Blog - Field Notes

Inside Kairos: The Perspectives Shaping Our Work

Sat, 28 Mar 2026 19:51:49 GMT

At Kairos, our work is rooted in relationships with communities, with partners, and with each other. The way we show up for our clients is shaped by who we are as people: what drives us, what grounds us, and what we’re paying attention to in the world.

In this spotlight, we’re hearing directly from two team members who bring both depth and clarity to our work every day: Andrea Vaudrey, Director of Operations, and Grace Granados, Communications Strategist.

Andrea Vaudrey, Director of Operations

What do you hope your work contributes to in the long term?
I hope that our work at Kairos contributes to lasting, meaningful improvements in people’s lives, systems, and communities, especially for those who are marginalized, oppressed, or in need. Being able to identify the right moments and opportunities to create positive change for an entire community is a privilege I deeply value, and it’s core to how I think about this work.

What’s something people might not guess about you from your professional bio?
I have the privilege of teaching theology at Azusa Pacific University. I really enjoy helping students develop the ability to think critically about the world and engage meaningfully with one another. Regardless of their background or beliefs, everyone carries some form of theology, and it’s rewarding to help students build the kind of thinking skills that shape them into more thoughtful, compassionate people.

If you could instantly solve one problem in the world, what would it be?
Hunger and access to clean water. So much of our decision-making, energy, focus, and overall health depends on whether we have the nutrients we need. If people didn’t have to worry about securing enough food and water, they could direct their energy toward improving their lives and supporting others.

What’s a book, podcast, or piece of writing that’s shaped how you think about change?
One of my favorite theologians is Dietrich Bonhoeffer. He spoke out often for systemic change. One of his quotes that stays with me is: “We are not to simply bandage the wounds of victims beneath the wheels of injustice, we are to drive a spoke into the wheel itself.” I revisit his work every year, and it continues to challenge me.

What’s one small thing that reliably brings you joy during the week?
My nighttime routine with my kids. Those few minutes with each of them, reading together or just talking, really matter. It gives them space to share what’s on their minds, and it’s something I look forward to every day.

Grace Granados, Communications Strategist

What first pulled you toward social change work?
I can’t say I’ve ever fully thought of it as “social change work,” but I’ve always been aware that people move through the world with very different levels of access and opportunity. Over time, that awareness turned into a desire to do work that helps close those gaps.

What I learned early in my career is that supporting the organizations driving change, helping them communicate clearly, connect with the right audiences, and navigate complex challenges, is just as important as being boots on the ground. What keeps me in it is seeing it actually work. Watching a story land with the right people at the right moment, and knowing it moved something forward, even a little, makes it worth it.

What do you hope your work contributes to in the long term?
I hope my work moves things forward in ways that are real and lasting, even when they’re small. Communications work rarely gets the credit when something goes right, and I’ve made peace with that. What matters to me is that the clients we work with have what they need to be heard, to build trust, and to keep going.

If a program sustains funding, a community feels seen, or a leader finds their footing because of work we did together, then I’ve done something right.

What perspective or experience do you bring to the Kairos team that shapes how you approach the work?
My experience is rooted in strategic communications, but what’s shaped me most is the type of work I’ve done. I’ve spent years working on issues like housing insecurity and workforce development, work where the stakes are real, and the audiences aren’t just consumers, they’re communities.

I know how to move fast and keep complex projects on track, but I also know why the work matters. That combination is what I try to bring to the team every day.

What’s something people might not guess about you from your professional bio?
There’s a nail polish brand out there with photos of my hands in their archives. Beyond that, I’m someone who tends to show up fully once I’m in the room, maybe not all at once, but genuinely. I ask a lot of questions before I make noise, and I’d rather earn trust than assume it.

What’s one small thing that reliably brings you joy during the week?
Sunshine on my skin, hands down. If the sun is out and I can be in it, even for a few minutes, something in me resets. My cats are fully aligned with this, I call it “cuddle o’clock,” and it’s the best part of my week.

Equity-Centered Strategic Planning for Nonprofits: A Conversation with Evoke Collective

Tue, 24 Feb 2026 21:17:17 GMT

Completing a nonprofit strategic plan is a real milestone, but too often, the finished document ends up on a shelf. It reads well, looks polished and impressive, but leaves teams without the practical direction they need to stay aligned day to day. The toughest moments, when resources are tight, tradeoffs are unavoidable, and priorities compete, are exactly when a plan should help leaders decide what to pursue, what to pause, and what to say no to.

At Kairos, when we see organizations struggle to communicate with confidence, clarity, and consistency, it’s often a symptom of something deeper: the strategy isn’t clear enough to guide decisions and messaging.

A strong strategic plan is a living framework. It helps your organization define what matters most, communicate priorities with confidence, and build the habits that turn strategy into action, especially in moments of uncertainty and change, as in the current landscape.

In this blog post, Kairos spoke with Evoke Collective’s Gina Airey and Rachel Hamburg about what effective nonprofit strategic planning looks like in practice, how to incorporate systems-change thinking, and why equity must show up in both the process and the plan. Together, they represent more than 35 years of social sector experience.

From your perspective, what differentiates a truly effective strategic plan from one that sits on a shelf?

Rachel: A strong nonprofit strategic plan is built for implementation, or what we call “strategic doing”. That starts with a collaborative planning process that fosters early engagement, especially from the people responsible for carrying the work forward. Practical tools also matter, including a clear scorecard, implementation milestones, criteria for future decisions, and quarterly checkpoints. Our plans include all those tools because only when teams make space to review progress and adapt together can the plan stay alive long after it’s approved.

Gina: We say that for our strategic plan, there’s no shelf. When plans are truly effective, it’s because both the planning and the doing are intentional, collaborative, and values aligned. We help clients develop quarterly sessions that support accountability and adaptability. We call these “Lookouts,” based on the turnout on a mountain road where you can momentarily pull off to gain perspective: Where have we been? What did we learn? Will we keep climbing this mountain, and how?

Many nonprofits are shifting to systems change work. What does it take to build that thinking into a strategic plan?

Rachel: Systems change work requires context. A nonprofit strategy can’t focus solely on the organization; it should also reflect how change occurs across a broader ecosystem. That means aligning internally on a shared understanding of impact and identifying where the organization has leverage. A Theory of Change can help clarify that role. We have observed that nonprofit strategic plans often center on the organization, but it’s not about you. We orient leaders toward the vision they hold for those they serve and advocate for. With that approach, our clients step back and name how they will work in collaboration and coalition with a range of partners.

Gina: Systems change strategy starts with imagining the future you’re working toward and thinking backwards, not just reacting to what’s broken today. That kind of forward-thinking vision makes it possible to plan for transformation, rather than just maintaining your organization’s status quo.
The first step is often to allow ourselves to dream about systems that would truly work for individuals, families, and communities. Seeing the limitations of current systems is easy; analysis is easy. But conjuring a new reality requires giving ourselves permission to dream. We can be so used to contorting ourselves within the current constraints. So, we help clients restart with new assumptions about a world that works.

Can you share an example of an organization whose direction or strategy was fundamentally changed by integrating a systems lens?

Gina: In one recent strategic planning process with a startup nonprofit, a systems-change lens helped shift the organization from focusing solely on direct services to embracing advocacy as a core strategic priority. The planning process created space to name the societal mindsets and assumptions that keep inequity in place and then to reimagine what’s possible. At first, they were reluctant to lean into systems change advocacy, but when they named the conditions that kept the unjust experiences in place, they were emboldened to set goals to influence policies and systems based on data and stories from their services.

