It used to be that a nonprofit leader receiving a check from a donor would smile politely, say a big “Thank You” and go on her way. But just as (seemingly) every aspect of the world as we know it is changing, so too is philanthropy. We are starting to question long-held assumptions about how money is given and how it should be spent.
As a nonprofit leader, if you want to start securing and using money in a more strategic way, if you want to move from fundraising to financing, you need to bring your donors along with you.
It is up to you to enlighten your major donors about how they can use money more effectively. So that instead of being merely the recipient of your donors’ largesse, you become a true partner in putting their money to work for real social change, which is today’s topic in the ongoing Financing Not Fundraising blog series.
The Financing Not Fundraising blog series encourages nonprofits to move from the exhausting hamster wheel of fundraising to a long-term, sustainable financing strategy for their work. You can read the entire series here.
We simply can’t sit around and wait for philanthropists to suddenly understand the hurdles nonprofits face. So the next time you meet with a major donor (an individual, foundation or corporate donor with whom you have a one-on-one relationship), make time to have a deeper, different conversation aimed at enlightening them about the realities you face.
Here are some ways to start that conversation with your donors:
“Overhead Isn’t a Dirty Word Anymore.”
The notion that “overhead” expenses, like administrative and fundraising costs, are unseemly in the nonprofit sector is becoming antiquated. Instead there is a growing effort to evaluate nonprofits based on the results they achieve, not the way they spend their money. And effective nonprofits need strong organizations behind their work. Take some time to educate your closest donors about this growing movement to support all aspects (including staffing, systems, technology) of a nonprofit organization.
“These Are The Hurdles Standing In Our Way.”
Let’s face it, most nonprofits struggle with some key organizational challenges. Perhaps you struggle to secure sustainable funding; or you can’t recruit and engage an effective board; or you want to grow, but lack an effective growth plan. Whatever your challenges are, start being more open with your funders about those challenges. It is a risky conversation, to be sure. But I bet that your long-term funders have probably already recognized some of those roadblocks, and your open and honest approach to facing them might start a new conversation about solutions.
“Here Are Some Solutions to Those Hurdles.”
You don’t want simply to tell your donors a laundry list of woes. As my mother always said “Don’t come to me with your problems, come to me with your solutions.” So before you tell your close donors what is holding you back, do your research about how you might overcome those hurdles. If you struggle to bring enough money in the door, perhaps a Financial Model Assessment could help. If you can’t effectively track and communicate with donors, you may need new technology and systems. If you don’t have enough staff to grow your programs, analyze the additional expertise you need and calculate how much it would cost. Put together a thoughtful plan for how you can overcome the obstacles you face.
“Here is How You Can Help.”
Which brings me to the key conversation you need to have to enlighten your donors. You cannot execute on a change plan if you don’t have the resources to do so. That’s where your key donors come in. If you’ve spent the time educating them about organization-building, the key obstacles in your way, and your plan for overcoming those obstacles, then the next logical step is to ask them for help. If you have invested them in the need and direction for change, you are ready to ask them to invest in the solution.
I know it’s difficult for nonprofits and their major donors to have open and honest conversations. But we will never move forward if nonprofit leaders don’t start initiating some difficult, but potentially game-changing conversations with their donors. Indeed, effective social change depends on it.
There is a growing drumbeat lately (for starters here, here and here) that nonprofits must be more bold. I couldn’t agree more and have argued that nonprofit fear and small thinking sometimes hold them back. But it is becoming increasingly obvious to me that if we want to get better at solving social problems, we have to ask philanthropist to be more bold too.
And I’m heartened to see this conversation starting to emerge. The Letter to the Donors of America, the Donor Forum’s Real Talk About Real Costs effort, Dan Cardinali’s request that philanthropists fund the “unsexy” work of nonprofit capacity building, Rebecca Thomas encouraging funders to support nonprofit resilience, and Ben Powell’s idea that philanthropy provide more start-up capital all add to the philanthropy reform discussion. I love it!
But I want to see the idea that philanthropy can be so much more move beyond talk.
