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2027 Progressive Strategy Summit
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Thoughtful work.
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A home for projects, frameworks, and practical tools by Talia N. Harris.
Explore selected examples from my nonprofit operations leadership, or visit LevelUp to see how we could work together.
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Selected work
Practical systems.
Everyday impact.
Examples from my nonprofit leadership roles that inform the work I bring to LevelUp engagements.
01 / Financial operations
Making vendor payments work better.
Implemented digital vendor payment workflows that eliminated in-person check signing, alongside accounting codes that distinguished activity across affiliated organizations.
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The operating need
Move vendor payments beyond in-person check signing while keeping financial activity distinguishable across affiliated organizations.
My contribution
I implemented digital vendor payment workflows and developed accounting codes to distinguish activity across the organizations.
What changed
Vendor payments no longer depended on in-person check signing, and the accounting structure supported clearer identification of each organization’s activity.
What this brings to an engagement: hands-on attention to both the workflow people use and the financial structure behind it.
02 / People & culture
Putting clarity into people systems.
Designed and implemented an equity- and competency-based performance review process and a professional development policy.
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The operating need
Give performance conversations and professional development a clearer, more consistent framework.
My contribution
I designed and implemented a performance review process centered on equity and competencies, alongside a professional development policy.
What changed
The organization had a defined review process and development policy to support more consistent people practices.
What this brings to an engagement: a practical connection between organizational values, expectations, and the processes people experience.
03 / Planning & execution
Connecting priorities to resources.
Brought directors into the annual budgeting process and created a centralized finance and operations calendar to organize recurring responsibilities.
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The operating need
Connect departmental planning with the annual budget and bring recurring finance and operations responsibilities into a shared view.
My contribution
I brought directors into annual budgeting and created a centralized calendar for recurring finance and operations work.
What changed
Directors participated in budgeting, and recurring responsibilities were organized in a central calendar.
What this brings to an engagement: a focus on connecting the people setting priorities with the resources and recurring work needed to carry them out.
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