Next Stage - Social Impact Services

Social good strategy to amplify your impact

Nonprofit Leadership

A Passionate Defense of Collective Impact

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Next Stage is a social innovation company, so of course we are big fans of Stanford Social Innovation Review (ssir.org), which serves as a clearinghouse of social change efforts. We greatly recommend signing up for the free weekly newsletter, and if you are so inclined, get a subscription. There is no more thoughtful resource out there thinking ahead (and around the corner) on trying to solve the most challenging of social causes.

It got on my radar fairly early in my consulting career as the result of a groundbreaking article in 2011 on the concept of collective impact, “the commitment of a group of important actors from different sectors to a common agenda for solving a specific social problem.” It was a concept that really spoke to me.

Almost from the beginning of my social good journey, I have been drawn to the concept of collaboration. You only have to do this work for a short time to realize that most institutions function in silos of their own making. And yet, that is not how the world works. The people an organization aims to serve are complex and are surrounded by a number of influences and inputs. It always seemed to me that the solutions offered to create positive social outcomes should be similarly nuanced and overlapping.

Finding collective impact was like discovering the answer to a question that hadn’t yet been asked. I was immediately intrigued. 

Bumps Along the Road

Depending on who you ask, you will get varied feedback on the effectiveness of the collective impact model. Some, like myself, really believe in it as a model – what is on paper is logical and a big improvement over anything that came before it. But for those who have actually tried to implement it as a strategy, reviews are mixed.

Typical criticisms include the lack of funding to sustain the model, the difficulty in sustaining partner buy-in, the challenge of turnover in leadership, and the longitudinal nature of outcomes in a world that rewards near-term successes. They are all fair criticisms. Any collaborative effort is going to face similar challenges. 

While there are still devotees out there, we have witnessed a fair amount of abandoning the framework altogether when we have no real viable alternatives. We believe it is primarily a challenge of implementation. The model itself is a badly needed, metric-driven framework that can work if the right conditions are in place. 

Collective Impact Improved

Next Stage reframed its mission at the beginning of the year to focus on “building belonging at the intersection of social good.” We believe that the only way forward is together. To make the collective impact model work more effectively, we’d offer the following improvements:

Service Providers as Backbone Organizations – In another recent blog, we outline the idea of service providers as advocacy organizations, and that concept holds true here as well. Too often, collective impact is embedded in organizations designed for the expressed purpose of advancing collective impact. These “catalyst, conduit and convener” organizations are meant to be a clearinghouse for collaboration, where the mission is the collective impact effort itself.

The problem with that is one of trust. These are often organizations launched by funding sources, with new entrants to the community recruited as staff who lack local credibility to lead the efforts they are tasked with advancing. They are also disconnected with the frontlines of social good where the important learnings live (if this intrigues you, check out our webinar series on community voice).

We think a better model is to embed collaboration management within a service-providing organization. Funders would be shocked, thinking that this somehow distracts an organization from its core mission, but we disagree. Who better to lead a collaborative effort than an organization that is already trusted by other service providers and the people the collaborative aims to impact in the first place. Yes, nonprofits can chew bubble gum and walk at the same time. It just takes investment and professional development to accomplish, but is far more likely to be successful than inventing a new agency out of thin air.

Start (and Continue) with Social Cohesion – We truly love the primary tools of collective impact efforts – a common agenda, shared measurement systems, mutually reinforcing activities, continuous communication and, yes, backbone organizations. But we think there is a big missing piece – the building of trust.

Most collective impact efforts fall down not because of the lack of infrastructure (that’s in fact what we think the model does exceptionally well), but because of lack of buy-in by the important partners. Our company has been brought into collective impact efforts half-way through completion that have hit a wall, and that barrier is almost always a breakdown in buy-in.

One reason for this is that these efforts spend too little time building social cohesion with participating leaders. Much more than an ice-breaker at the start of each meeting, social cohesion is built over time and must be nurtured throughout. If we think of trust as a form of capital (trust capital), then we can measure it and use it as a metric alongside the other important measurements guiding collective impact. We think this is an area where new tools are needed that can support these aims. 

