Piece by Piece, Putting it Together

The last four months feels more like four weeks; it’s gone by so quickly. As you probably know, on Jan. 1, 2017, MAP for Nonprofits and Nonprofits Assistance Fund merged to become one organization, offering a broader and deeper range of programs and services for nonprofits. Our larger team of staff, volunteers, and board members has accomplished a lot in the last four months, and we’re excited about much more to come.

Here’s an update:

When it Adds Up Just Right: Merger Announcement

When does one plus one equal five, or maybe even ten? When you can multiply as well as add. That kind of arithmetic is why I’m so excited to announce that the Boards of Directors of both Nonprofits Assistance Fund and MAP for Nonprofits have approved the merger of the two organizations effective January 1, 2017.

Myth (and Facts) about Nonprofit Social Enterprise

Nonprofit management and strategy topics seem to come in waves for me at Nonprofits Assistance Fund. The theme of the last quarter seems to be earned income and nonprofit social enterprise.  While the specific questions and ideas vary widely, there are some ongoing myths about social enterprise that I hear over and over that need to be dispelled. The myths fall into three categories:

 

Myth #1:  We can’t do that!

Ten Financial Fundamentals for Smart Program Officers

One of the (many) benefits of working at Nonprofits Assistance Fund is the frequent invitation to talk with groups of foundation program officers about the finances of nonprofits. While no two foundations, or program officers, have exactly the same mission, goals, or grantmaking approaches, there are some common questions and themes. How can I tell if a nonprofit is financially healthy? What are the red flags to watch for? What are the best practices and rules of thumb that we should follow?

Getting Past Simple Answers

In a blog post a few months ago, Getting Past the Overhead Ratio, I wrote:

If we in the nonprofit sector want to bust the overhead myth and bring attention to the things that really matter, then it’s our responsibility to take the lead by communicating differently and better. In order to take that lead, don’t wait for the question to come in and then argue why the ratio isn’t important or meaningful. We have to replace it.