Renny Fagan — a former lawmaker, state official and U.S. Senate aide — has been named president and CEO of the Colorado Nonprofit Association (CNA), a statewide trade, research and advocacy group with some 1,300 charity members.
The trustees of Pace University have appointed Stephen J. Friedman as President of the University. Friedman has been Acting President of the private, professionally-oriented institution since June 4, 2007.
President Obama’s announcement this week that he plans to limit executive pay and perks at financial companies seeking federal bailout aid should send a message to nonprofit groups’ leaders and their board members.
Paul Derstine, president and chief executive officer of IMA World Health for 17 years, has announced his decision to retire late in 2009. During his tenure, IMA has grown from a small non-profit distributor of donated medical products to an internationally recognized leader in the global health care arena.
Here are some useful approaches leaders I have worked with from both the nonprofit and for-profit sector are using. You may find them inspirational. Retain important human capital. * Train and empower employees. Many employees are looking for growth and development, not just money. * Invest in young, innovative minds and allow them to be creative. Innovative thinkers are not just for the technology world. Stay fresh and relevant with young talent in order to continue making a difference. Take risks. * Explore new approaches to meet your business and customer needs. These approaches may be in human resources, fundraising or even the delivery
After a year as a consultant and a reporter-at-large for Fundraising Success magazine, I was offered a full-time employment opportunity by one of my nonprofit clients, the United Spinal Association. I was excited about getting back on the “other” side of the desk again. This would be my first new job since becoming director of fundraising for Consumers Union more than eight years ago. That seemed to me like the distant past (in a galaxy far, far away), and I was trying to remember what I did when starting at CU. My first day at United Spinal was supposed to be Jan. 2 but, under the
Breakthrough creative. Everyone wants it. Few achieve it. If you’re on the client side and want to get the most out of your creative partners, here are a few tips on how to play the muse to your creative team. 1. Provide useful background In the “olden days” before the Internet, I used to ask all new clients for annual reports, articles, press releases, direct-mail samples and other printed materials to get a feel for the mission, tone and voice of the organization. Today, much of that background information is available online. It’s generally a good thing, but only if the client Web
Following are some things to keep in mind if you want to rise to the top of your field -- whether in nonprofit fundraising or any other field -- and a few caveats about how to stay there once you do. How to get to the top 1. Don’t work for anyone or anything you don’t admire. 2. If you aren’t excited about your job or your field, change jobs or fields. 3. Don’t be afraid to fail. 4. Do every possible job in your company -- at least briefly. 5. Be 100 percent dependable; do what you promise -- and on time.
Do you yearn to work in a development office where professional staff members are considered among the best in their field; where the entire staff works as a team to exceed program goals year after year; where no silos exist and everyone gets along famously; and where it’s rewarding and fun to go to work every day?
Of course you do. Who doesn’t? To make this ideal scenario a reality, you have to start with the team you already have in place.
Building organization capacity is about systematically investing in developing an organization’s internal systems (for example, its people, processes and infrastructure) and its external relationships (for example, with funders, partners and volunteers) so that it can better realize its mission and achieve greater impact, writes Mike Hudson, director of Compass Partnership, a U.K.-based management consultancy specializing in the nonprofit sector, in his new book, Managing at the Leading Edge: New Challenges in Managing Nonprofit Organizations.
