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NPT Study: Creative Ways of Luring
Conference-Goers
By Michele Donohue
Carol Lewis, CEO of Philanthropy Northwest,
said she worried people wouldn’t be able to afford the
organization’s annual conference next month. So, the
Seattle-based organization decided to tweak the conference to
make it more financially accessible.
The organization kept prices at last
year’s levels and moved it to a less expensive venue. It
was originally scheduled for Alaska. But with the high cost of
airfare, Philanthropy Northwest moved the conference to
Stevenson, Wash., just outside of Portland, Ore.
To read
the complete article click here... |
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Industry News ...
Angie
Moore to head Merkle’s nonprofit
group
Direct response fundraising veteran Angie Moore has been
hired to lead the nonprofit division of database firm Merkle in
Columbia, Md. Moore joins Merkle from the American Cancer
Society (ACS) national headquarters in Atlanta where she was
managing director, customer relationship
management.
Moore’s new title is senior vice president and
general manager for fundraising services group. While at ACS,
Moore led the nonprofit’s development into an increasingly
constituent-focused organization through the implementation of
strategic planning and relevant, integrated cross-channel
communications.
Prior to that position, Moore served at the Arthritis
Foundation in various management positions that culminated in
her appointment as group vice president, customer relationship
marketing. Earlier, Moore spent several years directing client
strategy at an Atlanta-area direct marketing
firm.
Moore said her first focus is to meet with clients
“not as a meet and greet but to talk about needs in
planning for the (economic) recovery.” She’ll also
spend time getting to know the Merkle staff. Although she has
known many of them professionally for a long time, seeing the
parts working together gives a different perspective, she
said.
Merkle’s clients include ACS, the American Heart
Association, Arthritis Foundation, National Multiple Sclerosis
Society, National Wildlife Federation and Feeding America. Moore
acknowledged that she was in talks with Merkle about joining the
organization when the new ACS contract was being negotiated. She
said that she alerted ACS officials about the talks and removed
herself from the request for proposal process.
The NonProfit Times selected Moore as one of the
“Top 10 Influential & Effective Fundraisers for
2009,” and one of the nation’s top 10 fundraisers
under the age of 40 in 2005. Her industry involvement includes a
two-year term as the board chair of the Direct Marketing
Association’s Nonprofit Federation.
“Nonprofits are at a critical juncture. They must
think differently and market in new ways if they expect to not
only grow, but to even maintain the ongoing commitment
of their donors,” said Moore. “Today, effective
fundraising is not only about demonstrating a strong return on
investment. It is also about creating relationships and staying
relevant to constituents based on their individual needs,
expectations, behaviors and attitudes using an array of
traditional and new online Web and social media
strategies.”
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Management ...
7 styles for a range of
leadership
An integral part of good
leadership is good communication. At the AICPA Not-for-Profit
Industry Conference, Joan Pastor, president of JPA
International, identified a range of leadership communication
styles.
Those styles, from least
effective to most effective, are:
-
Laissez-faire leadership.
Necessary decisions are not made, actions are delayed,
responsibilities are ignored or abdicated and authority remains
unused.
-
Transactional leadership --
management-by-exception (MBE). Focuses on what is missing or not
in place and tries to correct it. Looks to deviations from
standards. Has a negative quality in interactions with
others.
-
Transactional leadership --
contingent reward (CR). The leader assigns and gets agreement on
what needs to be done and promises specific rewards, possibly
praise.
-
Transformational leadership
-- individualized consideration. Has good listening skills so
people feel heard, recognizes individual differences, creates
new learning opportunities.
-
Transformational leadership
-- intellectual stimulation. Achievement oriented, people
oriented, empirically "here and now" oriented, and
idealistically oriented.
-
Transformational leadership
-- inspirational motivation. Appeals to followers’
feelings, sentiments and emotions, communicates vision clearly,
considers ways to make the environment more supportive and
inviting.
-
Transformational leadership
-- idealized influence. Has the ability to communicate so others
listen. Puts the needs of others before their own, demonstrates
high standards of ethical conduct and consistently looks for and
focuses on areas of agreement, creative solutions and solutions
of mutual benefit. |
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Finance ...
The psychology of
fraud
It’s a fact: fraud is on
the rise in nonprofit organizations. That sad news is
especially burdensome because nonprofits that experience it have
to deal with often-devastating public relations nightmares, as
well as financial and personnel upheavals, and the nonprofits
that don’t experience it are tarred with one sweeping
brush.
At the AICPA Not-For-Profit
Financial Executives Forum held in Anaheim, Frank J. Navran, who
offers training and consulting in ethics, spoke about the rise
of fraud in nonprofits and its consequences. He said that acts
of misconduct usually involve The Fraud Triangle -- motive,
opportunity and rationalization.
The good news:
-
Nonprofit organizations
still exhibit stronger ethical cultures than business and
government.
-
Nonprofit employees who have
the ethical courage to report misconduct are less likely to
experience retribution.
-
At nonprofits with strong
ethical cultures, misconduct drops to near zero percent, and
when violations occur reporting approaches near 100
percent.
There is bad news,
however:
-
Misconduct at nonprofits is
getting closer to business and government
levels.
-
Financial fraud is more
common with nonprofits than in business or
government.
-
Nonprofit boards are failing
to exert influence regarding a strong ethical
culture.
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