Leadership that focuses on five nonprofit strategic elements will build stronger, more effective organizations that will better weather the winds of change.
Nonprofit autonomy and reliability is the key to a sustainable revenue strategy.
The opening premise of this article is simple. Creating and acting on a clear revenue model is an essential strategy to support the long-term stability of your nonprofit organization. Without intentional strategy your agency is less resilient and less in control of your future. Creating a revenue model is the process of thinking about the potential universe of funding accessible to your organization and making strategic decisions about preserving, increasing and/or expanding revenue streams with the highest potential of working within the constraints of your organizational capacity.
Nonprofits often get stuck managing the day-to-day and put off thinking about strategies. Perhaps your agency can be numbered among the many who have asked me, “how do I know when its time to plan?” The thoughtful consideration of these six questions is designed to help you move from the conceptual to the specific. These questions can serve as the decision-making sequence for strategic planning. Working though each can help you, your staff and board decide when the time is right to resource a strategic planning process.
I had the privilege of being one to the speakers at the 2012 Willamette Valley Development Officers 4th annual Regional conference and spoke on the topic of Venture Philanthropy from the perspective of nonprofit leaders. The session that I facilitated grappled trend in philanthropy and venture philanthropy thinking from a “nonprofitcentic” point of view. I have embedded the slides…
Being clear about how your organization plans to grow will influence your options for strategy, funding and operations. Without such a focused and shared understanding of your organizational growth will likely be much more opportunistic and reactive rather than proactiv
The shift that is needed is to think strategically and support strategy with programmatic planning. This is not a mere nuance but it means abandoning the two million images of a senseless strategic planning model and embrace, focused planning based on strategic thinking.
I was cleaning my office the other day and came across a hand-sketched overhead transparency that I used as the basis for a keynote address to a conference of youth mentoring nonprofits that I delivered some seven or eight years ago. The conference theme was nonprofit sustainability and in the presentation I referenced five “Environmental Threats” facing nonprofit organizations. The list of threats predated the last economic earthquake (and ongoing aftershocks) and it scary to see how relevant and magnified these threats continue to be…
At the heart of the work that I do with nonprofits, philanthropy and government is to help organizations find the connection between facilitation and process. Most often that connection is at the point of strategy. Strategy is the critical element for, among other things: a) strengthening the core of social sector agencies, b) thinking creatively […]
When working with nonprofit agencies on strategy, I often find myself making four principle statements — Be authentic, be intentional, be large, and be radical. I find myself repeating these principles because in this continuing anemic economic climate, many nonprofits are still operating out of a conservative posture. Strategy is often focused on preserving core […]