Business Strategy for Nonprofits

Your case for support is boring. Not because your mission isn't important. Because you're writing for committees, not humans. Here's what every case statement includes: ⦿ History of the organization ⦿ Impressive statistics ⦿ List of programs ⦿ Credentials and awards ⦿ How funds will be used Here's what donors actually want: ⦿ What changes if I say yes? ⦿ What breaks if I say no? ⦿ Why me, why now? ⦿ Who else believes in this? ⦿ What happens after I give? The case statement that raises money reads like a invitation to adventure, not an annual report. Try this instead: 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝗽𝗮𝘀𝘁 Paint the world you're building, not the history you're preserving. 𝗠𝗮𝗸𝗲 𝗶𝘁 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹, 𝗻𝗼𝘁 𝗶𝗻𝘀𝘁𝗶𝘁𝘂𝘁𝗶𝗼𝗻𝗮𝗹 Use "you" more than "we." They're the hero, not you. 𝗖𝗿𝗲𝗮𝘁𝗲 𝘂𝗿𝗴𝗲𝗻𝗰𝘆, 𝗻𝗼𝘁 𝗴𝘂𝗶𝗹𝘁 Opportunity expires, not hope. FOMO beats obligation every time. 𝗦𝗵𝗼𝘄 𝗺𝗼𝗺𝗲𝗻𝘁𝘂𝗺, 𝗻𝗼𝘁 𝗻𝗲𝗲𝗱 Winners attract investment. Losers attract pity. 𝗣𝗿𝗼𝗺𝗶𝘀𝗲 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻, 𝗻𝗼𝘁 𝘁𝗿𝗮𝗻𝘀𝗮𝗰𝘁𝗶𝗼𝗻 They're not buying services. They're building legacy. One client rewrote their case. Removed every committee word. Told one powerful story instead. Their campaign goal? Exceeded by 40%. Your case for support shouldn't sound professional. It should sound unstoppable. When did you last read yours out loud?

If I had to rebuild a nonprofit board from scratch today, I wouldn’t start with donations, instead I would start with: Decisions. Because most boards aren’t underperforming due to lack of funding. They’re underperforming due to lack of firepower. Here’s exactly how I’d build a board that acts more like a founding team: 1. Recruit for wisdom, not wallets Stop saying: “We need help fundraising.” Start saying: “We’re assembling a strategy team to scale [your mission].” You’ll attract operators, not spectators. Mission-obsessed thinkers instead of passive check-writers. 2. Treat them like co-founders, not cheerleaders Forget the tired “give, get, or get off.” Do this instead: • Assign 90-day micro-committees • Match board seats to real functions (finance, policy, partnerships, etc.) • Give them a problem to solve, not a deck to watch People join boards to build. Not just vote. 3. Build range, not just representation Diversity isn’t only about background. It’s also about capability. Your dream board includes: • A CFO who’s saved a company from collapse • A founder who’s scaled under pressure • A comms expert who can turn your work into headlines • A policy insider who’s worked the system from the inside That’s how you make your board crisis-proof. 4. No more status updates Board meetings should feel like war rooms, not weather reports. • Send a pre-read • Ask one bold question: “What’s blocking our growth this quarter?” • Leave with actions, not applause People thrive when they’re pushed to think, not just sit. 5. They don’t need to raise money. They need to open doors If your plan is “ask their friends for $500”… you don’t have a plan. Instead: • Train them to broker strategic intros • Have them host private briefings • Leverage their name in the room • Get them active on LinkedIn Smart boards don’t just support your work. They scale it. 6. Culture over bylaws The best boards run on: • Candor over comfort • Curiosity over control • Momentum over perfection You can’t build a high-impact board on politeness and PowerPoints. In 2025, a board should feel less like a committee. And more like a startup team. Not a group of donors. A circle of builders. Comment “Board” and I’ll send you a free resource to help you build one. With purpose and impact, Mario

“Increase funding.” It shows up in almost every nonprofit strategic plan I’ve ever read. But here’s the problem. As soon as implementation starts, the go-to move is to build something new. And no one asked, 𝘊an we support this with the team and resources we currently have? That’s where the 𝗖𝗮𝗽𝗮𝗰𝗶𝘁𝘆 𝗖𝗮𝗹𝗲𝗻𝗱𝗮𝗿 (image) comes in. It helps you map what you or your team is already carrying across programs, fundraising, admin, and operations. So you can see, clearly: • Where the load is already full • Where there’s room to grow • And whether a new initiative is even realistic    Because the issue isn’t a lack of ideas. It’s the reflex to build new instead of optimizing what’s already delivering. That’s the same advice I gave a client about her revenue strategy. Instead of launching a new spring fundraiser, we did this: → Reviewed her development team’s Capacity Calendar → Noticed limited bandwidth across the year → Focused on re-engaging lapsed monthly donors, something they were already set up to do Here's the approach we followed: -> Look at what’s already producing results -> Find the opportunities to go deeper -> Resist the urge to start something new The result? Renewed momentum, increased giving, and no heroic efforts required. This approach not only strengthens your current efforts but also reduces the risk of spreading your team too thin chasing new opportunities. Why? Because new efforts come with hidden costs in staff time, systems, and attention. And that adds up, fast. For example: "New Fundraising Event" = big lift, new logistics, more capacity strain. "Deeper Donor Engagement" in an existing monthly giving program = focused, familiar, already working. Before you greenlight something new, ask, Are we making the most of what’s already working? And do we have the capacity to take on more? If you’re not sure, start with your Capacity Calendar and find your points of leverage.

