The tough part of establishing a strong board-CEO/staff relationship lies in making that happen, and in his book “The Board Game” William R. Mott presents 10 questions a board must address to build the strongest possible alliance.
Say everything necessary. Don’t say anything unnecessary.
To have a grant proposal rejected is disappointing, but it’s not the end of the organization or the proposal writer’s career. “Your job is to plan a strong program, prepare a competitive proposal, and submit it to an appropriate funder,” said Barbara Floersch, executive director of The Grantsmanship Center in Los Angeles, Calif.
When Matt Panos arrived at Feed the Children as its chief development officer in June 2012, the organization was, by his own admission, in disarray. “There were only four remaining board members,” said Panos. “The founder left under difficult circumstances. There had been four years of declining revenue. We had bad customer service, both internal and external, and retention was well below industry standards. The 90s called and wanted their website back.”
The worth of an item or service is clear in the business world: whatever people will pay for it.
As any savvy eater knows, a beautiful presentation on a plate is very nice, but it doesn’t amount to much if the food is lousy. So it is with presentations in the business/nonprofit world: People often have to make them, and they want to make them as eye-appealing as possible.
An organization’s financial reserves are a discrete subset of its net liquid assets. They are a distinct pool of assets that an organization can access to mitigate the impact of unbudgeted, undesirable financial events and/or pursue opportunities of strategic importance that may arise in the future.
In his book “The Board Game” William R. Mott illustrates lessons that were learned due to the resignation of the head of a private school. Mott wrote that these have wider nonprofit implications.
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.
Current Print Edition
October 15, 2014Table Of Contents
Vol 28 No. 12
In The News