Money is tight in non-profits. We get that! Starting a social enterprise is an exciting way for non-profits to generate sustainable revenue while creating community impact. But where do you start, and how do you avoid costly mistakes? Follow this practical roadmap and steps for non-profit leaders.

Choosing to start a social enterprise can feel like a daunting task at first, one filled with uncertainty and risk. A thriving and successful social enterprise is built on passion – and a solid business plan. The questions included in this checklist help non-profit leaders reflect on and consider the many aspects of what launching a social enterprise involves and how to set it up for long-term success.

Many non-profits don’t have (or need) a business plan. However, once you venture into social enterprises, it becomes essential for success, whether self-funding or seeking outside investment in your enterprise. A comprehensive non-profit social enterprise business plan assesses all aspects of the business idea. It explores and examines where your social enterprise is headed, how it will get there, and how/why it will succeed. Every business plan is as unique as the social

This blog post is part of five articles on organizational sustainability. Related articles are noted at the end of the post. Stage 5: Track, Report and Monitor Progress We’ve already alluded to the fact that any sustainability strategy and goals must be tracked, results reported and monitored. Just as this holds true for any objectives the Board sets, sustainability is important to keep an eye on. Likely you already have a tracking, reporting and monitoring process, so rea

This blog post is part of five articles on organizational sustainability. Related articles are noted at the end of the post. Stage 4: Aspirations, Results, and Strategic Goals & Objectives When considering sustainability, where you are going and the results you want to deliver are a key component of creating a sustainable organization. If you don’t know what you are working towards or the results you want to achieve, it is difficult to set a direction and move towards it.

This blog post is part of five articles on organizational sustainability. Related articles are noted at the end of the post. Stage Two: Risk Assessment The Risk Assessment component of improving sustainability builds on what was learned during the Organizational Audits and requires that the Board determine what is “acceptable” risk in several areas. As noted above, how you break out the areas that you assess or the concerns you examine depends on your current Board, what ha

When it comes to creating a sustainable organization, it is vital that your organization be confident in what it does well, know what opportunities exist to explore, and constantly scan the marketplace for trends that can impact the sustainability of the agency.

This blog post is part of five articles on organizational sustainability. Related articles are noted at the end of the post. Stage One: Organizational Audits An organizational audit evaluates areas of your organization that are considered vital to its functioning. It compares an element's performance to the desired performance to meet your business needs or goals. The focus of your audit may vary depending on your specific key issues or concerns. The three most common organi

Invest in an Annual Report that catches your readers attention and provides them with the important facts... It's about telling your organization's story so invest some time in this irreplaceable marketing document.

Your organization’s annual general meeting report is an information and marketing tool. It’s an opportunity to showcase and celebrate what has been achieved in the past 12 months and to bring members, community champions, funders, and partners up-to-date. While “standard” items need to be included in your annual report, the best annual reports tell a story using data, statistics, stories, images, videos, and facts. When you begin to think about your annual report, consider t

Planning is required to run successful campaigns. Learn how to craft a community engagement plan to discover stakeholder needs.

In some cases, this transition from a working board to a governance board is natural and smooth; in other cases, tensions arise, and there is a push and pull as individuals struggle to understand the new parameters under which they must now work and the restrictions that may now be placed on them. Does your organization have the capacity to transition from a working board to a governance board?

In a non-profit organization, no relationship is more important than the one between the Chair of the Board and the Executive Director (ED) or CEO. Curious about why this relationship is so meaningful.? Read on.

A healthy Non-Profit Board of Directors is dependent on two things: 1) knowing the responsibilities of the board and delivering on them, as discussed in Board Success Blueprint: Know your Responsibilities, and 2) the maintenance of constructive and collaborative communication alongside a focus on strategic decision-making. Given the fluidity of board dynamics, how is your board doing?

A strategic plan shouldn’t sit on a shelf. When the non-profit Board and Executive Director stay connected to the plan, clear KPIs, accountability, tracking and reporting make it easier to see what’s working, what’s not, and where it’s time to adjust. What do you do at your Board meetings to keep the strategic plan front and centre?

So, specifically in the context of non-profits, what do we mean when we make a “strategic decision?” We mean making decisions that align with the strategy (or direction) that we set overall: how we choose to operate, how we use our resources (people, time, money, or knowledge), what objectives we set for our teams (specific success metrics), and the actions or activities we focus on. What types of strategic decisions does your board make regularly?

When choosing KPIs and performance metrics for your non-profit strategic plan, start by asking your management team what they already track. Use existing data wherever possible, then add a few simple, measurable indicators that help your Board and Executive Director track progress, measure results, and strengthen accountability.

A good non-profit strategic plan needs goals people can actually understand and use. By getting clear on what’s behind each goal, Boards can turn big ideas into SMART goals, measurable objectives and KPIs that support accountability, guide implementation, and keep the plan moving forward—even when leadership changes.

When a non-profit Board has limited time for strategic planning, choosing the right priorities matters. Three or four clear strategic goals can create more focus, accountability and impact than a long list no one can realistically achieve. Clustering and prioritization help Boards connect goals to their vision, mission and values. The question is: Are you choosing the goals that matter most—or simply the ones that are easiest to agree on?