Yep. I'm Irish!

Let's talk about "luck".

Nonprofits benefit from "luck" just like every other business.

Luck finding the right leader.

Luck finding the right board.

Luck getting sponsors.

Luck getting donors.

Luck getting members.

However, "luck" should not be the driving force!

Hiring the Right Leader:

Hiring the the correct top paid executive is crucial to any organization.

When a nonprofit is ready to employ a new leader, some "luck" is involved. It can be difficult for a Search Committee to really address every need their organization has. We all know that hiring the wrong person can be a catastrophe!

The "luck" part is finding the right candidate and having them say "yes"!

Boards of Directors:

There are good boards and there are ridiculously horrible boards. I tell my nonprofits that finding the right people to serve the organization can be a sticky wicket. Why do they want to be on your Board? What can they bring to the board table? Do they have the time and energy to assist the organization?

I am a proponent that all potential board members fill out a board application, get interviewed by several board members and top paid executive, sign all legal documents AND go through a board orientation BEFORE they ever take a seat at the board table.

The "luck" part of all of that is finding the right people at the right time.

Sponsors, Donors, Patrons, Members:

Sponsors: Last week I talked about producing a Program of Work every year. Getting to your sponsors early in the fiscal year and reaching out to them ONE time instead of every freakin month.

Luck plays a role: Such as a large, anonymous donation that allows a program to expand or a new initiative to launch. Imagine getting that for your nonprofit!

Donors: Donors can be quite different than sponsors in that many donors just are good people who want to donate to a nonprofit. Nurture your donors! Thank them over and over and over.

Members: For 501c6 Member Organizations, finding new members and retaining existing members can be tricky. Finding the right Membership Manager is key. Member organizations must provide member benefits. Assess your benefits to see what is working, what isn't working and new benefits to attract and retain members.

The "luck" part of this is having the ability to relate your organization to the membership. The "why join" scenario that far too many member organizations forget.

Sponsors: Every nonprofit -- EVERY SINGLE ONE OF THEM -- needs sponsors for their events. What are you offering your sponsors? Marketing? Exclusive seating? Better tee-off times for your golf outing? Sponsorship levels are the best way to approach this. Giving each dollar sponsor an opportunity to engage at different money levels. Keeps it fair for everyone.

The "luck" part is getting those sponsors back every year! Be creative with your sponsor levels. Give them a good return for their investment. They will be back.



Thanks for reading.

Slainte!

Sally

BUSINESS OF CHILD CARE

About Business of Child Care (BOCC)

It began with a simple observation: child care wasn't just a family issue; it was an economic one. In 2019, Jeff Andrews founded Business of Child Care (BOCC), initially known as The Andrews Group, with a vision to support child care business owners and help communities build lasting child care solutions. Early on, BOCC's work revealed a recurring challenge: child care was often seen as a personal concern, not the essential infrastructure it truly is. 

BOCC's journey has been one of transformation, driven by the needs of communities. The organization shifted its focus from simply providing support to child care providers to developing proactive strategies that help communities stabilize, expand, and sustain child care services through sound business planning and economic development. 

Jeff Andrews, at the heart of BOCC, is a driving force with over two decades of experience using child care as an economic growth lever. His approach centers on boosting regional economies through child care expansion by aligning business development, community planning, and workforce participation. He leads BOCC in working with communities to strengthen child care infrastructure, ensuring that child care providers, employers, and community leaders have aligned strategies for sustained success. 

One of BOCC's newest initiatives is the Child Care House. This initiative embodies BOCC's commitment to creating practical, replicable models that address systemic challenges. Designed specifically for small towns and rural areas where traditional child care centers aren't financially viable, Child Care House offers a sustainable, community-embedded solution for increasing child care availability. It's a testament to BOCC's ability to translate broad challenges into tangible solutions that make a real difference. https://businessofchildcare.com/child-care-house/

At its core, BOCC operates on the principle of Wage Realization: the understanding that child care is a fundamental economic driver for communities. This philosophy guides every initiative, ensuring that child care is positioned as an essential economic strategy, not an afterthought. 

BOCC partners with communities to strengthen their child care landscape by:

• Understanding Impact: Helping communities recognize child care's vital role in workforce and business growth. 
• Developing a Plan: Working with communities to create strategic action plans tailored to their unique needs. 
• Activating the Plan: Assisting communities in expanding capacity, supporting existing providers, and establishing new child care solutions. 

BOCC's work is defined by measurable outcomes. From creating new child care slots in Illinois to repurposing spaces for family child care in Minnesota, to guiding communities in Western North Carolina, BOCC is dedicated to driving positive change.  https://businessofchildcare.com/our-outcomes/

Business of Child Care is committed to building sustainable child care systems and is scaling its efforts to serve more communities, ensuring they have the tools and support needed to move from planning to implementation and achieve long-term success. 

President

Jeff Andrews