February focused (at least in my mind) on innovations in philanthropy. A new growth capital fund for nonprofits, radical philanthropists, trends in charitable giving, and philanthropy’s role in creating the future. Add to that a bold move by a nonprofit to wrest a lucrative city recycling contract from a for-profit company, research on Millennials’ hopes for the future, and a call for presidential candidates to take a lesson from history. It was a great month.
Below are my picks of the 10 best reads in the world of nonprofits, philanthropy and social change for the month of February. And if you want a longer list of what catches my eye, follow me on Twitter @nedgington.
You can also see past months’ lists of 10 Great reads here.
- There was a really exciting development in philanthropic support of nonprofit capacity in February. Ten donors led by the Edna McConnell Clark Foundation joined together to form Blue Meridian Partners, which will award $1 billion worth of unrestricted, performance-based grants, via 5 to 10-year investments of up to $200 million per nonprofit. According to Edna McConnell Clark Foundation president Nancy Roob, this venture is a new way to invest in high-performing nonprofits, because as she puts it: “Without large, long-term investments of growth capital for organizations with proven results, we’ll continue to salve but not solve our big social challenges.” Yep.
- And speaking of innovations in philanthropy, Inside Philanthropy provides a really interesting profile of philanthropist Farhad Ebrahimi and his Chorus Foundation, which although a relatively small foundation is taking an unusual approach to environmental giving by using a spend-down plan, providing long-term general support grants, and practicing mission investing.
- In analyzing Blackbaud’s 2015 Charitable Giving Report and comparing it to other available data both in the US and Canada, Amy Butcher of The Nonprofit Quarterly finds some interesting insights about how philanthropy is evolving.
- But perhaps it isn’t evolving quickly enough. Minnesota Council on Foundations President Trista Harris recently attended the Abundance 360 Summit about the technology of the future and was disappointed at the lack of a philanthropy presence. As she puts it, “Change in the world and our communities is happening at a breathtaking rate, driven by access to infinite information and exponential increases in computer processing speeds. This accelerating rate of change makes the challenging work of doing good even more difficult. Foundations are trying to make the world a better place, but we are often using yesterday’s information to do so. What if we could predict the future and prepare for the realities that will soon impact our communities? I believe it is our responsibility, as philanthropic leaders, to learn the skills necessary to understand and create the future.”
- Pew Research does an excellent job of unearthing data that relates to the issues of the day. In February I was especially interested in their report that while Millennials are less confident than Gen X or Baby Boomers about America’s future, so were their parents and grandparents when they were young.
- And while we are on the topic of history…Every once in awhile New York Times columnist David Brooks really strikes a chord. In February he used his column to pen a letter to several of the remaining presidential candidates encouraging them to use a “Roosevelt Approach,” as Brooks describes: “Many Americans feel like they are the victims of a slow-moving natural disaster…it’s a natural disaster caused by structural forces — globalization, technological change, the dissolution of the family, racism. A great nation doesn’t divide in times of natural disaster. It doesn’t choose leaders who angrily tear it apart. Instead, it chooses leaders like Franklin Roosevelt and Dwight Eisenhower…they were…able to set an emotional tone that brought people together and changed the nature of Americans’ relationships with one another. During their presidencies, the bonds of solidarity grew stronger and the country more formidable. They were able to cultivate a deep sense of unity, responsibility and sacrifice.”
- Writing in the Stanford Social Innovation Review, Daniela Papi-Thornton, deputy director of the Skoll Centre for Social Entrepreneurship, is quite critical of what she calls, “Heropreneurship,” when social entrepreneurs who have little experience or training are generously funded to solve complex social problems. According to her: “Unfortunately, all too often, the people who get the funding to try their hand at solving global challenges haven’t lived those problems themselves….We’re wasting limited resources on shallow solutions to complex problems, and telling our students it’s OK to go out and use someone else’s time and backyard as a learning ground, without first requiring that they earn the right to take leadership on solving a problem they don’t yet understand.”
- Nonprofit Tech for Good offers a nice list of 36 apps and online tools for nonprofits.
- In an interesting decision, the Minneapolis city council voted to award the city’s 5-year recycling contract to a nonprofit, instead of the for-profit that manages recycling for most of the country. Writing in The Nonprofit Quarterly, James Araci sees an exciting trend: “It’s a smart move for nonprofits to shift perceptions of America’s waste from a commodity to be sold to countries like China to an engine of local job creation and environmental benefits.”