Rachel: This is often where nonprofit leaders feel a breakthrough: realizing that meeting immediate needs and driving long-term systems change aren’t competing priorities. With the right strategy, they reinforce each other.

How should equity show up in both the planning process and the resulting plan?

Rachel: Equity can’t be an add-on. If equity isn’t present in how you plan, it won’t show up meaningfully in the plan. We ask clients: who will be critical to successful implementation of the plan? Then we co-design roles for all to model new ways of collaborating internally and externally. They practice developing an anti-racist culture in real time. Bringing more voices into decision-making and making room for principled disagreement helps build trust, co-ownership, and accountability.

Gina Airey: When making strategic choices, we guide leaders to set goals that embed equity within not only programs and long-term impact, but also in everyday culture and operations. Many nonprofits still operate in a highly hierarchical way that diminishes the wisdom and perspectives of staff and volunteers at all levels. How you engage a range of folks in planning helps to model new ways of collaborating internally.

Finally, what’s one piece of advice you’d give to a nonprofit leader preparing to embark on their next strategic plan?

Gina: It’s not about creating the document. With the right facilitative approach, you can truly shift the course of your organization and your potential impact. Prepare yourself to stretch as a leader seeking collective answers to compelling strategic questions.

Rachel: Strategic planning works best when leaders participate thoughtfully while sharing power. Be willing to accept that this process is iterative; perfectionism slows progress. The goal is a plan that supports real action, learning, and adaptation over the long term. It’s impossible to craft a plan that’s built to last: build one that’s built to respond and evolve.

For more information on Evoke Collective, visit www.theevokecollective.com .

Introducing Kairos Impact Strategies: A New Name for the Work We’ve Always Done

Thu, 12 Feb 2026 00:45:44 GMT

As an entrepreneur, there can come a point when the work you are doing outgrows the name you started with.

For me, that realization unfolded over the course of a year, beginning with KMC's launch.

When I started the business in July 2024, I stepped into what I now recognize as my own kairos moment. It was a career pivot that came quickly and, honestly, with some uncertainty. I needed a name, logo, business cards, and a website in short order.

I chose a practical option using my initials, KMC. It worked. It got me started.

But as the whirlwind settled, I began to see the work more clearly. I began to see myself more clearly as well. And, the team grew beyond just me.

Because what I was doing was not the kind of “consulting” people often imagine. It was not quick fixes, surface-level recommendations, or strategies that look good on paper but never take root. Instead, I was being invited into high-stakes moments. I was sitting with leaders as they navigated pressure, crises, complexity, and competing demands. I was helping teams name what was not working, build alignment where it was missing, and move from good intentions to real action.

Client feedback repeatedly confirmed what I was starting to feel in my gut.

I was not just a communications consultant. I was becoming a partner in transformation.

I will be honest. The last thing I had time for was a rebrand for aesthetic reasons. But I reached a point where the name no longer matched the work. I needed language that reflected what I was doing and what I believed.

There was something else underneath that, too.

I wanted to build something that could have a life beyond me.

Not someday when I retire, but because I have learned that healthy organizations are not built around one person. They are built to evolve. If I am truly committed to transformation, I must also be willing to build something that can grow and evolve even beyond me, its founder.

As I sat with all of that, I kept coming back to one word: Kairos.

What is Kairos?

The ancient Greeks had two words for time. Chronos is time measured: deadlines, calendars, the daily grind.

Kairos is different. It means the right time, the moment when conditions align, and action can actually change outcomes.

That word has stayed with me for years because it captures something I have seen again and again in my work.

Every organization has kairos moments.

A moment when the stakes are high. When a door opens. When a decision can change everything. When waiting or the status quo is no longer an option.

The question is whether leaders recognize that moment for what it is and are prepared to meet it with the clarity and focus it demands.

That is the kind of time we work in. With that, I chose the name Kairos Impact Strategies to better define who we are, why we’re different, and why that matters.

And so, I am pleased to introduce to you… Kairos Impact Strategies. We partner with nonprofits, foundations, and government agencies at inflection points: leadership transitions, funding shifts, policy opportunities, and sometimes even crises. Windows of possibility require more than good intentions or PR; they require clarity, strategy, trust, and the courage to act boldly.

What’s Changed (and What Hasn’t)

Although our name is different, the work remains the same in many ways.

We still believe real change does not come from plans sitting on shelves. It comes from people, leaders and teams who build the internal muscle to carry strategy forward long after consultants leave.

We still create inclusive, honest spaces for reflection and decision-making. We still facilitate and sometimes instigate hard conversations. We still help organizations across sectors stop working in parallel and start moving in alignment.

And we still measure what matters, because strategy is only meaningful if you can show what is changing.

For us, strategy means building actionable roadmaps. It means setting priorities, naming trade-offs, aligning stakeholders, and creating a clear path forward. It also means building the capacity to adapt, because rigid plans rarely survive real-world conditions.

And impact means we do not stop at recommendations.

We stay in it with you. We support strategy development, stakeholder engagement, facilitation, communications, and implementation.

This is applied, real-time work. The kind that requires trust, partnership, and staying power.

Our Special Commitment

While our work spans California and beyond, I have a special commitment to organizations that strengthen communities in San Bernardino and Riverside Counties, the place I am from and the place I am choosing to raise my family.

Also known as the Inland Empire, this region has been chronically underfunded by philanthropy and government for decades, even as it has continued to grow. Today, it is one of the fastest-growing regions in the country and the second-largest metropolitan area in California, behind only Los Angeles, with more than 4.6 million people.

That mismatch between the scale of need and the level of investment is exactly why I am here and why this work matters to me. It’s also why I see Kairos as one of many organizations in the region helping to build the next generation of local leaders focused on positive social change.

What’s Next

If you have worked with us before, you already know how we show up: as thought partners, not vendors. We ask hard questions, demand clarity, and help organizations turn good ideas into real action. That won’t change because when strategy, story, and evidence align in the moments that matter most, transformation becomes possible.

That is the work we do and what makes us different.

And now, finally, our name reflects it.

A New Case for Asset Framing: Lessons from San Diego’s Child and Family Wellbeing Transformation

Sun, 01 Feb 2026 01:19:52 GMT

One of my Sunday-morning routines (alongside attending church) is reading The New York Times. Last weekend, one story stood out: “ Childhood Trauma Doesn’t Have to Be a Lifelong Curse .”

What caught my attention was not only the subject matter as someone who has worked in the realm of child and family wellbeing for nearly a decade now. It was the way the article made a clear scientific and health case for something I had just covered in KMC’s Storytelling for Advocacy and Fundraising nonprofit leader cohort sponsored by the IEHP Foundation: Asset Framing .

The story highlighted how child welfare agencies and partner organizations are working to strengthen child and family well-being by using a framework called Healthy Outcomes from Positive Experiences (HOPE). More than 100,000 health and social service providers have been trained in this approach, which helps them identify people’s strengths rather than focusing primarily on deficits and trauma (Adverse Childhood Experiences, also known as ACEs). That shift, the article notes, fosters resilience and agency. In San Diego County, partners are using the framework to address community health and drive deeper transformation.

Two clear examples from the Times’ story show this:

"But checklists can be rigid. Dr. Pavlovich worked for years with a California initiative that encouraged pediatricians to screen all patients for trauma. Now, she starts each appointment asking patients about what’s going well for them or to describe recent moments of pride.”

"When a pediatric resident at Stanford University asked a young mother about her strengths, Dr. Sege said the woman burst into tears, saying: “No one has ever told me I’m doing something right before.”

This core idea goes far beyond healthcare.