There is a huge disconnect between what nonprofits really, truly need to solve social problems and how funding currently flows. We are locked in a chicken or the egg scenario where often a nonprofit working to solve a social problem encounters some major capacity constraints. For example, a nonprofit doesn’t know how to:
- Create a sustainable financial model
- Effectively grow their solution
- Structure their board and staff for success
- Strategically filter opportunities
- Engage key outside elements in the change effort
And quite often they don’t know how to move past these capacity constraints.
At the same time, philanthropists may recognize that a grantee is encountering some significant hurdles, but doesn’t know how (or is unwilling) to invest in overcoming those hurdles. So the constraints remain unmoved.
But what if nonprofits and philanthropists could start working together to move those hurdles?
What if instead of getting in the way, philanthropists started paving the way?
Philanthropy could provide the critical infusion of the right kind of organization-building money at the right time thereby allowing a great solution to grow.
To me, that’s bold philanthropy.
But how do we get there? Philanthropists need to change in some fundamental ways:
Move to Impact
Just as we are increasingly asking nonprofits to move to impact, philanthropists need to do the same. Instead of tracking outputs (# of grantees, $s given), foundations need to start tracking whether their investments result in change to 1) their grantees and 2) the problems those grantees address. Just as we are starting to ask nonprofits “To What End?” we need to ask funders the very same question.
Help Diagnose the Constraints
Once philanthropists start getting clear about what they want to change and whether their investments are actually resulting in change, they need to become cognizant of the hurdles standing in the way of that change. And I will tell you that there are some almost universal hurdles in the nonprofit sector (lack of management expertise, poor leadership development, board disengagement, financial instability). So if a philanthropist really wants to see change to a social problem, he needs to get clear about what those he is investing in need to make that change a reality.
Invest in Removing Those Constraints
But it simply is not enough for funders to recognize that those they fund have very specific and tangible organizational needs. Those funders then must put their money where their mouth is. More philanthropists need to invest in building stronger, more effective, more sustainable solutions. They need to provide more capacity capital, money to build an effective, sustainable nonprofit that can grow impact.
We have only scratched the surface on what philanthropy can do to solve social problems. But I am optimistic that we can fundamentally change philanthropy so that it increasingly provides the capacity capital the sector so desperately needs.
Photo Credit: Jeffrey Beall
Note: I was asked by Markets for Good to write a post as part of their ongoing online conversation about improving how money flows to social change. Markets for Good is an effort by the Bill & Melinda Gates Foundation, the William & Flora Hewlett Foundation, and the financial firm Liquidnet to improve the system for generating, sharing, and acting upon data and information in the social sector.
Over the past several years, Markets for Good has been a forum for discussion and collaboration among online giving platforms, nonprofit information providers, nonprofit evaluators, philanthropic advisors, and other entities working to improve the global philanthropic system and social sector. Below is the post I wrote. You can see this post and the others in their series and contribute to the ongoing conversation at the Markets for Good blog.
As we talk about creating a space “where capital flows efficiently to the organizations that are having the greatest impact” we must address the elephant in the room: how nonprofits are funded.
Currently that’s a pretty broken model. And if we are ever to direct more money to more social change, we must fix it.
In an ideal world, a social change organization would create a potential solution to a social problem, prove that the solution actual resulted in change, and then attract sustainable funding to grow that solution.
But that’s not currently happening because the way nonprofits are funded is broken in three key ways:
Nonprofits don’t articulate a theory of change. 10 years ago it was enough for “charities” to “do good work.” In an ever-increasing drumbeat nonprofits are being asked to demonstrate outcomes and impact. And for good reason. If we are truly interested in social change then we must understand which organizations are actually creating it and thus deserve our investment.
But you cannot demonstrate outcomes and impact if you have not first articulated what outcomes and impact you think your solution provides. Those nonprofits that truly want to solve a social problem (as opposed to simply provide social services) must articulate a theory of change. A theory of change is an argument for how a nonprofit turns community resources (money, volunteers, clients, staff) into positive change to a social problem. It seems simple, yet most nonprofits working toward social change have not done this.
We need to change that. This simple argument is the first step in creating real, lasting social change and attracting money to be able to do it in a financially sustainable way.
Nonprofits struggle to prove impact. Once a theory of change is in place, nonprofits need to prove whether that theory is actually becoming a reality. Nonprofits have struggled for years to figure out how to measure whether they are actually achieving results. But they cannot figure it out on their own.
