In many ways, the innovative work and extremely low budgets of FCCs are reminiscent of the joke about Ginger Rogers: She had to do everything Fred Astaire did, but backwards and wearing heels.
The story of ACORN illustrates how seemingly strong nonprofit organizations can hide weaknesses and vulnerabilities. ACORN’s downfall exemplifies what happens when a variety of factors are allowed to combine to bring an organization down. However, a more in-depth analysis of ACORN’s death reveals possible...
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Helene Gayle is leaving CARE to head a new nonprofit management consulting entity being established and capitalized by McKinsey, the for-profit global management consulting firm.
The new ED arrives, is heralded—all communications done—and then offered and takes another job within two months. What’s an agency to do?
Not Adding to the Problem: Seven Ways Your Nonprofit Can Avoid Mirroring Practices That Perpetuate Inequality
Nonprofits must perform continual self-assessment to ensure that they are not contributing to the inequality that permeates the larger culture. This article presents seven key practices every nonprofit should adopt.
When a new hire gets caught between the longstanding CEO and an overly involved board chair (and must manage a resentful staff, to boot), misery ensues.
New York City is likely to be a source of deep information about what precedes nonprofit failure in the next little bit. The sources will include documents like this affidavit from FEGS.
I have been struck by some recent studies that show the proportion of long-term executive directors still in their jobs after 10 or more years. Many of them are over 50.
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