I’m really excited to announce that, as promised, I’m starting to move the Social Velocity Interview Series to video interviews, via Google Hangouts (for those interviewees who are willing). I launch next week with an interview, on the Social Velocity Google+ page, with Hope Neighbor, CEO of Hope Consulting and author of the Money for Good reports exposing an $15 billion opportunity to direct more private money to high performing nonprofits.
In 2010 and 2011 Hope, and her team of partners (like GuideStar and Charity Navigator) and funders (like The Gates Foundation and The Hewlett Foundation), conducted comprehensive studies of donor behavior, motivations, and preferences for charitable giving in order to understand how to effectively influence giving behaviors.
Money for Good I found that 90% of donors say how well a nonprofit performs is important, but only 30% of donors actively try to fund the highest performing nonprofits. So there is a disconnect.
In Money for Good II, Hope and her team set out to figure out what it would take to change donor behavior and direct more money to high performing nonprofits. What they found is that more information about performance and more “Consumer Reports” style reporting could encourage more donors to switch their giving to higher performing nonprofits.
This is all fascinating and helps inform the on-going question, “How do we funnel more money to social change?” Needless to say I have lots of questions for Hope.
Here is my list of questions for Hope, but I imagine since it’s a conversation the questions will evolve:
- With Money for Good you are hopeful that we can change donor behavior and shift more money to high performing nonprofits. But what will it take beyond providing more (and better information) to donors? How do we create incentives for donors to change?
- Money for Good estimates that $15 billion could shift to high performing nonprofits, but that is only 5% of the total private money flowing to nonprofits. And only 12% of all money flowing to the nonprofit sector comes from the private sector, so we are really only talking about shifting 0.6% of all the money in the sector to high performing nonprofits. Is that piece of the pie worth the kind of donor behavior change effort required? What about expanding the overall pie (only 2% of the annual Gross Domestic Product has historically gone to the nonprofit sector)? Is there any hope of growing the 2%?
- Where does impact investing fit in all of this? Typically only 5% of a foundation’s money is directed to social change efforts. What about the opportunity to encourage foundations to tap into their corpus and do more program-related and other mission-related investing?
- How do we ensure that more information means better information? What if low performing nonprofits simply start mimicking high performing reporting? How do we ensure that accurate performance evaluation is conducted and reported across the sector? And how do we fund that?
- What about the problem of donors misconstruing information? For example, if nonprofits provide more financial information, and donors still have a bias against overhead spending, could that just shift more money to nonprofits with lower overhead, not necessarily higher performance?
Watch for the interview on the Social Velocity Google+ page next week.
And stay tuned for more video interviews soon!
There were some really great articles and discussions in the social change space this past month. From new attempts to put philanthropy under the microscope, to analyses of Silicon Valley’s contributions to social change, to the difference between market innovations and social innovations, to Millennial giving, there was a lot to think about.
Below are my picks of the 10 best reads in the world of social innovation in September. But please add what I missed in the comments.
The 10 Great Reads lists from past months are here.
- Silicon Valley has been getting into the social change game, but some aren’t impressed with their contributions so far. David Henderson takes Silicon Valley to task for focusing their technology “innovations” only on broken nonprofit fundraising models (Google’s announcement in September of a new fundraising app, One Today, is an example of what he’s talking about). And Charles Kenny and Justin Sandefur seem equally unimpressed arguing that Silicon Valley’s view that technology can end global poverty is “wildly overoptimistic.”
- And speaking of social change and business, Daniel Goldberg makes a very interesting (and helpful) distinction between “market innovations” (“an opportunity for profit that also happens to help people…and [is] effective precisely because [it] so cleverly ride[s] the market wave”) and “social innovations” (which “produce value by filling gaps left by the market…a business opportunity in the classic sense, but a systematic market failure that required a social purpose to address”). Much of impact investing, he argues, falls into the first camp, whereas social impact bonds fall into the second.
