Message from the Executive Director
May 2, 2025 - Jody Shields

Let’s face it, things are rough, and the road ahead is uncertain, but there’s also resolve and determination.

This week, I had the opportunity to meet one-on-one with some of our members in Laramie. The feelings of uncertainty, discouragement, and even sadness were palpable. It’s hard not to live in that space right now. But what stood out to me was that every conversation, no matter how heavy, ended with a sense of determination, an unwavering drive to move forward in a way that makes sense for their unique circumstances.

As I mentioned in last week’s message, the challenges ahead will affect all of us. Our entire nonprofit ecosystem is under strain.

So, where do we go from here? Take control where you can.

Advocating for your mission, whether through public policy or community engagement, is essential, and we’ll continue to support and engage in that work. But in this message, we’re focusing inward, on what you can control within your organization. This is a time for strategic reflection and bold internal decision-making.

1. Start with your mission.

Ask yourself:

• What need or problem is your organization truly here to address?
• What does it look like when your mission is fully achieved? What is the desirable "future state"?

2. Then, examine your program strategy.

Your programs and activities should be directly tied to advancing your mission.

• Do your current activities meaningfully move you toward achieving your mission?
• Do you have evidence that these strategies work? If not, what do you need to measure your progress and outcomes?
• What is the impact versus sustainability for your programs and activities?

To help you assess, consider using this common tool, the Mission Impact vs. Financial Sustainability Matrix. Plot each of your programs, services, and activities — including fundraising efforts/events using the following framework:

Stars: High Mission Impact, High Profitability

These are your powerhouses. They run smoothly and effectively. While it’s tempting to shift attention elsewhere, these programs deserve continued investment and support to grow and thrive.

Hearts: High Impact, Low Profitability

These programs are core to your mission, but they lose money and rely on unrestricted funds to support them. They're important, but if too many of these exist, they can threaten your overall stability. Be clear on how much you can afford to subsidize and where to draw the line.

Money Trees: Low Impact, High Profitability

These programs may not be central to your mission, but they generate critical revenue. These often support your “Hearts.” Don’t neglect them, like any tree, they need care to keep producing.

Stop Signs: Low Impact, Low Profitability

These programs consume time and resources without delivering meaningful impact or revenue. If they don’t serve your mission, consider letting them go or hand them off to another organization where they may be a better fit.

3. Take a close look at your operational framework.

This includes the facilities, systems, staff, volunteers, equipment, and technology your organization relies on to deliver programs, secure funding, and manage operations. Ask, what is mission critical?

Don’t get us wrong, we strongly believe in investing in your operational framework. The nonprofit starvation cycle is real. Too often, nonprofits are under-resourced in essential infrastructure, technology, and staffing, which ultimately hampers their ability to deliver programs and fulfill their mission.

We advocate for taking a close look at your operational framework not to strip it down unnecessarily, but to maximize and protect these resources. Determine what is absolutely essential to keep your mission moving forward, not a starvation budget, but a sustainable one.

4. Consider the broader nonprofit ecosystem

As part of this reflection, recognize that your organization’s actions can strengthen or strain the nonprofit ecosystem. Make it a deliberate practice to act as a respectful and responsible partner, one that contributes to the collective good rather than unintentionally competing or duplicating efforts. Reach out to your peers, sit down for coffee and a conversation.

5. Reflect. Discuss. Act.

Take time with your leadership, staff, and board to walk through these questions and the matrix tool. Reflect honestly on where your organization stands, discuss openly what’s working and what isn’t, and take intentional action to strengthen your mission and sustainability. This kind of internal clarity and focus is more important than ever.

What is WNN doing?

We’re applying this same framework to our operations. We are also aligning our current strategies within our mission framework and supporting you through action:

Thank you for all you do for your communities and Wyoming, and let’s keep moving forward together.