Invite the Broader Community – Another feature we think is underutilized in collective impact efforts is the use of large stakeholder groups. Continuous communication is one of the critical pillars of the model, but it is most often viewed as an insular effort. Engaging a larger audience creates opportunities for data capture that provide important insights and learnings for the collaborative effort.

So often, the branded collective impact effort is only known among insiders within a community’s social good sector. We think this is a missed opportunity. If we truly believe in community voice and “no decisions about us, without us” then including not only community based organizations but also the people a collaborative aims to serve is the only way to accomplish this. 

The building and sustaining of a large stakeholder group can serve as a needed, always-on focus group for the immediate testing of ideas surfaced by the collective impact effort. But to make that work, the community must understand the aims of the collective impact effort and feel truly a part of its success. 

Next Stage’s Cultivate Impact®

Next Stage has launched a digital collaboration management and community of practice platform called Cultivate Impact. Powered by our methodologies of social cohesion-building, the platform can serve collective impact efforts in realizing continuous communication aims that yield increased buy-in and trust.

In 2024, we are piloting the platform with a number of partners including grantmakers, collective impact initiatives and learning communities. If you’d like to learn more, get in touch. 

A Movement Whose Time Has Come: Community Voice and Advocacy

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On June 27, Next Stage will present its fifth and final webinar on the power of community voice, with this one focused on its essential role in advocacy (Sign up here!). Of all the topics covered as a part of the series thus far, this one holds special interest for Helen Hope Kimbrough and Josh Jacobson, the team that has been presenting this content over the last three months.

Advocacy is defined as public support for or recommendation of a particular cause or policy. Advocacy is also the opportunity to:

  • Present a case for support through methods of data-gathering, comparative analysis and trend research, and storytelling to inform the process
  • Build and cultivate relationships, engaging partners in the community, giving them action steps and tools to join the conversation
  • Make a clear case of what you hope to achieve, outlining funding support, resources and next steps to impact the community

It seems everywhere we look these days, the voices of people who are being left out of public discourse are finding opportunities to be heard – the very definition of community voice. Helen and Josh are excited to share their enthusiasm for the topic in today’s two-part blog.

Inspired by the Foot Soldiers of Change


by Helen Hope Kimbrough

In the Charlotte community, there has been a movement of advocacy stemming from social justice – the act of right-sizing access and opportunities that should exist for everyone, not just a select few.

If you’ve ever attended a public forum or civic meeting, there are so many individuals and organizations coming forth to present matters and concerns that pain residents in our community. For instance, a mom who needs an affordable place to live for herself and two young children in a safe area, a family that needs quality and affordable childcare to work to pay their bills, an aging senior who needs a selection of healthy food options that are better suited for his healthcare needs. The stories go on and on.

Fortunately, we have foot soldiers who are on the ground and ready to carry the mantle (and message) to get folks the help and support they need. They are trusted advocates amplifying their voices to make a difference in the lives of others with evidence, data, compassion, and resources.

A Community Organizing Renaissance

In preparation for our next webinar on Community Voice and Advocacy, Josh and I almost didn’t include it. Yet, the more we talked about the collective community voices and their ability to disrupt systems in thoughtful, consistent, and innovative ways, we were inspired to examine it further and feature it as a part of our webinar series as a deepened approach.

And what we’ve witnessed is how trusted advocates have built and cultivated relationships with community leaders, public officials, and individuals while being diligent in earmarking time to meet with city, county, and state officials, learn more about grant opportunities and financial investment, ask the tough questions, plan follow-up discussions, and educate supporters on ways to engage and participate in the process. Plus, they’ve optimized tools such as thought leadership, social media, convenings, and public meetings to get their message across, leveraging community voice and advocacy.

We are witnessing a renaissance in community organizing by service providers who are proximate to the need, channeling a powerful message of advocacy that is in turn leading to policy change. It inspires me personally. I look forward to sharing these stories during our webinar next week.

Tackling the Monster Upstream


by Josh Jacobson

As I talk about the changes at Next Stage of late, I find myself summoning the metaphor of “bailing babies from the river.” Health and human service providers often describe their intervention work in this way – of being on the banks of a rushing river, rescuing drowning children as they pass heading downstream.

