A nonprofit organization that places little strategic priority on individual gifts and/or has no clear expectations of board is not equivalent to a nonprofit organization that raises the majority of its revenues from board engaged small events. I believe thoughtful and sometimes-hard conversations are a place of discovering your organizations unique voice on fundraising.
facilitation & process, LLC: Nonprofit Boards and Individual Fundraising: Balancing Expectations and Intensity
I recently completed a webinar series on the topic of nonprofit board development. Over the course of the three-session workshop we explored how to develop an effective and high-performing board of directors. The purpose of this article is to highlight four core anchors of board effectiveness. The opening premise it that to be successful, nonprofit organizations need to think carefully about their board design, membership expectations, meeting process, and board accountability. These four ideas create the large framework for developing and maintaining a strong Board of Directors.
the busking lessons I have learned apply to nonprofit leaders too. There is power in starting, persisting (even when rain forces you under an awning), being open to abundance, and embracing the network that develops around you.
I recently completed a four-session webinar series on strategic planning attended by 15 nonprofit leaders. The online and offline conversations pushed us to clarify the anchors of an effective strategic planning process. In this article, I wanted to review a framework for developing a strategic planning process that references the anchors for effectiveness.
Shameless Advertisement: Join our Board Development Webinar Training Series Starts July 16th! : Details Here! This article is the third in a series on nonprofit effectiveness. In the first article, I discussed the need for executive leadership, and in the second discussed board leadership. In this article I want to introduce the importance [...]
I mentioned in my last article that the increasingly performance driven nonprofit environment demands leaders capable of thinking and acting courageously. In this article, I extend the argument that such leadership also a core function of a nonprofit board. Passion/dispassion, risk-taking, support, self-reflection, and leadership are core traits needed now. Developing each will increase the potential that your organization will move forward with confidence towards success.
The more I work with nonprofit leaders the more I am convinced that the central difference between successful nonprofits and nonprofits that are leaders in their practice is found in the alchemy between the Executive Director, the Board, and a clear strategy. Taken together, these three ingredients are the drivers that distinguish between those [...]
Thinking clearly and intentionally about recruiting nonprofit board members has to be deliberate, focused, and carefully orchestrated. Recruitment based on clear guiding principles will help position your nonprofit to recruit a high performing board.
facilitation & process, LLC: Creating a Nonprofit Revenue Model: The Importance of Autonomy and Reliability
The premise of the autonomy and reliability discussion is that for a nonprofit organization to achieve a sustainable revenue strategy, it must balance two goals. The first goal is to create reliable revenues to cover operating costs and bring stability to the agency. The second goal is to ensure some level of autonomy connected to revenues so that the organization can innovate and adapt to its changing environment. When reliability and autonomy are placed as crossing dimensions, they create a two-by-two matrix. As an organization considers each cell of the matrix specific revenue profiles begin to emerge.
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.