Nonprofit
Showing 753–768 of 869 results
-
SROI: Investing in impact
Summer 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 452
Abstract: Although hard dollars will always affect an organization’s ability to achieve its goals, many nonprofits are shifting their focus from an economic return on investment (ROI) to a social ROI (SROI) model. SROI can be a better measure of a nonprofit’s impact than traditional financial metrics because it focuses on how inputs, resources and policies help improve the lives of the individuals or communities the organization serves. SROI provides nonprofits with a way to measure and communicate the good they do.
-
Don’t let a crisis KO your big event
Summer 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 481
Abstract: Almost no benefit, gala, meeting or conference goes off without at least a small hitch. And event planners who aren’t prepared could see their big event turn into a disaster. A sound crisis management plan should address risk exposure, attendees’ travel planes, accommodations for those with special needs, and reliable communications with employees and vendors. It may also be appropriate to assemble a crisis response team.
-
Fraud prevention – The buck stops at your board
Summer 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 587
Abstract: Approximately 14% of all frauds in the United States occur at nonprofit organizations, for a median loss of $109,000. In some circumstances, boards are partly responsible. Many board members are volunteers who have little involvement with the organization’s day-to-day activities and don’t necessarily understand their role in preventing fraud. It’s essential that they learn to work closely with auditors and take responsibility for reviewing not only financial statements, but also the highest levels of executive management.
-
Have you strayed from your mission? Time to get back on track
Summer 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 938
Abstract: Economic conditions over the past few years have forced nonprofit leaders to make many difficult decisions that affect their organizations’ programs. Inadequate funding may have diverted attention from goals and led to program downsizing, or even dramatic changes in direction. Such organizations may need to update their mission, or determine whether they’ve strayed too far from it. If they have, they may neglect what donors and other key constituents want, and could even lose their tax-exempt status. In the worst case, they could go out of business altogether, as a sidebar to this article illustrates.
-
News for Nonprofits – Should you accept text message donations?
June / July 2010
Newsletter: Nonprofit Agendas
Price: $225.00, Subscriber Price: $157.50
Word count: 388
Abstract: This issue’s “News for Nonprofits” looks at the pros and cons of accepting text message donations, and the importance of meeting the compliance audit requirements for receiving funds under the American Reinvestment and Recovery Act (ARRA).
-
Event financing: 3 ways to land a sponsor
June / July 2010
Newsletter: Nonprofit Agendas
Price: $225.00, Subscriber Price: $157.50
Word count: 317
Abstract: With the economy gaining steam, some not-for-profits are considering bringing back the annual events that they eliminated a few years ago. But others, experiencing delayed effects from the recession, are canceling these events until more funding materializes. One way a nonprofit can ensure it will be able to hold its special occasion is to get a financial sponsor. This short article describes how, to attract one, it will be necessary to provide good data about past attendees; offer a variety of incentives according to sponsor involvement; and deliver on promises.
-
Breaking down the numbers – Tune up your board’s financial literacy
June / July 2010
Newsletter: Nonprofit Agendas
Price: $225.00, Subscriber Price: $157.50
Word count: 1080
Abstract: A not-for-profit organization’s board of directors has a mix of talents. So how can a nonprofit best share its financial results with the board members who are not financial experts as well as with those who are? One method is to use graphs and pie charts instead of long lists of numbers. Another is to provide a cash flow analysis, along with ratios that allow the board to see if the organization’s costs and revenues are in line with its expectations. And it may be helpful to provide the financial training appropriate for serving the needs of a nonprofit. A sidebar to this article provides a description of some common financial terms.
-
Be sure to lobby by the rules
June / July 2010
Newsletter: Nonprofit Agendas
Price: $225.00, Subscriber Price: $157.50
Word count: 642
Abstract: Most nonprofits are involved in lobbying at one time or another. But what are the rules not-for-profits must follow when participating in these activities? The answer depends on the type of organization, what kind of activity it’s conducting and how much lobbying is involved. Lobbying is different from political activity (which is prohibited to charities), and there’s a distinction between direct and grassroots lobbying. But certain actions are permitted without restrictions and aren’t considered to be lobbying.