One’s career can be defined in this way, with success measured in the number of individuals one has “saved” from the rushing river. It takes doing that for a while before even thinking to look upstream, where if you squint, you can see a monster who is dumping children in the river. But whereas there are many of you downstream to try to save those children, it appears there are few upstream where the monster is causing the crisis in the first place.

This is the analogy often presented about advocacy and systems change, and it was one I had heard many times before. The monster is depicted as “the system” that allows some sort of policy – either public or corporate – that creates a negative downstream impact. But I will admit, it took a decade of doing this work at Next Stage for it to sink in. And now I feel called to make the main thrust of my work systemic in nature. It is no longer sufficient to bask in the “warm fuzzy” of downstream victories.

Disruption vs Status Quo

I had a conversation with a colleague recently where I tried to explain how this has manifested in my life, and why I feel so drawn to systems work. For the person downstream, there comes a point where you begin to question whether you are actually contributing to the problem – if in “bailing babies from the river,” you are also maintaining a status quo that helps to shift attention away from the monster creating the problem in the first place. You know that it is a life worth saving, but if you continue in your work, will the situation ever get better?

The fact that I am struggling with this more than two decades into a career in social good only serves to highlight my privilege. For the community leaders at the frontlines of this work, this trade off is a daily struggle. It is why the shift toward service providers building expressions of advocacy has been such an amazing trend to observe. Who better to amplify the voices of the oppressed than those who have direct knowledge from providing them services?

It is a space where community voice is the fuel that powers the disruptive efforts that lead to change. Helen and I look forward to sharing how your organization can participate in the movement when we get together next week.

Did you hear? Next Stage has made webinars a big part of its work. This spring, Helen Hope Kimbrough and Josh Jacobson originated a five-part series on the role of community voice to inform all aspects of the social good business model including program development, marketing, human resources management and advocacy.

Did you miss the memo? Don’t fret! Helen and Josh are repeating the series live this summer. Check them out here and sign up for the second wave of the series running through September.

Community Voice: Passing Fad or Lasting Disruption?

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Over the past few months, Next Stage has been developing a new approach to advancing social good — offering workshops and learning management for professionals on a range of topics including movement-building brand marketing, effective forms of collaboration and dynamic methods of building public-private partnerships. You can learn more and register for our webinars here.

The first topic we are tackling is Community Voice, which we define as “a two-way directional approach geared toward listening to individuals and institutions alike while building trust as an asset, embracing transparent communication and moving change-worthy initiatives forward together.” It is a concept that has existed for some time – the Google Ngram Viewer suggests a spike in its usage in the 1990s – but it has taken on increasing importance in the 2020s.

The one-two punch of the start of the COVID-19 pandemic and the murder of George Floyd in early 2020 shifted approaches to reaching people in need. Systems and service providers realized the importance of building stronger relationships with the communities they were serving.

But in the years since, we’ve noticed something else occurring – an appropriation of the language of social good, transforming definitions and ultimately devaluing the concepts they represent. It is a scourge and we feel the need to call it out. 

Words, Words, Words

It wasn’t that long ago that other buzzy impact terms like ESG and CRT were vilified politically, twisted in their meaning to suggest something they were not. DEI is similarly under attack, with efforts across the country to either limit or completely eliminate diversity, equity and inclusion initiatives on public university campuses. Corporations that once championed these concepts have quietly shifted their strategies, downplaying past statements and pulling out thesauruses to find less triggering language. 

Inside the world of social good, we have also observed an opposite trend. As opposed to running from these terms, organizations have adopted them to describe their programming, whether earned or not. Large, agency-like nonprofits have taken to calling themselves “community-based organizations,” stretching the definition to fit as new sources of funding flow to trust-built neighborhood groups. The concept of community voice has also been appropriated, with every digital survey and focus group rebranded to suggest a deeper and more impactful form of engagement.

We know language matters, so who defines what constitutes authentic trust-building in the community? If every form of engagement is rechristened as Community Voice, won’t that devalue its substantial potential to disrupt the status quo?

In short: yes. 

