The contributors are not limited to nonprofit titles and so there are always excellent books meant for a larger community that speak to us in the nonprofit community as well.  This year’s list is varied – inspirational and practical.  There are books with transformational ideas and ones that remind us of the importance of simple things.

I invite you to take a look at this year’s wishlist .  Click here to visit the post.

Marion Conway

The post The 2015 Wishlist of Books for Nonprofit Folk Is Here appeared first on Nonprofit Capacity Building.

The summer is the perfect time to step back, think a bit, learn new things and plan for us “nonprofit folk.  And so  here are some ideas for summer reading from the Wishlist:

 

Measuring the Networked Nonprofit: Using Data to Change the World

I personally recommend Amy’s book –
it is both inspirational and practical.  Amy and Allyson advocate integrating multiple
channels into your communications strategy and they use lots of excellent
examples and case studies.  Social Change
Anytime Everywhere was a Terry McAdam Book Award finalist  – recognized as one of the best
nonprofit books of the year.  See all I
had to say at this blog post:  Social Change Anytime Everywhere – Think MultichannelStrategy


Heather Carpenter, PhD, Assistant
Professor, Grand Valley State University recommendations:

Heather is a young PhD already with a wealth of practical,
academic and research experience in the nonprofit field.  Heather is using these books as texts in her
courses this term and this is what she had to say about them:  “These books are practical and provide
concrete help for successfully running a nonprofit… the research I’ve done
shows that nonprofit managers still need the core financial management and
fundraising skills to effectively run their organizations.”  Hey, Heather,
I completely agree and this is an excellent set of current books which
address both basic and more advanced skills for nonprofit leaders.

Nonprofit Management 101: A Complete and Practical Guide for Leaders and Professionals

by Darian Rodriguez Heyman

Nonprofit Sustainability: Making Strategic Decisions for Financial Viability by
Jeanne Bell,
Jan Masaoka and Steve Zimmerman

Fundraising for Social Change by Kim Klein

Budgeting and Financial Management for Nonprofit Organizations by Lynne A. Weikart and Greg G. Chen

Content Marketing for Nonprofits: A Communications Map for Engaging Your Community, Becoming a Favorite Cause, and Raising More Money (The Jossey-Bass Nonprofit Guidebook Series)by Kivi Leroux Miller

Another important fundamental for nonprofits is marketing and no one knows more about nonprofit marketing than Kivi Leroux Miller.  Amy Sample Ward called this booksimply “Great.”  And that’s the word from the reviews at Amazon.  This is a must have for nonprofit marketing.  Update since the wishlist was written:  This is a terry McAdam Award nominee for this year.

You and Your Nonprofit Board: Advice and Practical Tips from the Field’s Top Practitioners, Researchers, and Provocateurs edited by Terrie Temkin

I was so proud to be a contributor to this book.  Terrie Temkin and Debra Beck offered these comments: 

“This anthology is comprised of 38 strong, knowledgeable voices from around the world – each taking a different approach to deal with some critical aspect of governance. The reviews have been stellar. One reason is that the book speaks to governance as it exists today, not last year or even yesterday.”   Debra says of Terrie:  “She picked the brains of some of the great governance writers and practitioners, offering from-the-field wisdom about what it takes to support and inspire nonprofit boards to perform to their highest potential (and their greatest aspirations).  Advice is highly practical as well, and infinitely do-able. “  See my post for more on this volume:

You and Your Nonprofit Board – Just Published

The Practitioner’s Guide to Governance as Leadership: Building High-Performing Nonprofit Boards by Cathy Trower

Nonprofit Governance: Innovative Perspectives and Approaches (Routledge Contemporary Corporate Governance) edited by Chris Cornforth and William A. Brown

Debra is a contributor to this volume and she describes it as, “articulate, inpractitioner-friendly ways, the best and latest research that has the potentialto impact board practice. Each chapter explores a different study and a different aspect of what actually happens in nonprofit boardrooms. It offers insights into some of the more pressing “how” and “why” questions and research that attempts to address them.”

See the whole list at 2013 Wishlist of Books for Nonprofit Folk.

Marion

The post Summer Reading for Nonprofit Folk appeared first on Nonprofit Capacity Building.

