Position Opening: Senior Vice President, Development & Marketing, Levine Museum of the New South

Client: Levine Museum of the New South
Current Location: 200 East 7th Street, Charlotte, NC 28202
Founded: 1991
Reports To: President & CEO

Levine Museum of the New South — Organizational Description

Levine Museum’s mission is:

  • To engage a broad-based audience in the exploration and appreciation of the diverse history of the South since the Civil War, with a focus on Charlotte and the surrounding Carolina Piedmont.
  • To collect, preserve, and interpret the materials, sights, sounds, and idea that illumine and enliven this history
  • To present opportunities for life-long learning about this history for the benefit, enjoyment and education of children and adults
  • To provide historical context for contemporary issues and a community forum for thoughtful discussion.
  • The Museum distills this mission into an essential statement: we use history to build community.

In the summer of 1990, members of the Mecklenburg Historical Association developed the idea of the Museum of the New South and approached community leader and cultural advocate Sally Robinson about organizing the institution. A working group of local historians, university professors, and community leaders were convened to consider the museum proposal. The organizing group settled on the name “Museum of the New South” as a reflection of Charlotte residents’ belief that the city exemplifies much of the history signified by that term.

The museum was incorporated in April 1991, and a diverse board of trustees was assembled. Those early leaders made the decision to operate without a building was made for financial and philosophical reasons. At the time, the board felt that operating without a permanent structure would offer flexibility in developing exhibitions and programs. However, in the spring of 1994, the Museum of the New South engaged in a long-term planning process that identified developing collections and installing a core exhibit as priorities. As a result, with the help of private funding, the museum purchased the building at 324 North College Street in Charlotte’s cultural district.

In 2001 the Levine Museum of the New South, renamed in honor of museum patrons Leon and Sandra Levine, opened in a 40,000-square-foot building located at 200 East Seventh Street in Charlotte. Its 8,000-square-foot permanent exhibit, Cotton Fields to Skyscrapers: Charlotte and the Carolina Piedmont in the New South, explores the social history of the economic transformation of the Piedmont from a rural, agriculture-based society to the major financial, business, and industrial center that it is today. (source)

Levine Museum has always been as much about the present and the future as it is about the past, and has used its exhibits to convene people in dialogue across difference. With exhibits like COURAGE: The Carolina Story that Changed America, Without Sanctuary, an exhibit about lynching, and Changing Places, an exploration of Charlotte’s diverse population, Levine Museum became a hub for civic engagement and re-defined the role history museums play in community.

The importance of Levine Museum has perhaps never been more pronounced. Just a few short years after experiencing civil unrest in the wake of the Keith Lamont Scott shooting and national attention for HB2, Charlotte remains a community processing its pathway forward. The landmark study from Harvard University and UC-Berkeley that identified Charlotte as 50th out of 50 U.S. cities in its analysis of economic mobility serves to highlight the challenges the community continues to face as it asserts its place in the “New South.”

At the same time, changing audience demographics, income re-distribution and digital technologies pose formidable challenges and unprecedented opportunities for museums of all kinds throughout the country. As the Museum’s leadership contemplates its future, we are exploring new ways to bring history alive for audiences of all ages and to use the power of story to foster empathy and to build a stronger, more equitable community. Levine Museum now seeks to redefine what a history museum looks like in the digital era.

The Role
Reporting to the President & CEO, the Senior Vice President, Development and Marketing is a key member of the leadership team and a critical participant in articulating the Museum’s future direction. S/he is responsible for designing and implementing strategies to increase public awareness, foster engagement, and deepen philanthropic support for Levine Museum’s programs, exhibits and services. The Senior Vice President provides strategic direction for fund development efforts, as well as marketing and communications at a time of transformational change.

The successful candidate for this role will benefit from a four-person team that works cohesively toward pursuit of the Museum’s aims. A resource development plan is in place, providing a solid platform for the pursuit of earned and contributed revenue. Members of the organization’s board of directors are deeply committed to advancing the mission of the Museum and are deeply bought in to resource development and marketing strategies.

Levine Museum is at an exciting time in its history, and this role will be a critical one. There is the potential for a sizable capital campaign in future years, and an organizational constituency to make that effort a success. For the right candidate, this is an opportunity to cement a local reputation as an institutional leader and resource development change agent.

Professional Responsibilities

Development & Marketing Planning

  • Provide leadership, strategic direction and strong business acumen for the Museum’s overall public engagement and development efforts
  • Provide leadership and strategic oversight to the Marketing and Communications function to ensure cross-functional integration of efforts to support Museum exhibits, programs, and services

Team Management

  • Create a quality work environment that is collaborative and respectful of the strengths of individual employees by establishing goals and expectations and conducting performance reviews
  • Work across departments to build a solid working relationship with the programming and operations teams

Fundraising Efforts

  • Manage a system of Identification, cultivation, solicitation, and stewardship of $1.5M+ annually through a comprehensive, multi-faceted fundraising platform
  • Oversee the pursuit of individual gifts including the Leadership Membership Program, major gift, endowment gifts and legacy gifts, directly managing a portfolio of high impact donors
  • Direct the acquisition and retention of corporate sponsorships including the Corporate Membership Program, exhibit and program sponsors and event sponsors
  • Lead the submission of foundation and government grant proposals including exhibit and program grants, project-specific grant opportunities and organizational sustainability grants
  • Manage the research, application and reporting for all grants, including the Arts & Science Council’s basic operating grant
  • Manage the conception and execution of the Museum’s annual fundraising event, as well as other donor cultivation and appreciate events
  • Provide support to the Board members in fundraising activities

