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Inspiration

10 Most Popular Posts of 2014

typewriterThe year is winding down, and I will be taking some time off to enjoy friends and family (as I hope you are too). But before I go, I want to leave you with a list of the 10 most popular posts on the blog this year, in case you missed any of them.

And if you want to see the 10 most popular posts from 2011, 2012, or 2013 you can do that as well.

I feel incredibly lucky to be able to work with you amazing social change leaders. I am grateful for the amazing work you are doing to create a better world. And I appreciate you being part of the Social Velocity community.

I wish you all a happy, relaxing holiday season, and a wonderful new year. I’ll see you in 2015!

  1. Can We Move Beyond the Nonprofit Overhead Myth?

  2. 7 Rules For Brilliant Nonprofit Leaders

  3. How to Move Your Nonprofit Board From Fundraising to Financing

  4. Why Nonprofits Must Stop Being So Grateful

  5. 5 Questions Every Nonprofit Leader Should Ask

  6. Why Do Nonprofit Leaders Get In Their Own Way?

  7. 3 Questions to Get Your Nonprofit Board Engaged

  8. 5 Ways Great Strategy Can Transform a Nonprofit

  9. Does Your Nonprofit Know How To Attract Big Donors?

  10. It’s Time to Reinvent the Nonprofit Leader

Photo Credit: Steven Depolo

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What Kind of Nonprofit Leader Are You?

nonprofit leaderAs the year draws to a close, and you (I hope) make time to relax, reconnect with friends and family, and reacquaint yourselves with some much-needed quiet, you may also want to reflect on your role as a social change leader. Effective leadership is really, really hard work, but it is also incredibly necessary and needed.

So if you find time over the next few weeks to take a look at your role as social change leader and you want some help along the way, download the Reinventing the Nonprofit Leader book.

Here is an excerpt:

Chapter 3: Refuse to Play Nice

As a by-product of the charity mindset, nonprofit leaders often suffer from being too nice. The thing I love most about nonprofit leaders is that, for the most part, they are truly good, decent people. They are trying to make the world a better place, so by definition they are considerate of others. But sometimes you can take being nice too far. Being nice to the donor who leads your nonprofit the wrong way, or the staff member who is not performing may work for the individual relationship, but is detrimental to the larger organization and ultimately your mission.

Indeed, according to a 2010 study by researchers at Stanford University, nonprofits are perceived as “warm, generous and caring organizations, but lacking the competence to produce high-quality goods or services and run financially sound businesses.” In other words, we think nonprofit leaders are nice — but not competent.

But this reality is often imposed on nonprofit leaders. Nonprofit leaders are encouraged to collaborate instead of compete, hold onto under-performing staff, accept martyr-like salaries, smile and nod when funders push them in tangential directions, and keep quiet when government programs require the same services at a lower price.

This demand that the nonprofit sector play “nice” is the result of (at least) three aspects to the sector:

  1. A Focus on the Social. The sector exists to address and (hopefully) solve social problems. Thus, by definition, it is socially oriented and has an inclusive, consensus-based approach to doing business.

  2. More Customers. Nonprofits have two customer groups, as opposed to the single customer for-profits have: 1) those who benefit from the services a nonprofit provides (clients) and 2) those who pay for those services (funders).

  3. Multiple Players. In addition to their customer groups, nonprofit leaders must corral their board of directors, which often includes individuals with competing interests, and external decision-makers (policy makers, advocates, leaders of collaborating organizations) who have an impact on the change the nonprofit seeks. The end result is that multiple players must somehow be brought together and led in a common direction.

But in order to work toward real solutions and get out from under consensus-based mediocrity, you need to break free from the niceness trap. Rest assured, I am not asking you to get mean and ugly. But there is a way to politely, but assertively, make sure you get what you need to succeed.

In other words, the reinvented nonprofit leader needs to:

  • Say “No” to funders who demand new programs or changes to programs that detract from your nonprofit’s theory of change and your core competencies.

  • Diversify revenue streams so that you are not beholden to any one funder or funding stream.

  • Demand that board members invest significant time and money in your nonprofit, or get out.

