Nonprofit organizations are different from those in the business and government sectors—so, reasons the author, it would be logical to expect to manage and govern them differently. In the absence of a general framework for nonprofit management, however, thirdsector organizations are under persistent pressure to look like something else. The nineteen practices laid out in this article were developed by the Minnesota Council of Nonprofits in aid of reversing this trend.
Organizations wishing to scale would do well to prioritize impact over size and take care not to disrupt the community’s ecological balance by inadvertently competing with already existing local organizations for scant resources.
For the social impact leader, the first step to assessing the quantity and quality of an opportunity in a given market is to map the competitive landscape. This article lays out step by step what goes into an effective competitive analysis.
This week is the anniversary of the opening of the ACA enrollment, and this article is the only public review of this important new field of nonprofits charged to have immediate and broad impact in a highly competitive and politically charged environment.