For this PechaKucha workshop, several presenters with 20-slide presentations that advance every 20 seconds will be grouped together. The session will feature the short, rapid-fire presentations followed by group discussion.

Why Didn't We Think of That Earlier?

Track: Thriving and Vibrant Nonprofit Sector

Level of Learning: Doer

In the haste of running a nonprofit and "keeping the ship afloat," we often take things for granted or find it overwhelming to do things differently. However, it is times when the Northside Neighborhood House steps outside the box that they've had the best results, created the best programs, and seen the biggest successes.

The session will focus on four different areas of great success in creating change and improvement:

  • Staff Development: Investing in staff, paying to retain top talent, and building a team to lead
  • Strategic Planning: Investing for the pay off
  • Collaboration: Being a good partner, what to look for in a partner
  • Changing without compromising your mission

Learning Objectives 

  • Using collaboration to maximizing programs
  • Assessing various sources for income
  • Explore ways to promote employee morale


  • Rachel Gammon, CEO, Northside Neighborhood House (@nnhouse1924)

From Satisfaction to Loyalty—An Innovative Approach to Engaging Client Voice

Track: Thriving and Vibrant Nonprofit Sector

Level of Learning: Learner

Like many nonprofit organizations, The Village for Families and Children has had mechanisms in place to engage the voices of their clients for many years. Client satisfaction surveys have regularly been implemented throughout the majority of more than 30 programs to understand if clients are generally satisfied with their experience.

More recently we have come to realize that satisfaction does not always tell the whole story. Even if a client has a generally satisfactory experience, will they return to us if they are in need of future services? Will they recommend our agency to friends or family members in need? Are there steps we can be taking to improve the client experience sooner? We realized we needed an additional mechanism to understand the continuum from the client experience, to satisfaction, to loyalty. 

This presentation will discuss the importance of client loyalty in our organization and how it feeds our business. We will introduce attendees to the Net Promoter System (NPS) and explain how we have implemented it in our agency as a listening tool and measurement of loyalty. While the idea of engaging the voices of our clients is not new, NPS has led us to a more effective way of doing so. 

NPS is a relatively simple, quick, and innovative approach to data-driven decision making. It has a number of potential uses among the variety of constituents served in nonprofits beyond the clients we seek to help. It may also be beneficial considering the future direction of medical payment reform to value-based care payments. We hope to inspire attendees to consider the importance of client loyalty in their organization and explore the use of tools such as NPS to measure and improve loyalty moving forward.

Learning Objectives 

  • The importance of client loyalty in our agency as part of a continuum beyond client satisfaction
  • About the Net Promoter System (NPS) and its application in the nonprofit sector as a tool to measure loyalty and engage the voices of our clients
  • How this approach is different from client satisfaction surveys, and how it has helped us to think about listening differently and bring about positive change


  • Toral Sanghavi, senior director, The Village for Families and Children

A Merger Story

Track: Thriving and Vibrant Nonprofit Sector

Level of Learning: Doer

The merger process of Family Services of Western Pennsylvania and Wesley Spectrum will be outlined, including the initial explorations of a merger, the early involvement of the board, the due diligence process, the interface with the Pennsylvania Department of Human Services, the development of a communication plan, foundation funding for the merger costs, and the development of a growth plan. The presentation will describe the means used to actively involve the boards, plan to retain staff, and keep senior staff—avoiding the brain drain and the process of developing budgets for the new entity.

Learning Objectives 

  • Learn about the different types of mergers and acquisitions 
  • Learn barriers to effective mergers
  • Learn methods of managing communication during the merger 
  • Learn lessons learned from our merger process


  • Stephen Christian-Michaels, chief strategy officer, Wesley Family Services (

Rachel Gammon
Northside Neighborhood House

Rachel Gammon fell in love with the Northside Neighborhood House years ago as a college sophomore at the University of Tennessee at Chattanooga. It was then that she worked with children served through the after-school and summer programs. The focus on family and NNH's mission of providing a hand up to children and their families was inspiring to her. For the past twelve years, Gammon has served as Executive Director at the NNH. Thanks to a great team, the NNH has increased capacity as well as increased and added programs, tripling the operating budget.

Working together to serve families at the NNH is a family endeavor. Gammon's husband, Seth, can often be found helping out and their daughters, Kaitlin, Emma Grace, and Laura Beth, have been known to ask people for money to "help keep people's lights on."

Toral Sanghavi
Senior Director
The Village for Families and Children 

Toral Sanghavi is the senior director for the process management and analytics department at the Village for Families and Children, a nonprofit agency that helps children, adults, and families build resilience to overcome challenges that life throws at them. Sanghavi has worked at the Village for 11 years and has been in the field for more than 17 years. She brings a wide range of expertise and skills to the Village to ensure necessary processes are in place to provide excellent services to children and families. She is responsible for organizational performance, research, technology, billing and provides oversight for access. Before working in the nonprofit sector, Sanghavi was in academics and enjoyed being a professor.

Stephen Christian-Michaels
Chief Strategy Officer
Wesley Family Services

Stephen Christian-Michaels, chief strategy officer of Wesley Family Services went to Carnegie-Mellon University, receiving his bachelor’s degree in psychology before going the University of Chicago where he obtained his master’s in social work. He received a post graduate externship from the Institute for Juvenile Research in Chicago in family therapy.

Christian-Michaels has worked in the human services field for 35 years. He spent the first 17 years in the Chicago. His positions included child and adolescent coordinator, in home services manager and managed care coordinator. He returned to Pittsburgh in 1998 to become the chief operating officer at Family Services of Western Pennsylvania. In Pittsburgh, he has been the president of the Conference of Allegheny Providers and the Pennsylvania Community Providers Association.

Christian-Michaels has driven the use of mergers and acquisitions to grow the size of Family Services and grow the quality of administrative processes. He was involved in the acquisition of two small programs in 2007 and 2008. After becoming CEO in 2014, he suggested and drove a number mergers and acquisitions. The merger with Wesley Family Services merged two $30 million agencies with a combined staff of 1,200. Other mergers and acquisitions are being pursued.