As someone who works closely with frontline nonprofit service providers, I see this truth every day: if we want better outcomes, we have to shift how we see people because beliefs + behaviors = culture . Nonprofits must build internal cultures that identify strengths first and do so in relationship with the individuals and communities they serve. When that happens, trust increases, resilience grows, and people experience more agency. Over time, that leads to better outcomes.

Asset Framing is About Changing How We Think

Asset Framing is a cognitive framework first. It is a way of seeing people and communities.

It asks us to start with:

strengths
contributions
capabilities
resilience
lived expertise

This is why Asset Framing matters in social impact and social change work. It shapes how we think and, in turn, how we lead, and it spills over into how we communicate and the stories we share. The stories we carry internally can override facts and introduce bias. We often settle on a narrative first, then interpret new information to fit it. That is confirmation bias, and it is why nonprofit storytelling should be grounded in asset framing.

As social entrepreneur and equity leader Trabian Shorters , says, “You can’t lift people up by putting them down.” Trabian’s work has been foundational in elevating Asset Framing and challenging deficit-based narratives across nonprofit and philanthropic spaces. One of the most important reminders in his work is that Asset Framing does not ignore the barriers people face. It simply refuses to reduce people to those barriers and challenges.

Asset Framing holds a core truth: none of us is defined by the worst thing we have experienced, or by what has happened to us. It also doesn’t ignore challenges or risks. Every person is inherently worthy of dignity. Imago Dei .

Using food insecurity as an example, asset framing sounds like:

Many families in our community are working hard to make ends meet, yet rising costs and unexpected emergencies can make it difficult to keep food on the table. Our food pantry provides reliable access to nutritious groceries and connects neighbors to additional resources so families can stay healthy, stable, and supported.

Versus:

Thousands of hungry families in our community don’t have enough food to survive. Many are unemployed and struggling to provide for their children. Our food pantry helps people in need who have nowhere else to turn. (Deficit Frame)

What This Means for Nonprofits

Many nonprofits adopting Asset Framing may be tempted to use it only as a communications practice, applying it to fundraising appeals or donor-facing storytelling. If it stops there, it becomes cosmetic and a short-term fix.

Asset Framing must be an internal culture change at nonprofits.

It should shape:

program design
partnership and engagement
staff training
outcome measurement
and yes, communications, messaging, and storytelling

Because what we communicate is never neutral. It reflects our values, our culture, and the mindsets we reinforce inside our organizations (including nonprofit staff and board members).

From Mindset to Communication: Language and Visuals Matter

Once Asset Framing becomes a shared internal lens, it naturally shows up in how we communicate.

That includes:

language that protects dignity and avoids reductionist labels
storytelling that highlights agency and leadership, not only hardship
visuals that reflect wholeness and strength, not stereotypes or “poverty performance”

This is where many nonprofits get stuck. They want better stories, but they have not done the internal work to shift how they see the people behind them.

A Real-World Example: San Diego’s Shift Toward Wellbeing

The New York Times story also included that San Diego’s child protection agency (commonly known as ‘child welfare’ or by the ‘CPS’ moniker) has rebranded itself as the Department of Child and Family Wellbeing .

On their website, they describe a fundamental shift that emphasizes prevention, partnership, and treating families as experts in keeping children safe. This goes beyond a new brand name; it is an entire reframing of identity and responsibility for a government agency historically known for separating children from their parents.

A Question Worth Asking

If you lead a nonprofit or mission-driven organization, here is a simple audit question:

Where are we still defaulting to deficit framing because it is familiar, fundable, or “how it’s always been”?

Asset Framing challenges nonprofits to go beyond messaging. It requires an internal culture shift rooted in trust, dignity, and partnership. If you’re looking for support to integrate asset framing into your nonprofit culture, reach out to Kairos Impact Strategies to see how we can help.

Systems Change Starts with Story: Notes from CEP 2025

Wed, 12 Nov 2025 12:48:00 GMT

Last week’s Center for Effective Philanthropy 2025 conference in downtown LA opened in a very LA way: with the Dodgers’ World Series victory parade rumbling right past the hotel. You couldn’t pretend it wasn’t happening; the horns, the chants, the waves of fans in Dodger blue. It was a whole city and beyond leaning into a shared story: this is our team, and we’re the best in baseball (save your hate mail, I bleed blue!).

It was a living case study in what CEP 2025 kept coming back to: the power of communications, who gets to shape the story, how people actually take in information, and what it really takes to shift culture.

If funders want to see systems change, we must invest in narrative change, not just policy and programs.

Here are the highlights I found most impactful from CEP 2025:

Is Philanthropy Behind on Narrative?

In a session with Greg Propper, we dug into how the communications ecosystem has completely shifted: who people trust, where they get information, what actually breaks through. Philanthropy, however, often still operates as if we were in a different era.

We ask nonprofits for impact stories, but rarely invest in:

In his plenary keynote New York Times opinion columnist Ezra Klein reminded us that power is a social construct : it’s not just about policy, but also about who sets the story of what’s possible and who is invited into that story.

How People Actually Decide

Trabian Shorters’ session made an even sharper point on the power of communications. His core point: people are not driven by data; they’re driven by narrative and identity .

Drawing on behavioral economics and Thinking, Fast and Slow , he walked through people’s two systems:

Intuitive mind (fast, automatic): does most of the processing, runs on patterns
Conscious mind (slow, deliberate):
thinks it’s in charge, but mostly rationalizes what the intuitive mind already chose

Narratives live in that intuitive system. They:

Decide which facts we even notice
Move faster than logic and charts
Shape who we believe we are

If we want behavior change at scale, data alone won’t cut it. We have to communicate in ways that lead with narrative and identity, not just evidence.

Narrative, Identity, and Culture

Another frame that stuck with me was Trabian’s Decision Funnel:

Narrative
Identity
Beliefs
Behaviors

Beliefs + behaviors = culture .

When we help shape people’s aspirational identity, their internal “I am…,”we shape what they believe is possible and what “people like us” do.

Too often, philanthropy focuses on the bottom of the funnel (behaviors) through campaigns and programs. CEP 2025 was a clear reminder that if we ignore the top (narrative and identity), our communications and our change efforts are pushing uphill.

Culture Change Has to Fit

Trabian closed with a powerful metaphor: culture change is like a blood transfusion. It has to be the right type for the person or community you’re trying to reach.

That requires:

No one-size-fits-all messages to “the general public”
More listening before launching campaigns
Funding local storytellers, organizers, and narrative strategists who know the culture from the inside

What I’m Taking Back

For those of us working in and around philanthropy, CEP left me with a few questions:

Are we funding narrative power , or just asking for “good stories” at the end of a grant? Is this a transaction or a relationship?
Do our applications and reports push nonprofits toward deficit framing?
Have we named the aspirational identity of the people and communities we exist for and serve?

Watching the Dodgers parade was a loud, joyful reminder of what happens when people feel they belong to a story . CEP 2025 drove home that communications isn’t an accessory to systems change; it’s one of the most powerful strategies we have to make it real.

Long-term narrative strategy
Cultural organizing and base-building
Experiments with new messengers, formats and platforms

Is Your Strategic Plan Helping Your Nonprofit Communicate Clearly?

Thu, 06 Nov 2025 15:38:00 GMT

Completing a strategic plan is a win for any nonprofit leader and their team. Too often, however, the final document appears impressive while offering little genuine guidance. A strategic plan is only as valuable as the clarity it creates .

A strong plan is a living framework that helps your nonprofit make informed decisions, communicate its priorities effectively, and navigate uncertainty with confidence. When done right, it keeps everyone aligned and focused on advancing your mission.

