10 Great Social Innovation Reads: January 2012

I can’t believe that January is already over, it was a complete blur. Nonetheless there was lots to read and ponder in the past month in the world of social innovation. Below are my ten picks of the best reads, but as always, please add what I missed in the comments. And if you want to see other things that caught my eye, follow me on Twitter, Facebook, LinkedIn or Pinterest (I’m starting to really love this new one!).

1. Socialbrite has created a mega calendar of 2012 nonprofit & social good conferences. Perfect for planning your year ahead.




2. In their Fast Company article, It’s Time To Start Judging Nonprofits Like For-Profits, Alexa Clay and Jon Camfield tell donors “Do not be turned off by high overheads. They’re healthy. They mean the organization has a longer-term view on its role in making change.” Amen to that!




3. Crowd-sourcing meets behavioral economics meets iPhone apps. A new approach to getting people to eat better. Love it.




4. FastCompany profiles the business pioneers who really understand and embrace the new chaos in which we all now operate. This should be required reading for any leader (for-profit or nonprofit).




5. I love it when we can use history to understand current trends. Phil Buchanan, CEO of the Center for Effective Philanthropy, reviews historian Oliver Zunz’s new book, Philanthropy in America. In so doing, Buchanan describes 7 “new” philanthropic concepts that really aren’t so new.




6. Jason Cohen from A Smart Bear always has a way of finding hope in the entrepreneurial process. Although this post is focused on “traditional” entrepreneurs, I think it holds for social entrepreneurs as well: Entrepreneurship is a torturous chaos, until it isn’t.




7. I have always said that in order to be a truly effective social change leader, you must be able to fully wield the financial sword. Kate Barr from the Nonprofit Assistance Fund in Minnesota breaks it down in the Executive Director’s Guide to Financial Leadership




8. January saw a pretty impressive mobilization of people via social media to protest against SOPA (the Stop Online Piracy Act) and PIPA (Protect Intellectual Property Act). Dowser helps us understand what it means for online protest more broadly.




9. In an increasingly competitive and resource-strapped environment it is even more critical that nonprofits be able to demonstrate the impact of their work. Here is a great example of how a Michigan arts collaboration demonstrates the economic impact of the arts in their community.




10. Hull House, one of the oldest and most impressive American nonprofit organizations closed its doors in January. The Bridgespan Group explains the implications.

Photo Credit: ilovememphis

Tags: Bridgespan Group, Center for Effective Philanthropy, crowd-sourcing, executive director, Hull House, Nonprofit Assistance Fund, nonprofit conferences, nonprofit economic impact, nonprofit financial management, Phil Buchanan, Philanthropy, PIPA, social change conferences, Social Entrepreneurship, SOPA

9 Ways Board Members Can Raise Money Without Fundraising

I’ll admit it, I’ve been on a board fundraising kick lately in the blog (here and here). I just think that if your nonprofit is going to become more strategic and financially sustainable, you have to start from the beginning (or the top, as it were). In my last blog post I discussed how to overcome excuses for why a board member can’t bring money in the door. But the fact remains that a majority of people don’t like to (or simply won’t) ask for money.

The good news is that there are lots of other things board members can do to bring money in the door. And remember, if you are financing not fundraising your organization, your definition of “bringing money in the door” should be very broad.

Here are 9 things you could ask your fundraising-shy board members to do:

1. Help create or evaluate a business plan for an earned income venture. If you have business leaders or entrepreneurs on your board this would be a great use of their time and add tremendous value to your organization. If they can help you create a more profitable business, they are directly contributing to your organization’s bottom-line.




2. Advocate for government money. You may have a board member that can’t stand the idea of asking their friends for money, but they are well connected in city, county, state or federal government and could open doors to you for government contracts, grants, fee-for-service or other government monies.




3. Provide intelligence on prospects. If you have a board member that seems to know everyone in town, but for whatever reason refuses to ask any of them for money, they can still be incredibly useful. You may be getting ready to ask a prospective donor for $1,000, and this board member can tell you what that person has already given to, at what level, who else might know them and so on. When you make an ask, the more information you have going into it, the more successful you will be.




4. Set up a meeting with a prospective customer. If your nonprofit is engaged in an earned income venture, you probably always need help with new sales. If you have a board member who is part of, or connected to, the target customer(s) of your business, they could open doors to new customers. Or at the very least, they could help you think through your sales and marketing strategies and make them  more effective so that you can attract more customers.