Marketing Efforts

  • Develop, evaluate, and adjust marketing and communications strategies for each programmatic initiative, tailored to reach targeted audiences and reinforce brand through a mix of print, broadcast, earned, and social media
  • Management and oversight of digital communication including the website, social media, blog and podcast
  • Oversee audience and market research efforts, seeking to understand what messages and themes motivate people to action
  • Represent the Museum at external meetings, programs and events in the community throughout the year

Department Operations

  • Develop and manage departmental budgets
  • Oversee management of the Museum’s donor database system Altru (Blackbaud product)

Required Qualifications & Competencies

The ideal candidate would have the following capabilities and qualities:

  • Bachelor’s Degree
  • Commitment to the Museum’s mission
  • 5 – 7 years’ experience in external relations or institutional advancement, including development, marketing and communications, and events management
  • Excellent oral and written communication skills
  • Strong leadership and strategic thinking skills
  • Ability to make connections easily and create authentic relationships with a wide variety of individuals and groups
  • Solid analytical skills and basic understanding of financial levers
  • Familiarity with donor databases, Blackbaud products preferred
  • Comfortable working with corporate and foundation executives
  • CFRE preferred


Compensation will be competitive and commensurate with experience. Health and retirement benefits offered.

To Apply

Levine Museum of the New South is an Equal Opportunity Employer committed to inclusive hiring and dedicated to diversity in its work and staff. Employment decisions are made without regard to race, color, religion, gender, sex, national origin, physical or mental disability, age, sexual orientation, veteran status, or any other characteristic protected by applicable state or federal law. Levine Museum encourages candidates of all groups and communities to apply for this position.

Beginning September 17, 2018 all inquiries, nominations and applications are to be directed via email to Next Stage Consulting: search@nextstage-consulting.com. Applications must include a custom cover letter and CV to be considered. Please indicate in the subject line of your email the position and organization to which you are applying and where you learned of the opportunity. NO PHONE CALLS PLEASE.

Please note that only those candidates invited for screening will be contacted

Applications Open for CULTIVATE – An Incubator for Emerging Nonprofits

Charlotte, NC (September 4, 2018) — Next Stage announced today that applications have opened for CULTIVATE, an incubator for 501(c)(3) nonprofit organizations designed to provide expert strategic and relational supports to emerging social cause organizations based in Mecklenburg County.  Now in its second year, the incubator focuses on increasing capacity for emerging nonprofits to sustain their operations and helps them build social capital toward achieving their missions and visions.

CULTIVATE’s second cohort will launch in January 2019 with six (6) participating nonprofits selected by a panel of community leaders, who will consider applications based on an in-depth RFP process. Organizations selected to participate must demonstrate a unique approach to addressing a challenge facing Charlotte and commit to a 12-month program designed and implemented by Next Stage.

The online application can be accessed here. The deadline for submission is October 1, 2018.

The curriculum for CULTIVATE includes one-on-one work and personalized coaching with the Next Stage team, online assignments managed through an online learning management system, small group workshops for the six participating organizations and community engagement activities designed to increase social capital. Core monthly topics covered by the incubator include:

  • Aligning Mission, Vision & Values
  • Building Program Fidelity
  • Strengthening the Board of Directors
  • Sourcing Volunteers and Staff
  • Seeking Partnerships That Make Sense
  • Building a Pipeline of Individual Donors
  • Mastering Grantsmanship
  • Leveraging for Sponsorship
  • Onboarding Earned Revenue
  • Designing Online Communications
  • Appealing to the Media/PR
  • Refining the Strategic Business Plan

The pilot year of CULTIVATE served three organizations: Charlotte is Creative, Learning Help Centers of Charlotte and Promising Pages.  Leaders from each organization have reported that the incubator has exceeded their expectations and are actively building and implementing new strategies across programming, marketing and resource development to deepen their impact and better execute on their missions. Next Stage has developed an impact measurement strategy to track participant outcomes and will publish an annual report summarizing results from CULTIVATE’s pilot year in January 2019.

“We are excited to grow CULTIVATE in 2019, doubling the number of organizations served in the incubator’s second year,” Josh Jacobson, Managing Director of Next Stage Consulting said.  “Supporting the growth of the first cohort over the past year has been one of the most rewarding experiences in my career thus far, and we are eager to work with many more emerging nonprofits as CULTIVATE expands.”

In addition to Josh Jacobson’s leadership of the incubator, Next Stage’s Project Development Manager Caylin Haldeman will serve as its project manager.

The selection panel for CULTIVATE includes Dianne Bailey (US Trust), Kellie Cartwright (United Way of Central Carolinas), Jennifer DeWitt (Duke Energy), Charlie Elberson (Reemprise Fund), Blair Primis (OrthoCarolina) and Charles Thomas (Knight Foundation).  The panel will meet in late October 2018 to consider applications and make recommendations for participating organizations.  Following an in-depth selection process including site visits and interviews, the final cohort of six organizations will be announced in late December 2018.

Next Stage is able to provide this incubator at no cost to deserving nonprofits with generous support from funders like the Reemprise Fund. Next Stage is also pleased to have the Children and Family Services Center continue to serve as a fiscal sponsor for support from area grantmakers.

More about CULTIVATE can be found here.