- And finally, head of the Nonprofits Assistance Fund, Kate Barr takes aim at the nonprofit overhead myth by encouraging nonprofit leaders to change their own language and thinking: “If we in the nonprofit sector want to bust the overhead myth and bring attention to the things that really matter, then it’s our responsibility to take the lead by communicating differently and better. In order to take that lead, don’t wait for the question to come in and then argue why the [overhead] ratio isn’t important or meaningful. We have to replace it.” Sing it, Kate!
Photo Credit: jwyg, cropped version of “Work with schools : after a book talk, showing boys gathered…” from New York Public Library
The Evelyn and Walter Haas, Jr. Fund, a foundation on the forefront of investing in nonprofit capacity and one of the few foundations funding nonprofit leadership development, released a new report this week Beyond Fundraising: What Does It Mean to Build a Culture of Philanthropy?.
While I applaud the Haas Fund for taking a pioneering interest in, as they put it, “understanding how to break out of the nonprofit sector’s chronic fundraising challenges,” unfortunately I don’t think that this report will move the needle on the sector’s money woes.
Their landmark 2013 report published with CompassPoint, UnderDeveloped: A National Study of Challenges Facing Nonprofit Fundraising (of which the Beyond Fundraising report is a follow up) uncovered a real crisis in fundraising staffing in the nonprofit sector. And last year Haas announced a multi-year effort to “to identify gaps that may need to be filled when it comes to helping nonprofits break out of chronic fundraising challenges.”
A sector-wide conversation about money is so incredibly needed that I really appreciate the Haas Fund’s efforts to start it, especially when philanthropists are loathe to talk about the sector’s money challenges, let alone invest in solving them.
But in the hope that debate spurs greater change, and because of Haas’ expressed desire to open a conversation so that they can “learn out loud,” I offer my concerns about the Beyond Fundraising report.
As Linda Wood, Senior Director of Leadership Initiatives at the Haas Fund (and past interviewee on this blog), describes in the beginning of the Beyond Fundraising report, there must be a fundamental change in how nonprofits approach fundraising. As she writes: “Without a deeper shift in how organizations hold the work of fund development, simply adopting new tools and techniques may not be enough.”
The Beyond Fundraising report, authored by philanthropy consultant Cynthia Gibson (also a past interviewee on this blog), starts from where the 2013 UnderDeveloped report left off: that the lack of a culture of philanthropy is the most important issue holding nonprofits back from fundraising success:
By framing the issue as a talent pool problem alone, we neglect to focus more critically upon entrenched organizational factors that contribute to the inability to establish development as a shared function and nurture an organizational culture to sustain it. The right development director hire alone will never break the cycle, but the right person inside an organization that has a culture of philanthropy, can.
The Beyond Fundraising report is an attempt to understand what a culture of philanthropy is and how to encourage its growth. The report defines a “culture of philanthropy” as a situation in a nonprofit where:
Most people in the organization (across positions) act as ambassadors and engage in relationship-building. Everyone
promotes philanthropy and can articulate a case for giving. Fund development is viewed and valued as a missionaligned program of the organization. Organizational systems are established to support donors. The executive director is committed and personally involved in fundraising.
The report delineates four necessary components to a culture of philanthropy:
- Shared responsibility for development
- Integration and alignment with mission
- A focus on fundraising as engagement
- Strong donor relationships
It then provides a list of indicators for nonprofit leaders to use to assess whether or not they possess a culture of philanthropy, a list of “guiding questions” nonprofit leadership can ask in order to build a culture of philanthropy, and a list of roles that development staff and funders can play in bringing a culture of philanthropy to fruition.
While I don’t disagree with any of the indicators, questions, or roles the report describes, I don’t think that any of them, or even their sum total, will solve the lack of financial sustainability at a particular nonprofit, let alone in the nonprofit sector overall.
And this is because I think that only looking at fundraising — the pursuit of philanthropic dollars, which only make up 13% of all the money flowing to the nonprofit sector — is a fundamentally flawed approach to understanding money in the sector. My bias has always been to move the sector from a broken fundraising approach to a more strategic and holistic financing approach.
And while I agree that individual nonprofit leaders are part of the problem, they are just one part. Often their troubled approach to money is simply a reaction to a dysfunctional system. Certainly we need to move away from some ineffective money practices that nonprofit leaders embrace (being reactive rather than strategic about money, not calculating the return on investment of fundraising activities, not aligning money and mission, allowing a board to dismiss their money-raising responsibilities…).