5. Email, call or visit a donor just to say thanks. The stewardship of a gift is an often forgotten, but incredibly critical, part of the fundraising process. According to Penelope Burk’s annual donor survey, 84% of donors would give again if they were thanked in a timely way. And being thanked by a board member is a bonus. A donor who renews their gift to a nonprofit is providing more money for the organization.




6. Explain to a prospect why you serve. A board of directors is a group of volunteers who care so much about the mission of the organization that they are willing to donate their time (a precious resource) to the cause. As a donor, it is affirming to see that a volunteer is contributing time, but it is even more motivating to hear, in the board member’s own words, why they feel compelled to serve this organization. That story can be enough to convince someone to give.




7. Host a small gathering at your home. Over the course of a year, most people invite a gathering of friends and/or family into their home at least once. A board member could take a few minutes at their next dinner party, birthday celebration or Super Bowl feast to talk about something that is near and dear to their heart: the nonprofit on whose board they serve. They don’t have to ask people for money, but they could simply say, “If you’re interested in learning more, let me know.” And then the nonprofit’s staff could take it from there with those who are interested.




8. Recruit an in-kind service. If a board member could remove an expense line item from a nonprofit’s budget that would directly contribute to a stronger bottom-line. For example, if a board member works at an ad agency, could they convince their company to provide some pro-bono marketing services to their nonprofit? But keep in mind, these in-kind donations must be of value to the nonprofit and provide an offset to a direct cost that the nonprofit would otherwise have to bear.




9. Negotiate a lower price from a vendor. Do you have a board member with great negotiating skills (think of all of those lawyers on your board). Could they negotiate with your insurance providers, office space rental company, or printers, for a lower price? If so, that’s more money in the bank.

If you think of a board member’s “get” responsibilities in these much broader terms, then I find it difficult to imagine a board member who cannot bring money in the door. You just have to get strategic about how each individual board member can best contribute to the organization’s bottom-line.

Photo Credit: DeeganMarie

Tags: Board of Directors, earned income, financing not fundraising, nonprofit board of directors, nonprofit fundraising

Overcoming Board Fundraising Excuses

It’s a point of debate in the nonprofit sector whether all board members of a nonprofit should be required to help raise money. Bill Ryan (co-author of the book Governance as Leadership) argued that the fundraising requirement of many nonprofit boards is “a giant, fast-growing myth that ends up choking good governance to death.” And I often hear from nonprofit leaders and board members that requiring every single board member to participate in money-generating activities just isn’t realistic. I strongly disagree. I’m a firm believer in a give/get requirement for every board.

But, that doesn’t mean that every board member must ask donors for money. Rather, a nonprofit must take a strategic approach to employing at least some of every board member’s time toward bringing money in the door. And there are many things board members can do, beyond making an ask, to raise money (which is the subject of an upcoming post). But first, nonprofits have to move beyond their many excuses for why every board member can’t help raise money.

Here are the some of the most common excuses and why they don’t fly:

• “We want client representation on our board, but our clients don’t have money.”
  Even though a client may not have access to large pools of money, they can still absolutely help bring money in the door. Because they have been helped by the organization, they can provide an amazing testimonial to potential donors about the impact of the organization. Why not take that client board member on some meetings with prospects? Their presence and their story might be enough to turn a prospect into a donor.




• “We need a specific skill set (legal, marketing, policy expertise) and those board members may not have a network that can give.”
  A board member who doesn’t count potential major donors among their friends still has networks to draw from. Everyone has co-workers, clients, vendors, neighbors, family, and/or social media followers. When you start to ask your board to systematically think through who they know, you would be surprised about how vast your organization’s potential network is. Just because a board member doesn’t know the list of 50 donors every other nonprofit in town is going after, doesn’t mean they don’t know people.




• “Some board members aren’t good at fundraising.”
  Actually the vast majority of people aren’t good at fundraising because it isn’t widely understood. But so what? Provide your board some fundraising training and have them practice on each other. Then pair greener board members with more seasoned ones to help them learn. Or ask another friendly nonprofit to have some of their effective board members come talk about their experiences raising money.




• “Some board members are uncomfortable with asking for money.”
  Yep. Actually most people are uncomfortable asking for money. Money is a taboo subject in our society. But instead of viewing money as a dirty thing, start viewing it as a critical component of the work your nonprofit does. Reframe money as a great, necessary opportunity to help your organization do more and better. Bring everyone’s discomfort with money out into the open and turn it something positive. Get the board excited about raising more money so that more can be accomplished.