- It is crazy (and terrifying) how the wealth of America is increasingly concentrated in a small group of people at the top. The rate at which it is happening is mind blowing. The 400 richest Americans are worth $2 trillion, which is a $300 billion increase from last year and double what it was a decade ago. And in 2012 the top 10% of earners brought home more than 50% of the total U.S. income, which is the highest level ever recorded. Kind of depressing, isn’t it?
- But there is hope. Clara Miller, formerly head of the Nonprofit Finance Fund and now head of the F.B. Heron Foundation, is one of the leading visionaries in the social finance space. Her recent article is a must read and explains the dangers of nonprofit growth without adequate capital and what funders can do to prevent it.
- Paul T. Hogan, VP of the John R. Oishei Foundation, argues that funders should focus on building nonprofit organizations: “The development of the nonprofit organization provides plenty of factors to evaluate and many outcomes to strive for. It can also satisfy the funder’s obligation to effectively steward resources insofar as an organization is being helped to last for the long term and have a much greater chance of effectively achieving its, and therefore the funders’, goals.” Oh, if only more foundation leaders thought that way!
- Pablo Eisenberg writes a fairly vehement rant against philanthropy for being an increasingly closed loop. He argues that their insularity “keeps philanthropy from solving serious problems” and that we need “foundations and big donors to realize they don’t have all the answers. Nonprofits should have a greater role in driving the agenda.”
- September saw the annual Social Capital Markets Conference and one of the interesting things to come out of it was a new Community Capital Symposium that immediately preceded SoCap this year. CoCap brought non-accredited investors (with a net worth below $1 million) and social entrepreneurs together to talk about community-focused investing. It’s an interesting financial innovation to watch.
- Over the month of September, GrantCraft, a project of the Foundation Center, ran a 4-episode podcast series talking about and with Millennial philanthropists as a complement to the Johnson Center NextGen Donor Report about Millennial giving that came out earlier this year. Fascinating stuff.
- And then on the tactical side, HubSpot offers some great insight on What Millennials Really Want From Your Nonprofit’s Website.
- I always love urban food innovations, perhaps it’s because they are addressing several social problems at the same time (urban decay, obesity, economic decline, environmental degradation). And so I was interested to see that urban rooftop farming is a new trend.
Photo Credit: UWW ResNet
ArtsFwd, an interactive online platform where arts leaders can learn from each other about the power of adaptive change and the practice of innovation, is holding a first-ever National Innovation Summit for Arts + Culture October 20th-23rd in Denver and online. (I interviewed the head of ArtsFwd, Karina Mangu-Ward, on the blog in 2012 and co-led a Chronicle of Philanthropy Live Chat about connecting money and mission with her last spring.)
The National Innovation Summit for Arts + Culture will bring together arts leaders from around the world to explore the challenges, discoveries, and achievements of daring to depart from traditional approaches. Although the Summit will take place in Denver there is also a robust virtual component. The on-site conference will bring together 250 pioneering arts leaders and funders from 14 communities who were selected based on their track record of innovation and well-developed adaptive capacities.
But the Virtual Summit is open to everyone. All 27 powerful Summit Talks will be available via livestream. The dynamic series of thematically linked 12-minute talks by bold leaders from across the country will highlight the remarkable and mostly untold stories of innovative projects unfolding in arts and culture organizations.
The themes are:
- Taking Collective Action (6p ET on 10/20)
- Co-Creating with the Public (11a ET on 10/21)
- Artists as Agents of Change (1p ET on 10/21)
- Animating Neighborhoods (5:30p ET on 10/21)
- Citizenship and the Arts (11a ET on 10/22)
- Transforming Organizational Structure (5:30p ET on 10/22)
I will be leading an online discussion in the Transforming Organizational Structure theme. In this theme, six speakers will each spend 12 minutes talking about their stories of radical restructuring inside their organizations, including new staffing structures, the creation of innovation capital, embracing risk, and redefining the meaning of success in order to support innovation. Some of the speakers include Susan Medak, Managing Director of Berkeley Repertory Theatre; Steven Matijcio, Curator of Contemporary Arts Center Cincinnati; and Lori Fogarty, Director and CEO of Oakland Museum of California.