I have had the opportunity to serve on several nonprofit boards over the years. There's always a period of time -- as is the case currently -- when there is real concern over government funding. That's why it is so important for nonprofits, especiallty those in healthcare, to diversify its revenues streams. Just like businesses, nonprofits need financial resilience to sustain their mission and expand their impact. Here area few ways nonprofits can diversify revenue streams and create long-term stability: 1. Develop Strategic Partnerships – Collaborate with corporations, foundations, or healthcare organizations to co-develop research, technology, or community programs. These partnerships can lead to sponsorships, grants, and new funding opportunities. Too often, folks want to forge their own path. Now is the time for partnerships. 2.  Invest in Mission-Aligned Ventures – Consider sustainable investments such as impact funds or health tech startups that align with your mission while generating financial returns. It's key to have a good financial team to help assess opportunity and manage risk. Many nonprofits have started to create such funds, and more need to do so. 3. Expand Subscription or Membership Models – Offer premium content, exclusive research, or advocacy networks for a subscription fee. Organizations that provide unique insights can turn knowledge into a reliable revenue stream. 4. Utilize social media -- This way can be way to find new funders, who may not be familiar with you work. There is a science to utilizing social media -- you just can't post and think the money will come rolling in. Invest in a seasoned team who knows how to convert metrics into dollars. A diversified nonprofit isn’t just more financially stable—it’s better equipped to innovate, adapt, and drive meaningful change.  It is easier said than done -- and it takes time. What strategies have you seen work in nonprofit revenue diversification?  #NonprofitLeadership #RevenueDiversification #HealthcareInnovation

High-pressure, fast-paced work environments are like hot sauce on the brain—they keep everything on fire. While leaders might thrive on this continual state of excitement and ambition, expecting all employees to sustain this intensity is unrealistic. Such an environment can lead to: → Burnout → Disillusionment → High turnover But what if you’re on a mission to change the world or accomplish big things? How can you cultivate a culture of innovation that also supports a sustainable workforce? ⦿ Flexible Schedules: Foster innovation with flexible hours and remote work options, as demonstrated by Google. ⦿ Clear Boundaries: Limit after-hours work and communication to avoid burnout, a strategy championed by 37signals. ⦿ Promote Well-being: Invest in wellness programs and mental health resources, like those offered by Asana. ⦿ Create Innovation Labs: Set up dedicated spaces or times for experimentation and creativity, like 3M's famous 15% rule. ⦿ Encourage Regular Breaks: Implement mandatory downtime, similar to Slack's "no meetings" Fridays, to boost creativity and reduce fatigue. ⦿ Mentorship Programs: Pair employees with mentors to nurture growth and support, following the model used by Pixar Animation Studios to encourage creative collaboration. wearemotto.com

If I were a Chief Development Officer of a large nonprofit and I needed to make a big push in major gifts before the calendar year ends, here’s exactly what I’d do 👇 Revenue doesn’t come from activity. It comes from intentionality. 🔹 Step 1: Identify your real portfolio Not the 200 names in Salesforce. The 30–50 donors who actually have capacity and momentum. (If you can’t name them without opening a report, start there.) 🔹 Step 2: Map out your warmest relationships Find the people who already know, like, and trust your org. Past donors. Active volunteers. Longtime advocates. You don’t need new prospects. You need to wake up the ones you’ve been sleeping on. 🔹 Step 3: Time-block for actual engagement Not stewardship emails. Not mass updates. I’m talking real conversations. Discovery calls. In-person touchpoints. Put them on the calendar and protect that time like your Q4 depends on it. Because it does. 🔹 Step 4: Track sentiment, not just dollars How do your top donors feel about your mission right now? Where are they in the journey? If all you’re tracking is “gave or didn’t give,” you’re already behind. 🔹 Step 5: Prioritize your closeable pipeline That $1M prospect who hasn’t returned a call in 7 months? Not your focus. That $50K donor who just had lunch with your board chair? That’s your move. Focus on proximity, timing, and intent. 🔹 Step 6: Make your system work for your fundraisers If your team is digging through reports, toggling tabs, or building lists from scratch… they’re wasting time. You need tools that surface the right relationships at the right time, not just store data. If you do this. Day in and day out, I promise you will see results with major gifts. It works with consistency and a team that is all-in across the board. No more rogue gift officers who have been “doing things their way” forever.