Philanthropy needs to step up to help fund the work, or on a much larger scale, social science could prove the impact of overall interventions that nonprofits can then implement.
Either way, the burden of proof can no longer rest solely on the shoulders of individual nonprofits.
Fundraising isn’t sustainable. Once social change is actually happening, we want to grow that effective solution in a sustainable way. But that necessitates a real financial model.
Most nonprofits chase low-return fundraising efforts that lock them into a band-aid approach that is far from financial sustainability. Few nonprofits create and execute on an overall strategic financial model that aligns with the impact they want to achieve and their organizational assets.
We have to stop the madness.
We must help nonprofits create an overall financial engine that strategically and effectively supports the social change they are working toward.
Philanthropists must provide nonprofits the runway necessary to find the right financial model for their organizations. Capacity capital funding could do this, allowing nonprofits the space to analyze their current money-raising activities and create and execute on a plan for transforming those into a sustainable financial model. The end result would be nonprofits with a great solution to offer suddenly have the ability to grow the solution in a sustainable way.
If we are really serious about directing more money to more social change, we need to reinvent how money flows to nonprofits. Instead of relying on a broken fundraising model, we need to take a big step back and get strategic. With articulated theories of change, systems for effectively proving impact and the runway to create real financial models, nonprofits will be able to bring social change to sustainable fruition.
Photo Credit: Markets for Good
The nonprofit starvation cycle is one nonprofit leaders know only to well. Nonprofits rarely have the technology, staff, and systems to function effectively. So they scrape by trying to wring one more drop out of a completely dry rock.
But instead of waiting for funders to fix the situation, it is up to nonprofit leaders themselves to break free. And you break free by raising capacity capital. This month’s Social Velocity webinar, “Raising Capacity Capital,” can help you do just that.
Capacity capital is a one-time investment of significant money that can help build or strengthen a nonprofit so that it can create more social change. Capacity capital funds things like technology, systems, a program evaluation, revenue-generating staff, start-up costs for an earned income business. It is money that strengthens the organization so that it can do more.
But often nonprofit leaders don’t recognize that everything they need to raise capacity capital and break free from the starvation cycle is in right in front of them.
The “Raising Capacity Capital” webinar will show you how to:
- Talk about the importance of capacity capital to your donors and board
- Create a budget for the capacity dollars you need
- Develop a campaign goal
- Break the goal into donor ask amounts
- Identify prospective donors
- Give your board a role in the campaign
- Gain the confidence to start asking for the money you really need
This webinar is an encore presentation of one of our most popular webinars. Here’s what some past participants had to say:
“Thank you! this was helpful and wonderfully accessible. I am impressed.”
“Just a note to thank you for the informative webinar. I found it most constructive, as my organization is right at the stage of getting out of starvation mode. I look forward to participating in more sessions.”
On Demand Webinar
And keep in mind all Social Velocity Webinars are “on demand,” so even if you can’t make this date and time you can still register and watch the recorded webinar, receive the slides and get your questions answered anytime.
The registration fee will get you:
- A link to a recording of the webinar, which you can watch whenever you like
- The PowerPoint slides from the webinar
- The ability to ask additional follow-up questions after the webinar
If you are serious about moving your nonprofit out of the starvation cycle, capacity capital can help you get there.
Photo Credit: gfpeck
The other day I met with a nonprofit leader (let’s call her June) who has a great idea for an earned income venture that fits directly with her mission, but she doesn’t have the start-up capital to launch. When she explained this to me, she threw up her hands as if to say, “I’m powerless to move forward.”
But from my vantage point she has all the pieces necessary to raise the start-up capital and launch, she just isn’t putting them together. It’s a common refrain — nonprofit leaders complain about being in a catch-22 of not having enough money to raise enough money. But the answer is often right in front of you. To break free from the starvation cycle, assemble the assets you already have in order to raise capacity capital, which is the topic of today’s post in the ongoing Financing Not Fundraising blog series.
The nonprofit starvation cycle is one nonprofit leaders know only to well. Nonprofit organizations rarely have the technology, staff, and systems to function effectively. So they scrape by trying to wring one more drop out of a completely dry rock. But instead of waiting for funders to fix the situation, it is up to nonprofit leaders themselves to break free. And you break free by raising capacity capital.