Instead of asking the question, “How do we survive?” these arts leaders asked the question “What do we want to accomplish and how can we rethink our work to get there?”
The Transforming Organizational Structures theme is all about breaking free from small thinking. Small thinking handcuffs organizations to the ways things have always been done, the staffing structures that have worked before, financial models that once were profitable, programs that used to draw an audience. In order to stay relevant and continue to make an impact in our communities, arts organizations increasingly need to scrap the old structures and reinvent themselves.
This is not easy work, by a long shot.
So I am eager to hear these arts leaders talk about how they stayed true to larger, longer-term goals while throwing out old structures. How they found consensus around an ultimate goal and then began to build structure around it. And how they found funding for this transformational work. Arts organizations are notoriously resource constrained, which often breeds an aversion to risk. So I look forward to hearing how these organizations broke free from that risk aversion and found a way to innovate forward.
At the end of the six talks, I will lead an online discussion among the group. My questions will include:
- What elements need to be in place in order to completely rethink organizational structure and purpose?
- How can organizations move away from thinking about structure and instead think about the ultimate end goal of the work?
- How do we move beyond the inherent risk-aversion of a financially strapped sector in order to embrace innovation?
- How do we convince funders that risk and innovation are worth funding?
The National Innovation Summit for Arts + Culture promises to open our minds to new possibilities and ways forward. To participate in the Virtual Summit, register here.
I hope to see you there!
Fall is here (at least by my calendar!) and that means new opportunities to spark conversation about how the nonprofit sector is changing and how nonprofit leaders, board members and donors need to as well.
In recent months I’ve spoken in Phoenix, New York, Washington DC, Atlanta, and Australia (via Google). And what all of these events had in common is that the audience was hungry for a new way forward.
What I love most about speaking is that it’s a chance to really open eyes to new ways of thinking. And I love, love, love engaging with the audience to challenge their assumptions and former ways of operating.
For example, at an event last month a board member and I got into a lively debate about whether board members should really be bothering with the money raising aspects of their nonprofit. His argument was that it’s the job of the board to focus on big picture mission and programs, not the day-to-day dollar concerns of the organization. My argument, no surprise, is that you cannot separate mission from money and every board member should play a role in the financial engine of the nonprofit.
As we continued to debate, the board member admitted that he actually had helped to open a door to a significant (tens of thousands of dollars) contract for the nonprofit. So in essence he was arguing against what he’d actually helped bring about. Through the discussion he came to realize that if every board member were asked to tap into their skills, experience and networks to accelerate the financial health of the nonprofit (as he himself had already done) it could be transformational.
I love those light bulb moments.
The reality is that often nonprofits exist in a series of catch-22s where board members don’t know how to help, nonprofit leaders don’t know how to get board members moving, funders don’t know the questions to ask, and nonprofits don’t know how to identify their constraints. So we keep having the same conversations over and over again with little change.
Which is why I love to speak to groups and shake up these stale conversations.
Here are some of the most popular topics people invite me to speak about:
Financing not Fundraising
Based on the popular blog series, Financing Not Fundraising, I show nonprofits a new, more effective way to fund their work. I explain concrete ways to move efforts to raise money in a totally new direction, resulting in more money flowing through the doors, a more engaged and effective board, a more energized and integrated staff and ultimately more achievement of mission.
The Future of the Nonprofit Sector
The nonprofit sector and the philanthropy that fund it are changing dramatically. A growing convergence between the nonprofit, for-profit and government sectors is altering how social change happens and increasing competition is forcing nonprofits to shift the way they have always done business. Nonprofit leaders must understand trends and embrace change to emerge stronger and more effective.
The Power of a Theory of Change
A theory of change is an argument for why a nonprofit exists. It is the fundamental building block to creating a strategic direction, measuring your work, garnering more support and ultimately creating more impact in your community. Funders, regulators and others are increasingly demanding that nonprofits demonstrate how their work creates community change. I show nonprofits how to create a theory of change and then use it to drive greater support, engagement and success.