• “We want board members with program expertise to focus on mission, not money.”
  I suppose in an ideal world it would be great if you could have mission without money, but that is just not the reality. Your organization does not have endless resources. Money is limited and therefore your programs and activities must be limited by an understanding of that resource. A board member cannot adequately discuss or plan for programs without intimate knowledge of and experience with the money that makes those programs run. You simply cannot separate the two. And the sooner you get those “program experts” contributing to the financial bottomline of the organization, the sooner you will have stronger, more sustainable programs.

Money is what makes a nonprofit and it’s work viable. It makes no sense to say that some board members should help bring it in and others should be excused. We have got to stop separating money, and the activities associated with it, from other aspects of a nonprofit organization. It makes no sense.

If you want help training your board on how to bring money in the door, check out the Speaking page of our website.

Tags: board fundraising, Board of Directors, fundraising training, getting a board to raise money, nonprofit board fundraising, nonprofit fundraising

Do You Understand Your Nonprofit’s Place in the Market?

Until recently, market research, or understanding the marketplace in which a nonprofit operates, had no place in the nonprofit sector. Once the sole purview of entrepreneurs and corporate brands, market research is quickly (and rightly) becoming a skill set that nonprofits must embrace. Because in an increasingly competitive landscape, if you don’t understand the needs of your clients, who else is addressing those needs, what your funders are looking for, who else they are funding, where policy makers and decision makers are moving, you are sunk. But for many nonprofit leaders market research seems nebulous, inaccessible and expensive. It doesn’t have to be.

Here’s how you can start to wrap your head around market research.

The first step is, with board and staff, to map the marketplace in which your nonprofit operates. A nonprofit is best positioned where their core competencies (those organizational assets they have that cannot be easily taken or replicated) intersect with a community need, apart from where their competitors or collaborators are strongest. Which looks like this:

The idea is that if a nonprofit organization can figure out what part of the solution to a social problem they offer and how that relates to the piece their competitors or collaborators have to offer, then the nonprofit can (for a start):

• Better articulate to funders what their nonprofit is uniquely positioned to accomplish
• Forge partnerships with organizations who supplement weaknesses the organization has
• Stop wasting resources on “doing it all” and focus on the 1-2 things they do exceptionally well
• Reduce competition for funding
• Chart a sustainable future direction

But it is not enough to simply ask board and staff where they think your nonprofit fits in this map. Once they’ve taken a stab at it, you need to get out into the marketplace and see if that assessment holds true. This is where market research comes in. You need to understand current and future trends in your competitors/collaborators and the community need you are trying to address. So you need to find the answers to questions like:

• Is the need within your client population expanding or contracting? In what areas? Why? What does the future hold?
• How else are your clients getting these needs addressed or not addressed?
• What is the future strategy of your competitors and collaborators?
• What are the core competencies of your competitors and collaborators?
• Are there new competitors/collaborators entering the space?
• How do key decision makers (policy makers, funders, etc) feel about your competitors/collaborators? What do they think your role in addressing the problem is?

So how do you go about finding these answers? You can call current funders, friends or other connections and ask them to give you a lay of the land. But you also need to pull some data. And there are lots of free resources out there. Here is a beginning list of things to try:

• Check out these free market research tools
• Ask your local reference librarian for help
• Use the many free databases available at public and university libraries
• Use SurveyMonkey (or other free/cheap survey tools) to ask clients, funders, volunteers what they think
• Ask a market research class at a local college or university to practice their new skills for free on your organization

There really is no excuse for nonprofits not to explore the market in which they operate. The information is out there, you just need to go out and get it. And if you don’t, you will be moving forward in the dark.

Photo Credit: HikingArtist.com

Tags: nonprofit competition, nonprofit competitors, nonprofit market research, nonprofit marketplace, nonprofit strategy, nonprofit surveying, strategic planning

Financing Not Fundraising: Jump Start Your Board

In part 12 of our on-going Financing Not Fundraising blog series we’re talking about activating an often under-used nonprofit financing resource: the board of directors. The words “fundraising” and “board” can sometimes seem so incongruous that it results in  a lot of eye-rolling on the part of an executive director. As a general (and probably optimistic) rule, nonprofit boards of directors are not very helpful at bringing money in the door. It is often a chicken or the egg scenario that leaves many nonprofits at an impasse. But I believe it is up to the executive director to get tough and strategic about getting her board to take action.

If you are new to our Financing Not Fundraising blog series, the series is about how nonprofits must break out of the narrow view that traditional FUNDRAISING (individual donor appeals, events, foundation grants) will completely fund all of their activities.  Instead, they must create a broader, more strategic approach to securing the overall FINANCING necessary to create social change. You can read the entire series here.

