Of the more than 1.5 million nonprofits in the United States, the vast majority are local groups striving to achieve maximum results while operating on budgets well under $1 million. Most aim to deepen their impact within the local community, rather than increase their reach by scaling up nationally. So how do the six practices outlined in our book Forces for Good apply to smaller groups, when we originally studied only large national and global nonprofits such as Habitat for Humanity, Teach for America, and the Environmental Defense Fund? Phrased differently, can the six practices of high-impact nonprofits be applied by local and smaller nonprofits as well?…
Dr. B.J. Bischoff, a consultant in the Sonoma Valley area of northern California, offers a column (kudos to the Sonoma Valley Sun for featuring a regular column devoted to nonprofits) in which she outlines the stages of a nonprofit organization’s development as a life cycle. For those with significant experience in the nonprofit sector, this is likely nothing new. Consultants across the country have all heard the cry, “X, Y, and Z is happening at my organization. Is that normal?!?!” The answer to that question is almost always, “Yes, it’s perfectly normal.
Most nonprofits go through that at your stage of development.”…
This website offers an alternative way to approach and design how people work together. It provides a menu of thirty-three Liberating Structures to replace or complement conventional practices.
Liberating Structures used routinely make it possible to build the kind of organization that everybody wants. They are designed to include and unleash everyone in shaping the future.
This alternative approach is both practical and feasible because Liberating Structures are quite simple and easy to learn. They can be used by everyone at every level, from the executive suite to the grassroots. No lengthy training courses or special talents are required. Mastery is simply a matter of practice. LS routinely unleash a vast reserve of contributions and latent innovations waiting to be discovered.
What does “high-performance” really mean for mission-based nonprofits? And how do executives, boards, and funders get there? The Leap Ambassadors Community, a network of nonprofit executives, has spent a year developing clear, actionable answers to both questions. You can find them in the free — and jargon-free — document “The Performance Imperative: A Framework for Social-Sector Excellence
Recently, the Center for Nonprofit Management in Los Angeles invited a number of prominent economic, policy, and nonprofit leaders together to discuss what the numbers mean for community based organizations and, more importantly, those they serve. Download the report to find out what they learned.
The world is rapidly changing around us. If the nonprofit and philanthropic sector is to thrive in the decades ahead, we must come together to assess the daunting challenges and incredible opportunities that face us. Take a look at the Independent Sector’s view of the nine key trendsthat will shape the operating environment of the charitable sector in profound and unavoidable ways over the coming two decades.
Working together, Beth Kanter and Third Plateau Social Impact Strategies and have developed the Emerging Leaders Playbook a comprehensive, resource for emerging leaders and their supervisors. They have pulled together essential tools and research on leadership into this practical e-book. Funded by the Packard Foundation, you can download it for free, learn more on Beth’s Blog
For nonprofits working with, or needing access to, data in the United States, Data USA, provides free, open source data that is already packaged into comprehensive visualizations. The M.I.T. Media Lab with support from Deloitte, has accessed years of federal government, state and city data and is making it available free of charge at the DATA USA website. Take a look.