Monthly giving donors give more and stick around longer. If your organization doesn’t have a sustainer program, it might be time to start one. Consultant Erica Waasdorp has five tips for both new and established programs seeking to acquire new sustainers through direct mail in her book, “Monthly Giving: The Sleeping Giant.”
Even on the best days, work in a nonprofit can feel like a never-ending uphill battle against forces that not only don’t weaken but multiply and become stronger.
A grant proposal is a written argument to convince a funder that your project deserves a grant award. It must be logical and well documented. It must align with the funder’s interests and giving patterns.
Do more with less. Hire the right people. Fundraise, fundraise, fundraise.
Experience might be the best teacher, but experience has shown nonprofit leaders that waiting for a fiasco and then hiding under the desk is not the way to go.
No, that suit doesn’t make you look fat.
Mistakes or misdeeds by volunteers can reflect badly on a nonprofit or, worse, make it vulnerable to legal action. The volunteer can even face personal liability. The fact that volunteers are not paid does not protect an organization from liability any more than the fact that the nonprofit’s mission is a philanthropic one.
One popular form of cause-related marketing is an agreement between a nonprofit organization and a for-profit entity, called a commercial co-venturer (CCV).
Dealing aggressively with risk to prevent problems from happening is standard practice at many nonprofits. One form of such pre-emptive action is known as enterprise risk management (ERM).
There’s reporting, and there’s reporting. Some people report for duty. Some news media present brainless rants as fact. Nonprofits must report clearly what and how they are doing.