NPT Lunch Truck is a brief audio interview with leading nonprofit executives on a hot issue of the day while you munch on that chicken salad sandwich with the crust cut off. The newsmaker will be interviewed by a member of the editorial staff of The NonProfit Times.
Establishing a cause marketing relationship with a business is not just a fundraising endeavor (not that fundraising doesn’t enter the picture). Getting the venture going is very much a job of selling — selling the for-profit on the benefit it will derive from the partnership, selling donors on the good of the program, maybe even selling people within the nonprofit of joining with a corporate sponsor.
Anyone who knows anything about grants knows the cardinal rule is to follow the funder’s directions in preparing and submitting the proposal. “But that’s not always a simple as it sounds,” said Barbara Floersch, Executive Director of The Grantsmanship Center, in Los Angeles, Calif. “Sometimes directions are confusing and sometimes they’re sparse, leaving lots of unanswered questions.” What should you do, for example, if the funder provides no instructions for formatting the grant proposal?
In their efforts to comply with the reporting requirements of the Internal Revenue Service (IRS), nonprofits often provide too much information, or they even provide the same information in more places than one. Such duplication can cause problems rather than prevent or solve them, and annoy IRS agents rather than pleasing them.
Managers at nonprofits across the U.S. collect and store — in filing cabinets, networked servers and in rented “cloud” space — vast amounts of personal information. If you believe that the work of foreign hackers represents the greatest threat to the confidential information your nonprofit collects, you might be overlooking threats that are far closer to home.
During the 2014 Association for Healthcare Philanthropy (AHP) International Conference, Theresa Pesch, president of the Children’s Foundation of the Children’s Hospitals and Clinics of Minnesota, stressed the importance of extreme engagement, getting those board members and volunteers involved in a way neither they nor the staff would have thought possible.