About Next Stage:

 Next Stage is a strategy and implementation firm based in Charlotte, NC dedicated to helping nonprofit organizations and social cause start-ups “get to the next level.”  Led by Managing Director Josh Jacobson, Next Stage exists to serve the varied needs of nonprofits in the Carolinas through its three service lines: client partnerships, an incubator for emerging nonprofits and thought leadership research.

Since 2014, Next Stage has engaged with over 100 nonprofits through its organizational strengthening and resource development services, working tirelessly to ensure optimization in pursuit of mission. The firm’s incubator, CULTIVATE, launched in 2018, and early returns show that the program has helped participating organization take substantial steps toward deepening impact and increasing sustainability.  Finally, the firm is launching a thought leadership platform in early 2019, with plans to publish a research-informed report examining the challenges and opportunities of talent recruitment and retention in Charlotte’s nonprofit sector.

To learn more about Next Stage, visit our website at www.nextstage-consulting.com.

Next Stage is Hiring! Part-Time Client Coordinator

Next Stage is seeking a part-time Client Coordinator to provide support for the firm’s client partnerships. This 15-hour per week role would provide a blend of on-site and virtual support, with support of whiteboard intensives and client meetings.

Specific position requirements include:

— Coordinating stakeholder interviews, which includes scheduling and e-mail communication
— Participating in client engagement meetings/phone calls and compiling notes
— Engaging in research on behalf of clients
— Other administrative duties as needed

The ideal applicant will have some experience with nonprofit organizations and a willingness to undertake a 15-hour per week position. To apply, send a CV to search@nextstage-consulting.com.

About Next Stage
Next Stage is a Charlotte, NC-based consultancy that works with nonprofits to set visions, establish goals and develop strategies for all aspects of operations, implementing organizational and fund development efforts with an eye toward efficiency and effectiveness.  The firm has partnered with 100+ nonprofits in the Carolinas since it was founded in 2014. Next Stage works with nonprofit organizations authentically interested in assessing current operations and desiring to “get to the next level.” This includes founder-led nonprofits in their first 10 years of existence, as well as established organizations interested in increasing impact and addressing sustainability.

Position Opening: VP of Philanthropy, Junior Achievement of Central Carolinas

Position Description: VP of Philanthropy


Client: Junior Achievement of Central Carolinas
Current Location: 201 S Tryon Street, Suite LL100, Charlotte NC 28202
Future Location: Camp North End, 1701 N Graham Street, Charlotte, NC 28206
Founded:  1958
Reports To: President & CEO

Junior Achievement of Central Carolinas — Organizational Description

Junior Achievement’s purpose is to inspire and prepare young people to succeed in a global economy.

Overview: Junior Achievement

Junior Achievement has 109 local JA Areas across the nation, and together we are the nation’s largest organization dedicated to giving young people the knowledge and skills they need to own their economic success, plan for their futures, and make smart academic and economic choices. JA’s programs – in the core content areas of work readiness, entrepreneurship and financial literacy – ignite the spark in young people to experience and realize the opportunities and realities of work and life in the 21st century.

Nationally, Junior Achievement reaches more than 4.8 million students per year in 209,651 classrooms and after-school locations. JA programs are taught by volunteers in inner cities, suburbs, and rural areas throughout the United States, by 109 Area Offices in all 50 states. JA of Central Carolinas reached more than 44,000 students last year. Junior Achievement is one of a few nonprofits to use independent, third-party evaluators to gauge the impact of its programs. Since 1993, independent evaluators have conducted studies on Junior Achievement’s effectiveness. Findings prove that Junior Achievement has a positive impact in a number of critical areas. Additional information on outcomes can be found here: Programs Evaluation Results.

In-Depth: Junior Achievement of Central Carolinas

Established in 1958, Junior Achievement of Central Carolinas (JACC) serves 53 counties in North And South Carolina, bringing work readiness, entrepreneurship and financial literacy to more than 44,000 Kindergarten through 12th grade students each year.  Of that total, more than 12,000 4th and 5th grade students pass through the JA BizTown facility currently located on Tryon Street in uptown Charlotte.

At a time when the Greater Charlotte region is focused on the Leading On Opportunity recommendations including increased educational supports for and a focus on upward mobility, JACC is well positioned with programming that is evidence-based and tested regionally across the Carolinas.

In 2018, JACC will be taking a huge step forward with a relocation to newly renovated facility at Camp North End off Graham Street just north of uptown. JACC, which is leasing 30,000 square feet, was announced in April 2017 as an anchor tenant in this mixed-use development upfitting industrial buildings just outside the urban core. JACC will be moving their headquarters to the new facility which will provide nearly three times the space in an all new and modern, innovative facility showcasing numerous state of the art technologies.

As noted by Sarah Cherne, JACC’s President & CEO, “joining Camp North End’s Graham Street building is not just a strategic relocation, but ultimately an alignment of our mutual visions for the future of our community.”

This bold relocation coupled with a 60-year organizational track record has served to spark the business community, reframing the organization’s value proposition in innovative and creative ways. JACC intends to double its local impact at the new facility, unveiling a larger and updated JA BizTown and JA Finance Park later this year. The future of JACC is bright.