Jump Starting Your Board
A nonprofit’s board is often not doing as much as they could to bring money in the door. I take the fear and inaction out of raising money. I show board and staff how money works in the nonprofit sector, where the board can be most effective, how to get the board excited and engaged in fundraising, and the concrete steps to get them moving.
You can see a more complete list of my speaking topics, past speaking events, and videos on the Speaking page of the website.
If you want to start having new, transformational conversations, invite me to come speak. I’d love it!
In today’s Social Velocity interview, I’m talking with Ted Levinson. Ted is the Director of Lending at RSF Social Finance, a San Francisco-based financial services non-profit dedicated to transforming the way the world works with money. Levinson manages RSF’s flagship $75 million Social Investment Fund which provides debt capital to US and Canadian social enterprises.
You can read past interviews in the Social Innovation Interview Series here.
Nell: RSF Social Finance is really the leader in the social finance market, you’ve been doing this long before anyone started talking about a “social capital marketplace.” Given that long history, how do you view the current state of the social capital market? Are we where we need to be to funnel enough and the right kinds of capital to social change efforts? And if not, how do we get there?
Ted: RSF has a twenty-nine year operating history, but it’s still early days for the field of social finance. The industry is at the same stage of development as natural food stores were thirty years ago – we’re established, we’re growing, we’re doing good work, and yet we’re still considered a fringe movement. I believe we are on the cusp of mainstream acceptance which will mean a much broader audience of impact investors (especially young people and unaccredited investors) and far greater demand for social capital from the growing number of social enterprises that are just now becoming investment-ready.
There’s been a shift in society’s view of natural food stores – we’ve overcome our fear of the bulk bins and now all grocery stores look more like natural food stores. I expect the same thing to happen with our conventional financial institutions which are just now beginning to pay attention to social finance.
What the field really needs is to expand the financial products available to social enterprises and address some of the existing gaps. Frustrated social entrepreneurs may disagree, but I think the angel capital and large-scale venture capital spaces are meeting the needs of for-profits. Incubators, business plan competitions and seed funds are providing modest amounts of funding to emerging non-profits and for-profits. RSF and some of our friends including Nonprofit Finance Fund, Calvert and New Resource Bank are addressing the middle market market.
The big voids in social finance include:
- True “risk capital” for non-profit social enterprises. We need more foundations willing to place bets on high-potential organizations.
- Bigger finance players or (better yet) a more robust consortium of social finance organizations that can band together to meet the $5 million + needs of high growth social enterprises such as Evergreen Lodge, Playworks and other organizations that are reaching scale.
I believe the field will get there but we’re playing “catch-up” now and social entrepreneurs are an impatient bunch.
Nell: RSF does something pretty revolutionary in that you combine philanthropic giving with impact investing, whereas these two sides of the social capital marketplace have not yet really found a way to work together in any large scale or significant way. Why do you think that is? And what needs to change in order to encourage foundations and impact investors to work more closely together?
Ted: We call our approach of combining debt and philanthropic dollars “integrated capital,” and we think it’s going to have a profound effect on impact investors, philanthropists and the social enterprises it serves.
Most non-profit social enterprises rely on a combination of earned revenue and gift money. There’s no reason why a single transaction can’t bridge these two forms of capital. With integrated capital we can leverage philanthropic grants or loan guarantees to push high-impact loan prospects from the “just barely declined” category into the “approved” category. In fact, even some for-profit social enterprises are eligible for this. Our loan to EcoScraps – a fast-growing, national, composting business was made possible by a foundation that shared in some of RSF’s risk.
Integrated capital is possible because RSF works with individuals and foundations that have overcome the prevailing view that how you invest your money and how you give are distinct activities. We’re also fortunate to work with an enlightened bunch of people who recognize that philanthropic support for social enterprises isn’t a crutch or a sign of a failed enterprise.
Our work at RSF is driven by a belief that money ought to serve the highest intentions of the human spirit. Conscientiously investing money, giving money and spending money can all further this goal.
Nell: What do you make of the emerging social impact bond movement? Is this a social finance vehicle that you think will work?
