Popular wisdom carries a lot of mixed messages for nonprofit managers.
We’re told in one breath to put the mission first and to pursue positive change with single-minded dedication.
In the next breath, nonprofit executives are advised to run their organizations “like a business,” with laser focus on HR, IT, payroll, finance, marketing, customer service and sales.
We hear these sometimes contradictory messages and sense the truth in both positions. But we quickly realize the challenge of covering so many bases with so few players.
In the business world, recruiting top talent for each specific business need is considered a wise investment. In the nonprofit sphere, the same investment is called “administrative overhead,” and remains largely unsupported by donors and grantors alike.
There is a ready solution to this very real problem: professional outsourcing, the delegation of key nonprofit business functions to expert service providers on an extended or permanent contractual basis. Given outsourced service models can make high quality talent available on modest hiring budgets, I call it “up-sourcing.”
...Read more about this trend, who supports it and how to take advantage of it.