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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8 resources found
- Search: program planning
- 2.1C016
Scenario Planning for Nonprofits
A worksheet toolkit that helps nonprofit leaders plan under uncertainty. Teams first agree guiding principles, then work through 4 steps: identify key drivers of programmes, operations and funding at risk; build best, moderate and worst-case scenarios and model their effect on revenue; create a portfolio of actions with costs or savings; and set measurable trigger points that tell them when to act. Leadership teams fill it in together.
CurrentTool or templateFree - 2.2C023
Developing a Theory of Change
Guidance for funders and programme teams planning social change efforts. Part 1 explains theory of change concepts, benefits and limits. Part 2 gives step-by-step guidance, exercises and examples for writing an equitable theory of change. Part 3 provides fillable templates for components, assumptions and audiences. Part 4 shows example models. The guide stresses equity and community engagement, and it replaces a 2004 guide the foundation commissioned from ORS Impact.
CurrentKey manual or guideFree - 2.2C021
Logic Model Development Guide
A guide to building and using a programme logic model, written as a companion to the Kellogg Evaluation Handbook. Chapter 1 introduces logic models with samples. Chapter 2 gives exercises for building a simple model, with checklists and a template. Chapter 3 shows how to expand it into a theory of change. Chapter 4 uses logic modelling to shape an evaluation plan. Appendices hold resources and blank forms. Programme staff and evaluators use it to plan and evaluate work.
ClassicKey manual or guideFree - 6.2C076
Do-It-Yourself Sabbatical Guide for Nonprofits, with Sample Policies
A practical guide for nonprofit executive directors who want to plan a sabbatical without a funded programme. It sets out a timeline from 6 to 12 months before departure through the time away, the return to work and life after sabbatical. It also reproduces staff sabbatical policies from 6 organisations, including Peace Over Violence, CPAF, SAJE and GEO, which boards and HR leads can adapt.
Start hereClassicTool or templateFree - 9.3C125
Influencing for Impact Guide
An 81-page Oxfam guide for civil society organisations, activists and campaigners who design influencing strategies for programmes or stand-alone campaigns. It gives steps, tools and examples on context analysis, power analysis, setting objectives, building narratives and choosing tactics. Further sections cover research, lobbying, digital and social media, mobilisation, and changing behaviours and social norms. Teams use it to plan, run and learn from influencing work.
CurrentKey manual or guideFree - 2.3C025
Power Analysis
A guide for development staff on why, when and how to do power analysis. It covers deciding to do an analysis, carrying it out, and a review of concepts and methods. Frameworks include political economy analysis, stakeholder influence mapping, Net-Map, power over, to, with and within, visible, hidden and invisible power, the Powercube, the Power Matrix, and closed, invited and claimed spaces. Teams use it when planning programmes and partnerships.
ClassicKey manual or guideFree - 14.2C188
Thinking Through the Business Model
A short worksheet from Nonprofit Finance Fund that helps a nonprofit team describe its business model. It has 6 prompts: mission, market (who receives services and who pays for them), programmes, expenses, revenue and outreach. Teams fill it in together, often before a budget or strategy session, to see how the parts connect and where money and mission pull apart.
Start hereClassicTool or templateFree - 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
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