Editors’ note: This article, first published in print during Jan/Feb 2006, has been republished for Nonprofit Quarterly with minor updates. Many times at the end of a training or a speech about fundraising techniques and principles, I am asked, “What are the most important things to remember?” Usually the person asking is either a volunteer with
Editors’ note: This article, first published in print during Jan/Feb 2006, has been republished for Nonprofit Quarterly with minor updates. An organization that worked with abused children desperately needed a new facility. However, they could barely meet their annual operating costs, so taking on higher rent or purchasing a building seemed impossible. Nevertheless, because their program
Editors’ note: This article, first published in print during Mar/Apr 2006, has been republished for Nonprofit Quarterly with minor updates. Most people have heard the phrase “the elephant in the living room” to refer to a giant problem that no one is talking about. We who work in the nonprofit sector have a number of
With the pandemic come extraordinary financial pressures. Hear stories from two nonprofit finance leaders outlining the steps they have taken to weather the storm.
New federal unemployment insurance policies threaten to cause nonprofits to collapse by creating unnecessary burdens.
While the Paycheck Protection Program sputtered, stalled, and restarted, the EIDL stimulus loan program has become the failure the SBA had long been warned about.
People across the country are buying stamps in bulk and writing thank-you letters to delivery people to support the US Postal Service, whose existence is under threat.
Drawing beauty from scarcity, a nonprofit and a city benefit from a volunteer’s notion.
It was only last year when New York City’s famed Museum of Modern Art finished a major expansion that cost it a cool $450 million—but then came COVID.
Domestic violence shelters, foster care organizations, and advocacy groups address the safety and well-being of those whose isolation may be particularly dangerous.
Today, the feds announced a postwar-high unemployment rate of 14.7 percent. How we respond will critically impact just how deep the damage will be.
Editors’ note: This article, first published in print during Sep/Oct 2002, has been republished for Nonprofit Quarterly with minor updates. The trajectory of most nonprofits is as follows: three or four people decide to start a group. They want to stop a box store from coming to their community, send their children to a music camp,