But I worry that by scapegoating the problem to the shortcomings of individual nonprofits we are ignoring the larger financial dysfunctions of the sector. Rather than pull back the curtain on the systemic hurdles causing the nonprofit sector’s money woes, I fear that this report lays much of the blame for financial dysfunction at the feet of individual nonprofit leaders.
Because in my mind, the real problem is not the approach of individual nonprofit leaders, although that is important. I think the financial problems of the nonprofit sector run much deeper. If we truly want to address those problems we must have bigger conversations, and ask harder questions, like:
- Why is there a lack of financial acumen (how to effectively attract and employ money) throughout the sector (present among both nonprofits and their funders), and how do we solve that?
- Why is long-term organizational and financial planning not encouraged and supported throughout the sector?
- Why is there not enough investment in the financial function of nonprofit organizations (the staffing, systems, technology, planning, and marketing necessary to build sustainable financial models)?
- Why aren’t there many, many more funders like The Haas Fund discussing and investing in solutions to the sector’s money problems?
- Why are we still focusing on philanthropic dollars alone when we need to understand and integrate money as a whole into social change efforts?
And that’s just a start.
My fear is that if we place the full weight of nonprofit financial dysfunction on the shoulders of an individual nonprofit’s culture, or if we look only at fundraising, we shirk our duty to dig deeper and remedy larger, structural dysfunctions in the sector.
I applaud the Haas Fund for their determination and courage to create a space, through their capacity investments and on-going research, for the incredibly important conversation about money in the nonprofit sector. But I would love to see this effort grow to become a bigger conversation about how we solve the endemic financial challenges nonprofits face.
Photo Credit: The Evelyn & Walter Haas, Jr. Fund
I was speaking to a group of nonprofit leaders last month about creating a nonprofit value proposition — how to articulate the value their nonprofit creates — and it was exciting to see the lightbulb go on around the room.
Nonprofit leaders are so passionate about the work they do — it is so obvious to them why their work is critically important.
But that’s the problem.
Because it is so obvious to them, it is often incredibly difficult for a nonprofit leader to articulate to someone outside the organization (funders, volunteers, advocates, even board members sometimes) why they should become involved.
This is where a value proposition — or what I call a Theory of Change — comes in.
If you can articulate your target audience, what you do, and what you hope to achieve, you have a much greater chance of encouraging others to join your efforts.
A Theory of Change is such a fundamental building block to everything a nonprofit does. So I have created a new Slideshare presentation from the speech I gave on the 5 Benefits of a Theory of Change. In my mind, a Theory of Change:
- Builds a Vision, Mission and Strategy
- Engages Board and Staff
- Helps Prove Impact
- Allows Capacity Capital, and
- Attracts More Support
So, adding to the growing library of Social Velocity Slideshare presentations, below is the 5 Benefits of a Nonprofit Theory of Change slideshare, which describes these benefits in detail and shows you how to create a Theory of Change for your nonprofit.
Take a look below.
And if you’d like to learn more, download the Design a Theory of Change Guide or the Craft a Case for Investment Guide. Or, if you’d like me to come speak to your group about this or other topics, check out my Speaking page.
Photo Credit: Bost
Don’t get me wrong, I am a huge believer in strategy. I talk about it All. The. Time. I firmly believe that every nonprofit should have a long-term strategy with a corresponding financial model.
But sometimes a nonprofit is not quite ready to create that long-term strategy because they don’t know what they don’t know.
When a nonprofit suffers from a host of problems that they don’t know how to solve, I encourage them to take a big step back. Because you cannot articulate your theory of change, your goals for the future, the makeup of your staff and board, your financial model, if you are putting out fires and struggling to keep your doors open.
Let me give you an example. An animal welfare nonprofit came to me recently wanting to embark on a strategic planning process. Yet, in the course of our conversation, they revealed that they currently faced a long list of challenges, including:
- A disengaged board of directors
- A poorly structured staff
- A non-existent marketing strategy
- An over-reliance on a couple of funding streams
- An inability to articulate to outsiders what they do and why
These are huge challenges, and creating a strategic plan won’t solve them. If the leader of this nonprofit were to gather her board and staff and ask them to chart the next three years, they would only be talking in circles. Because if you don’t know what’s wrong, you have no hope of figuring out how to fix it.
You should only embark on a strategic planning process when you have the knowledge and capacity necessary to chart a clear future course.