The Real Purpose of Strategy: Clarity That Drives Action

The best strategic plans answer these key questions with simplicity and conviction:

What specific outcomes are we seeking and why?
How do we define success, and what’s no longer a priority?
How does each person’s role contribute to advancing this work?
Who are the audiences we need to engage to make it happen? Do they know and trust us?

That clarity fuels alignment, accountability, and confidence. Without it, people often default to busy work that appears productive but doesn’t advance the mission.

Leadership That Clarifies, Not Confuses

Effective nonprofit leaders don’t treat the strategic plan as a box to check. They interpret and communicate it consistently, using it to shape priorities and messages throughout the organization.

Clarity inspires focus and trust inside and outside nonprofits. When leaders model this, donors and partners feel confident that your nonprofit knows where it’s going, even in uncertain times.

Five Signs Your Strategic Plan Supports Clear Communication

Ask yourself if:

Your messaging is consistent. The same priorities shine through in your website, pitch decks, and board materials.
Your team can explain your direction naturally. Staff and board members describe your vision confidently, in their own words.
You use the plan to say “no” as well as “yes.” Decisions tie directly to what’s core to your priorities.
Your audiences understand what’s changing and why. Your evolution feels purposeful, not reactive.
You’re confident speaking about uncertainty. The plan helps you communicate adaptability without losing focus.

If these aren’t true yet, your plan may need refinement or a more effective strategic planning process. (Stay tuned for a future blog post on how to choose the right consultant.)

Communicating with Purpose

A clear strategic plan guides your team and resources while also strengthening your communications. It helps you:

Craft mission-centered messaging that connects with key audiences on shared values.
Tell ethical, responsible stories that demonstrate impact and relevance.
Empower your board and staff to become authentic, energetic ambassadors.
Show stakeholders how your work is evolving with intention.

When your plan anchors every external message, your nonprofit moves forward with unity, confidence, and clarity.

Is Your Strategic Plan Doing Its Job?

If your plan feels more like a document than a driver or if your team struggles to communicate what really matters, you’re not alone. Many nonprofits have a “plan on paper,” but it often lacks the clarity and specificity needed to inform decisions, priorities, and communications.

That’s why we created the Strategic Plan Clarity Quiz , a quick and practical tool to help you determine whether your plan provides a powerful foundation for clear communication and confident leadership, or if it’s time for a change.

Take the quiz today and find out : Strategic Plan Clarity Quiz

Now is the Time to Invest in Nonprofit Capacity Strengthening

Mon, 20 Oct 2025 16:10:00 GMT

The social impact landscape is changing, and fast. Shifts in donor priorities, unpredictable economic conditions, declining government funding, and increasing community needs have created a more volatile environment than most nonprofits have ever faced. Many organizations are stretched thin, balancing rising demand for services with uncertain revenue streams.

In this moment, one truth is clear: if philanthropy wants to see greater, more sustainable impact, it must invest not just in programs, but in the strength of the organizations delivering them.

KMC Social Impact Strategies believes in capacity strengthening , the intentional development of core capabilities that allow nonprofits to adapt, innovate, and thrive over the long term. These investments aren’t ancillary to mission. They are mission-critical.

Rethinking Capacity: From “Nice to Have” to “Non-Negotiable”

Too often, capacity support is framed as an optional extra, something to consider once programs are up and running. But without strong infrastructure, strategic clarity, and organizational resilience, even the best programs will struggle to achieve their full potential.

Capacity strengthening is about equipping nonprofits with the tools and strategies to:

Tell their story in ways that inspire action and investment.
Build strategic partnerships that expand their reach and impact.
Develop business plans and revenue models that sustain their work into the future.

These are not back-office functions. They are the building blocks of effectiveness and sustainability, and they’re more essential than ever in today’s dynamic funding environment.

Three Pillars of a Resilient Nonprofit

At KMC, we work with funders and nonprofits to focus capacity strengthening where it has the greatest long-term payoff. Three areas consistently rise to the top:

1. Strategic Storytelling as a Leadership Practice

A clear, compelling narrative is one of the most powerful assets a nonprofit can have. Storytelling is how organizations make their mission tangible, demonstrate their impact, and differentiate themselves in a crowded landscape. It’s also a vital tool for building credibility with donors, partners, policymakers, and the communities they serve.

We help nonprofits develop messaging strategies that resonate, elevating their voices, deepening stakeholder engagement, and ultimately driving more resources toward their mission.

2. Partnership Development: Expanding Reach and Scale

No single organization can solve complex social challenges alone. Strategic partnerships, across sectors, geographies, and areas of expertise, are essential to achieving systems-level change.

But successful collaboration doesn’t happen by accident. It requires a clear value proposition, thoughtful relationship-building, and shared strategy. We support nonprofits in cultivating these relationships and structuring partnerships that create more impact together than any one organization could achieve alone.

3. Business Planning and Revenue Modeling: Ensuring Long-Term Sustainability

A bold vision must be matched by a sustainable financial model. Many nonprofits operate in reactive mode, chasing grants or over-relying on a single funding source. That leaves them vulnerable to sudden shifts and unable to plan for long-term growth.

Through business planning and revenue modeling, nonprofits can identify how to diversify funding, plan for multiple future scenarios, and align their revenue strategies with strategic goals. The result is stronger financial health and more freedom to innovate and lead.

A Strategic Opportunity for Philanthropy

For funders, investing in capacity strengthening is one of the most strategic moves available — one that builds leaders and teams equipped for sustainable growth. It transforms support from short-term transactions into long-term transformation. And it amplifies the return on every dollar invested by ensuring that organizations have the strength, strategy, and structure to deliver lasting change.

Importantly, capacity strengthening is also a cornerstone of trust-based philanthropy. By resourcing the underlying systems, leadership, and infrastructure nonprofits identify as essential, funders signal confidence in their partners’ expertise and judgment. This shift, from funding only programs to investing in organizational readiness, deepens relationships, redistributes power, and enables nonprofits to lead solutions on their own terms.

Philanthropy cannot fill the gap left by declining government funding. But it can rethink how its dollars are used to strengthen leaders and organizations for the long haul. Given the volatility of today’s landscape, it can’t afford not to.

Confessions of a Nonprofit Leader: The True Cost of Generosity

Wed, 03 Sep 2025 13:25:00 GMT

This post was contributed by an anonymous nonprofit executive based in Southern California.

I've worked in the nonprofit sector for many years now, serving on both executive teams and as a senior advisor to the CEO. Specifically, I've worked with organizations focused on supporting individuals experiencing homelessness, one of our region's most vexing problems to address. Our corner of the nonprofit sector, in particular, is subject to the antiquated view of “charity,” and we are often the recipient of well-intentioned acts of generosity that may even look good on the surface but come with hidden costs that create greater burdens for our nonprofit.

To be clear, our nonprofit relies on and is immensely grateful for the kindness of our community. Yet, behind the scenes, teams sometimes spend as much time managing the impact of donations as they do using them. I've lost count of the times a van full of used clothing has arrived unannounced, often with unwearable items, or a group has shown up ready to volunteer in ways we weren't prepared to manage. Each of these moments requires staff time, storage, sorting, and, sometimes, the necessary choice to redirect the donor.

Generosity is beautiful, but when it isn't paired with intention, it can create extra work, drain resources, or even compromise the dignity of the people we serve. If you genuinely want to support nonprofits, here's how you can help in ways that make the greatest difference, particularly during these turbulent times.

Come with ideas but be flexible.
Have a sense of how you'd like to contribute, whether financially, in-kind, or through volunteering, but be open to our guidance. We know where the needs are most urgent. Even better, scan the nonprofit’s website to review their current strategic priorities or areas of need and think about how your idea can connect to those areas we've identified.