Recently, Next Stage published a community report on the topic – Inside-Out: The Case for Community Voice – highlighting the role Community Voice plays in bridging divides that limit referral pipelines and slow pandemic recovery. In it, we make a passionate argument for increasing community voice efforts to overcome a crisis we fear is dismantling decades of forward progress on social causes

A Crisis of Trust

According to Gallup’s annual survey, confidence in America’s ‘trusted’ institutions has eroded significantly in recent years. While this trend of declining trust has been decades in the making, extending back more than 40 years, there has been a sharp downward dip, with community trust in businesses, government, faith communities, media and the medical, justice and education systems at an all-time low.

It doesn’t take long on social media to see how this mistrust is breeding misinformation, upending social norms, and fostering disdain across socioeconomic lines. With the rise of AI and lifelike avatars of real humans, the future looks uncertain for how to recapture trust in systems.

Nonprofits have been similarly feeling this pinch. Traditionally, nonprofits have not self-identified as being part of ‘the system.’ Instead, they think of governments, corporations and institutional philanthropy in those terms, seeing their programming on the same side of the table as the people they aim to serve. And yet, these organizations are wrestling with the same lack of engagement as these other institutions. They are learning that ‘systemness is in the eye of the beholder.’

Not all nonprofits are having the same experience. Those 501c3 organizations that had previously invested in growing relationships with the constituents they hope to serve have fared much better than those that largely sat back, depending on referral pipelines from safety net partners. Nonprofits that often brag about how many organizations they receive referrals from are more often passive in building unique relationships themselves, satisfied instead to await the person in need to come through their front door.

At Next Stage, we believe there is another way – one that requires an increased focus on relationship-building ahead of the deployment of services. It is a shift in practice that is too often not funded, not prioritized and not done effectively.

It is a shift that centers Community Voice as an essential first step.

Championing Authenticity

With such a challenge of mistrust to overcome, nonprofits that slap the term Community Voice on pre-existing strategies are likely to find themselves moving backward. 

We recognize the challenges faced by service providers, who struggle with limited resources to address trendlines like this crisis of trust. This is why, as a follow-up to our report, we have launched a webinar series on the topic of Community Voice.

On May 8 at 11 am, Next Stage’s Senior Director of Community Voice, Helen Hope Kimbrough, and I will lead a free webinar entitled “Programming Matters: How to Strengthen Nonprofit Effectiveness Through Community Voice.” We will walk through the ways Community Voice aids in evaluating program efficacy, increasing constituent acquisition, deepening partnerships and growing peer engagement. It is a session ideal for chief administrators, program directors and philanthropic leaders.

On May 30 at 11 am, Helen and I will be back for another free webinar entitled “Marketing Matters: How Community Voice Leads to More Effective Marketing.” This session will focus on how community voice can help your organization understand its true value proposition, test market language, leverage gatekeepers and “neighborhood PHDs,” and tell stories that celebrate equity and honor the people you profile.

We believe every organization has the potential to adopt approaches to community voice that lead to stronger services, more equitable storytelling, and ultimately better decision-making. We hope to see you at our webinars in May.

Why Nonprofits Don’t Need the Biggest Audience

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I’m fascinated by the origin stories of social movements. They are as varied as the people who make up their constituencies. Civil Rights, the fight for marriage equality, the Labor movement, women’s rights, abolition, anti-war demonstrations – these are just a few of the most prolific movements that have shaped our national narrative.

It’s easy to imagine that these movements had traction and noteworthy leaders from the beginning. In reality, most simply began in living rooms or at kitchen tables, finding more followers as their message spread.

When I meet with nonprofits about marketing, I regularly hear concerns: their lists aren’t big enough, they need more constituents, they are worried they can’t compete with the bigger, more established organizations. And while a greater following is the goal of any cause, there is a lot to learn from the history of national movements that also started small.

It allows you to test what works

There’s a lot of pressure on organizations to be ‘the next big thing,’ be more creative, find that magic thing that will go viral and create a mass following. In most cases this isn’t reality – and it isn’t even helpful.

I recently worked with a nonprofit on a digital campaign that launched some big ideas for their organization. Before the campaign, we noted that the marketing list was smaller than we’d hoped but it was a highly-engaged group that had intentionally opted in. We used the opportunity to develop high-quality content and messaging for the year. The email series was opened at a rate of more than 75% over two months. Despite the smaller list size, it enabled the nonprofit to build valuable content, test what worked and develop a longer-term plan for the content without the pressure of a giant following.

