• Wednesday, October 13, 2021 9:30 PM | Tracey Wilson (Administrator)

    Sharon Castle
    Capacity Builder

    Since 1999, we have been partnering with community organizations around the world to practice storytelling as an art form and a powerful tool of communication. Through workshops and performance opportunities, participants shape selected life experiences into well-crafted stories and share them with members of their communities and beyond. 

    We believe that by honoring the individual experience, we can:

    • challenge dominant narratives
    • inspire greater confidence in storytellers
    • deepen connection in community
    • and spark empathy among listeners around the world.”
    ~ The Moth             

    Story telling is the “it” thing these days.  As you see from the explanation taken from the Moth’s website – and if you haven’t had a chance to listen to some of their podcasts, I would highly recommend it – telling one’s story can have a huge impact. 

    As with individuals, for-profits and non-profits are also developing their unique stories…their vibe…to motivate folks to buy their product, support their cause; or, in short, invest in their vision.

    So, where should you, as a leader of a non-profit reliant on donors, begin to develop your organization’s story?  Start by creating your organization’s Case for Support.  The CFS should articulate in clear and compelling language your organization’s story and “make the case” for why a donor should continue to give, increase their giving or why a prospective donor should begin giving to your organization. 

    Once you’ve gone through the difficult work of writing the CFS your life will be much easier and you will be able to use its language when writing your annual appeal, thank you letters, creating verbiage for your fundraising efforts on your website or designing a special event invitation.  Simply put, the CFS is the genesis for all of your fundraising efforts.  Even more importantly, it is a wonderful tool for board, staff and volunteers to use when soliciting support for your organization.

    Before you begin working on your organization’s CFS, think KISS; you know, the Keep It Simple, Stupid principle. 

    In order to develop a strong CFS you will need general information like your organization’s mission and vision (if you have one) statements and your strategic plan; financial information including budget(s) and financial statements; and program information including statistics, expenses, and dreams (what we could accomplish if we had…)

    You’ll need this information to share your organization’s history…the need it was designed to address; impact and success to date; what you hope to achieve, by when, how much it will cost and how it will be funded; why your organization should be the beneficiary of the donor’s gift.

    The final version of the CFS should be no more than 3 – 4 pages on the organization and no more than a page for each program or other activity supported by fundraising.  Furthermore, it should be light on print and include quotes and pictures to support written information.  As you began, end with KISS; and remember to be thorough and succinct.

    Want to learn more about developing a Case for Support?  Nonprofit Network’s capacity building consultants can assist you anytime or even better, plan to join us in on Tuesday Dec. 14th, 2021 as we host our Leverage Your Story: Building a Case for Supportworkshop.

    *Updated from Apr. 2021

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  • Wednesday, September 29, 2021 10:08 AM | Sharon Castle (Administrator)

    Sharon Castle
    Capacity Builder


    “The three most important ways to lead people are: by example…by example…by example.”
     ~ Albert Schweitzer

    Fundraising doesn’t happen in a vacuum. If you want to move your organization toward a culture of fundraising, then lead by example – educate and advocate on behalf of your organization; make a personal gift and volunteer to assist in areas for which you are not responsible.

    As a consultant, I often find myself repeating to potential clients, “If you want to hire me to fund raise for you, I’m not that kind of consultant. Effective fundraising is the product of a cohesive organization with strong and viable programs where all members are engaged in fundraising. What I can do is help you strengthen your fundraising capability and success.”

    The strongest fundraising programs are often found within organizations that embrace a culture of philanthropy. Merriam Webster defines philanthropy as “goodwill to fellow members of the human race; especially: active effort to promote human welfare.” And, “an act or gift done or made for humanitarian purposes.”

    Creating a culture of philanthropy does not happen overnight – particularly in organizations that have been without such a culture – and requires the buy-in of everyone, including grounds keeping and housekeeping staff to administrators to volunteers helping run a program or answering phones to the board chair and everyone in between. Turning the corner and establishing a culture of philanthropy can be done with time, patience and buy-in from board, staff and volunteer leadership. 