Check before giving large in-kind donations.
Storage is often the biggest constraint. Call the organization first. And please, as a rule of thumb: if you wouldn't want your loved one to sit on it, wear it, or eat it, don't donate it. Give the very best you have to offer because that's what our clients deserve.

Prioritize unrestricted, recurring financial gifts.
Even small monthly donations of $20 help organizations address urgent needs, keep the lights on, and sustain long-term impact. Flexible contributions are the foundation of our work. They also enable us to communicate regularly with you about our needs and the effects of your contributions, which is important for building relationships with supporters.

Offer professional expertise.
Pro bono legal help is invaluable right now, especially as the nonprofit sector navigates new regulations, contracts, and compliance requirements. If your skills are in another area, ask how it might help; sometimes your knowledge can have more impact than you realize. You can also ask to join an advisory committee, if the organization has one, or offer to start one and recruit from your network to address key nonprofit needs: finance, strategic planning, branding and communications, fundraising, and programs/partnerships.

Use your platform to amplify our work.
Host a workplace "lunch and learn," invite friends to a backyard gathering for a PowerPoint party about our nonprofit and cause, or create content about our work and impact to share on your social media channels. Take the lead on logistics to avoid placing the burden on our already stretched staff.

Respect time and relationships.
Avoid last-minute requests for tours or introductions. These can disrupt teams and compromise the privacy of those we serve. If you want to engage more deeply, work with us to follow ethical storytelling and scheduling practices. Better yet, offer to volunteer!

Be mindful of capacity.
Every new idea, no matter how exciting, requires people, time, and resources. Before proposing something to a nonprofit you support, ask yourself: Who will do the work? How will it be sustained? If you're committed, be prepared to invest whatever is needed to make it successful.

Advocate and mobilize.
Use your voice. Contact elected officials, share our advocacy priorities, and encourage your networks to get involved. Policy change can make a bigger impact than any single donation, and right now, this is one of our greatest needs.

I will always be grateful for our community's generosity that supports us daily. But I want people to understand that true generosity isn't just about giving; it's about giving thoughtfully, responsibly, and in partnership with us. Offer your best and don’t be afraid to ask a simple question: “How can I help?” to support the causes you are passionate about more effectively.

When generosity aligns with thoughtful intention and focuses on the individuals you want to support, we can achieve real, lasting change together.

Have a confession to share? Email us your idea: KMCSocialImpactStrat@gmail.com.

Introducing “Confessions of a Nonprofit Leader”

Wed, 27 Aug 2025 13:00:00 GMT

Nonprofit leadership is rewarding, meaningful, and, let’s be honest, often chaotic. The work behind mission-driven organizations rarely fits into neat success stories. It’s late-night board meetings, budget shortfalls, program pivots, last-minute fundraising pushes, and moments of doubt mixed with breakthrough wins.

That’s why we’re launching a new blog series: Confessions of a Nonprofit Leader , a candid space for honest conversations about what it really takes to lead in the nonprofit world, especially in these uncertain times.

This series is about pulling back the curtain. Expect stories of near-misses and big lessons learned, leadership habits that help teams thrive, and reflections on the challenges and victories we don’t always talk about openly. If you’ve ever wrestled with:

Board dynamics that test your patience
Fundraising plateaus that keep you up at night
Burnout or the struggle to build equitable practices
The gray areas of measuring impact or navigating a program pivot

…then you’ll find yourself at home here.

Have a Confession to Share?

This series will only be as powerful as the voices in it, and that’s where you come in. We want to hear from nonprofit executives, fundraisers, program directors, board members, and emerging leaders.

Your experiences, messy, bold, or full of moxie, can help others feel less alone and provide roadmaps for navigating the challenges of this work. Whether it’s a hard-earned lesson, a story of resilience, or a moment that shifted your perspective, your story might be exactly what another leader needs to hear.

Submissions can be published anonymously if that helps you share more freely, and we’ll provide editing to help your story shine or transcription if you use voice-to-text or voice memos.

Here’s what we’re looking for:

Format: First-person essays (500–1,000 words maximum).
Tone: Honest, reflective, and practical. Share what happened and what you learned. Let’s normalize failing forward.
Content: Honest reflections. This can also include venting frustrations, but remember to include solutions or what helped you.

The Truth About Leading for Change

Nonprofit work isn’t about perfection; it’s about progress. By sharing our real stories, we can help one another navigate the complex middle ground of impact and leadership.

Interested? Pitch your idea (just 2–3 sentences is fine) or submit a draft with the subject line: Confessions of a Nonprofit Leader Idea – [Your Topic] .

We can’t wait to hear your confession.

�� us at KMCSocialImpactStrat@gmail.com.

How Facilitated Retreats Strengthen Teams, Spark Strategy, and Build Connection

Wed, 06 Aug 2025 14:35:00 GMT

In today’s fast-paced, constantly shifting landscape, leaders and teams are being asked to do more with less, often while navigating remote work, uncertain funding, and evolving priorities. It’s all too easy to get caught in the daily whirlwind and lose sight of the bigger picture.

That’s where a facilitated retreat can make all the difference.

Recently, I had the privilege of facilitating LAUNCH Apprenticeship Network ’s all-staff retreat in beautiful San Diego. This powerhouse team is doing transformative work—opening doors for individuals historically excluded from apprenticeship programs by leveraging the California community college system.

For this all-remote, statewide team, meeting in person wasn’t just a welcome change of pace, it was a mission-critical opportunity to:

1. Pause and reflect on achievements, challenges, and growth

2. Reconnect as colleagues and as people beyond the screen

3. Co-create a shared vision for the road ahead

In times like these of constant change and uncertainty, taking time away from daily demands isn’t a luxury, it’s a necessity for clarity, connection, and momentum.

Why Facilitated Retreats Work

A well-designed retreat isn’t just “a day out of the office.” It’s a purposeful investment in your team’s health, alignment, and impact. When I facilitate, I aim to create a structured yet flexible space for deep thinking, honest dialogue, and authentic connection.

Here’s why it works:

Strengthens Team Trust – Guided exercises and open dialogue create space for vulnerability, empathy, and renewed respect.
Sparks Strategic Clarity – Stepping away from the daily noise helps teams see patterns, surface bold ideas, and make confident decisions.
Builds Connection and Collaboration – Shared experiences foster the relational glue that makes teams stronger and more resilient.
Generates Actionable Outcomes – Retreats should end with tangible next steps, clear accountability, and renewed commitment.

My Approach to Facilitation

I bring a balance of strategic thinking and human-centered facilitation to every retreat. You can expect:

Customized agendas built around your team’s needs, challenges, and goals
Engaging exercises that bring out every voice in the room
Structured conversations that lead to clarity, alignment, and action
Intentional pauses to help your team recharge and reflect

I’m not just there to “run a meeting.” I’m there to create a thoughtful container where your team can step out of the weeds, think expansively, and strengthen the relationships that fuel your mission.

I believe your people are your greatest asset. Real transformation happens when teams strengthen their own internal muscle, not just adopt external solutions. The process matters as much as the outcome.

How KMC Strat Can Help

Whether you lead a statewide nonprofit, a growing social enterprise, or a community-based organization, your team needs intentional time to pause, connect, and plan.

At KMC Social Impact Strategies , I design and facilitate retreats and team sessions that balance strategy, connection, and inspiration . Whether your team is meeting in person for the first time in months or simply needs a reset, I’ll work with you to create a space that:

Encourages honest, productive dialogue
Inspires fresh thinking and creativity
Clarifies shared goals and priorities
Strengthens the human connections that drive your work

From full-day retreats to focused strategy sessions, I bring a warm, intentional approach that meets your team where they are and moves them forward with clarity. I also offer post-retreat check-ins and coaching sessions to help you navigate challenges and sustain your momentum long after the retreat ends.