  • Fire under-performing staff. This is such a taboo in the sector, but with limited resources and mounting social problems to be addressed, we do not have time to invest in people who cannot deliver.

  • Be brutally honest with funders and board members about the true costs of running operations effectively and stop apologizing for, or hiding, administrative expenses.

  • Create a bold strategic plan that will drive your nonprofit toward social impact and sustainability, not mediocrity.

  • Make an honest assessment of your nonprofit’s core competencies, competitors and consumers so that you understand and can articulate where you fit in the marketplace — and act accordingly.

  • Stop waiting for your board chair, or a big donor, or a government official to allow you to do something that you know is the right way forward.

  • Refusing to play nice is not easy. And it often culminates in a difficult conversation, perhaps with an underperforming staff member, an ineffective board member, or a time-consuming funder.

In order to manage these difficult conversations for success, you need to approach them in a thoughtful and strategic way. Here are the steps…

To read more, download the Reinventing the Nonprofit Leader book. Or you can download the on-demand Reinventing the Nonprofit Leader webinar.

Photo Credit: Satish Krishnamurthy

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5 Nonprofit Trends to Watch in 2015

5 Nonprofit Trends to WatchI love this time of year. Not just because of the approaching space for relaxation, friends and family, and great food, but more importantly because it is a time for reflection. The end of the year offers a natural analytic marker between what was and what is yet to come.

And as is my end of the year tradition on the blog, it’s a time to look ahead to what the coming year might bring for the nonprofit sector. I’ve always said when I create my Trends to Watch lists that I am less clairvoyant and more optimist. I am always hopeful that the nonprofit sector is growing more effective, more sustainable, more able to create lasting social change. That’s the trajectory that (I freely admit) I am predisposed to see.

So here are 5 things I’m really hopeful about the nonprofit sector as we head into the new year.

You can also read past Nonprofit Trends to Watch Lists for 2011, 2012, 2013 and 2014.

  1. Growth of the Sharing Economy
    The emerging “sharing economy,” where a good or service is shared by many instead of consumed by one and managed largely through the use of social technologies (think AirBNB, Netflix, TaskRabbit and countless others), will have wide implications for the social change sector. The sector that employed “sharing” long before it was cool will need to understand this changing environment and the implications for their work. Nonprofits should figure out how to navigate this growing interest (and increasing for-profit competition) in the realms of community and goodwill. It will be fascinating to watch.

  2. More Focus on Crowdfunding
    One element borne out of the sharing economy is crowdfunding, and there is no doubt that it is everywhere. I have written before about my skepticism. But my hope is that crowdfunding will move away from ALS Ice Bucket Challenge-like hype and become another financing tool that nonprofits can use strategically. We need to get smarter about what crowdfuding is, and what it isn’t. A Kickstarter campaign makes sense for startup and other capital needs, but not for ongoing revenue. And while Giving Days are exciting, I’d like to see more analysis of what’s new money and what is cannibalized money. There is no doubt that crowdfunding is a force to be reckoned with, I just hope we turn it into a useful, strategic tool that contributes to — not detracts from — sustainable social change financing.

  3. Decreasing Power of the Overhead Myth
    The Overhead Myth, the destructive idea that nonprofits should spend as little as possible on “overhead” expenses (like infrastructure, fundraising, and administrative costs) was laid bare in 2013 when GuideStar, CharityNavigator and BBB Wise Giving Alliance wrote their famous Letter to the Donors of America. This year they wrote a follow up Letter to the Nonprofits of America, arguing that both nonprofit leaders and donors must stop judging nonprofits by their overhead rate and instead focus on a nonprofit’s outcomes. It’s exciting to see this most detrimental of nonprofit myths beginning to crumble, but there is still much work to be done. Not least of which is helping nonprofits articulate and measure their outcomes so that they have a more effective measure with which to replace the overhead rate.

