Date

4-30-2026

ESRP 9000 Professor

Sandy Underhill, Ed.D.

ESRP 9001 Professor

Sandy Underhill, Ed.D.

Executive Summary

A Model for Financial Sustainability through Revenue Diversification in Non-profit Organizations. Annette F. Cardoza, 2026: Strategic Research Project, Nova Southeastern University, Abraham S. Fischler College of Education and School of Criminal Justice.

Keywords: Community Engagement, Competitive Advantage, Goal-Based Orientation, Organizational Structure, Operational Efficiency, SWOT Analysis

This strategic research project is a mixed-methods study that utilizes quantitative tools such as the SWOT, IFE, EFE, and QSPM, supported by qualitative literature evidence, to identify a critical gap in my organization. The gap was due to budget constraints, a weakness that has challenged operational efficiency within the private research-based nonprofit cultural organization. To address this gap, leadership-driven strategies were identified that support long-term revenue diversification. The department fulfills a mission centered on cultural preservation, academic engagement, and community outreach; however, it faces persistent budgetary constraints due to reliance on limited public funding and fluctuating philanthropic support. Using an organizational leadership framework, this project assessed internal and external conditions influencing financial performance to determine practical, evidence‑based solutions.

A comprehensive strategic assessment was conducted using SWOT analysis, the Internal Factor Evaluation (IFE), the External Factor Evaluation (EFE), and the Quantitative Strategic Planning Matrix (QSPM). These tools were applied to evaluate organizational strengths, weaknesses, opportunities, and threats, and to prioritize strategic alternatives aligned with institutional mission and operational context. Findings indicated that revenue diversification represents the most viable pathway to long‑term financial sustainability. Specifically, revenue-enhancing initiatives and collaborative alliances emerged as the most attractive strategies, with TAS values of 6.79 and 6.59, respectively, and were in close proximity, supporting a blended approach that demonstrates strong alignment with departmental capabilities while mitigating external financial risks.

Based on the QSPM results, revenue‑enhancing initiatives such as earned income activities, donor engagement, and institutional partnerships were identified as the optimal strategy, closely supported by collaborative alliances that expand organizational capacity through shared resources and expertise. To implement the selected strategy, organizational leadership would execute a phased action plan that embeds strategic financial planning into governance processes, assigns accountability for revenue diversification initiatives, and establishes measurable goals to increase unrestricted funding and long‑term financial resilience while preserving mission integrity and community impact.

Document Type

Strategic Research Project-NSU Access Only

Degree Name

Doctor of Education (EdD)

College

Abraham S. Fischler College of Education

Concentration

Organizational Leadership

Language

English

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