If you’re ready to invest in your team’s growth, connection, and clarity, let’s talk. Together, we can create a retreat experience that pays dividends in your work and impact for months to come.

KMC Social Impact Strategies Turns One: A Look Back, and What’s Ahead

Tue, 01 Jul 2025 14:36:00 GMT

One year ago, I launched KMC Social Impact Strategies with a vision: to provide accessible, high-quality strategic counsel to mission-driven organizations working tirelessly to create a better world. I knew then, as I know now, that nonprofits, foundations, and public agencies deserve bold, expert support that meets their realities: limited time and resources, complex missions, and high stakes.

Today, I’m taking a moment to reflect on what we’ve built in just 12 months. And most importantly, to say thank you.

A Year of Partnership, Purpose, and Progress

From day one, KMC has been rooted in the belief that clear, values-driven communication is not a luxury—it’s a necessity. In moments of growth, uncertainty, or crisis, the ability to articulate your story, strategy, and impact clearly can make all the difference.

In our first year, I’ve had the incredible privilege of working with dozens of changemakers, from grassroots nonprofits to national funders, who are doing just that: making a difference, every single day. Together, we’ve accomplished some powerful things.

Impact Highlights from Year One

Trained more than 200 nonprofit leaders in strategic storytelling, crisis communication, and communications for leadership—helping teams build confidence and clarity in how they show up, speak up, and lead.
Provided pro bono and discounted coaching to six extraordinary nonprofit executive directors, because investing in leadership is one of the most meaningful ways to advance impact.
Supported successful fundraising campaigns that brought in hundreds of thousands of dollars in new funding from both foundations and individual donors by helping organizations better understand their key audiences and strengthen their narrative and donor engagement strategies.
Collaborated with foundations, government agencies, and nonprofits on internal capacity-building efforts across a wide range of needs, including:
Strategy development and audience mapping
Crisis response and scenario planning
Public relations, media relations, and narrative development
Fundraising communications and stakeholder messaging
Helped organizations navigate challenging moments with calm, compassionate, and strategic crisis communications support, ensuring their values guided the way, even when the stakes were high.

None of this would have been possible without the trust and partnership of the incredible organizations I’ve had the honor to support.

Why We Do This Work

The social sector operates in a uniquely complex environment. Nonprofits are often asked to do more with less, lead boldly in polarized contexts, and respond to challenges that shift by the day, all while staying grounded in mission and community. At KMC, we believe communications shouldn’t be an afterthought or an added stressor. It should be a source of strength that drives your mission, vision, and strategies forward.

That’s why we exist: to walk alongside leaders and teams, helping them sharpen their voice, tell their story, and move through both opportunity and crisis with intention and resilience.

Looking Ahead: The Next Chapter

This first year has affirmed everything I hoped KMC would be, and it’s also sparked new ideas and deeper clarity about where we’re headed.

As we move into Year Two, we’re excited to expand our coaching and training offerings and continue making our services accessible to those who need them most. We're especially committed to elevating small-budget nonprofits and under-resourced teams that are doing outstanding work.

To the clients, collaborators, champions, and fellow believers in social change: thank you. Your partnership has been the heartbeat of this work. I’m filled with gratitude for your trust, vision, and commitment to building a more just and compassionate world.

Here’s to the next chapter, together.

Summer Reflections: Finding Meaning in the Chaos of Work and Parenting

Mon, 30 Jun 2025 18:04:00 GMT

Summer has a way of amplifying everything: sunlight, noise, expectations, and for working parents, the daily juggle between our professional and personal lives. As someone who works from home while raising children, I feel this tension acutely every June and July when school is out and my home office becomes a shared space with little feet, loud noises, frequent snack negotiations, and Lego pieces scattered everywhere on the floor.

There’s a certain rhythm to the workday during the school year that many working parents rely on. We cherish those uninterrupted hours to think, build, and create. But summer breaks that rhythm in both beautiful and chaotic ways. Suddenly, virtual meetings overlap with adjudicating sibling disputes. Important emails and proposals are drafted in between requests for snacks and more snacks. Focus becomes something we have to fight for, leading to exhaustion.

I’ll be honest: I’ve had my moments this summer already. Raised voices, short responses, and a few too many “If you don’t turn that down, I’m turning the TV off!” ultimatums. The pressure to maintain productivity while being present for our children is real and relentless. Like many parents, I sometimes find myself wondering if I’m failing at both.

A Small Moment with a Big Reminder

But then, some moments stop you in your tracks and offer a reset.

The other morning, as I sat down at my desk, still carrying the weight of a particularly rough start to the day, I opened my glasses case and found something unexpected: a small, bright orange puzzle piece. My son had placed it there, a quiet act of connection with no explanation, just this tiny, intentional surprise.

It made me pause, and I remembered a quote by C.S. Lewis that I’ve long loved but too often forget in the rush:

Thinking of that quote again was like a gentle recalibration of my perspective. The puzzle piece wasn’t just a sweet gesture. It was a reminder of what truly matters.

The Legacy We’re Building

Yes, the juggle is real. The missed deadlines, the guilt, the second-guessing; it’s all part of the territory when you're both building a business and raising a family. But so is the joy. So is the legacy we’re shaping, not just in our impactful work, but in the relationships we nurture with our children during these formative years.

Our work is important. The impact we create, the clients and causes we serve, and the strategies we develop matter. But equally important, and perhaps even more enduring, is the love we pour into our kids. It’s not an either/or equation. It’s both, and navigating that duality with grace and self-compassion is the real work.

A Note to Fellow Working Parents

To all the parents and caregivers navigating the summer season while juggling careers: you’re not alone.

Your frustration is valid. Your exhaustion is real, but so is your dedication and your love for your children. And so are the moments, big and small, that will linger long after the summer and this season of life is over.

As we move through the rest of the summer, I’m holding onto the truth that the “important work” isn’t always on my screen. Sometimes, it’s a puzzle piece tucked into a glasses case. Sometimes, it’s choosing presence over productivity.

May we all find those little reminders when we need them most.

Storytelling for Impact: Insights from Our Workshop with IEHP Foundation

Sat, 28 Jun 2025 18:07:00 GMT

On May 22, KMC Social Impact Strategies had the privilege of leading a “ Storytelling for Impact” workshop for over 100 nonprofit professionals, hosted by the IEHP Foundation . The energy in the room was electric as mission-driven leaders came together to strengthen one of their most potent tools: storytelling.

Our session provided practical strategies to help organizations craft narratives that resonate with funders, legislators, and the communities they serve. We explored how stories can inspire individuals to take action, shift perspectives, and drive meaningful change when told with purpose, clarity, and authenticity.

Key Takeaways for Impact-Driven Storytelling

The workshop centered around foundational principles that every nonprofit can apply to elevate its storytelling efforts:

1. Show, Don’t Tell

Don’t just list accomplishments — illustrate them with real people, moments, and emotions. The power of storytelling lies in making the intangible tangible.

2. Jargon = Confusion

Acronyms and insider language build walls, not bridges. Great stories are accessible, understandable, and human.

3. Storytelling is a Leadership Practice for Everyone

From executives to program staff, everyone in your organization plays a role in shaping and sharing your narrative. Storytelling is a strategic, not supplementary, function.

4. Define Individuals by Their Strengths and Aspirations

Too often, stories define people by what they lack. Instead, focus on who they are, what they dream of, and how your organization helps them move toward that vision.