In my work, a favorite project is assisting  small nonprofits in their search for a new executive director.  I have developed a cost effective process that is very effective in identifying outstanding ED candidates and efficiently choosing finalists.  But frankly, I haven’t thought much about the interim period for nonprofits between permanent EDs…until now.  I currently chair the Search Committee for a new pastor for my church congregation.  This truly a huge and humbling responsibility and fortunately I am part of an extremely capable Search Committee.  The Church’s governing body has hired an interim pastor and he is not involved in nor can be a candidate for our next permanent pastor according to our church rules.  However, reconciling the past and preparing for the future are part of what is in his contract.  I have read his contract over and over and I am impressed with some of the listed responsibilities.  Here are some highlights:

The interim period is seen as prime time for renewal, re-energizing the parish in its life and mission.

Specific tasks include:

1)      Coming to terms with the history of the congregation and its relationships with previous clergy.

2)      Discovering the congregation’s special identity, what it dreams of being and doing apart from previous clergy leadership.

3)      Dealing with shifts in leadership roles that naturally evolve in times of transition, allowing new leaders to come to the fore constructively.

4)      Renewing and reworking relationships with the Diocese, so that each may be a more effective resource and support to the other.

5)      Building commitment to the leadership of the new rector in order to be prepared to move into the future with openness to new possibilities.

That’s a tall order.  But step back a moment and think about it. If done right it lays a lot of groundwork for the future success of our new pastor who will be called to lead our congregation.

All of this has made me think of how important this interim phase is to nonprofits – especially small and midsize organizations.  This is a time of uncertainty and it can me marked by anxiety, impulsive change by temporary leaders, reduced fundraising, etc., etc..  Or it can be a time of understanding who you have been, who you are now, and what are your dreams of becoming.  It should be a time of “renewing and reworking” your relationships with major funders and key supporters.  And it should be a time of preparation for willingness to adapt to a new leader with a new approach, personality, style and goals.

I have seen a wide range of transitions to new executive directors – both as a consultant and as a Board Member.   And for the first time, I am learning how valuable this phase can be.

Each transition to a new Executive Director is unique and therefore the plan for each must also be unique.  You may be hiring a first executive director or replacing a founder who ran the place “his way” for the last 25 years.  The ED may have quit after a short tenure or may have left under less than ideal circumstances.  The ED may have just left for a better paying job closer to home.  Whatever is the case the Board should plan to make the interim period be a valuable time rather than  just a caretaking period. Here are just a few thoughts on this matter for boards to help with the transition.

Conduct and Exit Interview

There are basic HR functions that should occur with an exit process but in addition at least two Board members should interview an exiting ED in order to gain insight that will be helpful with the next ED.  You should ask about any key concerns that the person has with the organization and Board and what they see as the organizational priorities, strengths and weaknesses.

What Needs to be Accomplished in the Interim

Based on the unique issues facing your organization, develop a clear list of responsibilities and goals for the Interim ED.  Make it more than just “keeping the ship afloat.”

Communication

Communicate the Board’s commitment to the mission and the future to all constituents including staff, funders, volunteers and supporters.  Share the search process and hoped for timeline for a new ED to be in place.  Encourage contact with the interim leadership.

This is a good time to hold meetings with your various constituents to see how they view the issues and priorities for the organization.  This information can be helpful as you get further into your search process and what you are looking for in a new ED takes on more clarity.

The Right Welcome

The Board needs to take a leadership role in welcoming the new ED.  Make sure it is announced with fanfare – press release, email blast and reception.  Board members should accompany the new ED on a first visit to funders and major donors.

I am considering developing a model for a “Transition Retreat for Boards and Other Constituents.  What do you think?  What do you suggest I include in such a model?  Please leave your comments.

The post The Interim Between CEOs Is Important – Make the Most of It appeared first on Nonprofit Capacity Building.

The best, and the most needed non-profit organizations begin with a founder’s vision to do something good for society — often to serve a need no one else is serving, and unfortunately, sometimes addressing needs some others would rather not even know exist.  So, as such a founder, good for you with your mission and vision. You are a true non-profit entrepreneur, though you know there is no profit motive involved.

However, wanting to achieve what you want to achieve to your own founder’s vision, could, sooner than later, change and be counter to your original founding views.