So how do you know if you are truly ready to launch a strategic planning process? Start with these questions:
- Do you have a critical mass of key board members who are excited about and in general agreement on the future of the organization?
- Are you fairly confident of your cash flow over the next several years?
- Do board and staff have the time, capacity and commitment to devote to a rigorous and external-facing, long-term planning process?
- Can board and staff confidently articulate what the nonprofit does and why it matters?
- Does the organization have the right staff in the right places?
- Is your supporter/funder base growing?
- Is the majority of your board effectively engaged in your nonprofit?
If you can’t answer yes to these questions, you may not be ready for a strategic planning process.
But all is not lost. Instead, you may need an organizational assessment (what I call a Financial Model Assessment) to determine what is holding your nonprofit back. An assessment helps a nonprofit figure out why money isn’t flowing the way they need it to be, why the board is disengaged, how to articulate what you do and why, how to structure staff effectively, and ultimately how to build the capacity and knowledge necessary to chart a future direction.
A Financial Model Assessment provides a roadmap to help a nonprofit board and staff analyze and prioritize their immediate challenges so they can address them in preparation for a longer-term planning process.
The approach, in essence is two-fold:
- Assess: Figure out what is holding your nonprofit back (from financial sustainability, operational effectiveness, board and donor engagement, etc.) and how to remedy those challenges.
- Plan: Chart a future direction that lays out the strategy for moving the organization to that next level.
It’s a one-two punch that is sometimes necessary when nonprofit leaders are so caught up in the day-to-day that they simply aren’t prepared to make the big, long-term decisions necessary in a strategic planning process.
If you want to get more strategic as an organization, I applaud you. But make sure your nonprofit is truly ready to create a strategy, or you will just be spinning your wheels and wasting everyone’s time.
Photo Credit: Kale Taylor
At Monitor Institute, a part of Deloitte Consulting, Anna leads the practice on how to drive large-scale social change through galvanizing networks around a shared agenda. She has led aligned action efforts for organizations such as New Profit, Skoll Foundation and Venture Philanthropy Partners. Anna is the author of GATHER: The Art and Science of Effective Convening; ENGAGE: How Funders Can Support and Leverage Networks for Social Impact; and most recently, “Wicked Opportunities” in Business Ecosystems Come of Age.
Nell: Is the idea of a network entrepreneur new in the world of social change? Or how do you think the use of networks is different now than it has been in the past?
Anna: The idea of an individual who works, often tirelessly, to mobilize diverse stakeholders to tackle a tough problem by developing a coordinated plan of attack is not new by any means. Funders and practitioners have been galvanizing networks to address large scale challenges for decades. But the term “network entrepreneur” is new. I heard it recently from two practitioners, David Sawyer and David Ehrlichman from Converge, who are working with network leaders in California.
Over the years we’ve used several terms to describe this type of person: network weaver, network CEO, system leader, tri-sector athlete, Chief Resilience Officer, ecosystem integrator, to name a few. What is changing, though, is the acceptance of why developing the capacity to lead and engage in problem solving through networks is important—as well as an appreciation for what it takes to do so. Increasingly, we’re seeing a shift from the organization as the primary unit of change to the network as a viable means of achieving social impact goals.
Nell: Why do you think nonprofit leaders should embrace the idea of a network entrepreneur? What makes this approach so attractive to social change efforts?
Anna: It’s not just nonprofit leaders who should embrace the idea of using networks to drive systemic change. The tough problems we face as a society have no consideration for sector or issue boundaries—and can’t be solved by leaders from any one sector. Business and government leaders have just as important a role to play in cross-sector social problem solving. And for companies, working through networks is becoming a powerful way to integrate social impact into their core business strategy rather than isolate it within a corporate social responsibility initiative. This is where a lot of exciting activity is happening globally.
We’ve identified five types of networks that create that intersection between social impact and business value—and in which companies are playing critical roles. There are those networks which can directly benefit a company’s core business and are designed for addressing strategic goals such as stewarding natural resources, enabling market-based solutions and raising industry standards. Then there are networks that tend to more indirectly benefit a company’s core business; and these focus on aligning solutions within local communities and mobilizing action around large-scale solutions. We are seeing bold cross-sector experiments in many arenas–where social impact networks are successfully engaging the private sector to tackle a range of challenges while also meeting specific business needs, such as: effectively stewarding the forests of the Santa Cruz Mountains in California; redesigning the global seafood supply chain to preserve fisheries; surfacing new market-based solutions for building a healthy and sustainable food system worldwide; improving access to new and underused vaccines for children living in the world’s poorest countries; and enabling communities to create local education ecosystems to support children and youth from cradle to career.