    Free Kindness Vectors, 3,000+ Images in AI, EPS format

    Here are some strategies that you can start using today:

    Include all staff in fundraising activities and treat them well. I organized a grand opening event and invited the program staff to attend with the one stipulation that they sit among donors and enjoy dinner. Unbeknownst to me, I was breaking a long-standing tradition of not inviting staff or inviting them with the understanding they would take tickets, help set up or tear down or some other chore. I held my ground and, in the short term, was the beneficiary of a grateful program staff and donors who were regaled with interesting stories. In the long term, the program folks understood the importance of being ambassadors for the organization and became my link to prospective donors.

    Ask program staff their goals and aspirations. Encourage them to share program stories including struggles and successes. This will help build trust and provide a link between program and fundraising. As a development officer, I shared my annual goals with program staff and asked them to share theirs with me.

    Include fundraising as part of the recruitment and orientation of board members, volunteers and staff so they understand and view it as “part of the whole” and as well as their role in encouraging a philanthropic culture.

    When recruiting board members, ask them where they think they best fit in the philanthropic process. It may be by acting as an ambassador for programs; hosting a small gathering of friends to learn more about your organization, and of course making a personal gift.

    And, most importantly: Lead by example…lead by example...lead by example.

    *Updated from March 2021

    Learn more about creating a culture of philanthropy at Fundraising to Philanthropy Part 2: The Power of Relationships on October 13th, 2021.

    Or check our calendar HERE, we usually repeat workshops once or twice a year and are [planning our 2022 calendar now. If you have a request or suggestion on a presentation you'd like to see email us today!

    Want more? Click here to sign up for our weekly e-newsletter.  Each week you'll get a link to the most recent news, workshops and blog post. We promise to respect your time and will not flood your inbox. We only send one newsletter email each week and when any timely important announcements need to be made.


  • Wednesday, September 15, 2021 11:10 AM | Tracey Wilson (Administrator)

    Sharon Castle
    Capacity Builder
    Nonprofit Network

    It's time. Time to replace our “let’s go back to how it was” Strategic Planning with “let’s look to the future” Adaptive Planning. 

    I’m not advocating kicking good old Strategic Planning to the curb; just merely modifying it to mold around all that has taken place since the Coronavirus developed a stranglehold on our lives (see I’m adapting already).

    KEEP CALM AND BE ADAPTIVE - Keep Calm and Posters Generator, Maker ...

    Let’s start by watching this TED Talk to get us in the right frame of mind, Could One Question Uplift and Unite Humanity? | Jon Berghoff

    OK, you back? Need guidance?

    *Blog updated from May 2020

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  • Thursday, August 26, 2021 1:32 PM | Regina Pinney (Administrator)

    Regina Funkhouser
    Executive Director


    Do you know that all nonprofit board members have three legal responsibilities to the organization they serve?  

    Let's break them down...

    1) Duty of Care

    The the duty of care describes the level of competence that is expected of a board member. This means that a board member needs to exercise reasonable care when she makes a decision as a steward of the organization.

    2) Duty of Loyalty

    This is a standard of faithfulness. A board member must give undivided allegiance when making decisions affecting the organization. She can never use information obtained as a board member for personal gain. instead, she must act in the best interests of the organization.

    3) Duty of Obedience

    This requires a board member to be faithful to the organization's mission. She is not permitted to act in a way that is inconsistent with the central goals of the organization. A basis for this rule lies in the public's trust that the organization will manage donated funds to fulfill the organization's mission.

    Implied: Duty of Transparency

    Board members must document and exercise due diligence. This is reflected in your meeting minutes, which should be available to anyone who asks for them. By making governance information publicly available, you encourage transparency and accountability.

    Need help applying this to your own board service? Join us at our next no-cost workshop "Foundations of Board Governance" at 10 AM on September 16th, 2021

    Infographic - Duties Owed to the Organization (Printable PDF)

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  • Wednesday, August 04, 2021 12:00 PM | Katena Cain (Administrator)

    Katena Cain
    Nonprofit Management Consultant

    Re-thinking How To Build The Team You Need

    Nonprofits require highly qualified and capable people to deliver on the promise of their mission.  Post Covid, Nonprofits are struggling more than ever to find the talent they need. 

