“You should only say, ‘we don’t have the budget,’ if you’re trying to get out of something gracefully,” said Louise Moore, controller at Vestal, N.Y. marketing firm Cull Martin and Associates. “You should set your budget up to do things you want.”
Differing job responsibilities can sometimes make people in the same organization think and act as if they are working for competing organizations or causes.
Financial managers need to be good at one thing: handling money.
The most critical elements of a winning grant proposal are the logic of the argument for support and the thoroughness of the program plan. Still, logic and planning won’t matter if your writing is so garbled reviewers can’t understand what you’re trying to tell them.
Nonprofit leaders hoping to harness the desire by many people for corporate social responsibility (CSR) might benefit from knowing what is on the minds of those people.
Most nonprofits don’t leverage their monthly giving programs as well as they can. Erica Waasdorp, president of A Direct Solution in Marstons Mill, Mass., shared some tips on getting the most out of your monthly giving program in her book, “Monthly Giving: The Sleeping Giant.”
Every organization pays lip service to stopping and reflecting on what it is doing and the best way(s) to continue doing a great job.
The move toward providing philanthropic support to “what works” has gained support during the past few years. These are known as evidence based programs/practices (EBP).
All nonprofit managers know that volunteers are an integral part of their organizations, but do they know the more minute details about them?
A worthwhile mission clearly stated and effective fundraising are crucial stones upon which a nonprofit foundation rests, but as all-too-many people inside and outside the sector can attest, ethics violations — or even the appearance of ethical lapses — can damage a cause and possibly even destroy an organization.