“Mikey” Weinstein’s salary as CEO absorbs nearly half of the revenues of the Military Religious Freedom Foundation, a nonprofit he founded in 2005.  Combative and generating virulent critics from the religious right for his dogged advocacy for church/state separation, Weinstein might be well advised to change some of the financial and governing practices of the organization free of nagging questions about his compensation and the board’s oversight. 

Even the Tea Party can get something sort of right. In Carmel, Indiana, a local Tea Party group is pushing for enhanced standards of municipal government transparency.

For those organizations lucky enough to have an angel – either as a donor or as the glue that makes the organization run, it is important to plan for the moment when that person is gone – for whatever reason. Here are two situations that exhibit why.

Nonprofit Quarterly often writes about the challenges of changing organizational culture.  It’s tough enough to reform small or medium-sized nonprofits, but imagine trying to reform the World Bank. 

Should charitable contributions be tied to a metric system similar to the one often used to build baseball teams?  Are we moving from strategic philanthropy to “Moneyball Philanthropy”?

The Community Foundation of Eastern Connecticut has just been made the beneficiary of an $8 million gift which will be used to protect animals and the environment. It is the largest gift the foundation has ever received by far and it came from a local man whose life style certainly did not reflect the wealth expected of a major donor. 

As two nonprofit museums and their respective cities await the final results of mediation to resolve issues about ownership of the collections, one observer raises important questions that relate to North Miami, Detroit, and no doubt other places where minority populations sometimes have to fight to preserve access to cultural treasures.

It may be hard to hear, but Detroit is in some ways very fortunate. The city has several large and creative foundations that were willing to come together to work on the city’s fiscal and overall community revival. Other nearly bankrupt cities don’t have the likes of Kresge, Ford, Mott, Kellogg, Knight, and Skillman to turn to for ideas, partnership, and resources.

Earlier this year, NPQ wrote about inBloom, one of the more expensive failed foundation initiatives ever. With a Gates grant of $100 million, inBloom managed to get and lose a number of contracts with public schools in just 15 months. In so doing, they did the country a favor by motivating a left/right backed movement of parents who object to the indiscriminate placement of details about their children in a national database.

Three small and mid-sized cities in the northeast quadrant of the state of Pennsylvania have different experiences seeking support for their services from local nonprofits.

Nonprofits in high-rent towns like New York and San Francisco are having a hard time with space, and so it is perhaps no surprise that at the end of July, Under One Roof, a historic social enterprise in the Castro District of San Francisco, will close after 23 years.

If you’re a new college grad, or perhaps a prospective college applicant, you might want to look to North Dakota, Oklahoma, or Wyoming due to their booming job markets. How might the Forbes ranking change if there were consideration of the prospects, vitality, job growth, and income changes of the states’ nonprofit sectors?