    Making sure you are attractive to job seekers and creating a "hire well" system is critical. Committed, motivated, qualified employees help your organization achieve its purpose. Every employee has an impact on company culture— which in turn attracts more prospective employees. Understanding this and the way employees can change culture for the better is key for employers who want a strong pipeline of diverse talent.

    Millennials and Gen Z are the most diverse generations in U.S. history and are made up of the highest representation of minorities to date.  These generations expect inclusion of all people and seek out employers who share their values.  However, that doesn't mean the hunt for diversity should be largely different from the typical recruiting process. 

    Here are several strategies and trends to help attract - and retain - quality employees because we are aware Covid-19 has changed the game.  

    The pandemic has increased the expanded role of employers in their employees financial, physical and mental well-being.  Consider expanding and enhancing sick leave, financial assistance (are you able to provide pay-day loans?) and adjusting hours of operation. 

    Its more critical than ever to humanize employees.  The higher the risk environment, the more support you need to provide.  Pre-Covid, some of us treated employees as workers first, people second.  Post-Covid requires the opposite. Know that Covid drove millions of women out of the work force, understanding how to be more friendly and adaptive to this population is essential. 

    We know that workers will prefer a hybrid work from home model.  A recent report from Glassdoor found that 86% of workers will prefer to continue working from home, at least part time, after offices reopen.  We've heard many employers say "we just can't," I encourage you to think outside the box.  Do you need 100% of your employees on site 100% of the time? 

    Employees are looking for a diverse workforce and an employer committed to equity.  You should be demonstrating your authentic commitment to diversity, equity and inclusion on your website, social media content and marketing materials.  Job seekers are doing more research than ever and will dig deep. 

    Doing the above is a great first few steps. 

    But at the end of the day, it's about hiring the most qualified candidates.  Explore what other barriers you might be unintentionally creating for job seekers. 

    Here are some tips to remove barriers in the application and hiring process:

    1) Specify the need, rather than how it’s achieved. Examples: Instead of requiring a valid driver’s license, ask for the ‘ability to travel and provide own transportation.’ Or instead of requiring that a candidate reside in a given location, ask for ‘the ability to report to work within 30 minutes of call.’

    2) Ask for ability wherever possible. This enables candidates with transferable skills to compete. Ability means the candidate has the potential to do the job, but may not have had the opportunity to develop the potential. Candidates can demonstrate ability through past achievements, including volunteer experience. Example: Instead of requiring knowledge of a law or experience in implementation, ask for the ability to learn, interpret and apply a law.

    3) Ask for related work experience. Instead of specific work experience, a certain number of years of experience, recent experience or transferable experience may be adequate. Example: Instead of asking for ‘experience with Microsoft Office" in general be intentional and ask 'for experience with Microsoft Word or a similar application'.

    4) Focus on the qualities or knowledge needed to perform the work effectively. Avoid focus on a specific credential (a degree, diploma, certificate or license). Include a credential in a job advertisement only when required by law (i.e. Registered Nurse) or where it is the only means of obtaining the skills, knowledge and ability needed to perform the work effectively.

    5) Specify the kind of communication required. Example: Specify ‘listening and/or speaking on the telephone’, ‘writing’ and/or ‘negotiating agreements’ rather than asking for ‘an ability to communicate effectively.’

    6) Specify the working conditions. Elaborate the number of hours of work per pay period for a part-time position and the expected duration of the term for short-term positions. For shift or late-night work, include information about security.

    7) Focus on the desired ability or skill instead of a personal trait. Instead of requiring a ‘mature, cooperative person’, ask for ‘ability to work effectively as a team member.’ Write clearly and simply, using common words, a straightforward style and simple sentences. Avoid jargon, technical and legal language, and acronyms.

    8) Check your bias before you open the resume.  Watch how you judge the experience gained through unpaid internships vs minimum wage jobs.  Some can't afford to work for free.  Watch how you judge frequent changes in employment.  Motivated employees might be seeking more responsibility and advancement than was available at their previous position.  

    Nonprofit Network is committed to ensuring best practices around diverse, inclusive, and equitable practices.  Please feel free to reach out with any questions.

    Want more? Click here to sign up for our weekly e-newsletter.  Each week you'll get a link to the most recent news, workshops and blog post. We promise to respect your time and will not flood your inbox. We only send one newsletter email each week and when any timely important announcements need to be made.

