Resource library · free toolkits, templates and guides
The practical library for people who build nonprofits
211 really practical toolkits, templates and guides for nonprofit and NGO leaders, and the consultants and funders who support them. A mix of the classics and newer methods.
Suggestions are welcome211 resources · 15 topics · 137 publishers · 197 free to use
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22 resources found
- Short read
- 2.5C205
Three Questions for Nonprofits That Want to Solve Social Problems at Scale
A free Bridgespan article for nonprofit and NGO leaders who want impact at scale without building an ever larger organisation. Drawing on advisory work and interviews with 11 organisations, it poses three questions: what is the highest-impact role your organisation can play, what capabilities and structures that role needs, and how you will learn and adapt as conditions change. Teams use it to frame a scaling strategy before choosing tactics.
Start hereCurrentShort readFree - 5.4C073
A Change Management & Deep Equity Primer
A primer by Sheryl Petty, co-released by GEO, on leading organisational change with equity at the core. It introduces Equity-Embedded Change Management and covers readiness, assessment, buy-in, consultant and client challenges, communication, implementation, getting unstuck, what progress means and leaders' inner work. It ends with a glossary, resources and a framework for deep equity capacity building. Staff, boards, consultants and funders use it to plan equity change.
Start hereCurrentShort readFree - 14.1C184
Questions to ask before starting an organization
A one-page checklist from Pillar Nonprofit Network in London, Ontario, for people thinking of starting a nonprofit. It asks whether someone already does the work, which structure fits, whether the need is lasting, whether others will help, whether money can be found and whether founders will hand control to a board. It then outlines the steps for incorporation and charitable status in Canada and points to a longer Imagine Canada guide.
Start hereCurrentShort readFree - 1.5C216
Creating the COO Position
A free Bridgespan article on when and why nonprofits add a chief operating officer, drawn from a survey of COOs and interviews with COOs and executive directors. It covers the usual triggers, such as a chief executive stretched by a growing staff or a growth plan to deliver, the worries executive directors have about sharing control, and how organisations managed the transition. It links to Bridgespan's wider set of COO resources, including sample job descriptions.
CurrentShort readFree - 1.5C227
Good to Great and the Social Sectors
A short monograph in which Jim Collins applies Good to Great to nonprofits, schools, hospitals and other social sector organisations. He covers how to define and measure greatness without profit, how to lead when power is spread out, how to get the right people when you can't pay much, how to rethink the hedgehog concept around passion, best at and resource engine, and how to turn the flywheel through brand. It runs to about 35 pages.
ClassicShort readBook - 2.1C014
Hiring a Strategic Planning Consultant
A short essay for nonprofit leaders about to engage a strategy consultant. It sets out 4 distinct purposes for strategy work, depending on whether the need comes from inside the organisation or from shifts outside it, and whether the audience for the strategy is internal or external. It then explains how to find, choose and work with a consultant who fits that purpose, including how to build skills in internal staff.
CurrentShort readFree - 2.5C204
Pathways to Social Impact
A 14-page working paper from Duke's Center for the Advancement of Social Entrepreneurship, later revised for Stanford Social Innovation Review as "Scaling Social Impact". It asks what you are spreading (a programme, an organisation or a set of principles) and how: dissemination, loose to tight affiliation, or branching. Each option is tested against five R's: readiness, receptivity, resources, risk and return. Leaders and funders use its questions to pick a scaling path, including the option to wait.
ClassicShort readFree - 2.5C207
Big Enough. Simple Enough. Cheap Enough.
A short article by Kevin Starr of the Mulago Foundation on how to judge whether a solution can scale. Real scale usually depends on a "doer" and a "payer" other than the founding organisation, often government. Starr tests each model three ways: is the market big enough, is it simple enough for the doer to deliver, and is it cheap enough for the payer, benchmarked against what payers already spend. Founders use it to redesign models before scaling.
CurrentShort readFree - 3.1C031
Effective Board Governance for Civil Society Organisations
An article on how the boards of civil society organisations develop over time in the African context. Drawing on WACSI's work with CSOs, the author looks at the stages of board development, asks whether boards move through them in a fixed order and discusses how to diagnose the health of a board. CSO leaders and board members use it to place their own board on that path and decide what to work on next.
CurrentShort readFree - 4.2C048
Leadership Lessons: Five Insights from Directors Sharing Power
A short article with 5 findings from co-directors who share the top job. Shared leadership reflects mission and identity. It becomes an ethos across the whole organisation, seen in practices like narrow pay ratios. It can mean more work while cutting the isolation of a solo leader. Co-leaders must manage when they speak for themselves or as a unit, including with funders who expect one contact. It depends on trust between partners.
ClassicShort readFree - 4.3C053
Making Founder Successions Work
An article from the Spring 2018 issue of Stanford Social Innovation Review, republished by Bridgespan. It questions the common advice that a founder should make a clean break when stepping down. The authors argue that many nonprofits gain when they plan a deliberate, bounded ongoing role for the departing founder. Boards, founders and successors use it to discuss what role the founder should keep and how to set its limits.