That’s because, when you form “your” non-profit organization, it then become a public charity.  You cannot personally control it. Even if you name yourself, or are named, by your Board of Trustees as the Executive Director on one day, at the board’s discretion the next day, with cause as they see it, they can fire you. Or, only serving as a board member, you can as well be replaced by board decree.

That’s reality, and something you should know right from the start.

All founders of non-profits should know that no individual or group of individuals can “own” a non-profit.  Typically, a founder of a non-profit organization has a difficult choice to make:   should I be an employee or a board member?  While it’s legally *possible*  to be both, there are ethical and legal restrictions imposed on such a dual status.

In addition, organizations having the founder’s tight and unyielding grip often find it more difficult to attract new Board members, other volunteers, donors and grant support than do organizations with better-defined, more diverse, governance structures — i.e., other volunteers involved in making policy and carrying out the mission, and even changing the mission course as needed.

Beware of the “Founder’s Syndrome”

Founders who bring new ideas to the “table” develop a mission statement for their new organizations as the embodiment of their own vision and ideas, usually based upon a personal experience or passion.

Quite often though, the organization’s clients/users, donors, volunteers and staff play largely a passive role, responding largely to the founder’s passion.

A Remedy For “Founder’s Syndrome”

To succeed in today’s nonprofit “marketplace,” a new organization must be able to attract board members, other volunteers, audience, donors, and staff.  And it does that through a shared vision and imparting “ownership” of the organization to others. A shared vision that speaks to and appeals to a diverse constituency is critically important to success of any nonprofit organization.

Staying On The Mission Statement “Course”

Your mission statement is working at its best when it clearly and firmly guides the board in making effective decisions about the organization’s future.  It motivates and challenges the staff to meet well-defined and shared goals.  And it is the beacon of hope for the people the organization directly serves.  It is the responsibility of leadership to see to it that the organization always operates within the confines of its mission.

With that necessary team effort, that mission course might or might not be the one as originally set by the founder.

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Have a question or comment about the above posting?  You can Ask Tony.  There is also a lot of good fundraising information on his website:  Raise-Funds.com .

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Have you seen The Fundraising Series of ebooks? They’re easy to read, to the point, and cheap ($1.99 – $3.99)

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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting.  If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

The post Founders of Nonprofit Organizations appeared first on Nonprofit Capacity Building.

In my opinion, there are limits (compared to the business sector) for nonprofit organizations regarding the building of their markets, the percent return on activities, investment for the future, general operational efficiencies, and some business practices and tools.

There are things nonprofit organizations simply cannot do, which are second nature to businesses seeking to improve their bottom line.  To my way of thinking, nonprofits cannot operate like businesses, but they certainly can work in a businesslike manner.

There are indeed many similar and interchangeable tools and components comprising the marketing of a commercial product and the services provided by a nonprofit organization – and for fundraising.  But at the beginning and the end of that marketing process the differences are as wide apart as they can be.  And they are practical and understandable.  That’s why we have the for-profit and nonprofit sectors in the first place.

— A for-profit (business) has a Mission to serve the market, which means its reason for being is to provide something of value and at the best price and quality in the marketplace.

A business is bottom-line-driven.  The results are based on a goal to profit and a return on investment for its shareholders.  (Easy to quantify and measure.)

— A nonprofit (charity) has a Mission for the public good, its reason for being is to provide something of value in life.

A nonprofit is not bottom-line-driven.  The results are based on a goal to provide needed services and to increase and better the quality of life for the beneficiaries.  (Highly subjective, next to impossible to measure.)

To operate at optimum effectiveness, a nonprofit needs to work to maximize its potential to produce income – within the confines of its Mission Statement.  This is a very important distinction from a business free to retool and reposition and downsize in the market at any time.

Act more like a business, or be more businesslike?

At the Cleveland Orchestra, when we were asked about our limited profit-making capabilities, vis-à-vis those of local businesses/corporations, we responded (half-jokingly) that we could not increase our productivity or efficiency with an eye to greater product management, even if we played a Beethoven symphony faster than it was played 200 years ago.

We could not speed up our assembly line, nor could we reduce the number of violinists required through automation.  If what we produced was symphonic music, we could not cut costs by turning ourselves into a chamber orchestra and still produce our symphonic-music.