The Role

Reporting to the CEO, the VP of Philanthropy is a newly-created role at JACC, responsible for implementing and managing an aggressive development program through a variety of revenue streams with a focus on the cultivation and expansion of new donors and stewardship of existing investor relationships. In addition, the VP of Philanthropy will provide oversight to JACC’s community outreach to strategically enhance and increase public awareness of our existence and the need for and relevance of our program in the community. Overall the VP of Philanthropy will personally drive fundraising solicitations, develop fundraising alliances, maximize revenue from current sources of income and develop new income sources, appeal to individual, institutional and corporate donors, and lead and direct all other fundraising efforts to include the public phase of a capital campaign.

The VP of Philanthropy will serve as key member of JACC’s leadership team.  The successful candidate will be responsible for crafting a development plan and budget that supports the strategic plan of the staff and Board leadership on an annual basis.  The VP will be responsible for the design and execution of a comprehensive written annual fundraising plan and goal revenue projection to include individual donors (identification, qualifying, cultivating, stewarding and solicitation), foundations, corporate partnerships, grants and events. The VP will be responsible for providing leadership and supervision to the development department as well as hire and train new staff as needed.

The VP of Philanthropy is an empowering opportunity for the right candidate to shape his/her development team, align with community initiatives and economic development efforts, launch a strategic resource development plan and help onboard the next phase of JACC’s service to Carolinas.

Professional Responsibilities

The VP of Philanthropy is tasked with leading resource development activities toward generating $2 million annually. Key responsibilities include:

Culture Development

  • Establish a first-class stewardship program that effectively engages all constituents (alumni, staff, board, volunteers, donors) in supporting our mission and in creating a culture of philanthropy

Development Planning

  • In partnership with the CEO, craft annual development plans outlining strategies to sustain and increase annual support from corporations, events, foundations and individuals.
  • Create multi-year strategies for implementing a moves management model of resource development, prospecting, recruiting, engaging, soliciting and stewarding donors and sponsors


  • Lead efforts to secure $900,000 in annual sponsorship from corporations and businesses in JACC’s service area, building relationships inside companies and creating win-win, business-centered partnerships
  • Facilitate sponsor fulfillment to include human resources, marketing and public relations
  • Help translate recent capital campaign sponsors into ongoing operational sponsorship

Event Management

  • With project management support from a Marketing & Events Manager, design and implement annual events including golf events, Bowl-a-Thons, the JA Business Hall of Fame and 5k for JA to raise $550,000 annually
  • Utilize event platform as acquisition and stewardship for individual and business relationships, deepening understanding and buy-in to JACC’s mission and impact
  • Continually evaluate the effectiveness and efficiency of events and provide recommendations for revising and/or restructuring them in the future

Grant Seeking

  • With project management support from a part-time grants specialist, identify institutional sources of grant support and submit requests securing $350,000 in funding annually
  • Ensure strong grant-maker engagement to include relationship development, ongoing updates and outcome reporting

Individual Fundraising

  • Work with and through JACC’s governing board members to pursue support from groups and individuals
  • Lead efforts to engage retiring C-Suite executives and business owners in community engagement roles through JACC’s programming and outreach
  • Deepen relationships with event participants to understand JACC’s value proposition and support its mission personally

Team Management

  • Create a rewarding and exciting work environment that is collaborative and supports full growth and development of the team by establishing goals and expectations

Professional Development

  • Maintain fluency of trends in philanthropy
  • Actively participate in professional fundraising associations and industry groups to stay abreast of new practices and innovations in the development field, employing appropriate best practices at JACC

Required Qualifications & Competencies

The ideal candidate would have the following capabilities and qualities:

  • Bachelor’s Degree required, with a preference for candidates with an advanced degree and/or continuing education in advancement, fundraising and philanthropy; CFRE designation is strongly preferred
  • 10 years + experience in roles relevant to the position (e.g. resource development, business development, community relations)
  • Evidence and a track record of success in cultivating and stewarding corporate and individual investors
  • Management experience, particularly building and leading teams
  • Proficiency with Microsoft Office Application and Customer Relationship Management donor software
  • Ability to articulate the JACC mission with passion, inspiring others to invest in our cause, this requires superior public speaking skills and superior ability to present JACC impact in an informed and persuasive way
  • Highly professional and ability to engage with various community, state and national leaders
  • Superior ability to demonstrate vision as well as plan and execute strategy to achieve desired results
  • Must be an excellent “listener” and possess a high level of emotional intelligence and perceptive at reading people with the natural talent to adapt discussion based on varying audiences
  • Ability to translate various program information and concepts into easily readable language and investment opportunity meeting both the needs of JACC and the potential investor
  • Ability to work in a high-pressure, fast-paced environment managing multiple tasks in a timely and efficient manner as well as flexible to accommodate the varying schedules of all JACC investors and supporters
  • Exceptional written and oral communications skills and strong interpersonal interaction skills.
  • Resourceful, results oriented, team-player with a positive can-do attitude
  • Ambitious, goal-oriented leader who can execute and implement a vision to support overall growth and development of JACC

Compensation will be highly competitive and commensurate with experience. Health and retirement benefits offered.

To Apply

Junior Achievement is the recognized leader in “empowering young people to own their economic success®” through volunteer-led, experiential learning. We are dedicated to providing a positive, enriching learning experience free of bias. Junior Achievement welcomes K-12 students, volunteers and potential staff regardless of race, religion, age, gender, national origin, disability, sexual orientation or any other legally protected characteristic.

All inquiries, nominations and applications are to be directed via email to Next Stage Consulting: search@nextstage-consulting.com.  Applications must include a custom cover letter and CV.  Please indicate in the subject line of your email the position and organization to which you are applying and where you learned of the opportunity. NO PHONE CALLS PLEASE.