Capacity capital is a one-time investment of significant money that can help build or strengthen a nonprofit organization so that it can create more social change. Capacity capital funds things like technology, systems, a program evaluation, revenue-generating staff, start-up costs for an earned income business. It is money that strengthens the organization so that it can do more.
But often nonprofit leaders, like June above, don’t recognize that everything they need to raise capacity capital and break free from the starvation cycle is in right in front of them. Here are the necessary pieces:
A Plan. You know what you need in order to do more, so put together a change plan and figure out what elements you need (technology, systems, staffing) and what they will cost. Do your homework so you can speak intelligently about what it will take to get you from point A to point B. June has a great business plan for her venture and knows exactly how much she needs in start-up costs.
Donors Who Love You. When raising capacity capital you want to go after donors who already love what you are doing and want to see more. You must convince them that a one-time investment of capacity capital will enable you to do even more of what they already love. June has a great network of long-time donors, which she could convince to become capacity capital donors.
A Connection Between Capital and More Impact. Make a convincing argument to those donors that capacity capital will create more of what they already love. For example, having a great Development Director in place can bring hundreds of thousands of new dollars each year which means many more people will be touched by your organization. Or explain how an evaluation of your program will allow you to focus your resources on highest impact activities. June could describe how a profitable earned income venture could increase financial sustainability while delivering more impact.
June has all of these pieces. She has a great plan for an earned income business that could significantly contribute to a more sustainable financial engine and thus allow her nonprofit to reach more people, a clear articulation of how much capital she needs and for what, and a committed group of donors who love the organization. For her, and for most nonprofits, it is simply a question of connecting the dots.
If you want to learn more about the power of capacity capital, download the Enormous Opportunity of Capacity Capital e-book, the Creating a Capacity Capital step-by-step guide or the Raising Capacity Capital webinar.
Photo Credit: PublicDomainPictures
I’m excited to announce that I will be participating in a Chronicle of Philanthropy Live Chat on Tuesday, March 26th at 12 noon Eastern. Karina Mangu-Ward, from EmcArts will be joining me to answer questions from the audience about connecting mission and money. You may remember Karina from a past interview I did with her. She’s really amazing and is the Director of Activating Innovation at EmcArts, a social enterprise for innovation and adaptive change across the arts sector. She leads the strategy and development of ArtsFwd.org, an interactive online platform where arts leaders can learn from each other about the power of adaptive change and the practice of innovation.
Karina and I will be live chatting and answering questions from the audience, so I hope you can join us. It promises to be a fast-paced, interactive hour.
Here’s an excerpt from the Chronicle of Philanthropy description:
In the mad dash for donor dollars, nonprofits often take money for projects that distract them from their missions. Some donors pitch new programs but provide too little money to pay for a big enough staff to run it, so the charity ends up skimping on efforts that its clients really need. Other nonprofits might think holding a fancy gala will raise tons of money but don’t consider how the time spent planning the event will affect the group’s critical services. Join us on Tuesday, March 26, at noon U.S. Eastern time for a live online discussion about how to take a more strategic approach to fundraising. You’ll learn how to focus your fundraising efforts on your organization’s mission—and why saying no to some opportunities might actually help your nonprofit raise more money.
If you’re interested in participating, it’s easy. Just go to the Chronicle Live Chat page here at 12 Eastern on Tuesday, March 26th. You don’t need to RSVP or login, just show up.
I hope to see you there!
Photo Credit: wikimedia
Last week I spoke to a group of nonprofit leaders about 5 Nonprofits Trends to Watch in 2013 and a woman stood up and said “These trends are all well and good, but we need to talk about the fact that the money just isn’t there anymore. We are having to compete with more organizations for much less available funding. We need solutions to that.”
Agreed — fewer resources and more competition for those shrinking resources is the reality we are facing. But it’s not going to change anytime soon. So it is up to nonprofit leaders to embrace and adapt to that new reality. Instead of beating our heads against the wall of change, let’s adapt to meet it.
In fact, it is time for a new kind of nonprofit leader, one who has the confidence, ability, foresight, energy, and strength of will to really lead the nonprofit sector forward.
This new nonprofit leader:
Moves to Impact. She realizes that it is no longer enough to just “do good work.” Nonprofits must create a theory of change and then find a way to measure and articulate the outcomes and impact they hope they are achieving.