If you want to learn more about how to apply the concepts of Financing Not Fundraising to your nonprofit, check out our Financing Not Fundraising Webinar Series.

Here are some ways to get your board to bring more money in the door:

• Make Them Strategic. Involve them in strategic planning. No one wants,  or is able, to raise money without a bigger plan. If you don’t currently have a strategic plan, put one together, but make sure to get the board involved in the whole process. It must be their strategic plan if they are going to help finance it. If you already have a strategic plan, make sure that you are updating the board, and more importantly, asking for their help on implementing it at every board meeting. It’s not enough to create a strategic plan, you must keep the board engaged in making it come to fruition.




• Force Them to Give. Once your board is excited about the strategic plan and the future direction of the organization, get them to invest. It is unconscionable to me that there are still nonprofit board members who don’t make a financial contribution to their organization. Make it abundantly clear that a contribution (at a level significant to them) is a requirement of service. No one can convincingly ask someone else for money if they aren’t giving themselves. End of story.




• Focus Their Fundraising. The highest and best fundraising use of a board member is major donor recruitment. Stop asking board members to be involved in any and all aspects of fundraising (event planning, direct mail letter creation, grant writing). Instead have them focus on tapping into their networks to bring people to the organization. And no matter how “connected” you may or may not think your board members are, believe me, their networks are vast. They include their friends, family, neighbors, co-workers, social media fans/followers, church congregants, fellow alumni and on and on. Ask each board member to come up with 5 people in their network that they think have the capacity to give at your major donor level. Then have the board member spend the year focusing on getting those people in the door.




• Integrate Money into Every Conversation. A lot of boards don’t like to talk about money: either raising it, or how it is spent. Boards often have limited financial management conversations, skimpy or non-existent finance committees, and a general preference for discussing mission over money. But you can’t let them get away with that. It is absolutely critical that money be fully integrated into any conversation the board has. They must understand what the financial model of the organization is and be continually monitoring the ability of that model to deliver on mission.




• Don’t Sugar Coat Anything. The tendency in the sector is to treat a board as the organization’s most important donors and from which you hide the truths about your organization. But you need to move beyond that and start helping the board to understand the harsh realities of your work. The next time your board asks you to raise more money without additional staff, or add programs without new funding, or go down a rabbit hole for no reason, tell them “No.” Give them your honest appraisal of what the organization should or shouldn’t do. And make sure they listen.

Boards need to step up. There is no doubt. But it is up to the executive director to make sure that they do. By getting your board to be strategic, focused, invested, integrated and aware they can start helping to finance your work.

Photo Credit: Intercontinental Hong Kong

Tags: board fundraising, board role in fundraising, executive director, financing not fundraising, major donor fundraising, nonprofit board of directors

10 Great Social Innovation Reads: December

Although December was a “shorter” month because of the holidays, there was still much to read, particularly about what the new year might bring. Below are my 10 favorite reads from the past month, but as always, please tell me what I missed in the comments. And you can read other months’ 10 Great Reads lists here.

1. Since December was the last month of the year, there were lots of look back and look ahead posts. The PhilanTopic blog did a whole series of posts on 2011 Year in Review: What To Expect in 2012. And there is also 50 Economic Numbers from 2011 Too Crazy to Believe. And best of all, the Chronicle of Philanthropy launched a whole Outlook 2012 section of their site.




2. A follow up to the Money for Good report released a couple of years ago, the new Money for Good II report finds that donors would shift $15 billion to more effective nonprofits if they had better information. This is food for thought for the growing efforts (GuideStar, GiveWell, CharityNavigator, to name a few) to track and report on nonprofit results.




3. We are two years into the 5-year Social Innovation Fund experiment launched by the Obama Administration and what have we learned? Carla Javits from REDF and Lisa Jackson from New Profit, two recipients of SIF intermediary funding, offer their views.




4. From Capital Institute, an impassioned plea for foundations to make use of mission-related investments in order to tap into their (much larger) endowment assets and create even more social impact.




5. Rebecca Thomas and Rodney Christopher of the Nonprofit Finance Fund provide a fabulous description of how general operating support, capacity building grants and change capital differ in the nonprofit world. These are distinctions that every nonprofit leader should understand and employ.




6. A new group, Insight Labs in Chicago, provides nonprofits with a roomful of big thinking volunteers to hash out solutions to challenges the nonprofit is facing. Kind of a cool approach.