Let’s talk about board committees. Because it's a subject that comes up a lot. If your board has a Program Committee or an Events Committee, here’s a gentle nudge to pause and reconsider. In my work with nonprofit leaders, I always come back to this: 👉 Board committees should focus on governance, not operations. Why? Because when board members get too involved in day-to-day management, two things happen: 1. It blurs the lines between oversight and execution 2. It creates confusion about who’s accountable for results That doesn’t mean board members can’t contribute their expertise to these efforts. It just means that the committees do not fall under the oversight of the board—they fall under the direction of the organization and its staff. My recommendation: Create organizational committees (for events, programs, etc.) that include staff and volunteers—and invite board members to participate in those based on interest and capacity. Then keep board committees focused on things like: ✔️ Finance ✔️ Board development ✔️ Fundraising ✔️ Governance ✔️ Strategic planning This shift can save you from tricky board dynamics where the lines become blurred—and it frees everyone to focus on their appropriate roles. #nonprofitleadership #leadingpractices #governance #boarddevelopment #mindfulleadership #nonprofitboards

Nonprofit leaders, guess who WANTS to hear about your DEI efforts - private funders: Foundations, Major Gift givers, & Donor Advised Funds. Did you know that foundation grants represent a significant portion of funding, contributing about 21% of total nonprofit giving in 2022, amounting to $105.21 billion? Grants from DAFs totaled $54.77 billion in 2023, representing approximately 48% of the value of foundation grants for the same year. For Major Giving, 88% of total dollars raised comes from 12% of donors. They're big. But these funders need a tailored story—they want clear, compelling proof that their investment will create meaningful change. Here’s what they expect: 🔹 Clear Outcomes, Not Just Activities They want to see results, not just efforts. Instead of “We held 20 workshops,” show how those workshops led to real change—e.g., “80% of participants improved in X/Y/Z within 6 months.” 🔹 Both Data and Stories Numbers matter, but so do personal stories. Funders want a mix of quantitative proof (metrics, trends, evaluations) and qualitative insights (testimonials, case studies) to fully understand your impact. 🔹 Alignment with Their Priorities Your impact should directly connect to what the funder cares about—whether it’s reducing poverty, improving health outcomes, or advancing equity. Tailor your messaging to align with their goals. 🔹 You are Here to Stay Funders want to know: Is your work leading to sustainable, long-term change? This can be tricky when your mission is big but if you can show how you're progressing toward larger goals they see how they can help you will get there. Is your nonprofit effectively telling its impact story? If you need help turning your data and stories into compelling proof for funders, let’s talk! 📩 ________________________________________________ Hello, I'm Emily Taylor. I help nonprofits gather data and tell their organization's impact story to attract more private funding - offering tips to improving your story here on LinkedIn. If you know your organization is making a difference in the world but are struggling to share it with funders, send me a message.

🚨 The “Big Beautiful Bill” is now law. And while the headlines have already moved on, the fallout for nonprofits, public services, and the people we show up for every day is just beginning. 📉 More need. 💸 Less funding. 🧱 And organizations already stretched thin will be asked to do even more—with less. This bill is not what communities asked for. It’s not what the nonprofit sector needed. But now that it’s here, the question becomes: what do we do next? If you’re leading a nonprofit, this isn’t a moment for panic—but it is a moment for clear-headed action. Because here’s what we’re walking into: ⚠️ Federal grants are now at risk or gone. Programs may shrink or disappear. Some will come with new strings attached—or compliance traps that weren’t there before. 📉 Discretionary budgets are getting cut. Areas like housing, food access, health, and education will feel the squeeze. 📈 The needs around you will rise. And your community will still turn to you for help, whether or not the funding follows. So what does that mean for your next steps? 🔍 1. Understand Your Exposure Figure out which of your current programs or partners rely on federal dollars—directly or indirectly. Don’t assume someone else is already tracking it. Get the facts. 💡 2. Map What’s Still Available What public funds are still flowing? What state, city, or philanthropic sources can you turn to instead? Don’t wait for the next RFP to drop—start building relationships now. 📊 3. Get Clear on Your Core Work Which programs must continue? Which ones deliver the most impact for the resources you have? Which are overextended, and which are truly sustainable? 🗣️ 4. Rethink Your Messaging Now is the time to be clear, not flashy. Tell the story of your work in a way that grounds people in what’s changing—and what you’re doing to meet the moment. 🧭 5. Build the Plan—One Step at a Time You don’t need a 50-page strategy deck. You need a list of what’s at risk, what you’re prioritizing, who needs to be consulted, and what support you’ll need to stay steady. Talk to your board. Talk to your team. Get on the same page, then move forward together. And how we respond—calmly, clearly, collectively—will determine what’s possible. #Nonprofits #Grants #Tax #TaxBill #Government #Communications

Your case for support is failing. Not because of your mission or your writing. Because it answers the wrong question. Most cases focus on organizational needs: • What we do • Why we matter • What we need Compelling cases address donor aspirations: • What you believe • What's possible because of you • How you can make history I've seen organizations transform their fundraising by shifting from institutional accomplishments to donor-powered possibilities. The most powerful case statements don't sell your organization—they invite donors into a story bigger than themselves. What would change if your case focused on donor aspirations instead of organizational needs?