-
Newsbits – IRS releases “due date” tables
Spring 2010
Newsletter: Profitable Solutions for Nonprofits
Price: $225.00, Subscriber Price: $157.50
Word count: 416
Abstract: This issue’s “Newsbits” discusses the availability of IRS “due-date” tables for various required tax forms and reports; how nonprofits can capitalize on special events as an opportunity for savvy fundraising; and updated IRS Rev. Proc. 2010-9, which addresses the request, issuance and appeal of determination letters and rulings on the exempt status of organizations.
-
Audited financial statements – First impressions
Spring 2010
Newsletter: Profitable Solutions for Nonprofits
Price: $225.00, Subscriber Price: $157.50
Word count: 550
Abstract: To impress potential lenders and funders, it’s important for a nonprofit organization to show that it measures its financial health with care and frequency. Presenting timely audited financial statements upfront can make the difference between being turned down for a loan and getting one. It’s essential, though, to understand the different roles of the auditor and the board, and to be knowledgeable about different financial statement formats.
-
Fiscal sponsorship Q & A
Spring 2010
Newsletter: Profitable Solutions for Nonprofits
Price: $225.00, Subscriber Price: $157.50
Word count: 667
Abstract: An organization may be too new — or too small — to have obtained its tax-exempt status. Or, if it’s well-established, it may have an opportunity to expand its programs by joining forces with a smaller or newer organization. In either case, fiscal sponsorship is a structural arrangement with another organization that might be worth considering. This article answers some questions about this special relationship, including how the arrangement works and possible pros and cons for the sponsor.
-
Grant writing – Giving it your best shot
Spring 2010
Newsletter: Profitable Solutions for Nonprofits
Price: $225.00, Subscriber Price: $157.50
Word count: 903
Abstract: Applying for a grant in an economic downturn can seem like an unlikely long shot. But securing funding is far from impossible. However, developing a winning grant proposal requires diligent research, strong writing and enough factual information to enable the grantor to make a decision. It also calls for the ability to assimilate what the grantor is looking for and how the requesting organization’s project fills that bill. This article offers a number of tips for getting started, choosing the best targets and writing effectively. A sidebar discusses the importance of talking directly to the grantor.
-
Red Flags Rule applies to nonprofits, too
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 348
Abstract: After several delays, the Federal Trade Commission (FTC) plans to begin enforcement of its “Red Flags Rule” on June 1. Although they typically don’t fall under the FTC’s jurisdiction, nonprofits that extend consumer credit are likely subject to the rule, which was developed to help prevent and detect identity theft. Those that are subject will need to develop a written identity theft prevention program.
-
Measuring effectiveness – Are overhead ratios becoming a thing of the past?
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 685
Abstract: Overhead ratios represent the percentage of funds nonprofits spend on administration and fundraising vs. programs. But this metric has traditionally been used by charity watchdog groups as a proxy for overall effectiveness. This has led some organizations to underreport their nonprogram costs and neglect making critical infrastructure investments. In response to growing discontent with overhead ratios, watchdog groups and nonprofit leaders are beginning to consider broader measures of nonprofit effectiveness.
-
How to keep bad apples from spoiling your board
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 612
Abstract: Most nonprofit board members understand their roles and are dedicated to working in a cooperative spirit to achieve the organization’s strategic goals. But one rogue member can easily hinder the effectiveness of a board — and its organization. Most disruptive board behavior probably can be classified as merely annoying or insensitive, but immediate action is warranted when a board member betrays confidentiality or pursues a personal agenda. Nonprofits are encouraged to thoroughly screen prospective members and regularly monitor meetings to spot signs of trouble before they get out of control.
-
Save money and improve efficiency with a strategic alliance
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 828
Abstract: Having to do more — a lot more — with less is almost every nonprofit’s biggest challenge these days. One of the best ways to meet this challenge is by doubling up, or forming a strategic alliance with another nonprofit, government entity or for-profit company. These impermanent alliances can help slash expenses and introduce new perspectives, but both groups need to consider many issues, including fundamental values, before joining forces.. A sidebar discusses “the tool of last resort” — a legal merger.