  • Thursday, July 15, 2021 4:48 PM | Anonymous

    Tom Williams
    Capacity Builder

    Nonprofit leadership requires courage. Without a doubt, the decisions and actions necessary to successfully lead your organization are hard work. I say it requires courage because best practices are rarely achieved by going with the flow. In fact, taking the path of least resistance can sometimes reduce our impact and zap our passion for the work. The iconic actor, John Wayne, probably clarified it best for me, when he defined it this way:
    “Courage is being scared to death and saddling up anyway.” 

    Image result for leadership requires courage

    It takes courage to have the hard conversations with key people in our organization. It takes courage to hold ourselves accountable to the path we planned out and all agreed upon. And yes, courage is often the missing component of our funding goal shortfalls. One-on-one coaching is sometimes a means to uncover the courage needed. Other times, having an unbiased, third party come in to facilitate a group discussion about hard topics can be the way forward.

    If these thoughts resonate with you, I strongly suggest attending our Executive Director Academythe next one starts this August 2021. This is a 9 month, 9 session deep dive course, also perfect for succession planning, c-suite leaders or someone who wants to be an Executive Director. We know an ED wears many hats and we'll cover topics like responsibilities, communication, finance and leadership in order to guide your focus. If you'd like to talk through it and discuss it further, Feel free to contact our office at 517-796-4750 or email us at Info@Nonprofnetwork.org and we'll get right back to you!

    *Updated from July 2019

    Want more? Click here to sign up for our weekly e-newsletter.  Each week you'll get a link to the most recent news, workshops and blog post. We promise to respect your time and will not flood your inbox. We only send one newsletter email each week and when any timely important announcements need to be made.

  • Thursday, July 01, 2021 12:42 PM | Tracey Wilson (Administrator)

    Sharon Castle
    Capacity Builder

    “I’m a librarian not a fund raiser,” were the words of the library director of with whom I had just signed on as counsel for a capital campaign to assist with raising funds for a new building.  Two years later as we celebrated success and they moved into their new library, she confided, “I know you kept saying that this would be the toughest thing I’ve ever done in my professional career, but I never really understood and, boy, you were right.” 

    As my library colleague discovered, a capital campaign is a significant undertaking requiring a substantial, and possibly, unprecedented investment of organizational resources and many nonprofits have little or no experience in this area.  From initial planning to wrap up to pledge collection, the effort will likely take years and should propel your organization to a new level of fundraising.  So, it makes sense that time spent on education and preparation on the front end will save you time and money and help strengthen your organization in the long haul. 

    Nonprofit Network has several resources including our upcoming Capital Campaign Course led by a Capacity Building Consultant.  The 12-session virtual course is slated to begin in the Fall of 2021 and follows a syllabus designed to review all aspects of a capital campaign.  Sessions will include structured conversations around assigned reading and homework and participants will gain knowledge around key topics including:

    • feasibility studies
    • factors in working (or not) with a campaign consultant
    • organizational readiness; case for support
    • prospect identification
    • campaign leadership, phases and planning
    • one-on-one personal asks
    • lower end asks
    • special event utilization
    • campaign materials
    • appropriate thank you and recognition
    • staff involvement
    • concluding a campaign

    If you are interested, please click on the links below to learn more and take a brief survey regarding your needs:

    Capital Campaign webpage

    Capital Campaign Planning Course Interest Form

    Want more? Click here to sign up for our weekly e-newsletter.  Each week you'll get a link to the most recent news, workshops and blog post. We promise to respect your time and will not flood your inbox. We only send one newsletter email each week and when any timely important announcements need to be made.

  • Thursday, June 17, 2021 3:13 PM | Tracey Wilson (Administrator)

    Katena Cain, PhD
    Nonprofit Management Consultant

    When I think about Bridges Out of Poverty I am reminded of an insight from Shelly L. Francis's The Courage Way: Leading and Living with Integrity:

    “The inner work of leadership depends on the strongest muscle in the human body: the heart.”  

    Bridges Out of Poverty allows leaders to connect head and heart to bring about viable institutional and community changes.

