Managing is easy. Getting people to do what you tell them that is hard.
As the problems addressed by nonprofits become more complex or more persistent, solutions need to be more creative and adaptive.
The metrics that matter most are those that tell you if your communications strategy is helping you meet your organization’s overall goals. Yet, measuring that impact is complex and complicated. Your communications strategy exists to help audiences discover your organization and your work, participate in your programs and services, learn from the content you offer, and take action on issues.
Like each generation before it, the Millennial Generation will bring its own unique characteristics and preferences to the world of philanthropy. Millennials are those born roughly between 1980 and 2000, making them anywhere from 13 to 34 this year.
Crowdfunding yielded more than $5 billion during 2013, with about 30 percent of that going towards nonprofits and social causes.
The “Marriage Counseling for Communications and IT Staff” session at this year’s NTEN’s NTC 2014 Conference came about when reports surfaced of tension between the technical and marketing attendees. Melissa Bear and Andrew Kandels of Caringbridge, along with Brad Grochowski of Picnet, joined Peter Campbell to present on ways that the marketers and techies can all get along.
Only 1 percent of board members at major for-profit corporations have a technology background and the vast majority is clueless about technology. You can presume that these numbers are worse at small to medium nonprofits. Therefore, with less than 1 percent of board members having any technology background, the matter of technology use within a nonprofit is most likely rarely broached.
It is even more important than ever to have a board populated by bright individuals who can devote time, talent, energy and, yes, money to he organization.
Collaboratives are nothing new, but in 2010 a group of funders formed the Catalyst Fund for Nonprofits (CFN), managed by the Nonprofit Finance Fund (NFF), a five-year collaborative to support the exploration, planning and implementation of voluntary strategic collaborations and mergers in the Boston area.
Sometimes good managing is a matter of making the best use of the capital at your immediate disposal.