Ted: I’m deeply hopeful and deeply skeptical of the future of social impact bonds. I’m hopeful because our government is notoriously risk-adverse and slow to adopt new ways of improving education, reducing recidivism, or curbing our runaway health care costs. I think spending money on early interventions could go a long ways towards improving these fields societal challenges, but paying now to save in the future is at loggerheads with the short-term view which prevails in politics. Social impact bonds are a clever way to push the risk on to investors who are willing to take a longer view for the potential of a big upside.
I’m also a fan because social impact bonds are an alternative to the financial engineering which brought us collateralized debt obligations. They demonstrate that Wall Street doesn’t have a monopoly on financial innovation.
That being said, I’m skeptical that this market can ever reach a stage where transactions costs can drop enough to make it economically viable. Bringing together the multiple parties that are required for such a transaction (the government, the investor, the non-profit, a monitoring entity, a social finance organization, an attorney and possibly a foundation) just seems unaffordable to me.
Nell: What sets the nonprofits and social enterprises you invest in apart? What characteristics do you look for in the investments you make?
Ted: All of our borrowers fall into one or more of three focus areas – sustainable food systems, the environment and education & the arts. These borrowers all have capable, committed management who recognize that financial sustainability is a prerequisite for lasting change. Our best borrowers have strong communities supporting them whether it is donors, customers or suppliers.
Evaluating these stakeholders is a key component of our underwriting process at RSF.
Our experience demonstrates that performance improves when social enterprises engage all of their stakeholders. RSF’s long-standing support of fair trade is an example of this commitment. We also regularly expect borrowers to solicit their community members to join RSF’s investor community as a precondition to approval. We take community seriously at RSF!
Our borrowers are all addressing major social or environmental problems such as a lack of adequate housing for developmentally disabled adults (Foundation for the Challenged), inefficiencies in the wind industry (FrontierPro) and poverty and environmental degradation from rice farming (Lotus Foods.) As social enterprises, they’re primary activities are DIRECTLY making the world a better place. We believe our borrowers have the potential to scale their organizations and make a real dent in these problems, or become a model for others to do the same.
For example, we were one of the first lenders to Revolution Foods when they were operating out of a defunct fast food restaurant in Alameda, CA. Today they deliver over 200,000 healthy meals a day to public school children.
Similarly, we think DC Central Kitchen’s model of combining culinary training for adults with barriers to employment with a robust meals business (they deliver 5,000 meals a day to schools and homeless shelters) is a winning approach that can be replicated throughout the country.
Nell: Some have argued that nonprofit leaders lack a level of sophistication when it comes to financial strategy and use of financial tools. Obviously you find nonprofits and social enterprises that are able to effectively employ sophisticated financial vehicles, so how do you respond to that argument?
Ted: Rather than argue I prefer to let the results of our borrowers speak for themselves. DePaul Industries, for example, is a $30 million non-profit that employs over a thousand disabled Oregonians. The Portland Business Journal ranked them one of the most admired companies in the state and they did this all with 98% earned revenue. Network for Good processes over $150 million of online donations every year while Digital Divide Data has a decade of year over year revenue growth in the field of impact outsourcing.
I see no lack of financial sophistication in the non-profit sector. I do, however, see a lack of risk-taking, which can sometimes be misinterpreted as unsophistication when compared with the for-profit world. It’s a shame this mentality is so pervasive because of the importance and urgency of the work that so many non-profits do. Many icons of industry have biographies filled with risky expansion, leverage, false starts and failures. We need to de-stigmatize failure in the non-profit sector and adopt that same boldness which has led to so many of the biggest successes in the commercial world.
There is a lot of talk lately about how the world is changing thanks to the Millennials, the demographic force of people born between 1981 and 2000 who promise to fundamentally change the world as we know it.
But what I continue to wonder is whether Millennials will fundamentally shift how money flows to social change.