  4. Growing Emphasis on High Performance
    Which brings me to the growing movement for creating more high performing nonprofits. Over the past several years there has been an emerging effort to move nonprofits toward this outcomes approach to their work. The idea is that if nonprofits can better articulate and measure the social change they seek, more resources, sustainability and ultimately more change will follow. In the coming year, a group of social sector leaders (of which I am a member) will release a framework for what practices constitute a high performing nonprofit. But that is just one example of a growing emphasis in the social change sector on results.

  5. Greater Investment in Nonprofit Leadership
    Nonprofit leaders have long traveled a lonely road with inadequate support and resources. Funders and board members often assume that a leader should go it alone, even while for-profit leaders benefit from on-going coaching, training and development. But that is starting to change. A few savvy foundations have invested in nonprofit leadership, and they are beginning to trumpet the benefits of such investments. As more funders understand why investing in the leaders of the nonprofits they fund makes sense, I am hopeful that nonprofit leadership support will become less of an anomaly. And with stronger, more effective and supported leaders comes — I firmly believe — more social change.

Photo Credit: slorenlaboy

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Beyond Philanthropy As Usual: An Interview With Albert Ruesga

Albert_RuesgaIn today’s Social Velocity blog interview I’m talking with Albert Ruesga. Albert is the President and CEO of the Greater New Orleans Foundation, known for its leadership in the region after Hurricane Katrina. He serves as chair of Grantmakers for Effective Organizations (GEO) and sits on the Philanthropy for Social Justice and Peace steering committee. He earned his Ph.D. at MIT and taught philosophy at Gettysburg College before entering the world of philanthropy. An accomplished writer, his articles have appeared in the Oxford Handbook of Civil Society, Social Theory and Practice, and other publications.

You can read other interviews in the Social Velocity Interview Series here.

Nell: As President & CEO of the Greater New Orleans Foundation you were deeply involved with the rebuilding efforts after hurricane Katrina and the attempts to use Katrina as an opportunity to kickstart social innovation. Looking back, how successful do you think efforts were to use the aftermath of the storm as an opportunity to create social change?

Albert: I came to New Orleans at the beginning of 2009, three years after New Orleanians had cleared their streets of rubble and buried and mourned their dead. It was also two years after the Greater New Orleans Foundation had launched its very successful Community Revitalization Fund that helped rehabilitate and construct affordable housing for 9,500 families. Certainly some good things have happened under my watch–at least I hope other people will judge this to be true–but it’s worth remembering the substantial good that came before, thanks to the sacrifices of so many.

The term “social change” is as slippery as a fresh Louisiana oyster. How do we measure it? One model that springs immediately to mind is the New Testament story of the sheep and the goats in which God says to those on his right, ‘Come, you who are blessed … ; take your inheritance, the kingdom prepared for you since the creation of the world. For I was hungry and you gave me something to eat, I was thirsty and you gave me something to drink, I was a stranger and you invited me in,  I needed clothes and you clothed me, I was sick and you looked after me, I was in prison and you came to visit me.’  You may recall that God had some very choice words for those on his left.

There are many good people in New Orleans who understand and abide by these words. These people–and there are many–continue to be the hope of our city. As individuals or through their foundations, they give generously to help the hungry, the sick, the imprisoned.

We need to remember also that what drew the attention of the world to New Orleans was not a powerful hurricane–powerful storms are by now a commonplace. What drew their attention was the fact that so many people needed to be rescued from their rooftops. What shocked the world were the appalling disparities between New Orleans’s poor, largely black, population and those who were better off. If you judge social change in these terms, I don’t think it’s an exaggeration to say that, metaphorically at least, many New Orleanians are still running for their attics. While there has been progress in some domains, we have not adequately addressed the cultural, structural, and spiritual causes of these disparities.

And before we start pointing fingers at New Orleans, let’s not forget that these same kinds of disparities exist in every metropolitan area in the United States.

Nell: On the White Courtesy Telephone blog you sometimes take philanthropy to task (for being too theoretical, for chasing shiny objects, etc.). Is there something fundamentally wrong with philanthropy? Does the power imbalance between funder and recipient create a dysfunctional relationship that stands in the way of social change?

Albert: There is nothing fundamentally wrong about philanthropy when understood as generosity, as the giving of time and treasure to help others, as giving for the sake of the common good. On the contrary, philanthropy is hands down our greatest achievement as a species.