Please note that only those candidates invited for screening will be contacted.

Goodbye Savannah! Reflections on the Next Stage Summer Internship

by Savannah Dukes

It is crazy to think that my time with Next Stage is already coming to an end; this summer has flown by. Over the past two months, I have loved getting to learn from Josh and Caylin, meet so many wonderful people from the variety of organizations with which they work, and gain new insights into all of the work that is being done to tackle challenging social issues facing Charlotte.

At the end of this week I’ll be heading on a road trip to Vermont and Shenandoah National Park, then heading home to California for a bit before returning to Davidson for my senior year.

Before jumping into end of summer travels however, I wanted to spend some time reflecting on my internship at Next Stage and what I have learned. In my previous blog post, I shared how much I was looking forward to a number of experiences and learnings, including:

  • Gaining insight into best practices and strategies for fundraising
  • Learning how organizations can most effectively differentiate themselves in the midst of so many nonprofits working towards similar goals
  • Better understanding the leadership deficit our nonprofit sector is facing

Looking back, I have definitely gained a much better understanding of and unique insights into these topics. From sitting in on meetings and whiteboard intensives, I have learned about creative new approaches to fundraising. For instance, Josh and Caylin often suggest that nonprofits approach corporate sponsorship requests with a strong case for support based on employee engagement, marketing and public relations, and social good/community impact for the company. Rather than simply asking for money, nonprofits should articulate the concrete benefits they can offer to a company and turn the gift into a partnership or investment.

The importance of seeking to be “niche” is another platform Next Stage often shares with its nonprofit partners. Having a firm idea of who you are as an organization and why what you do is differentiated from others in the field is essential to a nonprofit setting itself apart. During the monthly workshops and coaching sessions with CULTIVATE participants (Charlotte is Creative, Learning Help Centers of Charlotte and Promising Pages), I learned firsthand how important differentiation is for a nonprofit’s ability to generate resources and attract support. The earlier that an emerging organization can become “niche” and stake itself out as a leading nonprofit in its field, the more likely it is to be sustainable long-term.

This summer, I developed and implemented a research strategy to gather preliminary data for the nonprofit talent retention report Next Stage will publish in early 2019. From the in-depth research and data collection I completed, I gained many insights into the wide range of nonprofit leadership opportunities and challenges in Charlotte. I look forward to seeing how this data comes together to inform the broader sector about the leadership deficit our community faces. Specifically, I hope the report will allow for better understanding of just how large of an impact key factors for leadership recruitment and retention have on Charlotte’s nonprofit landscape. Some of the most impactful factors I have learned about include the competitive salaries and benefits offered in other sectors, our community’s failure to invest in homegrown leaders, an increase in for-profit social good engagement, and more.

One of the key takeaways I have learned from my time with Next Stage is that the firm’s work goes far beyond consulting or giving formal advice. Josh and Caylin do more than consult when they meet with their nonprofit partners or work with CULTIVATE participants – they coach and invest in the leaders. They are committed to helping nonprofit leaders feel empowered and equipped to implement new strategies and achieve their goals. By sitting in on these consulting and coaching sessions, I have learned the importance of working to develop strong leaders, and have also gotten the benefit of understanding what it takes to be a strong leader.

I cannot thank Josh, Caylin, and all the incredible nonprofits that allowed me to jump in on their engagements with Next Stage enough for this opportunity. I have learned so much that I will take with me into my future career. Thanks for a great summer!

Introducing Next Stage’s Summer Intern: Savannah Dukes

by Savannah Dukes

Hello, readers! My name is Savannah, and this summer, I have the opportunity to intern with Next Stage through the Davidson Nonprofit Leadership Fellows Program. I know, you might be asking the question: “Why is a Nonprofit Leadership Fellow interning with a social entrepreneurship company?”

I have had the opportunity to work with a number of nonprofits before, and I wanted to experience a different approach to social impact this summer by interning with a company focused on capacity building for individual nonprofits as well as the sector as a whole.

A little bit of background on me – I am from southern California and will be a senior at Davidson in the fall. I am majoring in Political Science and minoring in Health and Human Values. Last year, I spent a semester living in Geneva, Switzerland studying global health and development while gaining exposure to and connecting with some of my favorite NGOs, including Doctors Without Borders and the International Committee of the Red Cross.

In my spare time, I have served as Vice President of International Justice Mission for the last three years and am a member of Rusk Eating House (Davidson’s version of a sorority). I also lead backpacking trips and enjoy snowboarding and wakeboarding. Since I have spent most of my time up in Davidson and surrounding towns, I am looking forward to spending the summer exploring all of Charlotte’s trendy food and coffee spots and getting a taste for life in the city.

My interest in the nonprofit sector was first sparked in high school, when I travelled on a few mission trips to places like Argentina, Ethiopia, China, and the Dominican Republic. These trips became the foundation of my passion for social justice issues. Upon coming to college, I quickly became involved in International Justice Mission, and my interest in social justice and community needs such as human trafficking has continued to grow.

In the spring of my sophomore year, I took Davidson’s Philanthropy and Nonprofit Sector course, where I learned more about the local nonprofit community and became familiar with a number of wonderful organizations in Charlotte. That year, I was also a student ambassador at Social Venture Partner’s Seed20 Competition. I partnered with Philip’s Academy and learned the importance of being able to clearly articulate and pitch your vision. Good intentions are not enough for a nonprofit to be successful – a strong mission and theory of change are essential to building a sustainable organization in Charlotte’s competitive arena of innumerable nonprofits.