I don’t want to put an unrealistic sheen on the power of networks to solve all problems. Working in this way is one of many important tools in our collective problem-solving toolkit. What networks do, however, is allow us to pursue solutions that would be harder to attain in other ways. A network approach aligns the actions of a diverse set of stakeholders to tackle a larger piece of a problem than by working in isolation; diversifies risk and spreads bets across many experiments; enables innovation by building a platform where different voices can come to the table to shape new solutions; and ultimately, helps build a resilient problem-solving ecosystem where a dense web of relationships provides the resilience necessary to adapt to new challenges and opportunities as they arise. These qualities are harder to get through one-to-one partnerships or from the efforts of a single organization. A network builds a platform that can launch a portfolio of interventions and simultaneously pull many levers for change. That’s what makes them attractive for social change efforts.
Nell: Networks are often organic and can become ineffective if they are overtaken by a single person or entity, yet they also require leadership to be successful. How does a network balance the need for leadership with the need for organic growth?
Anna: Walking the right “leadership line” is certainly critical in a network context; but that’s not to say that networks don’t need focused and intentional leadership. Network leadership requires a different mindset than operating in a traditional organization. It’s more loosely controlled and emergent than top-down and planned. Decision making is shared rather than concentrated in one person. Insights come from the collective rather than from individual “experts.” Power and commitment come from trust among many not from mandates from the C-suite.
In this way, leadership is just one of the many attributes to factor into a network’s design. Through our own work with networks, we’ve identified eight particularly common ways that they can vary to suit different circumstances—and enable or hinder growth. Besides the important leadership attribute, network entrepreneurs need to consider others such as a network’s purpose, alignment, governance, sector, orientation, size and geography.
Our Axes of Collaboration (to the left) is a useful tool for any network entrepreneur as they think about the foundational DNA of a network—and how to design one to best match the type of problem it’s meant to tackle.
For instance, if you’re a network like REAMP, now with over 165 participating organizations focused on the ambitious goal of reducing carbon emissions 80% by 2050 across the Midwest, you won’t want to design a network that “lives” more on the left side of these axes: one with distributed leadership, informal governance, that’s more learning than action oriented, and has minimal alignment. You’ll never hit that goal with that kind of design. Leadership is a critical component of any network; but so are the other factors that will either help support or inhibit a network’s growth. Considering all these dimensions—and then designing appropriately—is essential.
Nell: When you look at some of the social movements active today — like Black Lives Matter and the protests on college campuses — how does your research on networks help inform your understanding of whether or how successful you think those efforts will be?
Anna: I won’t try to predict the future of these movements. But through our work helping design and launch networks, we know that we need to apply a different frame to evaluate a network’s success. We’ve been influenced by the work of Peter Plastrik and Madeline Taylor who are pushing the field’s thinking around how we measure the impact of a network. For a network, it’s important to understand—and to be able to measure—not just the effects, what a network achieves in terms of outcomes, but also to measure its operations, its “internal health” and how it runs.
We segment network effects into three areas:
- Beneficiary effects (the outcomes and impacts on the people a group aims to serve),
- Idea dissemination (the spread and adoption of language, concepts or practices a network supports) and
- Field building (changes we’ve promoted in the development of the fields in which we work).
We then segment network operations into its structure and health and measure things such as the network’s membership, connectivity, activities, resources, infrastructure and value proposition. Many years ago we developed a diagnostic tool to evaluate a network’s effectiveness. Many of the elements to consider may be highly relevant to those working more directly with movements.
Ultimately, a network’s—or movement’s—success depends on a variety of factors. And getting smart about how to track them in order to refine, recalibrate or redirect the network’s strategy is what matters. Unfortunately, there’s not one solitary variable to evaluate the multi-dimensional nature of a network that’s built to tackle deeply systemic and complex challenges. I wish it were that simple, but it’s not.
Photo Credit: Monitor Institute
Fundraising is such a misunderstood enterprise. And it’s not just misunderstood by nonprofit leaders in the trenches.
I was talking to a normally very savvy foundation program officer the other day who wondered if one of his struggling grantees should think about launching a new gala event to raise some additional money. I swallowed my first inclination to scream “NOOOOOO!” in the middle of a crowded restaurant and instead calmly explained why events are a bad money fix, and why any short-term money generating strategy is probably a really bad idea.