As for “organized philanthropy,” “professionalized philanthropy,” the philanthropy practiced by foundations large and small — that’s another matter. The problems with organized philanthropy, in my view, go far beyond power imbalances.  Several years ago, I tried to summarize philanthropy’s shortcomings in “Twenty-Five Theses”. I still believe these are essentially accurate.

I’ve also tried through the White Courtesy Telephone and through other means to suggest ways we might address these shortcomings — for example, here, here, and here.

I’m constantly amazed at what our field marginalizes and what it deems important. There’s currently a good deal of discussion about the differences between strategic and emergent models of philanthropy. Highly compensated consultants will make fortunes helping befuddled foundation CEOs like me sort out the differences. But it’s not the model that will make or break our efforts at social change: it’s us; in most cases, we will be the reason our best models will not work. We simply cannot make good omelets out of bad eggs.

We philanthropoids chase the new model, the new technology, the new structure — the “shiny object,” as you call it — because we’re a deeply insecure tribe, lacking the self-awareness we need to admit to ourselves and others that affecting the dynamics of social change is beyond our powers, and that, as a consequence, we really don’t know what the heck we’re doing. Either that, or we do in fact understand how social change works — at least intuitively — and we fear that a frank discussion of the subject will cost us our jobs. Both of these possibilities constitute what I’ve called “philanthropy in bad faith.” I’m not immune to these criticisms; I too am guilty as charged. If my understanding of the field’s shortcomings is at all accurate, it’s because I embody so many of them. Every morning my next blog post stares at me from the bathroom mirror.

Nell: You have written about your hope that the next generation of philanthropists will make some significant changes to philanthropy. And studies have claimed that Millennial philanthropists will be different (although some disagree). How much do you think Millennial philanthropists will actually change philanthropy and in what ways?

Albert: My generation has left a terrible mess for the Millennials to clean up: a huge gap between the haves and have-nots; unthinkable gender and racial inequality; an insecure world; a despoiled environment; the illusion of democracy in our own country; and much more besides. My great hope is that the Millennials will realize that philanthropy-as-usual simply will not get the job done. We need to discourage them as much as possible from thinking and behaving like their predecessors.

If I could give the Millennials one piece of advice it would be this: pay close attention to the frame. While you’re focusing on the content (hunger, homelessness, global warming), the frame you’ve internalized — the frame we’ve all internalized — is keeping us from seeing and understanding the larger picture. What happens locally, pretty much everywhere in the world, is shaped by simple rules of human behavior that have over time led to a global economic order that needs to be made transparent. This awareness, I hope, will be the legacy of the Millennials and their successors.

Nell: One of the areas that the Greater New Orleans Foundation funds is capacity building. Is it possible to convince a critical mass of funders to start investing in nonprofit capacity building?

It’s certainly worth a try, isn’t it? Short of launching a capacity building program, as we did, grantmakers can start by providing general operating support whenever possible (although multi-year support is better), providing grants for capacity building, providing capital for operating reserves, and awarding larger grants. Foundations can teach their program officers to look and listen for cues that a nonprofit needs special assistance. There are so many ways in to the capacity building “space,” ways that cost so very little. The payoffs, in our experience, are substantial.

Photo Credit: Greater New Orleans Foundation

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10 Great Social Innovation Reads: November 2014

social changeWow, November was a great month for writing about social change. I had a harder than normal time narrowing my list down to 10. From the election, to philanthropy’s role in Ferguson, to saving Detroit, to giving to the fight against Ebola, to speculation about Giving Tuesday (which is today, by the way), it was a busy month.

Below is my pick of the 10 best reads in social innovation in November. As always, add what I missed to the comments. And if you want a longer list, follow me on Twitter, Facebook, Google+ or LinkedIn.

You can read past months’ 10 Great Social Innovation Reads lists here.

  1. November saw elections across the country, and social media perhaps helped to get out the vote. But a chilling Princeton study found that America is no longer an actual democracy, we have become an oligarchy ruled by wealthy elites.

