Social media is not just for selfies and pictures of food. While many organizations report little success fundraising on social media, some platforms can help you research prospects and build relationships.
How can you empower your staff to be the voice for your nonprofit through social media? Danielle Brigida, senior manager of social strategy and integration for National Wildlife Federation in Reston, Va., and Farra Trompeter, vice president at Big Duck, a Brooklyn, N.Y.-based communications consulting firm, served up a number of tips on how do that during a session at the ninth annual Bridge to Integrated Marketing & Fundraising Conference this summer at the Gaylord National Conference Center in National Harbor, Md.
Nonprofit leaders like to recognize the contributions of founders or executives who have enjoyed a long and happy relationship with the organization. Very often this is done with an exit agreement, a way to reward someone who has played a significant part in the groups’ success.
They’re like movie monsters. Everyone fears them, fights them, tries to prevent them from happening, but they keep cropping up anyway. They’re new ideas. No matter how hard people fight them, they’ll keep coming back.
The best way to deal with injuries, among staff or served communities, is to prevent them before they happen.
Employer-employee relations are always a barrel of laughs, between trying to adhere to the law, keep everyone happy and still fulfill the mission.
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.”