My vision for effective nonprofit communications
Nonprofit communication challenges are recurring, systemic problems that can be solved through systemic solutions.
The same challenges, repeated
All nonprofits face similar communication challenges at some point on their journey from idea to established.
Common challenges include:
DIY and piecemeal design decisions add up into a confusing visual identity.
Institutional knowledge is lost with employee turnover.
The mission changes over time and the brand no longer feels like an accurate representation of the organization.
Every communication piece starts from scratch and time is wasted searching for the right files and photos.
And this is just the start of the list.
As a nonprofit leader you might find it comforting to know that every communications problem you’ve faced has also been faced by legions before you, and will be faced by legions behind you, spanning to both horizons like an infinity mirror of frustrated mission-driven organizations.
What changes when we treat the challenges as predictable?
After years of observing these challenges and wrestling through individual solutions, I stopped asking, “How do I complete this project?” and started asking, “What would nonprofit communications look like if these challenges were solved at a systems level?” What if the lessons learned by one organization made the path easier for the next? I began to see these challenges as systemic, and therefore solvable at a systemic level.
In that vein, I have created an ambitious mission for myself to work toward a world where every nonprofit doing important work has the power to communicate effectively. This is a vision of an ecosystem that strengthens the effectiveness of nonprofit communications at scale, by continuously generating trust, talent, capacity, and a different operating standard for nonprofit communications.
Today, I am building the foundation for this ecosystem through deepening my undestanding of the issues through one-on-one brand consulting at RDG. But this is just the beginning. The ultimate goal isn't just to help one organization at a time; it’s to build the shared tools, curricula, and collective resources that make enterprise-level communication strategy accessible to every nonprofit, regardless of their budget.
Imagine a different standard
In an effort to share this specific vision, I invite you to imagine a world where:
Every time someone encounters one of your brand touchpoints–your website, physical location, annual report, or other marketing materials–their recognition, understanding, and trust of your organization deepens.
Every new communications piece starts from a strategically assembled kit of parts. Your team members know where to find the pieces they need, and how to use them.
New employees can quickly understand your organization's visual identity and communication standards without relying on a single long-time staff member to explain them.
Outside partners, designers, photographers, printers, and consultants can represent your organization accurately because the expectations are clear and documented.
Your programs and initiatives have room to express their unique character while still feeling unmistakably connected to the parent organization.
Your communications evolve alongside your organization. As your mission grows, your brand remains an accurate reflection of who you are and the communities you serve.
The quality of your communications no longer depends on who happens to be creating them. Systems, tools, and shared knowledge help maintain consistency over time.
Communication becomes easier, faster, and more effective because your team has the support, structure, and resources it needs to succeed.
This is the future we are working toward.
It is the vision that shapes my daily decisions and long-term planning at RDG. Most nonprofits will never have a large communications department or an unlimited budget. But what if they could access the right knowledge, at the right moment, to make their challenges a little more approachable? What if these predictable problems were replaced with predictable solutions that became so ingrained in the standards of operation that they went unnoticed?