Here are the shifts I wonder if Millennials will help us make:
More Social Change Money
Will a significantly greater amount of money begin flowing to organizations that are working on positive social change? For the past four decades only about 2% of the U.S. Gross Domestic Product has gone to philanthropy. That’s a pretty big trend to buck. Millennials stand to enjoy the largest wealth transfer in America history. Will more of that money flow to philanthropy? Will Millennials be able to move the needle on the 2% and find ways to funnel more money to social change?
More Money Flowing to Proven Impact
Will more money start flowing to organizations that can prove that they have created social change? Traditionally, philanthropy has not been terribly strategic, following emotion rather than data. However, new research claims that Millennial donors are more focused on impact than their predecessors (see the Millennial Impact Report, The Next Generation of American Giving report, and the NextGen Donors report) and are more committed to seeing their money flow to organizations that can prove they are actually accomplishing social change. (Although some argue that Millennials will actually not give any differently than their predecessors did.) So once Millennials become the philanthropic force everyone predicts will they actually invest that money differently?
More Financial Vehicles for Social Change
Will more financial vehicles become available for social change efforts? As Millennials start to control the wealth in this country, will they use new tools like impact investing to funnel more money, beyond just philanthropy, to social change efforts? Will they be able to connect impact investors and philanthropists and their respective pools of money? Will Millennials’ demonstrated interest in social change translate into new ways to fund that social change?
More Delivery Vehicles for Social Change
Millennials, so far, tend to be more entrepreneurial than their predecessors. And at the same time there are more organizational structures, beyond the traditional nonprofit organization, for making social change happen, from B Corps to Lc3s to for-profit social businesses, to social intrapreneurship. But it remains to be seen whether these new structures, and others yet to come, will stand the test of time. And whether Millennials can transform traditional nonprofits to be more entrepreneurial too.
There certainly can be hype around the promise of a generation. But I’m excited to see what the Millennials bring to the world of social change.
Photo Credit: Next Generation of American Giving Report
Note: I was asked by UnSectored, a community platform for rethinking social change, to write a post as part of their month-long conversation leading up to the William James Foundation’s Annual Gathering about how we sustain social enterprise. Below is that post. It originally appeared on the UnSectored blog where you can see the other posts in the conversation.
There is an awful lot of hype around the social entrepreneurship movement. Don’t get me wrong, I’m excited about the growing focus and energy around social change. But I think we need to take a step back and recognize that nonprofits have been working on social change for a really long time.
Often nonprofits get less airtime in the social innovation movement than their for-profit, social change counterparts. Perhaps that’s because the for-profit form of social change is new, so it seems more interesting, sexier, apt to create more change. And, of course, the idea that business can be reworked to address public goods is incredibly compelling.
But among the glorified world of social entrepreneurship, some are beginning to question the hype. Like Liam Black (“Letter to a Young Social Entrepreneur”) and Daniel Ben-Horin (“Between the Quick Exit and the Long Sojurn”)
Real social change is hard, long, exhausting work. As Daniel Ben-Horin says “This ‘making a difference’ stuff can be a real grind, as it turns out.”
And amid the hype around social entrepreneurship there is a tendency to dismiss those who were working on the long haul of social change before it was cool: the nonprofit sector.
The current hype around for-profit social entrepreneurship sometimes reminds me of the dot.com bubble, or the sub-prime mortgage speculation. We have to be careful of the hubris that accompanies new trends.
The nonprofit sector is an enormous part of our economy and has a long history of working towards social change. If we were to cast it aside completely, we’d lose the tremendous resources (money, people, mind-share) that are being invested in that sector every day. Without its oldest component, the broader movement to solve social problems is doomed. So instead of tossing it aside, let’s remake it, re-envision, restructure and reinvent it.
What does that mean? It means that the best and the brightest in the social innovation field need to figure out how to innovate in the nonprofit as well as for-profit sector. It means that the emerging social capital market creating financial vehicles for budding social businesses should also support social entrepreneurs in the nonprofit space. It means philanthropists should share investor prospects with impact investors, and vice-versa.
What’s more, innovation requires that investors interested in a social return own portfolios that include not only social businesses, but also nonprofit deals. Many more foundations should explore mission-related investing so that their money can go to both nonprofit and for-profit social change efforts. Nonprofits interested in growth should have access to capital and management expertise to scale. And a nonprofit that’s solving social problems should get just as many resources, respect and mind-share as a social business that’s doing the same.