    The Bridges Out of Poverty framework uses research on economic classes to provide concrete tools and strategies for a community to alleviate poverty. I truly believe that the solution to a community’s problem will be found in the community itself. After all, problem-solving is a core competency of most businesses and institutions. So those who serve people who live in deep poverty, or those whose employees live in deep poverty are natural stakeholders in this work. 

    Bridges uses a "triple lens" approach to address the dynamics that cause poverty from an individual to a systemic level:

    The Triple Lens of Bridges Out of Poverty:

    1.    Individual 
    2.    Institution/Organizational
    3.    Community

    This structure helps you to thoroughly assess and process poverty as you seek to build solutions. Often times, we view poverty and other social issues only through the individual lens — in this lens we focus on what the unique choices and circumstances of an individual are.

    But if we do not change our perspective, we miss a majority of the picture.  We must also consider the lens of the institution and the community. Looking at poverty through an individual lens does not provide the depth of understanding that comes from viewing it through all three lenses. 

    This framework offers powerful tools for change that can help to—

    • Reduce turnover costs
    • Improve employee performance and productivity
    • Create a positive workplace environment
    • Reduce barriers to employment
    • Build resources
    • Empower individuals
    • Move individuals from poverty to self-sufficiency
    • Create sustainable communities
    • and even help organizations and companies with retention rates

    This is just a touch on some of the most important work that Nonprofit Network does. I hope you'll consider joining us on Tuesday July 20th at 9 AM for Bridges Out of Poverty

    Thanks to our partner United Way of Jackson County this event is offered at no-cost to those who live in or serve Michigan and Michigan communities. A common outcome of this session is attendants bringing their learning back to their organization or community groups and advocating for a full or multi-day training. The full day in-depth learning allows time to sufficiently explore the "Triple Lens approach" and bring about the changes that need to happen now.

    Nonprofit Network presents Bridges Out of Poverty in several ways to meet your specific needs.  We can provide as little as a brief preview of why Bridges Out of Poverty matters to multi-day workshops encompassing key points, solutions, strategies, action steps, and a plan for institutional change.  If you’re tired of doing the same thing and expecting different results, contact us. We can help.

    Want more? Click here to sign up for our weekly e-newsletter.  Each week you'll get a link to the most recent news, workshops and blog post. We promise to respect your time and will not flood your inbox. We only send one newsletter email each week and when any timely important announcements need to be made.

  • Thursday, June 03, 2021 4:13 PM | Regina Pinney (Administrator)

    As we emerge to seek a new normal, our post Covid development strategies must be adaptive and directive, and emphasize what we have learned in the past year and what we can (and can't) control.  

    A first step is to recreate (or create) a development plan to attract and retain donors and ensure these strategies are cost effective and our investments of time, talent, energy and resources are efficient and effective.  

    Without a plan, we risk being a statistic - the one where nonprofits loose more donors than we gain.  

    Building a development plan that includes realistic and achievable goals, strategies, and metrics for tracking progress creates structure.  Without a plan, organizations tend to focus on doing and on tasks, running in circles and repeating for the sake of feeling busy, instead of gaining traction, gaining donors and achieving the ultimate vision. 

    With a plan - without goals - without measurements - we don't know what we gain or lose.  If we don't have a plan, we flounder.  

    The critical conversations and processes your organization goes through as part of planning forces you to focus on connecting your mission, vision, and values with the needs of your donors. This type of adaptive planning allows you to be donor-centric and create segmented approaches.  

    Creating a plan allows you to be deliberate. Creating a plan forces you to be accountable to the results.  This effort actually builds organizational muscle and enlarges the group’s capacity to address its mission. 

    Here are five reasons you should create goals, strategies and a step-by-step plan:

    1. Build the Donor's Trust. 

    A plan is a great communication tool to signal donors you are an organization that takes its mission and resources seriously. This is ground work for acquiring, retaining, and upgrading donors' gifts.

    2. Engage Staff & Board. 

    A plan is also a great internal communication tool to engage your board, staff, and volunteers in the effort to raise funds.

    3. Increase Efficiency and Success.

    The process of developing the plan is much more efficient than trial and error fundraising. It will help you to save time and money while increasing success rates.

    4. Identify Growth Opportunities. 

    The process naturally identifies areas in the organization that need to be built up and improved. Strengthening these areas that have been holding you back is key in gaining ground on mission accomplishment.