Building and testing over time allows you to develop stronger, more iterative marketing that speaks directly to your audience. 

It fosters authenticity and relationships

Successful movements happen for a combination of reasons, but one common factor is the sense of belonging they build among members. It’s up to nonprofits to build this same sense of comradery and authenticity among their constituencies. We’ve talked before about the expectations of younger consumers and their desire to establish a more relational stance with their favorite brands – and many consumers will now walk away from brands that conflict with their own identity.

Authenticity stands out amid campaigns that aim to be ‘the next big thing.’ Money can certainly buy ad space – but it’s not a replacement for a real relationship with your audience. It’s the latter that cultivates understanding, passion and ultimately – movement.

It builds a strong foundation

Every social movement that rose to prominence began in a small community. One of my favorite examples of this is the MeToo movement. The phrase was coined in 2006 by activist Tarana Burke but didn’t gain national attention until 2017 when actress Alyssa Milano encouraged people to share their stories of sexual harassment on social media. Ten years before ‘MeToo’ gained prominence in the media, it lived as a phrase of empowerment among women in smaller pockets, gaining traction over time. ‘MeToo’ isn’t alone in this phenomenon. Community activists and leaders often start small, building recognition and engagement over time – until something prompts a critical tipping point.

The “slower” start enabled the MeToo movement to create a strong, meaningful foundation. By the time it went national, the phrase already had a clear identity and devoted base of followers.

It’s not bad to want a big audience of raving fans. Some of the biggest social movements in our nation’s history only happened because they captured our collective imagination and attention. And ultimately, reaching a critical mass of people is what will spread important messages far and wide.

But just as social movements don’t begin with a big viral moment, your work likely won’t either. The ability of nonprofits to build small, committed audiences with deep understanding and motivation is a superpower. If you’re doing the hard work of daily movement-building and aren’t feeling the traction just yet, don’t give up.

Movement-building is a long game – and it can change the world.

5 Key Things for Nonprofits Navigating Medicaid Expansion

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The 411 on Medicaid Expansion

Since December 1, 2023, more North Carolinians have access to healthcare coverage through expanded Medicaid. After a decades-long advocacy effort, this expansion addresses a critical gap in healthcare access, particularly for low-income individuals and families, ensuring they can receive essential medical services without financial barriers.

The impact on nonprofits will be huge. In addition to greater access to healthcare coverage for community members, expansion opens the door for greater, and different, types of funding for organizations that influence social drivers of health. Since expansion was announced, we’ve gotten several questions about what this might mean.

Consider this blog your intro guide to Medicaid expansion!

We’ll break down what it means for healthcare coverage, how you can better help your organization’s clients and what this could mean for the future of whole-person care.

Key Insight 1: New Eligibility Criteria

Most people in North Carolina can qualify for Medicaid coverage based on specific criteria such as residency, age, citizenship status, and household income within defined limits. The majority of NC residents can get healthcare coverage through NC Medicaid if they meet the criteria below:

  • You live in North Carolina
  • You are age 19 through 64
  • You are a citizen or qualified non-U.S. citizen
  • Your household income fits within the chart below:
Household Size Annual Income
Single Adults $20,120 or less
Family of 2 $27,214 or less
Family of 3 $34,307 or less
Family of 4 $41,400 or less
Family of 5 $48,493 or less
Family of 6 $55,586 or less

Medicaid pays for doctor visits, yearly check-ups, emergency care, mental health and more – at little or no cost to the person receiving care.

Nonprofit Tip: Income requirements are broader than they were before expansion, which means that more people are eligible for coverage – but they may not know it. Nonprofits can educate their communities about Medicaid eligibility criteria, providing guidance and assistance to those who may qualify for coverage but are unaware of their eligibility.

Key Insight 2: Impact on Current Beneficiaries

Current Medicaid beneficiaries with full coverage have not experienced changes, while most Family Planning beneficiaries were automatically transitioned to full Medicaid coverage on December 1. While little has changed for this group, transition can still cause confusion and questions.

Nonprofit Tip: Nonprofits can collaborate with Medicaid recipients to address questions or concerns they may have about potential changes in their coverage and provide support during the transition period. This Q&A guide offers a helpful starting point for review.