5. Consent is Not Ongoing

Telling someone’s story is a responsibility. Revisit consent regularly; what was once shared willingly may no longer feel safe or be appropriate over time.

6. Work Smarter, Not Harder — Repurpose Content

Content doesn’t have to be created from scratch every time. One powerful story can be shared across newsletters, social, grant reports, and beyond.

7. If You Haven’t Measured It, You Can’t Improve It

Track what stories are shared, where they go, and how they perform. This data helps refine your strategy and provides a deeper understanding of your audience.

8. You Are a Story Partner, Not a Story Holder

Organizations are not entitled to the stories of those they serve. Approach each narrative with humility, partnership, and a commitment to ethical practices.

9. K.N.O.W. Your Audience

An actionable acronym to keep your storytelling strategic:

K eep track of your audiences
N ote shared values and needs
O bserve traits and behaviors
W here and how do they engage?

Learning from Each Other

A heartfelt thank you to the nonprofit communicators who openly shared their experiences with storytelling within their organizations. Special thanks to Enid Portuguez , Communications Director at IEHP , and Amanda Turek Bell, Chief Development Officer from A Greater Hop e, for offering thoughtful, real-world examples of how stories are identified, shaped, and stewarded with care by their organizations.

These stories of practice, from storytelling frameworks to consent protocols, grounded the workshop in the real, day-to-day experiences of nonprofit communication work. The workshop included many opportunities for individual reflections and group/peer sharing conversations, which enriched the dialogue and served as a reminder that we are stronger when we share and learn together.

Storytelling is a leadership practice and a bridge between values and action. At KMC Social Impact Strategies, we’re proud to walk alongside purpose-driven organizations that craft compelling narratives, fostering deeper connections and greater impact.

Thank you again to the IEHP Foundation for hosting this workshop, and to all who participated for showing up with curiosity, courage, and a commitment to learning.

Let’s keep telling better stories, together.

Philanthropy in the Inland Empire: Trends, Challenges & Opportunities

Fri, 09 May 2025 15:42:00 GMT

The Inland Empire (IE) is the fastest-growing region in California, and with that growth comes opportunity and challenge. While the IE receives less philanthropic funding than its neighbors, San Diego, Orange, and Los Angeles County, it does have emerging philanthropists who are charting the path forward and advocating for the region’s nonprofit sector more strongly. At the recent AFP Inland Empire Chapter’s Philanthropy Town Hall hosted at the Hope for Housing Foundation, philanthropy leaders gathered to tackle a critical question: Where is philanthropy in our region headed?

At the town hall, all panelists shared a clear message: regional funders are looking to prioritize community resilience to withstand the instability caused by escalating partisan politics in Washington. To achieve this, innovative, revenue-generating solutions will be essential for nonprofits to survive the loss of government funding. Preparing the Inland Empire region’s nonprofits to adapt and thrive must be a shared responsibility that calls for collective commitment and action.

While this conversation focused on a specific region, the wisdom and insights shared are applicable for any nonprofit leader right now given the uncertainty, particularly concerning funding.

A Shift Toward Economic Development

Historically, philanthropy in the IE has focused heavily on health and social services. However, new investments and opportunities are emerging, including those recognizing economic development as the engine for long-term stability and health in the region. Rather than addressing symptoms alone, funders are looking at investing in systems that create jobs, attract industry, and build regional and community wealth.

Matthew Mena, executive director of IEGO (Inland Empire Growth & Opportunity), shared that they are already funding regionalism to make the IE more competitive for industry. There's growing alignment that building a stronger local economy can address the root causes of poverty and improve outcomes for families in the region.

Reframing Our Mission

With minimal federal investment over the next four years, philanthropy cannot fill the funding gap alone. Greg Bradbard, CEO of the IEHP Foundation, noted that philanthropy must change how it talks about its mission. This means clearly articulating the role of philanthropy not as a savior but as a strategic investor in advocacy, policy change, and sustainable systems.

Philanthropy, in partnership with nonprofits, can also step up its messaging game. Bradbard stressed, “We need to be better at influencing and educating policymakers. Policy and advocacy are tools to protect vital programs like Medi-Cal, which supports 40% of Inland Empire residents. Now is the time to advocate with a unified voice and ensure legislators understand what’s at stake. Nonprofits get wary of lobbying, but we are educating our policymakers when we meet with them on the conditions and what’s at stake.”

Building Resilience and Revenue

All philanthropy leaders agreed that the nonprofit sector must build resilience to survive political and economic volatility. This includes developing new revenue streams, forming more public-private partnerships, and thinking differently about operations.

Key strategies include:

Collaborative funding models: Funders are increasingly wary of duplicative applications. Applicants with similar missions should collaborate, not compete.
Fiscal sponsorships: These arrangements can help small organizations reduce overhead while preserving their programs.
Mission alignment: Show partners how your work aligns with theirs, especially with faith-based communities who serve as trusted messengers in the Inland Empire.

As Mindy Silva, executive director of SAC Health Foundation noted, “Self-preservation may kick in. If removing me creates a greater good, I’m in.” That mindset of shared purpose and sacrifice is precisely what our region needs for nonprofits to thrive in these volatile times.

Innovation and Experiential Storytelling

Innovation is not a luxury—it’s a necessity for nonprofits. Whether through new models like what LAUNCH Apprenticeship Network is doing to address income inequity through quality nontraditional apprenticeships in cutting-edge sectors like AI and cybersecurity, the IE must stay ahead of the curve.

Quality, strategic storytelling is also essential. Greg Bradbard of the IEHP Foundation emphasized Simon Sinek’s Start with Why framework to inform fundraising and advocacy efforts by leading storytelling with why your impact matters. Nonprofits that center the “why” in their messages and stories are more likely to have a compelling case for necessary support. Experiential fundraising that engages storytelling should also be considered, like food bank tours or business-hosted food drives, to connect donors directly with impact and engage nontraditional partners in the for-profit space. Funders agreed that there is no silver bullet for landing a huge windfall; your biggest future donor may currently be the one giving small, recurring gifts. I’ve seen it many times with the nonprofits I work with: better stories lead to bigger dollars.

A Call to Action

The landscape is changing, and some local foundations like SAC Health and IEHP are anticipating cuts due to federal mandates impacting Medi-Cal. With local foundations potentially having less to contribute to grantmaking, contingency planning and bold thinking are more urgent than ever. In these times, nonprofits must:

Build efficiencies
Work strategically and collaboratively
Look for funding in unusual places
Think bigger

In closing the town hall, Mindy Silva stressed that we should move forward with faith, not fear. The Inland Empire has never lacked ingenuity or grit. Nonprofits that innovate, adapt, and respond to the shifting landscape will emerge stronger.

Leading Through Crisis: Communicating with Transparency and Purpose

Mon, 28 Apr 2025 14:00:00 GMT

Benjamin Franklin famously said that nothing in life is certain except death and taxes. If you're leading an organization, you can count on at least one more certainty: facing a crisis. Whether it’s the volatility and uncertainty of the current landscape, reputational threat or operational disruption, every leader will encounter challenging moments.

A crisis isn’t just a disruption; it’s an inflection point for leaders. Leaders who communicate transparently and stay rooted in their vision and values can guide their organizations through turbulence and emerge stronger. Additionally, applying adaptive thinking will enable leaders to make smart, strategic decisions when the pressure is on and the stakes are high.

Here are three essential strategies for leaders to consider:

1. Proactively Prepare

In a crisis, fear and uncertainty can cloud decision-making. The most effective leaders prepare before the crisis hits.