ClassicShort readFree - 6.2C078
Trust, Rest, and Joy
A short article from the Spring 2024 issue of SSIR, in a supplement sponsored by the Trust-Based Philanthropy Project. Leaders from the Durfee and Satterberg foundations describe how they fund rest: Durfee's sabbaticals since 1997 and its Lark Awards for staff wellbeing, and Satterberg's support for a BIPOC executive director sabbatical and retreat programme. It discusses who gets to rest and why funders need to trust grantees on what restores them.
CurrentShort readFree with sign-up - 7.2C088
Contribution analysis
A 4-page brief that explains contribution analysis, a way to make a credible claim that a programme contributed to an observed change when an experiment or control group is not practical. It sets out how to test the programme's theory of change against evidence and consider other factors that may explain the outcome. Evaluators, programme staff and funders use it to plan and report on contribution claims.
ClassicShort readFree - 8.4C109
The Nonprofit Starvation Cycle
A short article on why nonprofits underfund overhead such as IT, finance systems, training and fundraising. It describes a 3-stage cycle: funders expect low overhead, nonprofits feel pressure to match, then underspend and underreport their costs. It cites data on real versus reported overhead rates. Closing sections set out what funders can do, such as general operating support, and what nonprofit leaders and boards can do.
ClassicShort readFree - 9.1C114
The Role of Brand in the Nonprofit Sector
An article from the Spring 2012 issue of Stanford Social Innovation Review for nonprofit leaders, communicators and funders. The authors observe that many nonprofits still use their brand mainly for fundraising. They describe a shift toward using brand to pursue long-term social goals and to build internal identity, cohesion and capacity. They set out the brand IDEA framework: brand integrity, brand democracy, brand ethics and brand affinity. Readers use it to rethink the job of a brand.
ClassicShort readFree with sign-up - 10.1C132
Centering Equity in Collective Impact
An article from the Winter 2022 issue of Stanford Social Innovation Review in which the authors of the collective impact approach revisit it with equity at the centre. It sets out 5 strategies: use local data and context to aim solutions, pursue systems change alongside programmes, share power within the collaborative, listen to and act with the community, and build equity-focused leadership and accountability. Coalitions and funders use it to review their own collective impact work.
CurrentShort readFree with sign-up - 13.2C170
General Operating Support: Action Guide (executive summary)
The executive summary of GEO's 2007 action guide for grantmakers on general operating support. It covers what operating support is, why it matters, how to make it work and how to keep accountability. Foundation staff use it to decide when and how to give unrestricted grants. The full guide is not online.
ClassicShort readFree - 13.2C171
Pay-What-It-Takes Philanthropy
An article that argues funders should pay the real costs of the work they fund, in place of the common 15 percent cap on overhead. The Bridgespan authors show that indirect costs at 20 high-performing nonprofits ranged from 21 to 89 percent of direct costs, with a median of 40 percent. They describe the starvation cycle, show how cost structures differ by type of nonprofit, and propose reimbursing costs by segment.
ClassicShort readFree with sign-up - 13.2C173
Making the case for unrestricted funding
A short briefing that brings together IVAR's research on unrestricted funding. It is written for foundation staff and board members who want to consider unrestricted funding and argue for it inside their organisation and with peers. It finds that the preference for restricted funding rests on familiarity and lacks evidence, accepts that restricted grants sometimes fit, and sets out the value unrestricted funding brings to charities and funders.
CurrentShort readFree - 15.1C186
The Successful Social Entrepreneur's Micro Guide
A short cheat sheet for social entrepreneurs, from the Imaginate method. It splits the path from first idea to scaling into 4 phases. For each phase it lists what to do and what to read. It is for founders of nonprofits and social ventures at an early stage. Readers use it to check where they are and pick their next steps and reading.
EmergingShort readFreeNonprofit Builder tool - 15.1C225
Navigating The Make-Or-Break Years As You Create Hockey Stick Growth
A short Forbes article based on Bobby Martin's book The Hockey Stick Principles. It sets out 4 stages new ventures go through: tinkering, the blade years, the growth inflection point and surging growth. It focuses on the blade years, which often last 3 to 4 years, and gives 3 lessons: bootstrap longer than you expect, keep adjusting the model, and look after your first users. Useful for founders who need patience in the early years.
ClassicShort readFree - 15.2C194
Getting started on a social enterprise journey
A 7-page guide written by The Bridgespan Group from research with Fòs Feminista and its partners in the global South. It is for nonprofits thinking about earned income. It works through 4 questions: what are your strengths, is there real demand, what mindset shifts are needed, and what capacities and resources are required. A table sets out 5 core capabilities, from financial modelling to getting leaders on the same page.
EmergingShort readFree
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