  2. But there is hope, some political reform is happening at the state level, like the amazing success of state-by-state legalization of gay marriage. I think we will be analyzing this movement as a social change case study for years to come. In fact they have been so successful that marriage equality nonprofits and donors must now figure out what’s next.

  3. Writing in the New York Times, Nicholas Kristof offers a thought-provoking 5-part series about racism in America, touched off by the situation in Ferguson. He argues for a national conversation akin to South Africa’s Truth and Reconciliation Commission to “examine race in America.”

  4. Detroit has finally exited bankruptcy, but Rick Cohen sees many hurdles still facing the city. And Jacqueline Pfeffer Merrill worries that the philanthropists who helped get Detroit out of bankruptcy don’t really have a vision for a revitalized city.

  5. The philanthropic response to the Ebola crisis has been much slower than is usual for disaster response philanthropy. Vicky Hausman and Sylvia Warren suggest some reasons for this. And Google works to remedy the situation with their first foray into converting visitors into philanthropists. It will be fascinating to watch what else Google does in this philanthropy realm.

  6. Writing in the Harvard Business Review, Jeremy Heimans and Henry Timms take a fascinating look at what they see as a fundamental shift in power. “Old Power” is “closed, inaccessible and leader-driven,” but “New Power” is “open, participatory, and peer-driven.” As they see it, New Power is fundamentally changing how people and institutions interact, but it isn’t necessarily all positive: “New power offers real opportunities to enfranchise and empower, but there’s a fine line between democratizing participation and a mob mentality. This is especially the case for self-organized networks that lack formal protections.”

  7. Today is Giving Tuesday, the annual day of philanthropy launched in 2012. Many have questioned the efficacy of the movement to get more Americans giving, including Tom Watson, who now sees some promise.

  8. The Pew Research Center’s Social Networking Fact Sheet offers a great glimpse into how social media use is evolving.

  9. October saw a stinging two-part ProPublica/NPR series about the American Red Cross’ handing of Hurricane Sandy disaster relief. It turns out that the story was helped by crowdsourced information. And David Henderson, Full Contact Philanthropy blogger, sees the tension in the Red Cross story that every nonprofit faces between running programs and fundraising for them: “The market realities of running a nonprofit create adverse incentives, driving organizations to raise funds at the expense of what their stated core missions are.”

  10. Always there to inspire creative entrepreneurs, Steven Pressfield writes about the importance of aspiration, “As artists and entrepreneurs…the content of our personal culture starts with us. We set the level of aspiration. The crew—meaning ourselves—follows us.” Amen!

Photo Credit: Karoly Czifra

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The Networks and Institutions Of Social Change

Berlin WallI’ve been thinking a lot lately about how networks and institutions must work together to create social change. As I mentioned earlier, social change happens when networks (loose connections of people and groups) organize themselves enough to pressure outdated institutions to adapt (like in the civil rights movement, global democracy movements, and the state-by-state legalization of gay marriage).

But when networks and institutions don’t connect, social change doesn’t happen (like in the Occupy movement). So networks must organize enough to influence institutions, and institutions must open themselves enough to let networks in. Social change requires that the two work in tandem.

David Brooks captured this theme in his recent New York Times column when he talked about the death of  the “Organization Man.” He claims that we are witnessing “a failure of governance around the world” because networks are being valued over institutions, as he puts it:

A few generations ago, people grew up in and were comfortable with big organizations — the army, corporations and agencies. They organized huge construction projects in the 1930s, gigantic industrial mobilization during World War II, highway construction and corporate growth during the 1950s. Institutional stewardship, the care and reform of big organizations, was more prestigious. Now nobody wants to be an Organization Man. We like start-ups, disrupters and rebels. Creativity is honored more than the administrative execution. Post-Internet, many people assume that big problems can be solved by swarms of small, loosely networked nonprofits and social entrepreneurs. Big hierarchical organizations are dinosaurs.

Networks are king and institutions are left by the wayside, resulting in chaos. Effective social change happens when networks infiltrate institutions enough to help them adapt.

