Analytics and data are two topics that can give any nonprofit manager a headache. Instead of taking another Advil to deal with the stress, why not let The NonProfit Times and IBM help make things easier to understand.
Americans have been a very litigious people for a very long time (and if you disagree, papers are on their way to you). The use of social media has exponentially increased both knowledge among employees and willingness to do more than gripe around the water cooler (if there is one) or at the unemployment office.
Many executives find that smaller groups can help expedite the work of larger groups. This desire to get things done can also manifest itself in the use of executive sessions, meetings typically held at the conclusion of business from a regular board meeting.
1-800-SAVE-BAY. Easy to remember, but some people wanted the Chesapeake Bay Foundation to print it in their direct mail materials as 1-800-729-3229. No problem, said Direct Marketing Manager Danielle Green, except the number was misprinted by one digit. Even worse, the wrong number directed donors to an – ahem — “adult conversations” line.
Social media has changed the game when it comes to communicating about your organization. Not only can supporters talk about your nonprofit on their own, but your employees also have free reign to these social networks.
Cause marketing arrangements between nonprofits and for-profits have a history of providing benefits to both parties, but they also have a history of problems when there is a lack of clarity about each entity’s responsibilities and expectations.
Mid-level donors might live in a strange place in your development department. They’re not serviced with the same automation that your direct mail file is, but they also most likely don’t warrant the personal touch of the major giving department.