For most nonprofit leaders and their boards, an annual retreat can help them to foster interpersonal relations, build group cohesion and help them to renew their commitment to the organization and its mission.
For most nonprofit leaders and their boards, an annual retreat can help them to foster interpersonal relations, build group cohesion and help them to renew their commitment to the organization and its mission.
For many nonprofits, the need for funding in lean times can lead them to engage with the business community to garner grants, employee volunteer support and other resources that for-profits can offer. But unfortunately, many nonprofit fundraisers and development staff lack the background to effectively communicate with those in the business world, hindering their success at fundraising from this sector.
The U.S. Department of Homeland Security said it plans to distribute $210 million in funding through the Nonprofit Security Grant Program, which is administered by the Federal Emergency Management Agency, as the second tranche of funding that the Biden administration secured to help protect faith-based institutions and nonprofit organizations against targeted attacks.
Even though the COVID-19 pandemic is well behind us, many nonprofits continue to hold their board and committee meetings virtually. There are a variety of reasons why, but for most, it comes down to convenience—it's often just easier for board members to login from a laptop at their homes or workplaces than it is to make the drive in to the organization's offices.
Identifying, recruiting and successfully onboarding new board members is a lofty goal for any nonprofit, but just as important, experts say, is ensuring that your existing board members are staying engaged and adding value to the organization.
For the typical nonprofit, the process of onboarding new members to its board comes after a somewhat lengthy period of recruiting, vetting and then, finally, voting in the new recruits.
A new case of financial fraud at a major nonprofit shines the light on the need for nonprofit boards to hire external auditors and even specialized forensic accountants to keep embezzlement at bay.
Many—if not most—nonprofits are stretched for time and money and operate on a “do more with less” mentality accordingly. But experts say that can be a recipe for disaster, because major, long-term action items might be ignored while more urgent issues receive the organization's focus—even if these issues are not as important in the long run.
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