Fast-paced changes in everything from technology to views of the world from one generation to the next have made the job of managing increasingly challenging. Whether it’s new laws or court cases, employee expectations regarding working conditions or technology or financial pressures, the stress is unrelenting.
It is hard to decide what to do with all of the information you have gathered, according to Sandra M. Bates in her book, “The Social Innovation Imperative.” Bates suggested an ideation portfolio, an overall plan for how the opportunities will be addressed. The portfolio is composed of a series of ideation strategies that are designed to address opportunities systematically, along various platform and time horizons and to address various stakeholder criteria.
Are you tired of seeing the same list of players come up when you run searches on funder databases and search engines? Do you feel like the well is dry and you’re running out of ideas?
Audits are necessary, but the fact that someone is checking on someone else does not automatically guarantee that the checked doesn’t need to be checked.
In developing programs and delivering services, most organizations collaborate with other groups. “High-quality collaborations add credibility to grant proposals,” said Barbara Floersch, executive director of The Grantsmanship Center in Los Angeles. “Be sure to highlight and define partnerships, even when funders don’t require it.” Here’s a roster of points to address.
What your letter looks like can sometimes be just as important as what it says, according to a panel of nonprofit consultants.
Nonprofits should be segmenting their email lists, but an estimated one-third of them don’t because they don’t know how, said Erin Viray, associate client manager at Change.org in San Francisco. Viray spoke about benefits to and techniques of email list segmenting at Salsa Labs’ FUSE 2014 conference in Annandale, Va.
Successful nonprofit managers are aware of the value of volunteers.
Greenpeace isn’t afraid to ask supporters more than once. The organization calls monthly sustaining donors after the third payment to ask if they’re interested in upgrading, and on those calls, callers are coached to ask donors three times.
In an age when nonprofits face intense scrutiny by everyone from donors to people while hoping to remain relevant, organizations rely on a variety of measurements to keep both outsiders and insiders happy.