Strategic planning has been getting a lot of attention lately, and for good reason. Mike Burns recently explored this topic in Nonprofit Pro , raising questions about how nonprofit boards participate in shaping organizational direction. His argument is simple: boards cannot treat strategic planning as a staff assignment that shows up as a completed document for approval. If strategic planning reflects governance, then a board that stands on the sidelines is not governing the

A recent article in the Stanford Social Innovation Review introduced a promising model for nonprofit collaboration called the Impact Collaborative. The concept describes how organizations can join forces to address community challenges while maintaining their independence.

Stories inspire donors, but data builds trust. Start now with an impact roadmap—a plan that links mission, programs, and measurable outcomes. Track outputs, quality, and results so next year you can say: “80% improved reading scores.” Data turns vision into impact—and impact drives generosity.

When budgets are tight, investments in data systems often fall to the bottom of the priority list. But as The Chronicle of Philanthropy Key Taykeaways report “How to Make the Case for Investments in Data: Experts Weigh In” points out, unpredictable times are exactly when accurate data matters most.

Nonprofit organizations exist to make communities stronger, safer, and more equitable. You lead programs that change lives every day. But as funders become more data-driven and outcomes-focused, it’s no longer enough to simply tell inspiring stories about your work. Funders – whether foundations, corporations, or government agencies – are asking harder questions: What outcomes are you achieving? How do you know? Why should we trust you with this investment? These are fair que