Whether it’s email or direct mail, fundraisers always aim to write effective copy that will inspire people to give. Well, sometimes that’s easier said than done — especially after authoring hundreds of solicitations over the years.
Usually, managers dislike surprises. Very often they are bad, and even when they’re not they can be disruptive.
Return on investment (ROI) is important for any fundraising effort. But while many nonprofit executives preach the need for ROI, not as many understand the need for an ROI report.
Crafting a winning grant proposal requires an investment of time, and the size of the award is not always commensurate with the complexity of the proposal package. This raises important strategic questions for grantseekers: If you’re going to commit the time to knock proposals out of the park, why would you want to pursue small grants? Is going after pocket change really worth it?
Very often, the success of a nonprofit organization rests on public awareness of the cause that the organization is seeking to address.
Personal communication is necessary for the nonprofit manager, and not just throughout the organization. In their book “The Generosity Network” Jennifer McCrea, Jeffrey C. Walker and Karl Weber make the point that managers need to work at communication, even if the day-to-day pressures of running an organization seem to work against that very communication.
Planned giving committees can do an enormous amount of good for nonprofit organizations, but they don’t just come together at random, nor do they operate efficiently and effectively without care and attention.
The fact is that board engagement is important to any nonprofit’s success. During the Association of Fundraising Professionals’ international conference, Karin Cox of Hartsook Companies and Steve Newberry of Commonwealth Broadcasting looked at the ways by which a manager can find and keep the best talent for an organization’s board. They suggested the following:
Fast-paced changes in everything from technology to views of the world from one generation to the next have made the job of managing increasingly challenging. Whether it’s new laws or court cases, employee expectations regarding working conditions or technology or financial pressures, the stress is unrelenting.
It is hard to decide what to do with all of the information you have gathered, according to Sandra M. Bates in her book, “The Social Innovation Imperative.” Bates suggested an ideation portfolio, an overall plan for how the opportunities will be addressed. The portfolio is composed of a series of ideation strategies that are designed to address opportunities systematically, along various platform and time horizons and to address various stakeholder criteria.