But this well-meaning program officer is far from alone in his understanding of financial sustainability in the nonprofit sector. If I had my way, nonprofit leaders would stop making these 5 big fundraising mistakes:
- Taking a Short-Term Approach
If you don’t have enough money today, a single fundraising activity isn’t going to solve the problem in the long-term. If you want to solve your ongoing money woes, you have to create a long-term plan. The single best way to bring more and larger dollars in the door is to create a smart, long-term strategy for your nonprofit. And that long-term strategy must include a corresponding long-term financial strategy. With a compelling Theory of Change (an articulation of the value your nonprofit creates), what you are hoping to accomplish, and how you will get there, you will be better able to convince funders (no matter what your financial model) to come aboard. People invest in a compelling and believable vision for the future. If you are just raising money for the day-to-day, you will always struggle.
- Looking Under the Same Rocks
Often when there is a money shortfall, nonprofit leaders think they simply need to ask the same people to give again or more. If only it were that easy. To attract more people and organizations you have to have a wider net. But not just on your Facebook page or in your mailing list. A wider net means that your board’s networks need to grow, your distribution channels need to grow, your friend-raising activities, your strategic alliances need to grow — the overall network of your nonprofit needs to grow. You need to think holistically about how to grow the reach of your organization and get everyone involved in making that happen.
- Chasing A Magic Bullet
Seriously, listen when I say this: There Is No Magic Bullet to Fundraising. Fundraising, like so many things, often falls victim to shiny object syndrome. From the Ice Bucket Challenge, to crowdfunding, to social media, it seems there is always something new that nonprofit leaders, philanthropists, or board members think will finally solve a nonprofit’s money woes. But the reality is that finding enough and the right kind of money for the results you want to achieve as an organization is hard work. There is no easy fix. Instead you have to get strategic and create, and then systematically execute on, a financial plan for your nonprofit. It may sound boring, but believe me, once you attach strategy to money, the transformation — to your staff and board, to your funders, to your financial model, to your overall results, to your effectiveness and sustainability as an organization — can be incredible.
- Giving People a Free Pass
When you tell certain board members or certain staff members that they don’t have to worry about money, you are essentially giving them a free pass and placing a larger burden on the rest of the organization. While money must be led by your Chief Money Officer (whatever their title — Executive Director, Development Director, CDO), it must be a team effort. Your money person’s job is to develop an overall money strategy and then mobilize all her resources (staff, board, other volunteers, technology, systems) to bring that money strategy to fruition. She CANNOT do it alone or with only half a board. Money has to be part of the conversation for everyone in the organization.
- Not Fundraising for The Fundraising Function
If you want to get better at raising money, you must invest in the right strategy, staff, and systems — your fundraising function –to raise that money. You need to pay market rate for a fundraising person who is a smart, strategic leader. You need to put time and effort into an overall financial strategy, and you need to create the infrastructure (technology, systems) to make that financial strategy a reality. To make these investments, you might have to raise capacity capital from your donors, a one-time infusion of significant money that helps strengthen your organization. A capacity capital investment in your fundraising function can more than pay for itself in a few years when your transformed financial engine is running at a much more profitable rate. But failing to invest in your fundraising function means you will continue to struggle financially.
Oh nonprofit leaders, please stop hitting your heads against the fundraising wall. I promise you, a more sustainable financial engine awaits if you simply invest the time and energy into a smart strategy, a broader network, effective staff and systems and a real team effort.
Photo Credit: hobvias sudoneighm
From an historic blizzard that blanketed the country, to tackling poverty, to the leadership of Black Lives Matter, to technology in the new year, to using social media to stop ISIS, to advice for Charity Navigator, January was an interesting month in the world of social change.
- Winter storm Jonas dumped several feet of snow across the country, but also offered a couple of interesting lessons in social change. First, the sheer amount of snow piled up on east coast urban streets provided a glimpse into better urban design. And after the blizzard hit Washington, DC it seems only female senators were brave enough to come to work. Among them, Senator Lisa Murkowski wondered: “Perhaps it speaks to the hardiness of women…that put on your boots and put your hat on and get out and slog through the mess that’s out there.”
