Nonprofit funding strategy and financial sustainability are central to creating a vibrant and effective sector. Yet our understanding about these issues remains far less sophisticated than our understanding of programs. Too often, conventional wisdom, such as “diversification is good,” substitutes for thoughtful planning. Building upon years of primary research and consulting experience with dozens of nonprofit clients, The Bridgespan Group has developed an approach for how an organization can identify and develop a funding model that will allow it to achieve its programmatic aspirations. In this webinar Peter Kim, a manager in Bridgespan’s New York City office, and Gihani Fernando, a manager in Bridgespan’s San Franscisco office, will provide practical guidance on the steps you need to take to create a funding model for your organization, and review the types of decisions and tradeoffs that nonprofit leaders need to make along the way.
Nonprofit Management Webinars
Innovative ideas to help nonprofit leaders better manage their organization
Our on-demand SSIR Live! webinars are offered every 4-6 weeks, and feature the Stanford Social Innovation Review’s most provocative and important topics. The registration fee is $49 per 2011-2014 webinar, or $19 for 2009/2010 webinars, and includes on-demand access for 12 months—so if you missed one, you can still register and view it at your convenience.
Join Katie Smith Milway and Ann Goggins Gregory, both from The Bridgespan Group, for a lively interactive dialogue about how your organization, small or large, can bridge the gaps between goals, incentives, and processes when it comes to organizational learning. Milway and Goggins will present examples of nonprofits that have successfully implemented organizational learning, such as the Knowledge Is Power Program (KIPP), World Vision, the Arizona Children’s Association, and the Nature Conservancy. The dialogue will be based in part on Milway’s recent article about creating a knowledge-sharing process (see “The Challenges of Organizational Learning,” Summer 2011 Stanford Social Innovation Review), and Gregory will present findings from a learning lab on incentives and processes that she and Milway held during the Stanford Nonprofit Management Institute in September.
Social entrepreneurs who want to start a new venture quickly confront an important question: What type of legal structure should I create? Should I start a traditional nonprofit, a for-profit, or something in between? This is not a simple question to answer. Join veteran social entrepreneur Jim Fruchterman, founder and CEO of Benetech, as he guides you through the issues you need to consider before choosing an attorney. He emphasizes that a legal structure is simply a tool for accomplishing your goals, and explains that first a social entrepreneur must explore four basic issues: the motivation for starting the venture, the market being targeted, how capital will be raised, and what type of control is wanted. He then reviews the five basic legal structures and analyzes the advantages and disadvantages of each. Fruchterman has unique insight into legal structures, having started successful and unsuccessful for-profit and nonprofit ventures.
The potential to create large-scale social change exists when multiple organizations can combine their efforts. Join as FSG’s John Kania and Mark Kramer speak with Strive Partnership’s Jeff Edmondson about the conditions of a collective impact initiative and present their argument that large-scale social change comes from better cross-sector coordination rather than from the isolated intervention of individual organizations.
More than 65 percent of nonprofit leaders say they are cutting overhead to get through these tough times. This is alarming, given that most organizations already skimp on critical infrastructure and capacity investments that are necessary to deliver results. Join the Bridgespan Group’s Ann Goggins Gregory and Don Howard as they discuss the dynamics of this vicious cycle of overhead costs.
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In the midst of worldwide economic turmoil, funders are increasingly pressuring nonprofits to consider merging. This urge to merge is showing no signs of abating in 2010. But mergers are risky business. Nonprofits should consider a variety of ways to work together. Join David La Piana in an engaging webinar that offers practical how-tos for nonprofit leaders considering partnering with other nonprofits. He draws on his and his colleagues’ experiences facilitating some 200 nonprofit restructurings (including mergers, alliances, and collaborations).
Listen to William Foster share important principles that nonprofit leaders can use to help them achieve their organization’s long-term fundraising goals. These principles include concentrating on particular sources of funding and taking advantage of the natural matches that exist between different types of nonprofit work and the different types of funding likely to support that work.