Engaging with constituents, as noble as it sounds, is often easier said than done. By engaging with the people served, nonprofits can do an even better job of delivering the broad range of needed services they provide.
Once you’ve visited a major giving prospect, you’ll have to get the information you’ve learned down on paper. Your call report or trip report will help others know about the prospect, and can act as a refresher the next time you contact the potential donor.
When you’re fighting hard on behalf of the people or things for which your organization stands, you must be able to trust those fighting by your side. “You can deal with staff members who turn out to be scoundrels so long as you stick like glue to your organization’s personnel policies,” according to Barbara Floersch, director of The Grantsmanship Center in Los Angeles, Calif.
A public relations crisis is like a judge’s comment on pornography: You can’t define it, but you know it when you see it.
It’s nice to get an accidental donor, one who happens to be trolling the Web and finds a cause or organization and makes a snap judgment to give.
Effective branding is so accepted as a nonprofit necessity that it can be overlooked in terms of approach or strategy.
Most managers believe that only strict and complete control will yield satisfactory results, but in his book “Stewardship” Peter Block argues that stewardship is preferable to dictatorial control.
A successful planned giving campaign requires a good planned giving committee, but John Elbare, founder and owner of Florida Philanthropic Advisors LLC in Sarasota, Fla., argues that a good committee is not just going to happen.
How can you describe the benefits of younger members on a board: their passion, their vigor, their ability to use a cell phone?
Walt Disney famously said, “If you can dream it, you can do it.” According to nonprofit management expert Terri Temkin, organizations would be wise to listen to Disney’s words when it comes to crafting a vision statement.