This is echoed in Jane Wei-Skillern & Sonia Marciano’s groundbreaking Stanford Social Innovation Review article in 2008, “The Networked Nonprofit.” They argued that nonprofit institutions must connect to and become more like networks in order to effectively create social change:

Most social issues dwarf even the most well-resourced, well-managed nonprofit. And so it is wrongheaded for nonprofit leaders simply to build their organizations…By mobilizing resources outside their immediate control, networked nonprofits achieve their missions far more efficiently, effectively, and sustainably than they could have by working alone…Unlike traditional nonprofit leaders who think of their organizations as hubs and their partners as spokes, networked nonprofit leaders think of their organizations as nodes within a broad constellation that revolves around shared missions and values…According to our research, nonprofits that pursue their missions through networks of long-term, trust-based partnerships consistently achieve more sustainable mission impact with fewer resources than do monolithic organizations that try to do everything by themselves.

But it is not just a one-way street. For social change to take hold, institutions must connect to networks and networks must connect to institutions. The Occupy movement is a great example of what happens when a network doesn’t connect to institutions. The movement eventually died because, as The Economist put it, the Occupy Movement “did not become the sort of mass movement that could deliver legislative and regulatory change.”

For real change to happen we need networks and institutions to work together. Networks are fluid, innovative, energetic and quick-moving, while institutions are well-resourced, legitimate, and powerful. So the challenge for social change leaders is to get outside your four walls, figure out where the networks and institutions lie, and forge real connections.

Photo Credit: Berlin Wall, RIAN Archive

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How To Recruit The Nonprofit Board You Really Need

board recruitmentThere is a fundamental error that nonprofit leaders make when recruiting new board members. And that is to be vague about the kind of board members they need. Nonprofit leaders often think in very general terms about the makeup of their board while ignoring their nonprofit’s specific needs. It then becomes almost impossible to get new recruits (let alone old board members) active or engaged because they are unclear about the unique role they should play in the organization.

A board matrix is a tool that many nonprofits use to analyze what traits their current board has and where the holes lie. Often the traits used include very general things like:

  • Gender diversity
  • Racial diversity
  • Geographic representation (for national and regional organizations)
  • General sought-after skills like marketing and fundraising expertise
  • Access to vague networks, like “connections to people with deep pockets”

But this is the wrong way to think about who your board members should be.

To recruit the board you really need, you have to connect the skills, experience, and networks of your board to the specific goals of your long-term strategy.

Here are the steps to get there:

  1. Divide Your Strategic Plan Into Board Vs. Staff Roles
    Take a hard look at each goal of your strategic plan and ask what the board needs to do versus what the staff needs to do to make that goal a reality. For example, if your nonprofit runs an in-school literacy program and your first goal is to grow the number of students by 50%, you probably need your board to open doors to school district decision-makers so that you can grow to additional schools and secure more district support. So at least one or two of your board members must have connections to school district leaders.

  2. Analyze Current Board Members
    Once you’ve made a list of what you need from your board for each of your goals, add those elements to the top of your new board matrix. Make sure these are very specific skills, expertise areas, and networks. So for the example above, they would include things like: “Connections to School District Decision-Makers,” “Experience Growing Organizations,” and “Ability to Understand and Articulate Literacy Data.” At the end of the process, you should have 10-15 skills, expertise areas, or networks that your board must possess. Now list all of your current board members along the left side of the matrix and mark the characteristics that each member has.

  3. Recruit To Fill The Specific Holes
    Once you’ve completed the matrix, you may see areas where your board falls short. Now you know exactly what kinds of board members you need on your board. Give this list of missing skills, expertise, and networks to your Board Recruitment Committee so they can find the specific people necessary to fill those holes.

  4. Give Each Board Member a Unique Job
    Once you are clear about what you need from your board to deliver on your strategic plan, give each board member (current members and new recruits) a unique role to play. People function best when they are very clear about their specific role. If each individual member knows exactly what piece of the strategic plan is theirs to carry out, they will be much more engaged and active. So get specific: “We need you to secure meetings with district-level staff,” or “We need you to look at our growth model and ask hard questions.”

