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6 ways of being more self-critical Ethics …
5 lessons about reacting with honesty Fundraising …
5 strategic insights during a downturn Prospect Research And The Cost To Raise $1 By Kate Rogers Ratios might be all-important for charities to consider when analyzing return on investment (ROI), but a better-looking ratio of profit to dollars spent doesn't necessarily equal the most money for your cause. In a tight economy, making every dollar count is essential for nonprofits of any shape or size, and charities' ROIs will differ depending on if an organization is striving for maximum effectiveness or maximum efficiency. “Finding the sweet spot between efficiency and effectiveness takes ongoing communication between the staff, board and leadership,” said Paulette Maehara, president and CEO of the Association of Fundraising Professionals (AFP) in Arlington, Va. Click Here to Read Complete Article...
Tips Section:
Communications …
6 ways of being more self-critical Sex. See. That got your attention. But fundraisers have to get and hold the attention of potential donors, and that is easier said than done. In his book “The Zen of Fundraising,” Ken Burnett maintains that nonprofits be acutely aware of the communications they send to potential donors, in terms of both content and presentation. He urges fundraisers to be more self critical of what they produce so they send only creative and effective communications. This includes saving money by not sending inappropriate and poorly constructed material. Burnett offers the following advice to get the best possible results out of donor solicitations: * Constantly measure donors' interest in and reactions to what they receive from you. Learn from this. * Ask yourself whether or not your donors actually read what you send them. * Never be dull, bland or unmoving. Communicate with passion. Nonprofits have the best stories in the world to tell, and the best reasons for telling them. * Invest in good pictures and in people who can write compellingly, with power and passion. *Design for readability, understanding that there is a big difference between presentations in print (where even the right typeface can matter) and those in electronic format. * Send less but better. Make sure what goes to donors is only the truly excellent. Ethics …
5 lessons about reacting with honesty The pressure a nonprofit manager experiences when things go wrong can be crushing, especially if it occurs on a slow news day or when a politician is worried about being re-elected. If you followed procedure, you're a hidebound bureaucrat more worried about covering your backside than an enlightened manager really working to help people. Deviate from procedure, and you might as well jump into shark-infested waters and open an artery. In their book “The Ethics Challenge in Public Service,” Carol W. Lewis and Stuart C. Gilman maintain that there are five lessons that can be learned public exposure of ethical lapses or damned-if-you-do-damned-if-you-don't attacks. * Use common sense. Be realistic. Learn what to expect from the media: nothing; that is the media's calling and professional duty. Be prepared for special scrutiny, not special treatment. * Go on record. Professional survival skills include making it difficult to be misinterpreted, misunderstood or misquoted. * Establish ethical credibility. Take a hand in training. Help break in media novices to establish a good working relationship and personal rapport and to expose them to the legal and professional standards. * Tell it as it is. Tell the truth. Let the media know they are dealing with a person they can trust. Lying is both unethical and impractical. * Tell it as it should be. This concept invokes a senior manager's responsibility to protect a blameless subordinate who is unjustly accused. It also involves compassion, which is more compelling when not self-serving. Fundraising …
5 strategic insights during a downturn Despite signs of trouble, many nonprofits (and a whole lot of for-profits) were hit right smack in the face when the economy went south. This inability or unwillingness to foresee problems runs parallel to the inability to understand what happened and, more important, what is happening. In her book “Nonprofit Finance for Hard Times,” Susan U. Raymond writes that a lack of good analysis and analytical tools makes understanding the relationship between economic change and philanthropy very difficult. Raymond offers five insights to guide strategic directions. The insights are: * For foundations, the challenge is to decide what business they are in. Raymond urges them to resist the short view, the temptation to trim grantmaking when times are tough, and take the long view.. * Corporate philanthropy does tend to plateau in times of economic challenge. This can be tricky, however, because increased awareness of corporate social engagement can actually increase competition to give more. * Revenue diversity is cental to nonprofit stability. However, research on the link between economic downturns and nonprofits is that there is no substitute for revenue planning that takes place in advance of crisis. * Specifics matter. Strategy must begin with, and regularly return to, the specifics of the economy within which the nonprofit operates. * No successful plan was ever developed in panic. Economics are cyclical. They will decline. They will rise. The amplitudes of the cycles will differ, but they will happen. Don't Forget Us! Changing positions? Or have you moved to another organization? Then, make sure you still get NPT's family of enewsletters by simply updating your profile. Copyright @ 2010 The NonProfit Times. To forward NPT Weekly to your colleagues so they can also subscribe click here. | 
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