With the recession having re-ignited talk about an uptick in nonprofit mergers and acquisitions, it might be a good time to examine just what it might take to merger your nonprofit or acquire another one.
How do you run a successful nonprofit? It’s easy. You bring in a heap of money and you distribute it or do something with it.
It is no secret that employee mobility is greater than it was a century ago, and that keeping good people can be a difficult, if worthwhile, enterprise.
The number of foundations that have engaged in shady or dimwitted dealing might be few, but few is enough for crusading politicians or self-appointed watchdogs who want to build a reputation.
Bill Clinton’s 1992 slogan “It’s the economy, stupid” was a simple statement that represented a complex problem. Nonprofits should adopt their own slogan – “It’s the awareness, stupid.”
Executive compensation is the most active area of inquiry and enforcement at the Internal Revenue Service (IRS), according to G. Bliss Jones of Jones and Kolb, an Atlanta-based CPA firm.
A solid brand identity can tell an important story, setting expectations, gaining attention and fostering relationships, according to Cone, a Boston-based strategy and communication agency. Since a brand valuation can help transform an intangible idea into a concrete asset, Cone offers 10 essentials to enhancing brand power:
Your teenager isn’t the only thing that should be going through phases.
Many organizations, nonprofit or for-profit, speak of having an organizational culture. This culture is generally at the heart of what an organization does, as well as how it goes about its business.
It might be a different kind of board game, but philanthropic consultant Carol Weisman from Board Builders still compared board management strategies to either checkers or chess during the recent Bridge to Integrated Marketing & Fundraising Conference, in National Harbor, Md.