    5. Provide Peace of Mind. 

    A solid fund development plan has a calendar component to it. These dated benchmarks go a long way to eliminating running in circles and getting lost. This automated aspect provides the peace of mind that can contribute substantially to organizational morale. 

    Failing to plan is a plan to fail.  Without a plan, plan to lose money. 

    If you'd like to start the planning process join us on June 8th, 2021 at our new workshop, Building a Fundraising Plan or July 13th, 2021 for Finance Basics for your Fiscal Health

    Or if you want to discuss the process of developing a useful fund development plan, contact us.  We can talk it through.

    Want more? Click here to sign up for our weekly e-newsletter.  Each week you'll get a link to the most recent news, workshops and blog post. We promise to respect your time and will not flood your inbox. We only send one newsletter email each week and when any timely important announcements need to be made.

  • Thursday, May 20, 2021 10:43 AM | Tracey Wilson (Administrator)

    Regina Pinney
    Executive Director

    A little understanding and support would be nice

    Imagine being hired and supervised by a large group of people, all required to think independently, yet collectively. They are not paid and rarely trained. This group changes almost every year.  They know a just little bit about the complexity of what you do, so you need to provide them the right amount of solid data and opinion built with lots of facts and intuition at the exact right time they need it to make really big decisions.

    Your work is vital – critically important. Literally saving lives or saving entire communities. Your organization matters to many people – the people you serve, and the people you employ.  Your income is rarely secure, your expenses always fluctuate, and your supervisors want to know why.

    On a normal day, in a normal year, the work is stressful.  You must hire and retain amazing people – but you know or fear you can’t pay them what other places can.  So, you need to provide stability and an amazing work culture to keep these amazing people.  Your employees need to feel valued but held accountable to the metrics that are used to ensure that individuals who donate their hard-earned money keep believing that your work is working. 

    Do all of this and every day get even better.  Status quo just will not do it.

    Add a few pandemics, and the good answers to important questions are few and far between.

    Leading an organization is incredibly rewarding, and really tough and can sometimes feel very lonely.

    But it doesn’t have to be. One way to navigate the complex role of being a nonprofit Executive Director is to practice lots and lots of self-care.  We even teach a workshop and have shared articles about self-care, and you can find a few of them here; 

    But we also strongly believe in the power of networks. Lots or people can give advice, but only peers share your actual perspective.  A peer is a person who has equal status – not necessarily one from the same sector, or has all the same issues, or even the same size of organization, but someone who understands the complexity of the role and the issues we all face. We encourage you to find a group of peers that can help you problem solve, dream, brainstorm, hold you accountable, support you on bad days and celebrate with you on the good days. 

    Every community has opportunities for nonprofits to network, and these are powerful places to find people who might provide you peer support.  Here are some great questions to help get the conversations started, so invite a colleague for a cup of coffee (virtually works too!), to take a walk or schedule a phone call. 

    • How did you become the Executive Director/CEO of your organization? What was the path that led you to this position?
    • What do you like most about your job? What do you like least?
    • What is your relationship with your board?
    • What are the challenges facing your team?
    • How did your organization fare in 2020 and how is it doing in 2021?
    • How has your organization addressed equity issues?

    If you both enjoyed the conversation, found nuggets of great ideas that would make your job easier and you felt comradery, you might want to set up a regular, recurring appointment (we get busy – and we need to prioritize the important things.  Peer support is important!).  And, you might want to add others to your group.

    Another great way to start, add or expand your peer support network is to join a Peer Coaching Group. 

    Coaching Groups, facilitated by a cognitive coach, allow you to meet peers and build relationships that extend, if you choose, long after the coaching group ends.  Because these groups are built outside of your normal networks, it extends beyond your own sphere of influence and helps broaden best practices from other communities and sectors. 

    If you are interested in learning more, email Regina@nonprofnetwork.org to learn how peer coaching groups work.   If you have your own peer support network but seek a facilitator to help guide the coaching process, we do that as well.

    Want more? Click here to sign up for our weekly e-newsletter.  Each week you'll get a link to the most recent news, workshops and blog post. We promise to respect your time and will not flood your inbox. We only send one newsletter email each week and when any timely important announcements need to be made.

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