70 Nonprofit Trends for 2015
Pamela Barden, consultant, P J Barden Inc.
7. A board of directors that is qualified, engaged, passionate about the mission and committed is essential for nonprofit success. This requires training board members both in the role of a nonprofit board and in the nuances of the organization, communicating, engaging the board regularly and (as staff) being willing to be “directed.” Nonprofits that are led by value-adding boards are a step ahead when it comes to long-term growth.
Wayne Luke, managing partner, nonprofit practice, Witt/Kieffer
8. Identify key philanthropy leadership. In order to bring growth, key qualities for philanthropy leaders in 2015 include experience creating and deploying new programs and identifying and tapping fresh sources of funding. Some of these leaders may be “bridgers” who originate from the for-profit space and are transitioning to not-for-profit organizations with invaluable relationship management, business development, leadership and management experience.
MAJOR GIFTS
Richard Perry, founding partner, and Jeff Schreifels, senior partner, Veritus Group
1. A push for a higher level of professionalism and accountability in the major gift field. Look for a call to an accredit the position beyond a CFRE as more and more nonprofits embrace major gifts and are quickly dismayed at the dearth of solid talent to fill positions.
Gail Perry, consultant, Fired-Up Fundraising
2. Mega donors making mega gifts. Mega gifts are clearly back! Our most wealthy and generous donors are making major investments to their favorite nonprofit causes.
The top 10 biggest charitable gifts in 2014 came to a combined total of an amazing $3.3 billion, according to the Chronicle of Philanthropy. Imagine that much money coming from just 10 people!
MESSAGING
Richard Perry, founding partner, and Jeff Schreifels, senior partner, Veritus Group
1. Increased efforts on the part of fundraising professionals to package their organizations’ budgets so the donating public can understand how the money is used and what funds are needed. More and more enlightened nonprofit managers will work harder to present their budgets to external publics in a form that is outcome- and results-oriented vs. finance- and accounting-functional.