Key Insight 3: Expanding Coverage for Vulnerable Populations

Certain non-U.S. citizens with qualified immigration status can now access Medicaid coverage, providing a safety net for individuals and families needing healthcare services. Expansion should also help bring health insurance equity to other groups, like working-age populations with a disability, LGBTQ+, justice-involved, early retirees and more. The expanded eligibility criteria levels the playing field and addresses disparities in healthcare access, further positively influencing health outcomes overall.

Nonprofit Tip: If your nonprofit works with immigrant communities, or any of the groups above, it could be beneficial to familiarize yourself with the expanded guidelines. Nonprofits can raise awareness about Medicaid eligibility within select communities, offering support and assistance to navigate enrollment.

Key Insight 4: Improving Health Outcomes and Equity

Medicaid expansion is expected to enhance health outcomes and promote equity across various demographic groups, particularly in rural areas facing challenges. Addressing disparities in access to care and improving health outcomes leads to healthier communities and a more equitable healthcare system overall.

Nonprofit Tip: Nonprofits can advocate for policies and initiatives that support health equity and work to ensure that underserved communities have access to the resources and support needed to thrive.

Key Insight 5: Economic Benefits and Resources

Beyond health benefits, Medicaid expansion brings economic advantages, including increased revenue, job creation and support for healthcare providers and facilities. Projections suggest expansion could generate up to 83,000 jobs across various sectors, enhancing local economies and community well-being by providing opportunities to increase protective factors like stable employment and financial security. Hopefully expansion supports healthcare professionals too – especially those building clientele in rural areas – creating a win-win for fostering rural access to essential care and local practice and provider support. The economic benefits of Medicaid expansion strengthen communities and support local economies, contributing to greater prosperity and well-being for all.

Nonprofit Tip: Nonprofits can leverage Medicaid expansion to advocate for investments in healthcare infrastructure and workforce development, contributing to economic mobility and resilience in communities.

Nonprofits are the Bridge

By understanding the implications of Medicaid expansion and taking proactive steps to support eligible individuals, nonprofits and community-based organizations in North Carolina can play a pivotal role in improving access to healthcare, promoting health equity, and fostering economic prosperity for all residents.

References:

Igniting Change Through Movement-Building Marketing

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Movement Building Marketing: A Real-Time Case Study

At Next Stage, we talk a lot about movement-building marketing. And while you won’t find this term in marketing textbooks, it’s a hallmark of great nonprofit marketing campaigns. 

For many years, nonprofit marketing has focused almost exclusively on acquiring donors, event participants and volunteers. These are important goals and key personas for any organization that wants to make an impact. The challenge is when organizations get hung up on the what of their mission, focusing almost exclusively on service offerings or donor campaigns. 

Movement-building marketing focuses on the why of a nonprofit’s mission, inspiring action and engagement. It’s more than selling a program – it’s inviting people into the story.

Own Your Journey

Over the last year, Next Stage has partnered with The Center for Community Transitions (CCT), a long-standing nonprofit that supports justice-involved individuals and their families. Its programs are designed to support currently and formerly incarcerated people and their loved ones as they rebuild their lives. 

To celebrate its 50th anniversary, CCT aimed to build a year-long marketing plan to build its constituency and help launch its vision of a second chance city. 

It was important to CCT to build a campaign that fuels not just action – but also understanding of the criminal legal system and how it impacts culture. “We are so often focused on the ‘doing’ that we miss out on the ‘being,” said Patrice Funderburg, Executive Director of CCT. “Our goal is to encourage a pause for awareness and deeper conversation. We believe this understanding will lead to impactful action.” 

It was also critical to the CCT team that the lived experiences of their stakeholders were centered throughout the process. Every element of the marketing plan, from landing page images to email content, was built to reflect true experiences of an impacted individual and how those experiences relate to the bigger picture. It’s an intentionality that we believe sets this campaign apart. 

The first phase of the campaign launches in March with The UnLearning – a month of content that includes weekly emails and live social media conversations. The content is designed to connect participants to the big picture issues of justice involvement, while reflecting on their own relationship with the criminal legal system.

Follow Along

Our team is proud of this campaign. We believe CCT represents an authentic approach to movement building marketing. Follow along by signing up to watch this campaign unfold over the coming months!