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.
Most of the time, almost no one will respond to your appeals by mail. The only reason direct-mail fundraising works is that someone who does send you a first gift is very likely to send another when asked, writes Mal Warwick, author and founder of the Berkeley, Calif.-based, full-service fundraising company Mal Warwick & Associates.
The job of a nonprofit executive director involves numerous and ever-changing roles and responsibilities, which can lead to personal burnout — and paralysis for an entire organization, write Mim Carlson and Margaret Donohoe, leadership development consultants and authors who draw on robust careers in the nonprofit sector to deliver a new book, “The Executive Director’s Survival Guide.”
Carlson and Donohoe provide suggestions for tackling duties such as fundraising and creating a budget, as well as juggling internal priorities of staff and volunteer development, financial management, program effectiveness, resource development and board relations.