Nonprofit Management Blog
Turning Your SWOT Into a Strategic Plan
Many nonprofit boards and leadership teams complete a SWOT analysis at some point in their organizational journey. It often appears during strategic planning retreats, board development conversations, or early-stage grant readiness work. The exercise is familiar, accessible, and relatively easy to facilitate.
The problem is that many organizations stop there.
Am I Ready to Apply for Grants? A Nonprofit Self-Assessment
“Are we ready to apply for grants?” This is one of the least common questions I hear from nonprofit leaders – but it’s often the most important one.
More frequently, leaders come to me after they’ve already started applying. They’re frustrated by repeated rejections, confused about what funders are looking for, or wondering why their organization isn’t competitive despite doing meaningful work in the community.
From Working Board to Governing Board: Signs It’s Time
Nonprofits often begin with a working board. In the early days, board members aren’t just setting direction; they are helping deliver programs, planning events, managing logistics, and filling whatever gaps the organization cannot yet afford to staff.
That model makes sense in the startup phase. Passionate leaders step in where they are needed, and the board becomes an extension of the organization’s operational capacity.
How to Create a Fundraising Plan for a Small Nonprofit (With Example)
Many small nonprofits approach fundraising with a mix of urgency and hope. A grant opportunity appears, a donor asks how they can help, or a board member suggests hosting an event. The organization moves quickly to respond. Over time, these efforts add up to activity, but not necessarily strategy.
The Nonprofit Board Evaluation Checklist: 10 Questions Every Board Should Ask Each Year
Strong nonprofit boards rarely become effective by accident. Most boards include thoughtful, committed people who care deeply about the mission. Yet many organizations still experience uneven engagement, unclear roles, and meetings that feel more operational than strategic.