- Writing in the Nonprofit Quarterly, Tom Klaus took issue with those who criticize the Ferguson and Black Lives Matters movements as being “leaderless.” Instead, he argued that they demonstrate a more effective “shared leadership” model: “Shared leadership…means that multiple members of a team or group step up to the responsibility and task of leadership, often as an adaptive response to changing circumstances. Multiple members may emerge to lead at the same time, or it may be serial as multiple leaders emerge over the life of a team or group.” And The Chronicle of Philanthropy profiled three of the leaders of the Black Lives Matter movement.
- One of my favorite bloggers, David Henderson, has made a new year’s resolution to write more often. Let’s hope he keeps it up because he offered us two great ones this month. First, he wrote a scathing critique of the nonprofit and philanthropy sectors for not standing up against presidential candidate Donald Trump’s hate-filled ideology. And then he took it further in a later post arguing that the philanthropic sector must get more political: “It seems a strange consensus that philanthropy and politics do not mix. Yet it is our politics, and more specifically our collective values, that creates the maladies we aim to address. Martin Luther King was a civil rights pioneer not for creating a nonprofit that provided social services to help African Americans live a little better, but by challenging the laws and social values that subjugated a significant portion of our community. Social interventions like homeless shelters, food pantries, and tutoring programs are fundamentally responses to injustice. While these programs are wrapped in apolitical blankets, they are plainly and intuitively critiques of the system we live in.”
- And speaking of critiques, columnist Tom Watson wrote a sharp commentary on American philanthropy arguing that it is going the way of American politics — moving from democracy towards plutocracy: “The disparity between democratic philanthropy and its plutocratic cousin is nowhere more apparent than in the importance placed on the Facebook co-founder’s commitment to giving away much of his vast personal fortune compared with the potential of the largest digital social network in the nation. Mr. Zuckerberg’s billions may create major causes and eventually steer public policy, but many nonprofits will struggle to find in their budgets the money required to purchase desperately needed social-media eyeballs from his advertising department. If there’s a better example of the power gulf in American philanthropy, I’m not sure what it is.”
- And other critiques of philanthropy in January went even further, with some arguing that modern American philanthropy attempting to address growing wealth inequality (illustrated by a new Oxfam infographic “An Economy for the 1%“) is a paradox because philanthropy itself emerged from the wealth excesses of capitalism. A new book by Erica Kohl-Arenas argued that philanthropic interventions to solve poverty have been flawed because they don’t address the structural issues causing the poverty in the first place. And her argument was extended when she wrote about her view of a January 7th public event at the Ford Foundation where Darren Walker (who recently announced a new foundation focus on overcoming poverty) and Rob Reich discussed these issues.
- Caroline Fiennes argued that nonprofits should not try to “prove their impact,” since proof of impact is impossible, but rather use evaluation to gain knowledge that can help “maximize our chances of making a significant impact.” Patrick Lester, writing in the Stanford Social Innovation Review, offered a similar caution about outcomes, but this time to the Obama administration: “A dose of…realism, combined with a greater reliance on evidence and a willingness to learn from the past, could transform the administration’s focus on outcomes into an important step forward. By openly acknowledging the challenges and dangers, recognizing the difference between mere outcomes and true impact, and demonstrating how this time we will do better, the administration could show that what it’s really calling for is not just an outcomes mindset, but an Outcomes Mindset 2.0.”
- Speaking of proving results, Charity Navigator’s new leader, former Microsoft exec Michael Thatcher, and the board that hired him came under attack in January for not moving quickly enough away from rating nonprofits on financials and towards rating them based on results. But Doug White, writing an opinion piece in The Chronicle of Philanthropy and who created the beginning data behind Charity Navigator many years ago, took it even further took it even further: “Charity Navigator is far worse than nothing. The best that could happen is for the group to sink into oblivion, with no charities, no news outlets, and no donors giving it any thought. Or the group could take serious steps to grow up, humbly taking the time and effort to truly try to understand the charitable world.”
- Wanting to get further into the social change game, Facebook COO Sheryl Sandberg announced a new effort to use Facebook “Likes” to stop ISIS recruitment efforts on social media. It will be interesting to see how effective this slacktivism effort becomes at creating real change.
- Kivi Leroux Miller released her annual Nonprofit Communication Trends Report, including lots of data about how and where nonprofits are marketing. And while she found that YouTube is currently the #3 social network for nonprofits, that may change since YouTube just announced new “donation cards” that allow donors to give while watching a video.