If you want a board that works for you, get specific about the kind of board you really need. To learn more about building a groundbreaking board, download the 10 Traits of a Groundbreaking Board book, or the How to Build a Groundbreaking Board webinar.

Photo Credit: Library of Congress

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10 Great Social Innovation Reads: October 2014

social innovationOctober was another interesting month in the world of social change. Continued efforts to make the nonprofit overhead myth history, a troubling report about the beloved American Red Cross, a dire prediction about Millennial philanthropy, some new models for scaling social change and connecting people to solutions in their community, and a call for funding for nonprofit performance management all combined to make a great month of reading.

Below are my 10 favorite reads in social innovation in October. But, please add what I missed to the comments. And if you want a longer list, follow me on Twitter, Facebook, Google+ or LinkedIn.

You can read past months’ 10 Great Social Innovation Reads lists here.

  1. The three writers of last year’s Letter to the Donors of America, GuideStar, BBB Wise Giving Alliance and Charity Navigator, have penned a new Letter to the Nonprofits of America in order to encourage nonprofit leaders to do their part to convince donors that financial overhead is a poor way to evaluate nonprofit performance.

  2. New York Times columnist David Brooks takes a really interesting position on the difference between networks and institutions. He equates the recent government failures to effectively fight ISIS and stop the spread of Ebola with the death of institutions and our overwhelming focus on innovation and disruption as opposed to systematization and execution. As he puts it, “We like start-ups, disrupters and rebels. Creativity is honored more than the administrative execution. Post-Internet, many people assume that big problems can be solved by swarms of small, loosely networked nonprofits and social entrepreneurs. Big hierarchical organizations are dinosaurs…[but] when the boring tasks of governance are not performed, infrastructures don’t get built. Then, when epidemics strike, people die.”

  3. The American Red Cross came under fire for the disaster response to hurricane Sandy in 2012. NPR and ProPublica created a two-part story (here and here) uncovering serious issues with how the response was handled. But the American Red Cross, typically a model of effective communications, went largely radio silent. Perhaps they will have a more effective response this month?

  4. Writing at The Daily Beast, Joel Kotkin gives a (perhaps too) chilling prediction for how Millennial philanthropists could impact our world. As he sees it, “Schooled in political correctness, and not needing to engage in the mundane work of business, this large cadre of heirs to great fortunes will almost surely seek to shape what we think, how we live, and how we vote. They may consider themselves progressives, but they may more likely help shape a future that looks ever less like the egalitarian American of our imaginings, and ever more like a less elegant version of Downton Abbey.”

  5. Sam McAfee takes philanthropy to task for not being truly innovative, and he looks to technology disruptors for a better model. As he puts it, “The vast majority of the social sector is still trying to tackle social problems with program and funding models that were pioneered early in the last century…The philanthropic community should be interested in the agile and lean methods produced by the technology sector, not the money produced by it, and start reorganizing project teams and resource allocation strategies and timelines in line with this proven innovation model.”

  6. Amy Celep and Sara Brenner describe the “Intentional Influence Strategy” that nonprofits, like playground creator KaBOOM!, use to create social change at scale. As they describe it, intentional influence is “moving likely and unlikely stakeholders within an ecosystem to take the actions required to solve a problem at the magnitude it exists.”

  7. Writing on the UnSectored blog, Patrick Davis from the Calvert Foundation describes their new initiative, “Ours to Own” which takes a “radical inclusion” approach to getting local community members to invest in solutions to the challenges their cities face.

  8. We cannot expect nonprofits to measure performance without providing the funding necessary to do so. Laura Quinn makes this quite clear, writing “If we demand more data without more funding, it logically follows that what we’ll get is simply data that’s more made up.”

  9. Mark Rosenman, writing on the PhilaTopic blog, describes the particular role nonprofits must play in a world suffering from the “failures of political leaders and the self-serving nature of the corporate world.”

  10. And finally, the Ford Foundation launched a new online forum kicked off by eight changemakers that asks the question “Where Markets Lead Will Justice Follow?” The articles will get you thinking.

Photo Credit: Joanna Penn

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