March 2010

Ellen Shepard runs a network for mostly mom-and-pop stores in a neighborhood of Chicago. She's focused on a mile-long stretch of one of Chicago's main streets.

Instead of being taken over by big-box and chain stores – they did try to move in – the Andersonville neighborhood has become a dining and shopping destination for Chicago residents, in part because the neighborhood businesses worked together to preserve their small-town feel.

Yes, it is the 21st century and nonprofit leaders who don't understand new technology may well find themselves left behind in the fundraising race.

The good news is: Much of the technology you need to use is inexpensive or even free. The bad news is: You have to learn a whole new way of thinking and of marketing. You have to learn how to work with the Internet and social media.

I've said my piece about the competency of nonprofits – they are competent! – but now I have to speak up for businesses – they can be trustworthy, compassionate, and ethical.

That is not the perception of businesses in the survey recently published by Stanford University. The study indicated that nonprofits are viewed as trustworthy and incompetent. It found that corporations are viewed as competent but not trustworthy or "moral."

What's the difference between improving sales and drawing in more donors?

Not much, as it turns out. Both involve marketing, staff development, and having “A” players on board. The need to attract and retain good employees is common to both the for-profit and non-profit sectors as are the conundrums of mergers; how to do more with less; and how to fire or hire.