- And finally, in January we lost David Bowie. But Callie Oettinger urged us not to be sad, but rather, inspired: “I [am] comforted in thinking of Bowie…on Mars, mixing it up with other artists…a place where the greats go to keep an eye on the rest of us and send down jolts of inspiration from above.” Yes.
Photo Credit: Northside777
It seems I raised controversy with my recent post, “Is Your Nonprofit Board Avoiding Their Money Role?”. The hot button issue, not surprisingly, was my assertion that boards should be charged with raising 10% of a nonprofit’s budget.
As I put it:
I know it’s heresy, but I believe that a board should be charged with raising at least 10% of a nonprofit’s annual budget. But that doesn’t mean they all have to write personal checks (or get their friends to write them). Rather, there is an endless list…of ways board members, who are fundraising shy, can bring money in the door. Because why should the entire financial burden be left on the shoulders of the staff? That’s just not sustainable. And if you can’t get your board to step up to the financial plate, how will you have any hope of getting others to do so?
In my 30 years of experience, the most sustainable organizations financially are those that rely little on their board of directors for their financial success. I just wonder why it is that these governing volunteers, who are charged with so many more weighty responsibilities for sustainability, are held to such a double standard when it comes to revenue development. Imagine the absurdity of you pronouncing: The Board of Directors must be responsible for managing at least 10% of the organization’s programs.
I argued back that we must define board contribution to the financial model of a nonprofit much more broadly:
The point is that board members should not be allowed to ignore the financial realities of the organization, and it is impossible to ignore something when you have a responsibility for a piece of it. In the examples you give, I would wager that if you calculated board involvement in a much broader way, you would find that at least 10% of that money could be attributed to board involvement. And if not, yikes! Because that means it is all resting on the shoulders of the staff, and that simply is not sustainable. The board must be much more supportive of the nonprofits they serve, and in my mind that means they need to show up, and show up in a significant way, to the financial engine of their organization.
But Gayle was not having it. She responded that just as the board should not be expected to deliver on programs, they should also not be expected to contribute to the financial model:
In very brief, the role of the board as governors is to ensure that the organization is delivering on its mission, that it has a business model that supports its ability to deliver its social impact and that the organization has a human resource and operation plan to make that happen. That it is trustworthy and worthy of support. This is the absolutely best fundraising work that they can do. Boards are totally within their governing role to decide that the way to meet the organization’s revenue needs is hire professional staff and have them do what they are in fact trained to do. I would hypothesize that organizations that do that are more likely to successfully achieve their revenue goals (actually, there is research data to back this us -see “Nonprofit Fundraising Study” of Nonprofit Research Collaborative 2012 ) than the wishful and largely unmeasurable objective of 10% standards pulled out of a hat. BTW, I don’t understand why it is unimaginable to say that the board is responsible for delivering 10% of programs, or 10% of operations, if you set up a standard of attributing 10% of revenues? What makes one different from the other in terms of sustainability or professional expertise?
But in my mind, there is a critical role for the board in both mission and money, and you cannot have one without the other, as I replied to Gayle:
I completely agree with how you characterize the role of the board (“to ensure that the organization is delivering on its mission, that it has a business model that supports its ability to deliver its social impact and that the organization has a human resource and operation plan to make that happen. That it is trustworthy and worthy of support”). However, the missing link (so very, very often) in nonprofit organizations is that the board thinks that showing up to meetings and hearing the development report is enough. Raising money requires that the board take an active role. And that active role means opening doors, making connections, providing intelligence, offering insight. This can actually also be true in delivering programs — the board should not only help provide the overall program strategy and theory of change for the organization, but also help to open doors and make connections to key decisionmakers, advocates, or others outside the organization walls who are critical to effective delivery of the organization’s mission. In all of this, I am simply asking that the board step up and take an ACTIVE role, as opposed to a passive role of “hiring professional staff and have them do what they are in fact trained to do.” There must be an effective partnership between the board and staff in developing and executing on a robust financial model, just as this partnership between board and staff must exist in delivery on mission, because at the end of the day there is no mission without money. Maybe 10% isn’t the right number, but I believe you have to set a significant goal if you truly want the board to take notice and actually step up.
You can read the full debate here.
To me, this is such an important topic because it helps uncover our underlying assumptions about the role of the board versus the role of staff. In my mind, we must elevate the expectations we have for the nonprofit board of directors, and one way to do this is to set clear, specific, and lofty goals for them.
What are your thoughts?
Photo Credit: Ron Cogswell