Do you know your sustainability IQ? How sustainable is your organization? Do you know where your greatest organizational strengths and assets lie? Do you know your risks and how to minimize them? And, do you have a roadmap to build your sustainability?

Building sustainability is critical in today’s challenging fiscal, programmatic, and public policy environment. This article will provide you with an overview of the key areas of sustainability and how to build a more sustainable organization. My company has developed a Sustainability Profile, used in consulting and training, which identifies five key organizational areas to consider: (1) Mission, Programs, Planning and Evaluation; (2) Finance, Fundraising and Marketing; (3) Human Resources; (4) System; and (5) Culture.

A. Mission, Programs, Planning and Evaluation. Most of the non-profit organizations and local governments excel here. It has developed programs and services that address needs and are related to the core mission. Sometimes, however, one finds “mission displacement”, where programs that are not so closely related to the main mission are added. Has your organization added programs in recent years that were originally well funded, that are now less well funded? And this takes resources away from the main mission programs? Do your programs make a difference? How do you know? Can you demonstrate significant results and impact? Are the programs a model, or are they based on models and effective practices? Another area you may want to look at is planning. Although most organizations carry out an annual strategic plan, few are able to implement the plan in such a way that it is a living part of the work. There are strategies that can help bring planning to life, such as incorporating goal reports into meetings, developing a plan template used for quarterly follow-up, and celebrating benchmarks.

B. Finance, Fundraising and Marketing. According to national research, a large percentage of nonprofits are still struggling with budget cuts and hiring challenges. So this is an area of ​​concern for many. Although the budget of the average organization has taken multiple hits, it is possible to reduce the risk: develop a conservative budget; identify ways to expand and diversify income; cost overrun analysis; create strategies and incentives for cost reduction; and involve staff in these efforts. Have you looked at what works and what doesn’t with your fund development? Identify some fundraising strategies that will allow the organization to expand and diversify income. Nonprofit organizations can often find ways to strengthen donor giving, with good database analysis. Board involvement in fundraising can bring many more gifts, especially once it becomes a regular part of the board’s work. Market profitably and build on your organization’s reputation through social media, traditional press, community outreach, and meetings or events. Have financial policies and a financial plan to handle cuts; a fundraising plan and a marketing plan. These can be short, bulleted documents. However, having them will improve everyone’s ability to focus on priorities and stay focused. The staff is often short, so look for trusted volunteers and student interns to do some of the work.

C. Human resources. In nonprofit organizations and local government, people are the number one asset. Review any budget to see that the largest percentage of revenue goes to staffing, which drives programs and services. Analyze the board and other volunteer work to determine the value of volunteer time and you will find that it is substantial. Make sure you have a human resource plan and policies that cover staff, board, and volunteers. Typically these will be found in different documents, the human resources policies, the bylaws and board policies, and the volunteer policies and procedures. Make sure the CEO and board chair provide a role model for the board and staff. Make sure people know what is expected of them, that they receive feedback, support, and praise for a job well done. Offer training and assessment, and involve people in making plans that affect their work.

D.System. Agency infrastructure is often behind in development and may be the first to suffer cutbacks. That can really take a toll on the effectiveness of the organization over time. When funds are tight, look for ways that staff and volunteers can participate in evaluating and improving the organization’s system, administration, internal communications, and technology. Look for retired managers and retired consultants who can provide specific free services to help you keep your organization’s system and processes running. Consider partnering with youth organizations to get young tech gurus to work with you if you need a specific video or tech project. Develop priorities for updates and changes, and look at the return on investment they will provide.

E. Culture. The Sustainability Profile has identified a number of elements that are an important part of the culture of a growing organization and reflect the capabilities of that organization. These are diversity, collaboration, innovation, and mindfulness. When an organization pays attention to these areas, investing organizational energy and resources, the organization builds its resilience. You become more focused and effective; more proactive and responsive; better able to target and leverage resources; stronger and more capable of defying weather and change.

Build your sustainability IQ and the sustainability of your organization by taking the following steps:

1. Analyze your organization’s strengths and weaknesses in each of the five key areas identified above.
2. Point to your greatest strengths and outline strategies to take advantage of those strengths.
3. Identify your biggest weaknesses or risk areas, and create steps to develop those areas and minimize risk.
4. Implement your sustainability roadmap.

For more information on your Sustainability IQ, including articles and a summary, check out our website.