In essence, we need an “unsectored” approach to social change.
Which means a shift in attitudes, laws, accounting standards so that social entrepreneurs are not restricted by outdated structures and incentives.
There’s no magic bullet for social change. But by focusing all of our energy on only one piece of the social innovation puzzle, we run the risk of less change — or none at all.
Photo Credit: unsectored.net
June was all about attacking some pretty fundamental roadblocks in the way of social change. From the pivotal “Pledge Against The Overhead Myth,” to a new database for all nonprofit organizations, to moving philanthropists from innovators to capacity builders, to ideas for growing the level of giving, it seems June was about putting everything on the table and exposing what stands in the way of progress.
Below are my 10 favorite social innovation reads in June. But, as always, add your favorites to the list in the comments below. And if you want to see my expanded list, follow me on Twitter, Facebook, LinkedIn, or Google+.
You can see the 10 Great Reads lists from past months here.
- The big news in June was GuideStar, Charity Navigator and BBB Wise Giving Alliance’s Open Letter to the Donors of America and their kick-off of the Pledge to End the Overhead Myth. The three nonprofit review organizations are on a quest to expose the destructive nature of the overhead myth.
- This exciting announcement was followed quickly by some great articles. Kjerstin Erickson’s (former Executive Director of FORGE) eye-opening post about how the overhead myth can ruin a great nonprofit. And Ann Goggins Gregory (most famous for the seminal Nonprofit Starvation Cycle article in a 2009 Stanford Social Innovation Review that arguably started the entire overhead debate) great post about what nonprofits can do to speed adoption of the idea of overhead as myth. And Phil Buchanan from the Center for Effective Philanthropy chimes in with what foundations can do. And writing on the Grantmakers in the Arts blog, Janet Brown seems to agree, arguing that “with more efforts for honest assessment and honest communication between funders and nonprofits, we can stop dancing solo and begin dancing as real partners.”
- Antony Bugg-Levine, from the Nonprofit Finance Fund, gets down to brass tacks, gleaning 3 things that funders can do to help nonprofits from the NFF’s most recent State of the Sector survey.
- Echoing these same themes, Dan Cardinali, President of Communities in Schools, argues in the Huffington Post Impact blog that “Philanthropists…must come to grips with their new role as capacity builders rather than innovators.” Amen to that!
- But the reality is that foundations aren’t using innovative tools already available to them. A recent study by the Indiana University Lilly Family School of Philanthropy found that only 1% of US foundations are using PRIs (program-related investments), which I think is an enormous missed opportunity.
- Keeping with their ultimate goal of building the data infrastructure necessary for social change to thrive, Markets for Good announces the new BRIDGE project, which assigns all nonprofits a “numerical fingerprint” so that we can eventually understand the global social sector at scale.
- The annual unveiling of philanthropic giving numbers shows the same result, giving as a share of Gross Domestic Product has not strayed far from 2 percent over the past four decades. Suzanne Perry offers some reasons why, past failed attempts to grow the figure, and new ideas for moving the needle.
- The Dowser blog interviews Patrick Dowd, founder of the Millennial Trains Project, a ten day transcontinental train journey where each of the 40 Millennial riders profiles a crowdfunded project to build a better nation.
- If you wonder whether social media can actually move social change forward, check out this fascinating case study. A Facebook app encouraging organ donation resulted in an initial 2000% increase in organ donor sign ups. Who knows if those rates will continue, but the experiment definitely demonstrates the power of social media.
- There is a lot of hype in the world of social innovation, and two contrarians offer some thought-provoking perspectives about digging beneath the hype. First Daniel Ben-Horin is fed up with social entrepreneurs who don’t realize what a long haul social change is, when he notes “This making a difference stuff, it turns out, can be a real grind.” And Cynthia Gibson argues that we need to create a culture within the social change space that “encourages healthy skepticism.”
Photo Credit: mindfire3927
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