Nonprofit managers are well aware of the need to minimize risk, but often they do not know how to do that.
Nonprofit organizations have had to innovative and flexible in tough economic times, and that is no less true in the area of compensation, especially for the top positions. Even in the executive offices, doing more with less has been a recurring theme.
Sometimes a grant award will be smaller than the amount you requested. “It’s not unusual to receive the award notice without an explanation for the reduced amount or a request for a revised budget,” said Barbara Floersch, executive director of The Grantsmanship Center in Los Angeles.
Social media is not just for selfies and pictures of food. While many organizations report little success fundraising on social media, some platforms can help you research prospects and build relationships.
How can you empower your staff to be the voice for your nonprofit through social media? Danielle Brigida, senior manager of social strategy and integration for National Wildlife Federation in Reston, Va., and Farra Trompeter, vice president at Big Duck, a Brooklyn, N.Y.-based communications consulting firm, served up a number of tips on how do that during a session at the ninth annual Bridge to Integrated Marketing & Fundraising Conference this summer at the Gaylord National Conference Center in National Harbor, Md.
Nonprofit leaders like to recognize the contributions of founders or executives who have enjoyed a long and happy relationship with the organization. Very often this is done with an exit agreement, a way to reward someone who has played a significant part in the groups’ success.
They’re like movie monsters. Everyone fears them, fights them, tries to prevent them from happening, but they keep cropping up anyway. They’re new ideas. No matter how hard people fight them, they’ll keep coming back.
The best way to deal with injuries, among staff or served communities, is to prevent them before they happen.
Employer-employee relations are always a barrel of laughs, between trying to adhere to the law, keep everyone happy and still fulfill the mission.
The tough part of establishing a strong board-CEO/staff relationship lies in making that happen, and in his book “The Board Game” William R. Mott presents 10 questions a board must address to build the strongest possible alliance.