A solid budget is an essential ingredient of a winning grant proposal. Grantseekers usually understand that the budget must be reasonable — that is, appropriate to support the proposed work — and must add up (and across and down). “But even a reasonable, accurate budget can sink a proposal if it doesn’t sync exactly with the narrative,” said Barbara Floersch, executive director of The Grantsmanship Center, in Los Angeles, Calif. “The budget’s got to tell the same story, but in the language of dollars.”
Creative spark and a methodical approach might seem like a couple that should never be introduced to each other.
Leadership can have an effect far beyond assembling and energizing the troops. It can also make an organization look attractive to potential donors.
Nonprofit managers embrace analytics, at the same time as multi-channel approaches to fundraising, they find themselves facing the resulting multi-channel analytics.
Timing is everything, and time is something of which managers have precious little.
Poor communication, missed commitments, lack of transparency (internal and external). Does that sound familiar?
Grantmakers are amazingly consistent in their definition of “capacity-building,” but grantseekers are often unsure of what fits into that category.
Knowing something about the individual on the other side of a fundraising request can be extremely helpful, and knowing something about the people who make decisions about cause related marketing could be helpful.
Good leaders know that they affect their employees in more ways than just giving orders and making decisions.
Despite a manager’s best efforts or an organization’s noble mission, employees will leave, and that includes the good ones.
Current Print Edition
August 1, 2015Table Of Contents
Vol. 29 No. 9
In The News