"Margaret Linnane was confused and overwhelmed. Besides, she was fuming. She just came home from a meeting of sponsors," where she was asked questions that were close to challenging the very purpose of its non-profit organization. She was not ready for a very tough questions asked sponsors, and she knew that she should be much better prepared for the next special meeting is scheduled in one month. She needed answers, sponsors, and she wanted to know how to get these answers in four weeks. Linnane and Rollins College Philanthropy and nonprofit Center for Leadership (PNLC, or center) staff put other endeavors on hold while they worked intensely to prepare for the upcoming meeting. They collected all the documents of the mission PNLC, vision and strategic plan. Brainstorming has begun. The information they need to make to convince sponsors that services PNLC (such as the connection is established between the CEOs (CEOs) and directors of the foundation, as well as introducing newcomers to the nonprofit community) helped professionalize nonprofit leaders and organizations in addressing major issues community and the mission PNLC in - even if such services are not yet generated any revenue What outcome measures to assess the success, not income-generating activities, such as the network to start looking for answers to the following? Questions (and others), Linnane decided to review the effectiveness PNLC of the last two years and build a strategy for 2011/12. There was a time being, because without the support of sponsors, Linnane be hard-pressed to continue to offer the now-acclaimed networking activities. "" Hide
by Mary Conway Dato-on Source: Richard Ivey School of Business Foundation 13 pages. Publication Date: June 29, 2011. Prod. #: W11242-PDF-ENG
