Helping people through the physical and mental issues they’re dealing with is often just a part of the healing process. For many, spirituality is a core value of their life, and therefore an integral part of the therapeutic process.

For a nonprofit organization, gaining a better understanding of the data in their system can go a long way towards helping them achieve their mission. Why is data so important for nonprofit organizations? Ultimately, it all comes down to accountability.

The right nonprofit software solution can help you understand your data and find that accountability. It should be one that is user-friendly, effective and thorough. When buying software, you may think the technology aspect is the most important, but it is truly about having the right attitude and change management in place. If you have the right attitude and right people to involve in that change management, there will be success.

The San Francisco board of supervisors recently introduced a budget measure that would raise the minimum wage for nonprofit and in-home supportive service workers from $15/hour to $17/hour. When challenged, the board justified the $13 million added annual expense to the city budget by citing the crisis the home healthcare field is experiencing in San Francisco. It is bleeding workers daily.

All governmental organizations and NGOs are founded by well-meaning actors with good intentions. However, corruption inevitably sets in as the “good intentions” are gradually eclipsed by the inevitable organizational impulse to survive and self-perpetuate. Institutions, like organisms, seek survival for themselves and their descendants. They survive, reproduce, replace, predate, evolve, alter, consume and grow. And when a sufficient number of institutions coexist, they function like an ecosystem.

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.

The nonprofit world has struggled for years with the distinction donors make between mission dedicated donations (restricted funds) and funds available for overhead and administrative salaries (unrestricted). The dichotomy has grown out of the emerging belief among donors that money spent directly on mission is better spent than money “wasted” on overhead costs and administrative salaries. Studies reveal that donors “feel” better about donations when they are assured that their money has gone directly to mission outcomes.