Social Connectedness and Financial Independence Strategies Supporting Nonprofit Sustainability

Christopher Edmund Maylor, Walden University

Abstract

Leaders of nonprofit organizations (NPOs) often lack strategies to ensure the sustainability of their organizations beyond initial funding, resulting in significant risk to program continuity. Grounded in social entrepreneurship theory, the purpose of this qualitative single-case study was to explore strategies used by 3 leaders of a small NPO in the southwest region of the United States. Data were collected from semistructured interviews and a review of organizational documents. Through thematic analysis, 6 social themes emerged: optimization of business strategies, income and donor growth, program cost management, funding diversification, program licensing, and public awareness of NPO programs. The contributions to positive social change include the potential for educators, stakeholders, and other nonprofit leaders who wish to create or expand community programs and increase the effectiveness and reach of their organizations' plans.