While adequate insurance is necessary, making insurance the lead dog in the risk-avoidance pack is not the best method of combating risk.
Culture and process are keys to fraud prevention at organizations, but it’s important to build technology on top of those building blocks.
There’s an old saying that the truth will set you free. If only it were that simple.
A rah-rah letter expressing vague support that won’t contribute to the program’s success won’t strengthen your grant proposal. A funder’s reaction is likely to be, “So what?”
Whether it’s email or direct mail, fundraisers always aim to write effective copy that will inspire people to give. Well, sometimes that’s easier said than done — especially after authoring hundreds of solicitations over the years.
Usually, managers dislike surprises. Very often they are bad, and even when they’re not they can be disruptive.
Return on investment (ROI) is important for any fundraising effort. But while many nonprofit executives preach the need for ROI, not as many understand the need for an ROI report.
Crafting a winning grant proposal requires an investment of time, and the size of the award is not always commensurate with the complexity of the proposal package. This raises important strategic questions for grantseekers: If you’re going to commit the time to knock proposals out of the park, why would you want to pursue small grants? Is going after pocket change really worth it?
Very often, the success of a nonprofit organization rests on public awareness of the cause that the organization is seeking to address.
Personal communication is necessary for the nonprofit manager, and not just throughout the organization. In their book “The Generosity Network” Jennifer McCrea, Jeffrey C. Walker and Karl Weber make the point that managers need to work at communication, even if the day-to-day pressures of running an organization seem to work against that very communication.
Current Print Edition
October 15, 2014Table Of Contents
Vol 28 No. 12
In The News