Editors’ note: This article, first published in print during Sep/Oct 2006 has been republished for Nonprofit Quarterly with minor updates. In the March/April (2006) issue of the Journal, the article, “The Elephant in the Board Room: Round One,” looked at the functioning of boards of small nonprofit organization (budgets of less than $2 million). We identified
April 2020 saw 20.5 million Americans, ten times the prior monthly record, lose their jobs. As is often the case, those least advantaged in the job market suffer most.
“If I can’t dance, I don’t want to be in your revolution,” Emma Goldman once said. Facing an extended shutdown, a group of ballet dancers takes this slogan to heart.
It might seem obvious that human life ought to take precedence over the exigencies of production. But in state after state, it is not working out that way.
What will fall semester 2020 look like? Some schools plan a mix of small in-person classes and virtual lectures; others make all-virtual plans. Budgets remain uncertain regardless.
With proceedings held by audio teleconference due to the pandemic, for the first time US Supreme Court has acquiesced to live broadcasting.
This “Voices from the Field” shows one lesson for philanthropy that stems from this pandemic: the importance of nonlinear thinking.
Editors’ note: This article, first published in print during May/Jun 2005, has been republished for Nonprofit Quarterly with minor updates. I am sitting with the fundraising committee of a small organization that provides a variety of free services to elementary schools. They tutor kids in math and reading, coach various sports, staff libraries, and teach swimming
Editors’ note: This article, first published in print during Sep/Oct 2005, has been republished for Nonprofit Quarterly with minor updates. In the first article in this series, which appeared in the last issue of the Journal, we discussed what an organization needs to have in place to set up an endowment. In this article, we will
EDITOR’S NOTE: This article, first published in print during Nov/Dec 2005, has been republished for Nonprofit Quarterly with minor updates. In our previous two articles, we examined what must be in place to begin an endowment campaign, including setting a goal, creating appropriate policies for accepting gifts and investing money, and pulling together a working committee.
Editors’ note: This article, first published in print during Jul/Aug 2005, has been republished for Nonprofit Quarterly with minor updates. In the boom years of the 1990s, even the smallest group could be found putting money away into an endowment, a reserve fund, or just a savings account. This money was invested in mutual funds or
Editors’ note: This article, first published in print during Jan/Feb 2006, has been republished for Nonprofit Quarterly with minor updates. People who are active in an organization, particularly board members and key volunteers, are natural candidates to solicit major gifts in person from contributors or prospects. An organization may even provide training sessions to increase