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.
Women owned 10.1 million businesses that employed 13 million people and did $1.9 trillion worth of sales a year in 2008, the last available data. Women control about 83 percent of family spending and more than 50 percent of family wealth.
Developing a competitive federal grant proposal is not simple. Typical corporate and foundation requests range from two to ten pages and provide a birds-eye view of the program. By contrast, federal proposals range from 25 to 100 pages or more, and require meticulous descriptions of the program’s research base, plans, and management structure.
Anyone who has ever made a presentation knows how frustrating it can be to have to come up with suitable material. Speakers are tempted to throw in every possible bit of material they can find.