7. The Dowser blog profiles Project Interaction, a really interesting approach to educating kids. It is design thinking meets public education meets social problem solving. I love it.




8. Jessamyn Lau from the Peery Foundation writes a provocative post on their blog arguing that we need more patient changemakers in the social entrepreneurship field.




9. In the Stanford Social Innovation Review blog, Lisa Witter and Courtney Martin argue that we need to make a distinction between cultural and social entrepreneurship. Social entrepreneurship, they argue, changes markets and systems, whereas cultural entrepreneurship changes hearts and minds. Fascinating.




10. I always like finding a new “tell it like it is” blog, and so I was happy to find Nonprofit Nate, and his post Thank You For Your Trash, about how nonprofits need to take a step back and weigh the costs/benefits of in-kind gifts.

Photo Credit: Kenski1970

A New Strategy for Nonprofit Financing in 2012

If you are serious about finding a way out of the nonprofit starvation cycle in this new year, you need a clear plan to get there. It amazes me how many nonprofits think that they can raise enough money through disjointed activities and hope. The only way you can raise the money it will take to accomplish your goals is to get strategic. And that means you need a strategic financing plan. Our upcoming Financing Not Fundraising webinar “Creating a Financing Plan” on January 24th can help you do just that.

This webinar is part of our ongoing Financing Not Fundraising webinar series. Based on the popular Financing Not Fundraising blog series, the monthly webinar series breaks down this new approach to finding enough money to achieve a nonprofit’s mission into the steps necessary to get there. You can learn more about all of the upcoming webinars in this monthly series here.

A nonprofit financing plan is different that a typical nonprofit fundraising plan for many reasons. Here is how they differ:

• A fundraising plan sets goals only for private revenue streams (foundation grants, individual gifts), but a financing plan includes goals for all money flowing to the organization (government grants, earned income, etc).
• A fundraising plan’s dollar goals are based on what the nonprofit thinks it can raise, but a financing plan’s dollar goals are based on what the nonprofit needs in order to meet the goals of their organization’s strategic plan.
• A fundraising plan is created only by the fundraising staff with no input or knowledge from the rest of the organization, but a financing plan is created with the whole organization’s input (board and staff) and is fully integrated into the organization’s overall strategic plan.
• A fundraising plan only includes activities that raise money for programs, but a financing plan includes strategies for raising infrastructure dollars as well.

This interactive “Creating a Financing Plan” webinar will help nonprofit leaders break down the steps of creating a financing plan. Webinar participants will think through how to:

• Set goals for ALL revenue streams flowing to the organization
• Tie their financing plan to their organization strategic plan
• Determine the infrastructure dollars they need to raise
• Create tactical steps to make the plan a reality, with activities, deliverables, people responsible, timeline
• Divide tasks by staff and board members
• Develop ways to monitor the plan going forward

I hope to see you there!

Financing Not Fundraising: Creating a Financing Plan
A Social Velocity Webinar
Tuesday, January 24, 2012
12:00 noon -1:00 pm Eastern
Cost: $40.00
Register Now

Photo Credit: kolix

Tags: financing not fundraising, fundraising plan, nonprofit fundraising, nonprofit strategic planning

The Next Generation of Philanthropy: An Interview with Jessamyn Lau

In this month’s Social Velocity blog interview, we’re talking with Jessamyn Lau. As Program Leader of the innovative Peery Foundation, Jessamyn helps shape the foundation’s strategy, develops programs, strengthens the foundation’s portfolio, and supports existing grantees. Jessamyn’s MBA from Brigham Young University and time spent with Ashoka U have given her the perspective and skill-set to help the foundation develop new methods to support and build the field of social entrepreneurship. Jessamyn is currently working with BYU’s Ballard Center to create the Peery Social Entrepreneurship Program (PSEP), a cross campus initiative providing opportunities for students and faculty to engage with social entrepreneurship through curriculum, experiential learning, and research.

You can read past interviews in our Social Innovation Interview Series here.

Nell: At the Peery Foundation you have done some really interesting experiments with social media, even adding an element of crowd-sourcing via Twitter to your strategic planning process. But recently you have gone back and forth about whether you want to continue your PFWhiteboard blog. What has your thinking been about how social media fits into the overall work of the Peery Foundation?

