Where have all the CDCs gone? For decades, Community Development Corporations tackled some of America’s most challenging problems: neighborhood revitalization, affordable housing, community economic development, workforce development and job creation, financial empowerment and food access.
In our 2015 report, The Aging Tidal Wave, we dealt with the healthcare crisis that was about to overwhelm the long-term care industry. The aging baby-boomer population was growing rapidly while the number of caregivers was actually declining.
Increasingly, nonprofits face growing competition from their for-profit counterparts. These for-profit companies can often deliver services at a lower cost or offer higher financial returns to cities, thanks to their capacity and ability to raise investment capital as business entities. This leaves the non-profit social infrastructure in communities at a competitive disadvantage and requires a more thoughtful approach to determining the value of contract bids beyond simply financial criteria.
A troubling trend is beginning to emerge from the current political discussion: “Isn’t it time to look at taxing many tax-exempt organizations?”
As a nonprofit case worker or administrator, you have a lot of decisions to make every week. And unlike some other jobs, the decisions you make can have a huge impact, not only on your organization, but on the lives of the people in your care. Having the right nonprofit software solutions can make those decisions easier and gives you the information needed to make the best decisions for everyone involved.
Topics: Nonpropfit Accounting, Nonprofit General, case worker stress relief, nonprofit software solutions, nonprofit funding, nonprofit, caseworkers, case load, case worker supervision, better decisions
Last week we reported on the Ford Foundation’s $1 billion, five-year, Build program’s ongoing investment in the long-term capacity and sustainability of up to 300 social justice nonprofits. The Ford Foundation recognized that the popular donor trend of restricting funding to specific programs without accounting for infrastructure expenses was leading to a “nonprofit starvation cycle”, where charities cease to function because they can’t pay for overhead costs, such as administrative employees, computers and electric bills.