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Is a capital expansion project included in your blueprint for growth? Whether a new facility, a refresh or update, or an addition, here are three early wins that should be considered now as the organization prepares for a capital campaign in the future.

If you're anything like me, you've probably found yourself staring at a blank document titled "Case for Support" more than once in your career. That moment when you need to distill your organization's entire heart and soul, its mission, impact, and vision, into something that resonates with potential supporters.  

I've been a part of a few conversations lately about navigating the changing landscape of nonprofit communications. One theme keeps emerging: many of us are cautiously exploring how new tools, including AI, might help with fundamental development work like crafting a case for support—without losing the authentic human connection that is at the core of what we do. 

We live in uncertain times, with constant social, political, and economic shifts. During the American War of Independence Lord Cornwallis surrendered to George Washington at Yorktown while the British band played the tune “the world turned upside down”. The most powerful army in the world had just been defeated by the American patriots. It must have indeed seemed like the world was upside down.

Today, nonprofit leaders may feel similarly challenged, as the funding and practices they have counted on in the past may no longer be available in the same ways. Whether you work in a nonprofit or volunteer as a board member, navigating uncertainty is part of the job description. Strategic management of resources is key to managing these uncertainties and ensuring your organization’s ability to fulfill its mission.

One of our axioms - possibly the one we talk about the most with our clients - is Leadership is Everything. We have trained and written about this topic from day one. It's true for our nonprofit clients, and it's true for us.

At DBD Group, we've been in a period of growth, adding consultants and serving more clients than ever before. What we quickly realized was we needed to create a structure of leadership to ensure we can serve our clients - and our consultants - in the best way possible.

We are excited to announce the following "new" leaders to DBD Group. (Their faces are familiar, but the roles are new!) Along with continuing service to our clients, these team members have additional roles within DBD Group.

We live in uncertain times, with constant social, political, and economic shifts. During the American War of Independence Lord Cornwallis surrendered to George Washington at Yorktown while the British band played the tune “the world turned upside down”. The most powerful army in the world had just been defeated by the American patriots. It must have indeed seemed like the world was upside down.

Today, nonprofit leaders may feel similarly challenged, as the funding and practices they have counted on in the past may no longer be available in the same ways. Whether you work in a nonprofit or volunteer as a board member, navigating uncertainty is part of the job description. Strategic management of resources is key to managing these uncertainties and ensuring your organization’s ability to fulfill its mission.

I’d be willing to bet that every nonprofit I’ve worked with has spent some time wishing their board members “helped more” with fundraising.

When they say that, they usually mean they want more people to make direct asks for gifts. I say not all board members should ask for money, but every board member can tell a moving story about the meaningful impact of their organization.

Development staff, CEOs, and marketing teams can empower board members to use storytelling as an effective and comfortable way to participate in the crucial work of raising money. To tell a great story, board (and staff) members must be authentic, passionate, and focused on the mission.

Working with boards is a topic that DBD Group has written about at length. Less popular, but only slightly less important, is creating an effective Finance Committee for your nonprofit. This group can be the most dynamic, exciting and important group in your organization.

From monitoring financial performance to approving budgets and financial policies, vetting loan options to overseeing the audit process, there is plenty to dig into. The best committees don’t just happen though. They are intentionally built, diverse in more ways than you might think, and given a clear chart of work.

When DBD is given the opportunity to be considered to conduct a capital or comprehensive feasibility study, we make it clear from the start that we will not perform a study for you, but we would be honored to perform a study with you!

While I could try to explain this more, I am honored to share with you the first-person perspective of a recent client/partner, Robert P. Kirschner, Chief Philanthropy Officer & Senior Vice President at the YMCA of Greater Cleveland.

Have you ever wished that property abutting one of your current locations would come on the market? What if a for-profit service provider in your community wanted or needed to exit a facility that was perfect for a service expansion? What if the undeveloped parcel that fits your long-term strategic plan suddenly became available after years of cultivating the owners?

Would you be in a position to close? The timing doesn’t always line up, and it’s possible that you wouldn’t be. But instead of walking away, consider the often-overlooked source of bridge funding: the friendly buyer. The friendly buyer purchases and holds the real estate with the intention that at some future date, your organization can and will purchase from them.

Here are three scenarios that we’ve seen play out in real life.