Last summer, I gained first-hand experience of what a career in the nonprofit sector could look like through my internship at the Children’s Hospital of Orange County (CHOC). My time at CHOC involved interning in both the legal and foundation departments, where I worked on guardianship cases and in-house legal issues, as well as on planning for the hospital’s largest fundraising event, the CHOC Walk at Disneyland, which raised over $2 million last year. I was a part of the special events team and helped with volunteer coordination, donor outreach, and overall event planning for this major fundraiser. This internship was especially meaningful to me, as I came out of my time there with the confidence and realization that a career in the nonprofit sector is something I could see myself doing and loving.

Coming into this summer, I am looking forward to gaining a new perspective on the nonprofit world from Next Stage’s approach to strategic planning and organizational development. I am excited to learning more about the ins and outs of what makes nonprofits successful – What makes for a strong business model? How can we help founders become effective leaders? What does it take for an emerging nonprofit to become a niche organization? I am looking forward to meeting the wide range of clients Next Stage works with and seeing how Next Stage helps those already doing incredible work become even more effective in serving our community.

In particular, a few things I would like to learn more about in the nonprofit sector this summer include:

  • Gaining insight into best practices and strategies for fundraising – I know that fundraising is essential to a nonprofit’s survival. It seems that there are a number of crucial aspects in play when it comes to fundraising – from having a charismatic leader, to having measurable results and a theory of change, to having strong connections, and so forth. With so many different pieces to balance – how nonprofits should focus their efforts to make for the most effective and successful fundraising strategy is something I look forward to gaining a better grasp on in the coming months.
  • Learning how organizations can most effectively set themselves apart in the midst of so many nonprofits working towards similar goals – It can be seen as both a blessing and a curse that Charlotte has such a vast number of nonprofits. On one hand, the large number of nonprofits in our city illustrates the great compassion here; the number of people who see problems and are motivated enough to do something to work to bring a change. However, with so many different 501c3s operating there is overlap in what organizations are doing. While this allows for shared ideas and much good being done, it also creates an arena of competition where nonprofits must contend with one another for funding and work harder to stand out from the rest. Organizations must find a way to set themselves apart and differentiate their models by promoting what makes them unique in accomplishing their mission. Through my time with Next Stage, I would like to gain deeper insight into how nonprofits should approach becoming a niche organization in order to stand out.
  • Better understanding the leadership deficit our nonprofit sector is facing – Lastly, in my first few weeks at Next Stage I have done some early research about the nonprofit leadership deficit in Charlotte and throughout the US. I have learned that a variety of factors, including competitive salaries and benefits in other sectors, the failure of many nonprofits to invest in homegrown leaders, the retirement of the baby boomer generation, an increase in for-profits engaging in social good activities, and more are all components that have contributed to this deficit. I am excited to continue researching this topic and to learn more about how Charlotte can invest in its nonprofit leadership recruitment and retention to address this growing challenge.

I’m just two weeks into my internship, but I am already so excited about the numerous nonprofits I have met through Next Stage’s incubator, CULTIVATE, and the firm’s other client partnerships. Our city is lucky to have so many passionate leaders working toward social good, and I know I will learn a lot from them about my future career in the nonprofit sector.

I am greatly looking forward to spending my summer with Next Stage!



CULTIVATE: Building a Pipeline of Individual Donors (Module #6)

For most emerging organizations, the dividing line between just making ends meet and true sustainability lies in developing a solid base of private funding from individuals.  When leaders in philanthropy talk about diversifying revenue, they are usually talking about increasing the base of individual giving.

Emerging organizations are too often focused on institutional giving in the form of sponsorships and grants – funding that is far less likely to go to an organization without a track record. Institutional funding is attractive because it is likely to be larger sums than are initially possible from individuals, and because the sources of institutional funding invite requests. Fewer private individuals are likely to advertise that they are open for solicitation.

And yet, of all private giving to nonprofits, 72% comes from individual donors. And while a good portion of that sum is from very wealthy individuals with the capacity to give in the millions of dollars, there are many more donors of more modest sums who are the lifeblood of the social good sector – $100, $1,000 and $10,000 gifts are the bedrock of support that help to ensure sustainable operations year in and year out.

Organizations participating in CULTIVATE will learn best practices for increasing contributions from individuals through exploration of the following topics:

Embracing the Moves Management Model
Generating revenue from individuals is not magic – it isn’t something that just happens. The best nonprofit leaders understand that private contribution success is not a function of the individual waking up one day and deciding to make the gift, but rather the payoff of much hard work to move that person to action. In this way the nonprofit leader is empowered, deriving confidence from the knowledge that fundraising success is in the hands of that leader and not subject to the whims of philanthropists.

The framework for this concept is the moves management model which suggests a cycle of identification, communication, cultivation, solicitation and stewardship that develops a donor from day one. Also expressed as a funnel or a pyramid, the development cycle is a way of thinking about how people learn, experience and make decisions. CULTIVATE participants will map a new target constituency through a moves management construct.

Deepening Engagement
Once an individual makes a gift to an organization, the decision to make another gift (or a larger gift) similarly depends on the actions of the nonprofit.  Retention of donors is a significant challenge for nonprofits, with nonprofits only retaining 48% of their donors year over year. With such turnover, nonprofit founders must run awfully hard just to stay in place. Many donors suggest that the lack of communication or receiving the wrong sort of information was a contributing factor to their decision not to renew their support.