Unlike a business having a “loss leader,” we had nothing to “sell” below cost in the hope that “customers” who bought it would also buy other profit-making things.

Unlike for-profits, which usually thrive and aggressively pursue new and expanding markets, our Cleveland orchestra could not work to build market demand outside of our area of service.  We would have been in competition with like organizations performing in their own communities.  Those other communities’ civic pride would always win out.  And, duplication of effort does not work well with the wishes and guidelines of donors and other granting entities.

We had no money, nor the need, for future “R & D,” when our hard and fixed costs were at home, year after year paying the salaries of 105 of the world’s best musicians.

Businesslike, yes.  Like a business? Not a chance.

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Have a question or comment about the above posting?  You can Ask Tony.  There is also a lot of good fundraising information on his website:  Raise-Funds.com .

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Have you seen The Fundraising Series of ebooks? They’re easy to read, to the point, and cheap ($1.99 – $3.99)

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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting.  If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

The post Nonprofits: Businesslike, But Not Businesses appeared first on Nonprofit Capacity Building.

Millennial Impact Research Report – Highlights and Takeaways

The Millennial Research Report has many in-depth features including brief videos of respondents.  It is very accessible and well organized and I encourage you to see the whole report if you are interested in engaging this demographic – 18 – 34 year olds with your nonprofit.

One of the best features of this report is its recommendation section – called Millennial Impact Benchmarks.  The Millennial Impact Benchmarks provide a path that any organization can follow to develop its culture toward Millennial engagement. The system is three phases levels—Millennial Inviting, Millennial Immersion, and Millennial Impact each describing how you can work with Millennials to connect, involve, and give at each level.

Here is a description of each level:

Inviting – Millennial Inviting is the first level of Millennial engagement.  No matter its size or the resources of your nonprofit, every organization can adopt the strategies and cultural changes to take the first step and involve Millennials

Immersion – Millennial Immersion is the second level of Millennial engagement.  Organizations that reach the benchmarks of this level have designed programs with Millennials, not just for them.  At this stage, Millennials are actively participating in unique ways to help the cause enhance awareness and outreach efforts of the community.

Impact – Millennial Imoact is the third level of Millennial engagement.  The ultimate goal – the pinnacle of a Millennial engagement strategy – is to provide leadership, service and truly transformational opportunities for Millennials to affect the direction of the community.

http://www.themillennialimpact.com/benchmarks

The full Benchmarks section with four detailed grids can be found here.

An important way we make progress on any front is to assess where we are, set benchmark goals to attain and develop and follow an action plan.  This reportk provides a roadmap for doing just that in engaging with Millennials.  There’s no time like now to begin.

Marion Conway

The post The 2013 Millennial Impact Research Report – Focus on Benchmarks appeared first on Nonprofit Capacity Building.

1. Visualize Positive Outcomes
Athletes spend time visualizing themselves performing successfully. Spend a minute visualizing yourself successfully working through that report. Convert this vision to positive self-talk.

2. Just Do It
Tell yourself to stop thinking too much about the report writing, and just start writing. Just the process of writing and arranging my ideas on paper has helped to beat writer’s block.

3. Break the project into smaller steps.
Write your report one evaluation question at a time. Break up your report into smaller sections, and don’t address other sections until you have finished the section you are working on. Make a checklist of sections to complete, and check them off as you go.

4. Focus on Quantity versus quality
Often writer’s block is caused by perfectionism—trying to get the first draft perfect. For your first draft, focus on quantity versus quality. Time yourself and force yourself to write as much as possible in that time period. Then for subsequent drafts, revise, revise and revise!

5. Find your most productive time of day
Determine your most productive time of day. When are you most free of interruptions? When can you focus on your work the best? If possible, arrange your schedule so that you can write during this time.

6. Make it a habit
Incorporate report writing into your daily routine. Write at the same time every day whether you feel like writing or not. Writing something everyday will help keep you motivated to write.

7. Discuss report writing with stakeholders.
Brainstorm ways to involve stakeholders, from sharing completed reports to involving them in drafts. Before data collection, write up a mock results section with the actual numbers missing and ask stakeholders to fill in the blanks according to their expectations. This is a strategy that Michael Patton details in the third edition of his book, Utilization Focused Evaluation. This helps to establish whether the expected outcomes match actual evaluation results. This also helps to engage stakeholders in the reporting process.

