It sounds crazy, but nonprofits hoping to find success in fundraising among Baby Boomers will have to find ways to re-engage with them. Re-engage with a group that gives $47 billion annually?
Despite their awareness of the need to fundraise, many nonprofit leaders face roadblocks to their efforts, roadblocks they put up in the first place.
Before digging into the first proposal, grantseekers should think closely about whether they’re ready to go for the grant. According to Holly Thompson, contributing editor for the Grantsmanship Center in Los Angeles, a good start is to outline clear, well thought-out answers to these questions:
The dynamism of a board is integral to nonprofit success, but the fact is that boards are comprised of people, and people bring a wide variety of strengths, backgrounds and interests to the table.
All the best intentions in the world won’t make much difference if someone isn’t wiling to put in a lot of hard word.
Fundraising is so important in the nonprofit sector that it is possible to lose sight of how much money must be spent to raise money.
The saying goes “enough is enough.” But one problem facing the nonprofit sector is that there is never enough.
Whether they began that way or evolved over time, many organizations are international nongovernmental organizations (INGO). Certain principles of operating a nonprofit can apply across the spectrum of all organizations, but in their book “Building a Better International NGO,” James Crowley and Morgana Ryan suggest that INGOs face special core requirements that can help an international organization have an effect that is more than the sum of its parts.
Being the king (or queen) is good, unless it isn’t, as attested by a host of literary and historical characters.
Bridgespan has found that many nonprofit leaders, including boards, confront the question of leadership development only when faced with a succession crisis.