The dynamic nature of the nonprofit sector requires efficient and effective problem-solving for the challenges and opportunities organizations encounter in pursuit of their missions. Because they function in a state of constant change, from new information, and new technologies to unexpected crises, nonprofit leaders must equip their organizations with the tools to solve strategic questions.

While the normal response to such challenges may be to engage a traditional strategic planning process, nonprofit leaders now seek strategic thinking and action that provides the same positive outcomes, but at a pace and in a system that meets the constantly changing and info-rich world of the nonprofit sector.

Responsive Strategic Planning is an ongoing strategic process that maximizes an organization’s greatest assets, responds to its dynamic environment by making intentional, innovative, and timely decisions, and achieves organizational continuity and resilience to achieve scaling for lasting impact through empowerment and inclusion of its stakeholders. The valuable components of traditional strategic planning such as mission, values, and visions, are inherently encapsulated in the responsive strategic planning process but are not the final outcomes of the process. Instead, the aim of responsive strategic planning is action that responds to an organization’s environment, bolsters its resilience, and spurs greater impact.

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Giving trends across the United States have evolved rapidly over the past two to three years. Global events from Covid-19 responses to the effects of the Great Resignation have upended traditional fundraising strategies employed by nonprofits. The emergence of these drivers of change along with major shifts in donor demographics presents a unique challenge that many nonprofits are not fully prepared for. We live in an increasingly diverse world, the current direct marketing model utilized by most nonprofits is not only antiquated, but ineffective at reaching the diverse donor landscape of the 21st century.

To be successful in the future, nonprofits will need to craft communication strategies that account for an increasingly diverse donor landscape. Each group of donors, whether separated by ethnic group or generation, has unique challenges and opportunities that must be considered as well as preferred methods of communication. Continuing to employ the same strategies that were effective on older generations, will gradually become less effective at attracting and retaining donors.

So, what can organizations do to embrace the changing demographics of the donor landscape? There are a number of recommendations that organization can employ that will help ensure long term success in their donor retention strategy.

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The nonprofit sector includes staff from across the generations, including those representing younger demographics. Emerging leaders are among these young staff. They are not just young in age but new in their careers. It is important to think of something other than the definition of young in chronological terms but also in terms of career length and time spent in leadership roles.

Young leaders who can contribute to a nonprofit’s success are working not just with a focus on pay. Unlike counterparts who may be pursuing careers in the for-profit sector, evidence shows that nonprofit employees work so they can create a positive social impact. Retaining young staff members who have found themselves at nonprofit organizations is essential. 

To achieve success, nonprofits should leverage multiple solutions and tactics to drive their mission and create internal systems that are efficient and impactful. Development and retention are key elements to fostering an environment where nonprofit staffs feel valued, embraced, and supported. Below are some practical ways to begin:

Engagement and culture

Try developing a culture committee. Ask yourself if your…

Nonprofits are the lifeblood of a community, stepping in where government agencies fall short. They provide critical services to the elderly and those in need, ensure arts and culture are alive, fund hospitals and cures for diseases, and support educational institutions and provide scholarships for students.

In order for these vital community organizations to thrive, they must be staffed well. Yes, the role of nonprofit volunteers contributes to an organization's strength and success, but the staff provide the backbone of these vital community resources. Among the staff, the leaders are mission critical staff members. Strong leaders motivate volunteers and inspire donors, while lack of leadership can be devastating to an organization.

Too often nonprofit staff are underpaid and overworked. Longevity in the sector is crumbling. The pandemic put additional strain on organizations already struggling to retain their staff and drive their mission. Some have left for higher-paying for-profit positions. Some have retired. Some are simply burnt out…

Asian American and Pacific Islander philanthropy has a long history spanning back to a multitude of cultures. From the Filipino tradition of pasalubong to the Chamorro tradition of chenchule’, giving in AAPI cultures goes back for generations. The culture of giving that originates in these cultures informs the philanthropy and generosity that Asian-American and Pacific Islander communities demonstrate throughout their entire lives. Whether it be between people or between organizations, the origins of giving and philanthropy in AAPI cultures must be acknowledged and celebrated today. 

This AAPI Heritage Month, the ASU Lodestar Center will be exploring a few of these cultural roots in connection to modern-day philanthropy.

Chinese Americans

Giving starts early in the life of Chinese Americans. Around 1 month into the life of a newborn, the Red Egg and Ginger Party is held to officially welcome the new family member. At the event, the baby of honor is presented with many gifts: a new set of clothes, gold…