| business management strategies focus on for-profit | | | | networks of supporters who share their values and |
| corporations. However, non-profits make up a large | | | | goals. While the term networking frequently gets a |
| sector of our economy. According to the Urban | | | | bad rap, the simple fact is that these networks can |
| Institute's National Center for Charitable Statistics, the | | | | provide more than merely financial assistance. |
| public charity part of our economy accounts for over | | | | Crucially, associations also provide the emotional |
| $1 trillion in total revenue; there are close to one | | | | support which is so critical to maintaining energy |
| million public nonprofits and private foundations | | | | amongst leaders and volunteers. |
| registered with the IRS alone! | | | | 5. Attend conferences |
| Nonetheless, many nonprofits struggle to manage | | | | Many nonprofit organizations believe that attendance |
| effectively. This article reviews several insights from | | | | at conferences is the domain of for-profit companies. |
| the trenches of not for profit management. | | | | While that may be true in some situations, many |
| 1. Adopt data based decision-making practices | | | | successful nonprofit organizations have developed a |
| One of the most significant trends in the last several | | | | real advantage through mastering the art of |
| years affecting nonprofit organizations has been the | | | | networking and lobbying in the conference arena. |
| increasing reliance on evidence driven decision-making. | | | | Whether to arrange desired reforms in public policy |
| Instead of making decisions based on hunches or | | | | or the support of public figures, conferencing can be |
| past experience, managers are expected to present | | | | an effective means for nonprofit organizations to |
| a factual basis for decisions in the context of a | | | | accelerate traction. Indeed, it is important to educate |
| rigorous analysis. | | | | policy makers on the issues that impact your |
| Nonprofit managers can apply the same techniques | | | | non-profit and the conference environment is an ideal |
| to ascertain what works and what does not work. | | | | way to do this face to face. |
| Increasingly, the hurdle for quality decision-making is | | | | 6. Keep fund-raising focused |
| rising and therefore reliance on conjecture and theory | | | | Most of the nonprofit organizations that have grown |
| is being systematically replaced by empirical data to | | | | dramatically in the past 20 years or so have done so |
| justify decisions. | | | | by focusing their development efforts on a single |
| 2. Deploy technology intelligently | | | | type of funding source. The strategy typically |
| Recent developments in Internet and phone | | | | employed requires developing efforts and messaging |
| conference technology are making it increasingly easy | | | | designed for the needs of their primary funding |
| for nonprofit organizations to save on travel costs | | | | source. |
| and increase coordination. Desktop sharing applications | | | | Not only is this technique generally more effective |
| are becoming easier to use and allow nonprofit | | | | than the shotgun method, it enables deeper |
| managers to instantly create virtual meetings across | | | | relationships between the funding channel and the |
| geographically dispersed teams. | | | | nonprofit. And don’t just rely on email. The |
| In addition free conference call companies are | | | | phone remains the most powerful tool for |
| allowing nonprofit organizations to save on their | | | | fund-raising; pick up the phone to reach out to your |
| phone conference bills and create better team | | | | supporters! |
| dynamics to facilitate coordination with external | | | | 7. Multiply through matching |
| nonprofit organizations. | | | | Multiply your development dollars through matching |
| 3. Keep focused | | | | amounts. Most folks know that some employers will |
| The most effective nonprofit organizations are ones | | | | match gifts to qualifying nonprofit organizations. Less |
| that stay clearly focused on their mission and do not | | | | well understood is the multiplier effect of securing |
| allow their staff and leadership to get enmeshed in | | | | promises from supporters to match the gifts of |
| peripheral goals. Most nonprofit organizations operate | | | | smaller contributors. |
| under substantial resource limitations. Tackling three | | | | The good news in all this is that these tips are not |
| goals with 100% effort will generally yield superior | | | | expensive. Whether its deploying free conference call |
| results compared to going after six goals at 50% | | | | systems or starting to lobby, nonprofit organizations |
| effort. | | | | can improve their performance through these 7 |
| 4. Grow your network | | | | suggestions. |
| The most successful nonprofit leaders create | | | | |