All nonprofit organizations are concerned with developing their financial resources and raising funds for their ongoing budget, capital projects and endowment funds, among other purposes. It is not unusual for there to be a difference of opinion among the members of the board as to what comes first: Does an organization plan for its future once there is a sense of financial security or does it achieve financial sustainability only after utilizing a strategic planning process? This question is asked by both chief executive officers and volunteer leaders. Quite frequently, one or more people involved in a nonprofit organization will balk at spending the time, effort and funds on a planning process when they have to stretch to complete the month in the black. Their reasoning is that they cannot … Continue Reading

Today’s environment lauds and extols partnerships and cooperative relationships involving nonprofit organizations. When two or more organizations find a way to join forces and either co-develop programs or coordinate their providing services, it is applauded by contributors, funders and stakeholders. It is a smart way to avoid duplication, limit competition and capitalizes on agencies’ knowledge and expertise and has become an accepted part of the nonprofit landscape. It also sends a strong message to the community at-large about efficiency and resourcefulness. When organizations decide they want to explore working together, whether it be in a cooperative relationship or a partnership, it is imperative that they define upfront what each wants from the relationship and how each agency can … Continue Reading

Consultants are often thought of as magicians who can make problems disappear and fix almost any situation. In the face of tough situations involving boards of directors or organizational challenges, the first step is identifying the most appropriate suitable and best consultant. The consultant is usually approached at these times because there is a sense of crisis and the professional and volunteer leaders are not sure how to resolve these immediate challenges. Many times, there is a big difference between the reason the leadership reaches out to a consultant and the real problem confronting the organization. Another way of conceiving of these two aspects is to refer to the first as the presenting problem and the latter as the identified problem. True, sometimes they are the same, however, in … Continue Reading

by Barbara Maduell Year-end gift acknowledgments and tax receipts are going in the mail. For many development professionals, January is the time of year for shifting gears, perhaps from a winter appeal to an upcoming signature event, or from fundraising for operations to planning for a special purpose campaign. And while you know that major gifts fundraising is an ongoing, season-less process, this time on the calendar often challenges staff and volunteers to stay motivated and inspired. Whether you just finished your fiscal year or are in the middle of one, here are six steps your organization can take to move your values-based relationships forward and further your mission in the coming months: Acknowledge hard work. After summer planning, the fall frequently is the busiest time for … Continue Reading

Fostering an Important Relationship: Bringing the Chair and the Donor Together Last week, I accompanied, G, one of my clients from abroad, to meet with an Israel-based organization she funds. The director of the organization had arranged a wonderful site visit that included visiting one of the agency’s youth clubs and meeting with a number of people such as the supervisor of the network of clubs, the coordinator of its youth club and a number of the club’s young participants. The schedule was perfect and the use of time could not have been designed more efficiently. The director thought of every detail and even arranged for A, the new chair of the board, to pick up my client and me and drive us to club for the site visit. After introducing himself, A took the drive to the site as an … Continue Reading

by David B. Marcu Many nonprofit organizations (NPO’s) today, particularly those working in the social services, operate, at least partially with funding from the public sector - government and quasi-governmental sources. This funding is commonly provided on a “fee for service” basis, and thus putting the NPO in the role of a “supplier” of services. In this environment, the fee basis is often set by government, based on its own set of priorities. If at one time such fees were negotiated, today, they are often dictated on a “take it or leave it” basis, meted out by a predetermined and disseminated RFP process. In this funding environment, where the prevailing economic environment is also a factor, funding is usually limited to the cost of contracted services only, with little to … Continue Reading

Recently, I came upon a community organization that was using a standard RFP (request for proposals) process to engage a consultant to assist with strategic planning. I started thinking about the process of engaging consultants and best practices for both the organization and the candidates. It is interesting to think about how an organization selects someone who will work with those most committed to the organization and the most appropriate steps to take to select the right firm or person. Organizations often bring in a consultant after facing a dilemma or conflict and having exhausted all of the human resources available to their leadership, including past presidents and other former leaders, then turn to an outside expert who can help the board and/or staff think through possible solutions. … Continue Reading