Develop a crisis and risk mitigation plan: Involve your team in scenario planning — it will prepare your organization and build critical thinking and collaboration skills across the team.
Free Resource : Scenario Planning Templates from The Bridgespan Group
Free Resource: Crisis Communications Plan Template from Spitfire Strategies
Free Resource: Three-level Framework to Assess Financial Risk , courtesy of Nonprofit Financial Commons and BDO.

Pro Tip: Assess your crisis leadership readiness now. Self-awareness and honest evaluation will help you identify gaps before a crisis. You can start with this Crisis Leadership Assessment from the Center for Creative Leadership.

2. Be Clear, Honest, and Early with Information

During a crisis, information is currency. If you don’t provide a timely, transparent and straightforward narrative, others will fill the void, often with speculation or misinformation. Put the crisis plan you developed to use by activating it to guide transparent communications.

Transparent communication means:

Acknowledge what you know — and what you don’t.
Share updates early and often, even when the picture is incomplete.
Speak candidly about challenges and share what actions you are taking to respond.

Even when the news is difficult, leaders who communicate promptly and transparently are more likely to maintain and strengthen trust among their staff, board and external stakeholders.

Pro Tip: Develop a core message framework early for proactive crisis planning—what you know, the action steps you are taking, and the shared values held with key stakeholders to guide communications. Use this template to develop a custom messaging framework for your organization, organized by crisis scenario types.

3. Be Adaptive

Rigid plans can become liabilities in a crisis. Adaptive leadership means being willing to reassess strategies in real time and make tough calls based on evolving realities.

Revisit your crisis AND strategic plan: Are both still relevant?
Free Resource: How to Create an Adaptive Strategic Plan from The Bridgespan Group
Be prepared to pivot: Adjusting resources or timelines may be necessary as new information emerges and you respond to the crisis.

Being adaptive doesn’t mean leaders should abandon or compromise on their vision, mission, and values. Ensure that every decision and communication reflects your organization’s purpose. Values-driven leadership builds trust and can galvanize support from funders, partners, and key stakeholders, even in the face of significant challenges.

Pro Tip: Use a "listen, learn, and lead" cycle: gather feedback from internal and external stakeholders, sift through it, and consider adjusting your response accordingly — then communicate those shifts transparently.

Leading through a crisis isn’t about having all the answers or reducing risk by remaining silent so you don’t expose your organization to liabilities. By communicating transparently, adapting strategically, and grounding every action in your values, you can guide the organization through the storm and into a stronger future that attracts, activates, and inspires new partners and resources.

Should We Say Something? Knowing When to Make a Public Statement

Wed, 05 Mar 2025 13:30:00 GMT

Generational changes and societal shifts have led many individuals to expect nonprofit organizations (and other workplaces) to take a stand and issue public statements in response to local, national, or global events, especially during times of crisis. Many nonprofit leaders have contacted me after feeling pressure from staff or the board to address certain issues publicly, asking, “Should we make a statement about this event? It doesn’t seem directly related to our mission. And if we do, does that mean we’ll be expected to speak out on similar issues in the future?”

An organization’s internal audience of board and staff is important and must be considered alongside the needs of external audiences. However, demands from any vocal audience group should not be the sole deciding factor when considering whether a statement should be made on a certain topic or event. Knowing when to speak out is, at its core, a strategic decision. When advising nonprofit leaders on this topic, I often begin with a set of questions to help them reflect and explore what is truly needed. These questions include:

By this point in the conversation, nonprofit leaders typically begin to gain clarity on what to do and why.

Since many nonprofit staff members are highly empathetic and care deeply about issues outside their workplace, there will be moments when external events affect some staff but don’t impact the organization's mission. Staff may urge leadership to take a public stance on an issue motivated by their personal values and opinions. In such cases, internal communications may be the best response rather than issuing a public statement on your website or social media.

Sharing your decision-making process with staff and explaining why and when you make public statements fosters transparency and builds trust in your leadership. Acknowledging staff concerns, even if you can't resolve them or hold differing viewpoints, is a powerful way to make individuals feel seen and heard—rather than leaving them uncertain about whether leadership shares their values.

Seth Chalmer, a communications leader at nonprofit Leading Edge , shared his experience with this in an article published by the Stanford Social Innovation Review on deciding when to speak out publicly on issues:

At times, an issue may directly affect your partners, and it's crucial to show up and stand in solidarity with the organizations you collaborate with to drive impact. This may not mean a public statement is still necessary; consider the means and method of showing your support and what is most needed at that moment.

Even after making a decision on whether to speak out, leaders should evaluate their actions and recognize the need to continuously adjust and refine the approach as they gain insights into the outcome of their decision. I firmly believe in adaptive leadership , which emphasizes continuous learning, among other benefits. An adaptive approach by nonprofit leaders in situations like this will benefit both them and their organizations. While we make the best decisions we can with the information available at the time, it doesn’t mean those decisions shouldn’t be reassessed as circumstances evolve.

To assist in navigating these difficult situations of knowing when to say something and to who, I’ve compiled several resources, including real-world examples from nonprofits, checklists, flowcharts, and informative articles. These tools can help guide your decision-making process on whether your organization should issue a public statement, address it internally, or take no action. Click here to view and download these resources.

What other frameworks have you used to help determine when it’s time to speak out on an issue? Email me at Kristen@KMCStrat.com to share your tips, and we’ll add them to our next Resource Roundup in our Field Notes newsletter.

Does this issue impact our ability to carry out our mission and vision daily?
[If the answer is ‘No’] Does this issue directly affect the physical or emotional well-being of staff, hindering their ability to fulfill the mission?
[If the answer is ‘Yes’] Consider what your key audiences need to know, highlight shared values, and outline actionable steps that align with your mission. This is just the beginning; more can—and likely should—be done to ensure the response is genuinely authentic rather than merely performative.
Does this issue directly affect our partners and intersect with our mission? If so, how?
Am I responding solely to staff or board pressure to speak out? If not, is there another reason, as a leader, that speaking out on this issue aligns with our brand values?

Joyous Revolutionary

Mon, 03 Mar 2025 18:15:00 GMT

What does it mean to be a joyous revolutionary when the social impact and nonprofit sectors are constantly under attack?

It feels like every week since the start of the year, I’ve spoken with a new nonprofit or social change leader who feels overwhelmed by the relentless pace of change. With less than 90 days into 2025, it already feels like the year has lasted for years.

With so much beyond our control, how can we continue to embrace hope and maintain an abundance mindset?

During this season of life, I’ve been intentionally cultivating new daily habits that help me hold onto hope. These have included starting my day with quiet reflection, offering a prayer of gratitude for all I have and for those in my life, and sometimes taking a walk outside with a friend. I’m also no longer starting my day with the trifecta of checking my business email and reading both the New York Times and the Los Angeles Times . I also deleted my Facebook profile.

Because daily habits shape our mindset.

The work of social change is undoubtedly tough, but joy must be at its core. If we allow the shifting tides of circumstance to dictate how we feel and respond, we risk losing our way. We may find ourselves working out of self-righteousness or obligation rather than from a place of joy. And before we know it, we've unknowingly fueled our own burnout.

I’m reminded of a t-shirt I bought last year from one of my favorite illustrators, Lisa Congdon . It reads, "JOYOUS REVOLUTIONARY," with bold typography that screams hope in vibrant hot pink and orange. There's no way to wear it and not feel joyous. It’s taken on a greater meaning for me since the start of 2025.

What daily habits do you practice to cultivate joy? How do you maintain hope during times of uncertainty? Send me a note at Kristen@KMCStrat.com —I’d love to exchange ideas and learn from one another. It's one more way we can find joy in supporting each other as we work toward a better and greater good.