plained. “… over the next 12 to 15 years
there’s a desire to implement programs
that strengthen the community so that
it can become sustainable, not reliant on
CCFC support. When we leave a commu-
nity, they can continue without us. That’s
the goal.”
Moving from the profit to not-for-profit
sector might seem like a big leap but Lu-
kowski says the differences aren’t as vast
as one would imagine. CCFC is run like a
business, following a certain set of disci-
plines and remaining accountable to their
donors, who much like shareholders, ex-
pect to see results in exchange for con-
tinued support. The Harvard Business Re-
view talks about developing strategies for
non-profit organizations, Lukowski said.
Everything starts with your mission, he
explained, and it carries on from there by
developing a theory of change and a plan
to implement that mission.
Long term, Lukowski hopes to see an in-
crease in the number of communities ben-
Mothers wait outside of a
CCFC-supported health clinic
in Burkina Faso
86 business elite canada
H
MAR/APR 2015