8. Ask Colleagues for feedback
Set intermediate deadlines before the actual report is due, to submit drafts of sections of the report to colleagues for review. This can help you stay motivated to write and will help elicit valuable feedback. Two heads are always better than one. This strategy will also help beat procrastination.

9. Read Other Evaluation Reports
Read other evaluation reports to help get into the report writing mode. This can also help you get a better idea of how much detail is necessary in reports. Be careful though that you don’t spend your time procrastinating by reading other reports instead of writing your own report.

10. Practice, Practice, Practice.
Even when you don’t have to write reports, stay in the habit of writing by keeping up a professional blog. Read journal articles and textbooks in your field, and collect key points and nuggets of wisdom. Then practice paraphrasing these key points. These can be incorporated in your blog too.

The post How to Get out of the Evaluation Report Writing Slump appeared first on Nonprofit Capacity Building.

Terrie Temkin, a perfectionist editor (I can definitely confirm that) edited and organized an excellent anthology of practical, conversationally-written articles which present fresh ideas.  Every article will make you feel like – “I think I’ll try that – It’s a great idea and I can do it.”   It is far from a basic handbook and it will be of value to both new and experienced board members and executive directors.  I am honored to be chosen as a contributor among this well respected cadre of contributors.

The book is divided into three sections entitled:

1. Governance Today
2. Making it Work
3. Myths and Madness

Terrie begins the book with a one pager “Getting the Most Out of this Book.”  She opens each section and chapter with a brief overview which will help you make your reading choices.  She acknowledges the contributors this way “Each of the contributors is a governance expert in his or her own right.  Each brings solid experience in the nonprofit sector, along with a unique perspective and a hunger for continuous learning.”  Her wish for the book is that it inspire discussion and action.  The book does NOT offer prescriptions and rules rather the articles offer ideas and approaches that have been tested and can be implemented.  You can expand them and adapt them to your own organization.  The ideas are not just for large organizations – small organizations (my forte) will find plenty of ideas that will work for them.

One of my favorite features of this book is the layout.  Each article has been well written and edited so that although there are 38 contributors there is a cohesive feel.  There are plenty of examples and short boxes throughout which provide food for thought, definitions, principles, quotes, examples and practical tips.

The whole gamut of board issues is covered from “A Blue Ribbon Nominating Committee for your Board” by Jan Masaoka to “Act Your Age: Organizational Life Cycles and How They Impact Your Board” by Mike Burns to “Don’t Just Whack“Em and Plaque“Em” with an excellent example for an exit interview of Board members by Carol Weisman.

I chose to submit an article that I have written about on my blog.  It is entitled “Exercising Board Leadership with Social Media” and started out as a slightly changed composite of existing blog articles at Marion Conway – Nonprofit Consultant and and Nonprofit Capacity Building.  Terrie’s editing with a zillion comments and questions helped shape it into a much better article with crisp presentation.  Thank you Terrie even though I was getting impatient, your perfectionist editing did produce a much better product than my first submittal.  Am I a Practitioner or a Provocteur?  What do you think?

Carter McNamara, of managementhelp.org which hosts this blog says it best with this review – “Seldom have I seen a more thorough publication and with such well-respected authors. The book covers the critical basics and brings in the state-of-the-art. It’s well-organized to be a reference manual for all of us in nonprofits.”

Right now Amazon is offering You and Your Nonprofit Board for only $27.72 which is a 31% discount from the $39.95 list price making it affordable and eligible for free shipping.  Click below to go to Amazon now.

The post You and Your Nonprofit Board – New and Recommended appeared first on Nonprofit Capacity Building.

Aim for Consistency

Aim for consistency in data collection efforts.  Data should be collected the same way every time.  How can this be practically achieved?  Write out instructions for completing survey questionnaires and share them out loud.  Do this even though it might seem unnecessary. There are  various ways individuals can interpret how to answer a question.  For example, including the directions “please check off only one option” avoids potential problems such as some individuals only checking off the best response while others checking off multiple responses.

Also, use the same questions for the survey or semi-structured interview or focus group, each time.  This helps with consistency in data analysis across various groups.

