A small regional office of a national nonprofit builds a culture of engagement without blowing up its budget.
In 2012, a well-known national nonprofit reorganized itself, reducing its once-sprawling footprint to 60 regional offices focused on service delivery. Each regional office had its own regional CEO to manage the mission in its assigned geography. Although necessary, these changes left the regional CEOs with reduced staff to carry out the critical work of helping people.
After the shakeup,