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    Tool - Five Life Stages of A Nonprofit Organization

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    Lisa Husniyyah Owens
    This document outlines the five typical life stages of nonprofit organizations: 1) Found and Frame - characterized by a passionate founding board and volunteer staff focused on realizing their vision with limited resources. 2) Ground and Grow - the nonprofit establishes basic governance and administrative systems, hires its first paid staff, and develops initial programs and funding sources through in-kind donations and a few funders. 3) Produce and Sustain - the nonprofit reaches maturity with stable funding, well-developed systems and staffing, and core programs operating at a high level, though it also experiments with new initiatives and expansion.

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    Tool - Five Life Stages of A Nonprofit Organization

    Uploaded by

    Lisa Husniyyah Owens
    80 views3 pages
    This document outlines the five typical life stages of nonprofit organizations: 1) Found and Frame - characterized by a passionate founding board and volunteer staff focused on realizing their vision with limited resources. 2) Ground and Grow - the nonprofit establishes basic governance and administrative systems, hires its first paid staff, and develops initial programs and funding sources through in-kind donations and a few funders. 3) Produce and Sustain - the nonprofit reaches maturity with stable funding, well-developed systems and staffing, and core programs operating at a high level, though it also experiments with new initiatives and expansion.

    Original Description:

    How to guide to diagnose organizational development stages

    Original Title

    Tool - Five Life Stages of a Nonprofit Organization

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    This document outlines the five typical life stages of nonprofit organizations: 1) Found and Frame - characterized by a passionate founding board and volunteer staff focused on realizing their vision with limited resources. 2) Ground and Grow - the nonprofit establishes basic governance and administrative systems, hires its first paid staff, and develops initial programs and funding sources through in-kind donations and a few funders. 3) Produce and Sustain - the nonprofit reaches maturity with stable funding, well-developed systems and staffing, and core programs operating at a high level, though it also experiments with new initiatives and expansion.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    80 views3 pages

    Tool - Five Life Stages of A Nonprofit Organization

    Uploaded by

    Lisa Husniyyah Owens
    This document outlines the five typical life stages of nonprofit organizations: 1) Found and Frame - characterized by a passionate founding board and volunteer staff focused on realizing their vision with limited resources. 2) Ground and Grow - the nonprofit establishes basic governance and administrative systems, hires its first paid staff, and develops initial programs and funding sources through in-kind donations and a few funders. 3) Produce and Sustain - the nonprofit reaches maturity with stable funding, well-developed systems and staffing, and core programs operating at a high level, though it also experiments with new initiatives and expansion.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    www.nationalforests.org Bldg. 27, Ste.

    3, Fort Missoula Road, Missoula, MT, 59804 Phone: 406-542-2805 Page 1 of 3



    The Five Life Stages of Nonprofit Organizations
    Where You Are, Where Youre Going, and What to Expect When You Get There
    Judith Sharken Simon with J. Terence Donovan

    Qualities Getting Started Stage One: Found
    and Frame
    Stage Two: Ground
    and Grow
    Stage Three:
    Produce and
    Sustain
    Stage Four: Review
    and Renew

    Primary Question
    Can this dream be
    realized?
    How are we going
    to pull this off?
    How can we build
    this to be viable?
    How can we
    sustain the
    momentum?
    What do we need to
    redesign?
    Governance Not yet a concern Formal governance
    structure created,
    homogenous, small,
    passionate board of
    directors, working
    board
    Expansion of the
    board size, first
    outsider on board,
    reactive rather than
    strategic
    The governing role is
    in its prime, few
    founding board
    members remain,
    board discussions
    broadly focused, well
    developed
    committees, board
    role is to ensure
    well-being and
    longevity of the
    organization, board-
    staff roles are clearly
    defined, diverse
    composition
    Turnover of board
    membership and
    leadership,
    development of formal
    linkages with other
    organizations,
    clarification of board
    roles and
    responsibilities
    Staff Leadership Entrepreneurial,
    visionary, no
    positional leader,
    often volunteer
    Single-minded,
    driven, sole decision
    maker, visionary,
    entrepreneurial,
    charismatic
    First paid executive
    director, who is
    directive,
    unavailable, high-
    energy, needed both
    internally and
    externally
    Well-rounded
    executive director,
    needs good
    delegation skills,
    assistant director in
    place, complemented
    by good program
    managers, founders
    syndrome
    Founder likely to
    leave; change agent
    needed; a decisive,
    highly motivated
    individual whose
    strength is integrating
    diverse perspectives;
    has experience and
    knowledge of finances
    www.nationalforests.org Bldg. 27, Ste. 3, Fort Missoula Road, Missoula, MT, 59804 Phone: 406-542-2805 Page 2 of 3