Aim for Replicability

Include detailed instructions for those who will be administering your survey with the goal of someone else being able to replicate your evaluation study.  Though evaluation is not the same as research, aiming for replicability will make your evaluation efforts more consistent and systematic.  I like to think of it as akin to leaving detailed instructions for a friend who will be caring for a temperamental pet or plant.  Such a pet or a plant will thrive better on consistent care. So it is wise to attempt to replicate the same level of care you’d give the pet or plant by writing out a plan of care.

Sometimes stakeholders can feel that such instructions are insulting to their intelligence.  So it helps to emphasize the need for consistency and to explain why you are doing things the way you have chosen to do them.  Data that is collected inconsistently can result in difficulties in analyzing the data and having to exclude responses, which can further complicate analysis.    This also decreases the validity of the data collection method—that is, we are not really measuring what we think we are measuring.

Involve Stakeholders in Every Stage of the Evaluation, especially Planning

How do we maintain consistency especially when others are involved in data collection?  Involving key program stakeholders in planning the evaluation can increase consistency in data collection efforts.  Brainstorm with them ways to collect data consistently.  Provide an interactive training in data collection.

Draft a Written Plan for Data Collection

A written plan for data collection can help identify pitfalls ahead of time.  It also provides a game plan to stick to each time.  Once data collection has started, have regular meetings with program stakeholders or staff to discuss the data collection plan and how adherence to the plan can be maintained.

Pilot test Your Data Collection Method

Pilot testing your data collection method can help bring awareness of potential problems with your data collection tool.  It also provides a good opportunity for program stakeholders such as clients to provide input about your data collection method and tool.  A pilot testing survey includes questions such as:

1. Were all the questions easy to understand?
2. Were all the survey directions clear?
3. Is there any other feedback you have about the survey process?
4. How can we further improve this survey?

The post Five Tips on Making Your Evaluation More Systematic appeared first on Nonprofit Capacity Building.

I strongly recommend that you review the whole report and use the analyzer to assess how your organization stacks up against others in your state and in your sector.  I tried the analyzer to review the data for New Jersey – my home state – and found it to be easy to use and have some important data suitable for advocacy.  Be sure to check out this aspect of the report. This study was funded Bank of America Charitable Foundation.

Click here to see the report.

I am writing two companion blog articles on the report.  My blog article at marionconway.com  has highlights mainly about government funding , foundation support,  low income communities and comparison of my home state – New Jersey – results versus the total US results.  This article features issues related to mission and Board.   As always, this article features the study results mixed in with my commentary.

The overall most telling data point for me is that five years ago 44% of nonprofits answered no when asked if they were able to meet demand for services and this year the number is 54%.  It is a startling increase in inability to meet demand for services.  It is caused by decreased funding from government and foundations, increased demand and increased costs.  This combination has become the perfect storm.

So how are nonprofits approaching this dilemma?  There are some surprises in the data.

Action taken in 2012

49%     Added or expanded services

17%     Reduced/eliminated services and programs

39%     Collaborated with another organization to grow/add services

30%     Upgraded technology to improve/grow services

There is really good news in these survey results.  Instead of folding, nonprofits are using the ingenuity that is in their DNA to do more even as the financial picture is challenging.  I was so happy to see strong responses to collaboration and technology because I believe that both are essential keys for adapting tp the new financial normal.  More good news nonprofits report big expected increased in these areas for 2013.  If you’re not on board yet…..jump on!  To be sure nonprofits are being cautious and seeking “balanced growth” and just as for profit corporations have become less giddy and more thoughtful about growth so have nonprofits.  Many have learned the hard way that government contracts don’t pay for everything and are subject to change and new rules, etc.  It a great source of funding but has to be looked at realistically.  In 2012 over 40% of nonprofits hired new staff, 36% engaged more closely with Board and 31% relied more on volunteers.  For 2013, nonprofits project less hiring and more reliance on Board and volunteers.  If you are a Board member or volunteer get ready to roll up your sleeves even more this year.

It needs to be as much about looking at long term sustainability as it does short term survival.  I see that many small nonprofits that I work with are finally coming to grips with this.

The survey results suggest that Nonprofit Boards are engaged at an acceptable, if not a perfect level of participation.  Here are some of the results:

The post 2013 Nonprofit Finance Fund Survey Highlights appeared first on Nonprofit Capacity Building.