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2015 and Beyond: MANP Sets Strategic Priorities

by Molly O'Connell

Over the past six months we have been putting our ear to the ground, meeting with funders, members, nonmembers, presenters and supporters to deepen our understanding of member and sector needs, and explore how to align our programming and priorities to best serve the sector within the context of current and potential resources.

We are grateful to everyone who shared their feedback and insights with us through meetings, discussion groups, and surveys. Our staff and board are pleased to present the following four strategic priorities, which will guide the next several years of our work.

Engage our nonprofit membership in advocating for the nonprofit sector and in identifying and achieving shared goals.

MANP will be a strong voice for the sector, defending and promoting the sector’s impact in Maine, and empowering our members to do so as well. We will establish a framework for engaging stakeholders in developing and pursuing shared, proactive public policy agendas. Additionally, we will continue to develop and deliver training and resources to support staff and volunteers of nonprofits around the state to legally and effectively lobby on behalf of issues that impact their missions.

Provide our nonprofit membership with high-quality trainings, resources and tools that enhance the recruitment, retention and professional development of their employees.

MANP will continue to deliver high-quality education programming and tools and enhance them by further defining core programs and target audiences, piloting new delivery models (including web-based options), increasing supplemental online content through our Answer Center and blog (you can subscribe!), and improving how we communicate about training and resource opportunities. We will explore ways to connect the use of our job board with our professional development opportunities.

Build the capacity of the nonprofit sector by supporting our member organizations to develop their existing and emerging leaders.

MANP will focus our leadership development efforts on programs and services that develop the capacity and effectiveness of organizations. We will continue to offer critical board training programs, explore opportunities to make these offerings available on-demand, and pilot new board development offerings to meet needs identified by our membership. We will enhance our Leadership Institute for New Executive Directors by strengthening the network of alumni, and will explore opportunities to expand this program to include emerging leaders within organizations. MANP will convene nonprofit leaders to discuss critical issues facing the sector, and will develop programs/services to meet the needs of organizations facing leadership transition.

Ensure MANP’s organizational and financial sustainability as a model of nonprofit best practice.

MANP will build on our strong record of member retention by evaluating how current offerings are meeting member needs and identifying opportunities to fill gaps. We will increase our network of nonprofit members by targeted existing networks and coalitions, identifying nonmembers utilizing our services, and improving our strategies for communicating about our work and value. We will nurture our relationships with business partners and funders. MANP’s board will align its structure and efforts to support strategic priorities, and will align board development efforts with best practice.

We are always interested to hear your thoughts on what we at MANP can do to support the sector to have the biggest impact, and look forward to hearing your ideas and feedback in the coming years.

One thought on “2015 and Beyond: MANP Sets Strategic Priorities

Jill Packard says:

Thank you for all you do!

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