Fundable by Design

Most of you were never told the full truth about what you're actually starting when you launch a nonprofit organization.
You were told about making a difference, serving your community, and even been told about grants and fundraising.
But very few people explained that you're not just starting a mission. You're building an organization. And there's a big difference between the two.

When funding is tight, the first question most leaders ask is:
"How do we get more money?"
"How do we get more grants?"
"Where are the donors?"
But what if you're asking the wrong question?
If you've been spending all your energy searching for the next grant, this conversation may help you step back and identify what actually needs to be strengthened inside your organization.

Many leaders believe their biggest problem is a lack of money.
But after nearly 40 years in the nonprofit space, I've learned that the lack of money is often just a symptom.
The real problem is usually a lack of capacity.
Now, when I say capacity, I'm not simply talking about money.
I'm talking about the organization's ability to operate, manage, lead, communicate, fundraise, report, govern, and sustain its work over time.

Today, I want to challenge a belief that many nonprofit leaders have been taught to accept as fact:
The better the program, the easier it will be to get grants, donors, and funding.
It sounds logical.
If the program is effective, impactful, and serving people well, funding should naturally follow.
But after nearly 40 years in the nonprofit space, I can tell you that funding decisions are rarely based on the program alone.
I've seen organizations with incredible programs struggle to secure funding.
And I've seen organizations with average programs receive significant support because they had something else in place.

Today, I want to talk about a moment that almost every nonprofit leader experiences.
It usually happens after the paperwork has been filed after the nonprofit has been approved.
Everything seems to be moving forward.
And then one day, it hits you: "I have no idea how to sustain this."
I have seen this moment countless times over the last 40 years in the nonprofit space.
It's the moment when leaders realize that running programs and sustaining an organization are two very different things.