Share a Bike Ride … A Seat At The Table

Bike ShareThis spring Philadelphia joins Washington, D.C., New York City, and Boston as East Coast cities that operate bike-sharing programs.

$6 million dollars – half from the Philadelphia’s city government and half matched by the federal government and foundations – funds the initiative that will deploy 600 bikes at 60 stations throughout Philadelphia. Moving east to west, the stations will span from the Delaware River to West Philadelphia and advance from Temple University to the Navy Yard, running north to south respectively.

Coordination among city and federal government, nonprofits like the Mural Arts Program, and foundations reflects a clear intent to embrace a collaborative effort. Perhaps more importantly, Philadelphia’s leaders are asking questions that aim to shove the bike initiative past its East Coast contemporaries. Specifically, “how can we ensure that enough bikes are positioned in the right places so all city residents have convenient access?”

To arrive at the best answer, the Mayor’s Office of Transportation and Utilities are following a principle of successful nonprofit initiatives — bring the service population to the table.

bike-share-nutter-c-CityofPhiladelphia-680uwNonprofits create useful services when they invite feedback from the people designed to most benefit from that service. Philadelphia’s bike-sharing initiative exemplifies the idea that encouraging service populations to offer their opinion can galvanize community support for new initiatives and ignite a sense of ownership.

The city collected more than 10,000 comments throughout a six-week-period starting in late September 2014. Philadelphia residents answered a series of yes or no questions through a SMS messaging tool and an online survey, including an interactive map created by OpenPlans, a nonprofit technology advocacy organization.

City leaders received a clear picture of where feedback arrived from, and just as important, where it wasn’t coming. Community teams also sought in-person feedback in underrepresented areas such as Mantua, an Obama designed Promise Zone and Newbold.

In December, the city released a 112-page-report revealing the full response of those who submitted feedback and how that information will guide the city’s bike initiative implementation. While it’s too early to congratulate the city on a job well done, a strong foundation has been built. If the city’s plan ultimately succeeds, a significant amount of credit will go to the city’s decision to embrace residents as partners to create Philadelphia’s first bike-sharing program.


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New Year, New Plan? Start Here.

The New Year is an ideal time to plan for the future. We present five critical “must-haves” for effective strategic and business planning.

navigating-2015Turning over a new calendar naturally has us thinking about change, and we’ve heard from a number of nonprofit leaders that you’re considering new lines of business, key infrastructure changes, and even total mission overhauls as we head into 2015. Whether it’s with a big T or a little T, transformation is definitely on the brain.

Change isn’t always easy, and neither is planning for it. What does it take to create an effective roadmap for the future? How do nonprofits ensure that their plans don’t become the all-too-common dusty three-ring binder on the shelf they pull out and change the date on every few years? Every plan and every organization is different, but we have five “must-haves” for every planning process gleaned from a couple decades’ experience with 250 clients of all sizes and missions.



Yes, it sounds like an oxymoron, and it isn’t easy, but effective planning demands critical self-assessment within the organization. We have to be willing to ask ourselves those questions that make us most uncomfortable, like do we have the right positions and people? What is my leadership style and when is it most effective, or less so? What are our internal or organizational narratives – the stories we tell ourselves, our stakeholders, and funders – and are they holding us back or propelling us forward?


Your organization doesn’t operate in a vacuum. Every planning process requires a thorough assessment of peers and competitors, demographic or market research, the philanthropic landscape, and national trends and best practices in a nonprofit’s field. An understanding of the external environment, as well as the strengths and challenges within the organization, builds a strong foundation for effective planning, thinking and acting strategically, and establishing parameters for goal-setting.


Fairmount begins every planning process with an accounting of a nonprofit’s “givens and assumptions.” Givens are immutable factors internal or external to the organization – like a new policy and its implications for how an organization operates – while assumptions may be true but can reasonably be challenged – like those internal narratives. Where an organization lands on its givens and assumptions reveals what’s fair game for change and what isn’t and the initiatives or issues that demand immediate attention and those that merit attention later. Goals and priorities are born out of this exercise and serve as critical guideposts throughout a planning process and a plan’s implementation.


We don’t hold the conceit that any planning process is entirely democratic; making strategic decisions is often at odds with individual assessments and requires an ultimate authority, e.g., the executive or a strategic planning committee. However, planning and implementation will be successful to the extent that the process involves stakeholders both inside and outside of the leadership circle. Why? Because every staff member, from the executive to the front line, has a role to play in ensuring a plan’s success, especially if it represents a fundamental shift from business as usual. Because the plan also has implications for people a nonprofit serves, its Board, its partners, and its funders.

There are a lot of ways to be inclusive in a planning process, such as: staffing the steering committee to include people beyond “the usual suspects”; small-group or subcommittee discussions; and one-on-one interviews or surveys of key stakeholders.


A finished strategic plan isn’t the end but the beginning of all your hard work. Organizations that get the most out of their strategic or business plans embrace the plan as a dynamic, living document. They commit to a process for regular evaluation and revision, recognizing that the internal and external environment may shift in ways they could not anticipate, and that the path to success doesn’t occur in a straight line.


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