Thinking positively is generally the way to go, but at the recent AICPA National Not-For-Profit Industry Conference, Frank Kurre of Grant Thornton showed the benefits of looking for trouble.
It was 1972 that gave us the re-election of President Nixon, as well as the break-in at the Watergate Hotel (where the best surprise is no surprise). That year also saw Bobby Fisher win the world chess title, the death of William “Hopalong Cassidy” Boyd, and the first of three straight World Series titles for Charles O. Finley’s mustachioed Oakland A’.
As the economy remains shaky and nonprofits are told to do more with less, as the population ages and demands and resources change, managers are finding themselves required to think in new ways.
The most disheartening thing about the allegations of misuse of funds in the nonprofit world, which make great headlines and which politicians use to gain votes (when they’re not condemning the deficits they cause) is that sometimes they are true.
You’re getting warm.
In this difficult economy, with cutbacks and retrenchments, it can be difficult for any nonprofit to survive, let alone flourish.
Although the fear among nonprofit leaders is of an organization losing its nonprofit status after running afoul of the Internal Revenue Service (IRS), complete revocation is not the only penalty that can fall.
It’s open and shut. The new world, the one with instant communication, instant access to near-limitless information, instant notification of every move someone makes, that world is the world we live in, even in the workplace.
Ownership might not seem like the appropriate term for nonprofit operations, but in her book “Policy Governance” Caroline Oliver stressed the idea of board members taking thinking about ownership, remembering that they act as representatives of those whose interests are served, both legally and morally, by the organization, the owners.
You’ve heard it hundreds of times if not more — back up the data on your PCs. Maybe you even do this on a regular basis.