Jessamyn: One thing we know about social media is that it’s a good tool for is spreading the word about our partners and their work. 90% of what we post/tweet is about our portfolio partners. Every now and then we try to figure out how else to deliberately use social media. We’ve tried stuff that hasn’t worked (so we stopped doing it), and we’ve tried stuff that did seem to yield value for us and others. In general it’s still throwing spaghetti at a wall and seeing what sticks. Intuitively we think social media is a good thing for our creativity, learning, and listening, however, we don’t feel tied to it as a core part of our strategy or practice. When it makes sense we use it, when it doesn’t we don’t.

Nell: What do you think holds foundations back from using social media and embracing greater transparency? What do you think will make that change?

Jessamyn: The tricky thing with social media is it’s really hard to link it to outcomes. Even when tangible examples of outcomes are illustrated it’s often a first-mover advantage and not something that will produce the same results if everyone did the same thing. If foundations could see how social media directly led to more impact it would be an easier sell. It’s a similar story with transparency. Being transparent requires change, time, dedication and a certain amount of risk. Without a clear and strong argument for how that leads to more impact it’s easier not to take the risk and stay quiet.

Another issue is strategic planning, which, at times, can become more of a bane than a boon to foundations. When it comes to social media many foundations think they need a strategy and a full blown plan before they will start using it. As with many things it’s hard to know exactly how Twitter or Facebook will be useful until you give it a go and play around a
little.

For the most part I think the change will only come with an increase of millennial philanthropists, foundation ED’s and program officers who come with a share-as-default mentality and bias towards creative experimentation in public.

Nell: You recently did a fascinating blog post about how the social entrepreneurship movement is encouraging young people to think they can solve the world’s problems, without much real world experience. How do we balance Generation Y’s zeal to find solutions with their youth and lack of experience?

Jessamyn: I don’t think I know the full answer to that, yet. My opinions on this point are still developing as the Peery Foundation works closely with BYU to build a cross-campus social entrepreneurship program. I’m not sure the overall problem is too much zeal or youth, or even too little experience -all of these things provide incredible value in the right context. I think what’s lacking are clearer expectations and support for students to build self-awareness and deliberate preparation in their development as social innovators. As I said, I’m still figuring it out -watch the PF Whiteboard over the coming months for more on this.

Nell: The Peery Foundation is one of few foundations that do mission-related investments. How did you decide to move into that realm and what do you think holds other foundation back from MRIs?

Jessamyn: Our primary function is to support and serve the social entrepreneurs we work with. We try to keep our funding as flexible as possible. Peery Foundation funding is generally unrestricted and the structure of a grant is often co-crafted with the entrepreneur. We have come to realize that entrepreneurs with differing business models, or at differing life-cycle stages, need different types of capital. Once we believe in a SE and their model for addressing poverty we want to always be open to providing the type of capital that they need at the time they need it.

We’re still at an early stage in developing our capacity to provide debt and other funding outside of philanthropy. In our philanthropic funding we’re not paper heavy and our agreements are very trust-based. It was definitely daunting to explore this new realm of traditional investment due diligence and contractual agreements. So far we’ve found the kind of support we need to help us make the leap fairly painlessly through the Toniic Network, and from sources such as Silicon Valley Community Foundation and University Impact Fund, and still feel like we’re able to retain our low-paper, trust based partnership approach to the extent that makes sense.

Nell: In some ways philanthropy has been a bit left behind by the impact investing movement. Why do you think that is and do you think philanthropic giving and impact investing will become more integrated?

Jessamyn: The potential of impact investing is huge, though I’m not sure I agree with the statement that impact investing (ii) has left behind philanthropy (charitable giving from individuals, corporations and foundations totaled over $290B in the US alone for 2010, impact investing is estimated at $50-100B in 2011). Though there is a lot of attention and discussion surrounding impact investing, there are still relatively few organizations actively channeling dollars to ii. Even in the future (when I think ii will absolutely eclipse philanthropy by the numbers), I see ii and philanthropy as very complimentary. In many cases philanthropic capital prepares the way for ii dollars, or continues to fund pieces of a model (overhead or continuing innovation) that ii capital can not.

Indeed, there are many incredibly efficient and effective models of social entrepreneurship with models not conducive to impact investment capital – they will probably always rely on philanthropic dollars. There will always be an important role for philanthropy to play. Philanthropy is the ultimate risk-taking capital. We should not lose sight of this or think that ii is here to replace philanthropy.

Tags: Ashoka U, impact investing, Jessamyn Lau, Mission-Related Investing, Peery Foundation, Peery Social Entrepreneurship Program, PFWhiteboard, Philanthropy, Silicon Valley Community Foundation, social entrepreneurs, social media, Toniic Network, University Impact Fund