Blueprint for betterment: Planning the comeback of a nonprofit

• Start at the center of the model and define your “industry” carefully. The risk here is that you define it too narrowly or too broadly. For example, “animal shelter” might be what you are, but it’s not the industry you are likely in. It is more likely that you are an “animal welfare organization”. If so, pet food pantries, dog trainers and even pet stores may compete for resources or at least share some of the same space as your own programs.
• Do not think about competition too rigidly. If you are a church, your competition is not limited to other churches. It can be other organizations that serve those in need, practitioners of yoga or other holistic spiritual care, it can be the growth of virtual ministry in the online world. Just because you may not consider these alternatives in the same class as your own beloved congregation doesn’t mean strangers make such distinctions.
• Think about your core offerings when identifying suppliers. For the majority of nonprofits, people (staff and volunteers) are the real suppliers of expertise, skill or talent. This may include people with credentials or experience in environmental science, early childhood education, or music.

You might be wondering why there is nothing written here about how to plan your next moves and new ideas. Generally speaking, action plans and next steps enter the process naturally when the foundation work above is done and done well.

John J. Brady is the Chief Operating Officer of HigherNext, Inc. With 20 years in the education sector, he writes on matters of higher education, transitions into college and career, non-profit management and standardized testing. JB@highernext.com