Library

So many people hate telemarketing calls that there are whole websites devoted to ways to torment and infuriate the people making those calls. Are telemarketers evil fiends who should be despised and tortured whenever possible? Read this article featuring first-person accounts of individual experiences in nonprofit telemarketing.

New survey analysis on the prevalence of nonprofit voter engagement and its intersection with race, leadership, and community served. Seven in 10 voters say they think it is a good idea for nonprofits to offer voter support services, like voter registration, election reminders, and election day transportation. Additionally, nonprofits effectively reach communities underrepresented at the polls, including low-income, young, and voters of color. Finally, nonprofit voter engagement significantly bo

There is a world of difference between financial management and financial leadership, and refocusing a nonprofit’s approach fiscal sustainability and agility is essential. Outlined in this expert guide are such activities as transforming annual budget analysis, deciding whether or not income diversification is appropriate, achieving a robust reserve, and equipping the board for effective financial governance.

Should an organization be sharing the information it gathers about programs and services? There are benefits to doing so—and there are risks. Generally, sharing data is not common practice, but as funders increasingly demand information about the effectiveness of the organizations they support, more and more nonprofits are doing so. This article discusses how to share data.

“Trickle-Down” is when an organization bypasses the people who are most affected by a certain issue, engages and funds larger organizations to tackle these issues, and then hopes that miraculously the people most affected will help out in the effort, usually for free. According to this article, such an approach often sabotages community engagement efforts.

Asking Questions About Sustainability, Scale, and Systems Change is an article written by Ryan Glasgo & Sandhya Nakhasi for Stanford Social Innovation Review. The article details a flexible, mission-based approach for nonprofits trying to plan for scale, systems change, and sustainability at the same time.

Is an article written for The NonProfit Times. In the article, authors Maxine Harris and Michael B. O'Leary provide some sample questions to help audit the hiring process and assess the extent to which it follows evidence-based practices.

Is a GuideStar report by Linda M. Lampkin of the Economic Research Institute. On May 17, 2010, the IRS began revoking tax-exempt status from nonprofits that failed to file three consecutive annual returns. This report provides information on which organizations are at risk, what steps affected organizations should take, and the impact this action will have on the nonprofit sector.

Is a new article in the Nonprofit Quarterly that defines the B Corporation legal format and explains how such a structure might be relevant to nonprofits.

Asset depreciation is a tool that a nonprofit can use to build its organization's financial reserves. In this article, Curtis Klotz explains why a nonprofit might want to create depreciate expenses.

Is an article written by Elizabeth Zeigler for Stanford Social Innovation Review. In the article, Zeigler shares nonprofit strategies for facing challenges and seeking opportunities with both intentionality and creativity.

Is an article written for Smart Business Online. The article shares basic steps for ensuring that nonprofits stay aligned with their mission and put themselves in a strong position for the future.

Year-end tax statements provide donors with a convenient summary of their charitable contributions. They also offer an additional opportunity for the nonprofit to express its appreciation. These simple guidelines will help guide such expression, and an example is given.

This idea about finding the right professional development opportunities for talented people in an organization makes a lot of good sense on so many levels!

Even under the best of circumstances, giving feedback on a nonprofit organization's effectiveness to those in higher positions can be difficult. Yet nonprofit leaders need to make sure they're getting this feedback; without it, executives can overestimate their organizations' capacity and neglect areas that need improvement. This article offers insight into weaknesses that could be corrected and how to get feedback about them from staff.