Organizations raising funds from individuals must consider separate strategies for acquiring donors and keeping them, increasing their sense of belonging and giving them a feeling of leadership for their alignment with a mission. Participating CULTIVATE organizations will understand the four important tipping points in the relationship with donors and how to achieve success at each.

Developing a Mix of Individual Giving Strategies
When nonprofits first start out, their leaders are apt to think of fundraising in tactical terms – e.g. an event or an appeal letter. Success comes from understanding the development cycle and the role of solicitation as a part of a series of activities. Still, the manner in which an organization chooses to ask for funding is important – ask strategies must be aligned with the nonprofit’s brand and mission.

Solicitation strategies fall into three categories – the annual fund, major gifts and planned gifts. There are many ask strategies in each of these three categories, with a corresponding use of the funds. While most early growth organizations pine for major gifts that would unleash the potential in missions, they must first work to build the annual fund as a critical first step in fundraising. Organizations involved with CULTIVATE are no exception.

We’re Half-Way Thorugh!
It is remarkable that CULTIVATE is almost half-way through! Many thanks to all who have been following along. The participants are doing a great job!

Up Next: Mastering Grantsmanship

CULTIVATE: Seeking Partnerships That Make Sense (Module #5)

Since all nonprofit organizations are public institutions, they function as a web of social good services serving the best interests of those who empower them – the people of any municipality. In this way, they can be compared to departments of government with each serving a specific need that collaboratively make up a system of supports.

But unlike a system of government, which typically roles up collectively to one manager or body of governance, nonprofits are disconnected from each other, managed by independent boards who rarely spend time to connect across organizations. As a result, our nonprofits are silos of their own design.

This fact gets little attention from individual donors (unlike the lack of efficiency and effectiveness in government, which is a central focus of many voters), but it does get the attention of grantmakers and foundations who bemoan the lack of collaboration between organizations seeking funding. To-date, it has traditionally been the funding community that has promoted nonprofit partnerships, and unfortunately it has produced primarily weak and disinterested collaboration. Lacking proper understanding and incentive to seek partners, nonprofits are largely content to conservatively protect their resources and maintain a closed system for programming, facility, resource development and human resources.

And yet, there are many mission-focused reasons to seek collaboration. It can be a fast-track to achieving programmatic success and can help to ensure sustainability by design well before the exhaustion sets in. In May, CULTIVATE participants are exploring opportunities for partnerships, learning more about unique integration models, and designing a plan for implementing partnerships that make sense.

Specific areas of study include:

Accessing Partnership Potential
As is the case in previous modules, the first step to assessing partnership potential is to engage in an organizational audit. Opportunities to collaborate in the areas of programming, facility, resource development and human resources are possible for most organizations. Determining the goals and metrics for these collaborations can take more time to determine but are needed before engagement with would-be partners can be effective. A period of research is needed to ensure due diligence.

CULTIVATE participants will conduct an internal audit, identifying areas of their business models that could benefit from formal collaboration. It is the goal to bake in this sort of analysis for future consideration.

Exploring Partnership/Integration Models
Collaborative efforts can be accomplished across a wide spectrumin three categories – independent, interdependent and integrated. Emerging organizations must give consideration to each type of partnership, considering if it is critical to “own” all aspects of the theory of change. Growth and impact may be best served by maximizing effort through leveraging preexisting resources.

CULTIVATE participants are learning that they need not “go it alone” on all aspects of their business models.

Designing & Implementing Partnerships
Collaborative efforts are rarely easy and require a strong plan to be successful. Pre-work is likely to include outreach, documentation and trust-building. Funding is likely needed to make the partnership a success, and collaboration on the pursuit of revenue may be needed. Once implemented, the collaborative effort should be tested first in a pilot phase, with outcomes positive and negative used as feedback to strengthen the collaboration. Clear goals and ways to measure impact are keys to success.

Throughout this module, CULTIVATE participants are considering ways to test and further explore partnership potential. The cohort model for the incubator is useful – CULTIVATE itself is a form of collaboration.

Next Up: Building a Pipeline of Individual Donors

CULTIVATE: Sourcing & Optimizing Volunteers and Staff (Module #4)

by Josh Jacobson

What happens in a growing nonprofit when paid staff are added to a mostly- or all-volunteer workforce?  If you assume that nothing changes, think again.

While much of the early years of a nonprofit will be focused on generating revenue, human resources are more likely how the mission gets fueled. Passionate people who care about making the mission a reality will be needed in multitudes for any organization to achieve success.  How these people are recruited will have a bearing on the ways in which the organization will mature, and good preparation now can save headaches later.

In April, CULTIVATE (our incubator for emerging nonprofits in Charlotte) is focused on creating a design for the human resources that will make organnizations more viable.  For most organizations, this process begins with sourcing individuals who will volunteer their time in the trenches of a nonprofit, delivering programming without compensation.  As the organization matures and succeeds in raising revenue, those volunteer roles can be formalized as contractors, part-time employees, and eventually full-time staff who own the responsibility of both programming and operations.

But of course there is a catch – maintaining the culture as the organization builds stronger processes is no easy task. CULTIVATE participants are looking at the entire nonprofit HR continuum, from volunteer acquisition and management to staffing up with minimal negative impact.

