Funders Aren’t Investors, They’re Purchasers
Is it accurate or even appropriate for funders to think of themselves as—and act like—investors?
Is it accurate or even appropriate for funders to think of themselves as—and act like—investors?
The reason many fail to achieve organizational change is that they focus on preparing leaders to change, rather than actual implementation.
A recent study found three common barriers to knowledge sharing across nonprofits and their networks, as well as ways and means to overcome them.
The nonprofit sector has become infected with the shortsighted, quarter-to-quarter thinking that addles Wall Street.
It is vital that lawmakers continue to use tax policy to encourage charitable giving, especially during times of economic recovery.
Funders are calling for more program evaluation, but nonprofits are often collecting dubious data, at great cost to themselves and ultimately to the people they serve.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
With an understanding of these 10 funding models, nonprofit leaders can use the for-profit world's valuable practice of engaging in succinct and clear conversations about long-term financial strategy.
More nonprofits are managing their brands to create greater impact and organizational cohesion.
Our understanding of community can help funders and evaluators identify, understand, and strengthen the communities they work with.