    Financing Not yet a concern Start-up funding
    granted, limited
    funds, no accounting
    systems, in-kind
    donations of
    expertise
    Greater need for
    financial resources, a
    few funder
    relationships
    established,
    proficient use of in-
    kind donations,
    discussion of
    revenue-generating
    schemes
    Stable funding,
    development of an
    operating reserve,
    need for exploration
    of new and expanded
    funding sources,
    fundraiser position
    added
    Critical examination of
    funding sources,
    strategies, and
    systems; new funding
    sources located;
    growth of a
    development office
    Administrative
    Systems
    Not yet a concern Few formal systems,
    a home office, small
    and agile
    High need for
    administrative
    systems, first office
    space rented, first
    administrative staff
    hired, systems of
    accountability
    developed,
    technology and
    equipment purchased
    In their prime,
    policies and
    procedures are well
    developed, multiple
    support staff,
    revamping of
    hardware and
    software
    Administrative
    systems revamped,
    centralization of many
    aspects of the systems
    Staffing Not yet a concern Dedicated group of
    volunteers, no paid
    staff
    Paid staff hired,
    volunteers still
    critical part of
    staffing strategy, lack
    of job descriptions
    Organization size is
    at its peak, program
    managers hired
    increased diversity of
    staff, volunteer
    structure self-
    perpetuating,
    volunteer coordinator
    hired, first staff
    firing may occur
    Many changes in
    program staff, push for
    internal and external
    collaboration, new
    staff hired, existing
    staff reassigned,
    volunteer system
    reevaluated
    Products and
    Services
    Extremely informal
    or not yet a concern
    One primary activity
    or a mix of varied,
    loosely related
    activities
    One primary activity,
    refinement in
    program delivery,
    need to say no to
    program ideas due to
    Programs well-
    designed and
    functioning at high
    level, long-range
    program planning,
    Reexamination and
    redefinition of
    activities, longstanding
    programs may close,
    collaborative
    www.nationalforests.org Bldg. 27, Ste. 3, Fort Missoula Road, Missoula, MT, 59804 Phone: 406-542-2805 Page 3 of 3

    lack of resources core programs secure
    but new programs
    being tried, many
    opportunities for
    expansion
    programming
    encouraged, new
    products and services
    developed
    Marketing Not yet a concern Word of mouth, no
    formal marketing
    Fact sheet of first
    brochure developed,
    word of mouth still
    primary marketing
    avenue
    Sophisticated
    marketing efforts,
    professional image,
    marketing plan
    developed,
    organization expands
    beyond word-of-
    mouth promotion
    On hold until
    reorganization
    stabilizes, once
    stabilized marketing
    forges ahead
    Obstacles Fear of formalizing,
    lack of funding, no
    outside support
    Fear of formalizing,
    reactive leadership
    Absence of systems
    of accountability,
    overwhelmed with
    new elements
    entering the
    organizational
    system, danger in
    remaining an isolated
    system
    Lack of control or
    too much control by
    organizational
    leadership, lack of
    risk-taking,
    organizational
    stagnation, board
    unable to move to a
    governing role, board
    focuses too much on
    day-to-day
    operations
    Resistance to change,
    isolation of the
    agency, too much
    control exercised
    Opportunities Creativity and
    energy of the dream,
    attracting new people
    to the dream
    Excitement of
    funders, people
    wanting to join the
    organization,
    charismatic leader
    Sense of
    accomplishment,
    creating a flexible,
    innovative
    organization
    receptive to change,
    diversification of the
    agency
    Feeling of security,
    adequate human and
    financial resources,
    new staff and board
    brings fresh ideas
    Wisdom from the past,
    energized and
    committed staff,
    opportunities for new
    partners and allies
    Duration of Stage 0-5 years 1-2 years 2-5 years 7-30 years 2-5 years

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