Volunteer Acquisition & Management

Nonprofit organizations are likely to view volunteers in two camps – either as a necessity to take on programming and operational roles in lieu of paid staff, or as a filtering process to source board members and encourage contributed revenue.  Smart emerging organizations view them as both and create an intentional process to source and engage them that evolves over time as the organization grows.

CULTIVATE participants are looking inside their organizations to identify volunteer opportunities, designing methods of engagement to source new volunteers and a plan for onboarding them.

Professionalizing with Staff

Few organizations can stay all-volunteer forever – success and/or exhaustion is likely to set in and the need for paid contractors and staff roles will be unavoidable.  Figuring out how to grow the organization is a critical early problem-solving opportunity.  The order of new paid roles tells a story about an organization’s planning for sustainability.

CULTUVATE participants are learning the importance of an intentional plan that structures for success and builds capacity to continue growing. Participants will also explore setting expectations and assessing achievement in paid roles.

Human Resource Dynamics

The shift to a paid staff is an important one for any organization and is too often one done without a thoughtful plan resulting in unforeseen challenges.  What the founder views as necessity in service to mission others in the organization can as a change to the culture and sense of family.  Still other founders have difficulty giving up control of programmatic details, decreasing efficiency and setting up new staff to fail.

CULTUVATE participants are exploring the nuances of organizational change with a specific focus on proactive culture shifting, collective leadership and whole-organization succession planning.

Yes, There Will Be Homework

CULTIVATE participants are working on staffing plans for their organizations that will serve as a building block of their strategic business plans. The goal is for them to be able to describe different growth scenarios and the impact those avenues will have on their staffing plan. No one can predict the future, but one can be prepared for opportunities as they are uncovered.

Next Up: Partnerships That Make Sense

CULTIVATE: Strengthening the Board of Directors (Module #3)

by Josh Jacobson

Throughout 2018, Next Stage will share the progress of organizations participating in the inaugural year of CULTIVATE, the firm’s incubator for emerging nonprofit organizations in the Charlotte area. The year is broken into 12 modules lasting one month in length. In March, CULTIVATE participants are focused on strengthening the board of directors. 

A distinguishing factor of nearly all nonprofit organizations with strong, long-term outcomes is a high-performing board of directors.  It is a fundamental building block.  Some organizations may be able to overcome a weak board for a period of time, but the passage of time tends to ferret those nonprofits out. There simply is no surrogate for a dynamic, bought-in board.

Nonprofits are certainly unique business models – the governance responsibility for managing these public assets is placed in the hands of volunteer leaders who are rarely compensated for their efforts. These volunteers must work collaboratively to serve the best interests of all people, not just the individuals prioritized in the organization’s mission statement.  There is no other system quite like it.  Very likely with good reason – it is rife with potential pitfalls.

The March work of CULTIVATE participants has been devoted to designing, launching and maintaining a plan for optimizing their boards.  Whether an organization is in its initial stages of building its first board of directors or at an important turning point of moving past the founding board to find new recruits, the March curriculum for CULTIVATE suggests creating a strong governance platform in service to future growth.

Governance Design

The board of directors for most emerging organizations look pretty similar – a handful of individuals sourced from the founder’s network mixed with individuals who have been inspired to join along the way.  As the organization experiences success, the design of the board becomes increasingly important – what was once a helpful group of volunteers who were taking their cues from the founder must become a system of leadership through which the founder works. This “flipping” of the board, from following to leading, occurs in nearly every organization that succeeds beyond a decade, and comes with it a design challenge: what is the best way to design a board of directors to serve the long-term needs of the organization?

CULTIVATE participants are exploring methods of structuring the governing board to ensure near-term and long-term success, including the need for other types of volunteer structures, and delineating roles and responsibilities for all volunteers serving in a leadership capacity.

Sourcing Strategy

With the governance structure well-articulated, the next step is to attract volunteers who are willing to do the work.  This is no easy task and requires thoughtfulness.  There is no more frustrating outcome for a nonprofit founder or executive director than to realize too late that the wrong person has joined their board – an activity that can result in not only lost time and resources but potentially also discord and in extreme cases mutiny.

That’s right, I said mutiny, at least in the eyes of the founder who has placed his or her trust in the hands of a group of others. These others are often not the same people who “walked the walk” with the founder in the early days, and can be ill-suited for the ups and downs of the “emerging nonprofit” phase of the organization’s lifecycle.

Too often, nonprofit founders are treating “willingness to serve” as the chief criteria when sourcing board members, and this can be a mistake. In March, CULTIVATE participants are learning how to leverage assets in service to board sourcing.  This includes diversifying to span boundaries and building an intentional moves management nomination process encapsulated in a board development plan.

Buy-In & Accountability

It is the word most often aligned with the board of directors – accountability.  Since board members are volunteers, it can be mightily difficult to encourage them to own their governance responsibilities.  Accountable board members are self-motivated to own their responsibilities, and that usually starts on day one.

Show me a nonprofit board and I am certain it has its challenges with accountability. Only the highest flying boards have created the sort of culture that would vote off the island immediately anyone who wasn’t pulling his or her weight. Encouraging accountability is both a singular and group activity.

CULTIVATE participants are designing onboarding strategy for new board members that prepare these new leaders for decision-making.  Participants will also understand a human-centered approach to encouraging accountability and how to implement it with their boards.

Next Up in April: Sourcing & Optimizing Volunteers and Staff (Module #4)