars available for human services. For example, two or more human services organization with the same mission may choose to combine direct mail operations to reduce expenses and enter into a shared services agreement.  To help accomplish these goals a pool of funding will be available for: legal fees, consulting fees, and integration of technology.  Expected outcomes of this new initiative are: quality improvement in existing services and service systems; program improvements through tighter alliances that effectively surround consumers with complex needs with a variety of services; reduced duplication of effort; shared training resources that enable stronger professional development at less cost; improved efficiency; reduced overhead through shared space; lower unit costs due to lessened administrative costs;  broadened community relationships achieved through alliances rather than expansion.

For more information, please contact Craig Fligstein at 631.940.3752.

Forty Eyes

Common Vision highlights lessons learned among twenty not-for-profit leaders who have long held the title of Executive Director.  By reading the monograph, it is hoped that others will have a clearer vision of the nonprofit sector as well as its challenges, importance, and possibilities.