Finances the Work. He works toward completely integrating money into the mission his nonprofit is trying to achieve, understanding that big plans are not enough, he also must finance them. And beyond just recognizing his lack of infrastructure, he puts together a plan for raising capacity capital and convinces donors to start investing in a stronger, more effective organization behind the work.
Refuses to Play Nice. She overcomes the nonprofit norm of politeness at all costs and gets real with funders, board members, or staff who are standing in the way of the mission and impact of the organization.
Looks Outside. He understands that a nonprofit can no longer exist in a vacuum. He and his board and staff must constantly monitor the external marketplace of changing client needs, demographic and economic trends, funder interests in order make sure their nonprofit continues to create community value.
Gets Social. She embraces the idea of a networked nonprofit and is willing and able to open her organization and let the world in as fully engaged partners in the work her nonprofit is doing.
Asks Hard Questions. He constantly forces himself, and his high-performing team of board, staff, funders and volunteers to ask hard questions (like these and these) in order to make sure they are pushing themselves harder, making the best use of resources and delivering more results.
This new nonprofit leader is confident, engaged, and savvy. She will, I have no doubt, lead this great nonprofit sector to new heights.
If you need help figuring out how to adapt to this new reality, let me know.
Photo Credit: John Morton
In this month’s Social Velocity blog interview, I’m talking with Jim Canales. Jim is President and CEO of The James Irvine Foundation, the largest multi-issue foundation focused exclusively on the state of California. Under his leadership, the foundation has adopted a more targeted approach in its grantmaking programs, focusing on three areas — Arts, California Democracy and Youth — of critical significance to the state’s future. Jim also serves on the boards of Stanford University, the Monterey Bay Aquarium and the College Access Foundation of California.
You can read past interviews in the Social Innovation Interview Series here.
Nell: One of the four grantmaking principles of the Irvine Foundation is “Invest in Organizations,” meaning that you are committed to providing grants to build nonprofit organizations (evaluation, operating support, infrastructure). This is a pretty radical idea for most foundations. What do you think holds other foundations back from this kind of investment and what will it take to get more of them to embrace the idea of organization building as opposed to just supporting direct programs?
Jim: This question of general operating support versus project support has been an ongoing debate in the nonprofit sector, and I’d like to suggest that we may be creating for ourselves a false dichotomy that may not be helpful. I’d suggest we focus on the end goal, not the means. Let’s start by asking the question: How can we maximize impact toward the shared goals of a foundation and its grantees? By asking the question in that way, we naturally have to explore whether we are investing sufficient resources, in the right ways, so that our grantee can have the impact we both seek.
That’s how we try to approach our work at Irvine. At times, we may make grants for general operating support; in other cases, our grants would not be characterized that way – and yet we try to ensure we are investing the necessary resources for the organization to achieve its goals. That will, by necessity, require investment in the infrastructure or organizational development needs that are critical to success. Without that support, whatever project or program we’re funding can’t and won’t have the impact we both seek.
Another part of this question presupposes that foundation staff are able to recognize and address organizational needs. Because we believe that’s an important ability, you will notice that each of Irvine’s program directors has held senior positions in nonprofit organizations. Each of them brings an understanding of organizational development, financial management, board development and all that it takes for an organization to succeed and thrive.
Nell: The Irvine Foundation tends to be fairly transparent in its work and even does an annual survey to gauge how the foundation is viewed by grantees, the social sector, other philanthropists, etc. What do you gain from this survey and how do you integrate what you find into your work going forward?
Jim: This goes back to the time we adopted our current strategic directions in Arts, California Democracy and Youth. At that time, a task force of board members and senior staff explored the question: How will we know we are making a difference? Out of that exploration came a framework that we use to assess our performance on an annual basis, and one of the key elements of that framework is constituent feedback.
Feedback is critically important in philanthropy. If you look at foundation initiatives that have failed — and I would include some of our own — one common theme is that feedback loops were not sufficiently robust. Grantees often are reluctant to come forward with bad news or criticism. And our sector doesn’t have a strong track record of consistently gathering candid feedback from our various constituents, whether that’s grantees or other stakeholders.
Phil Buchanan and his colleagues at the Center for Effective Philanthropy have played a catalytic role in improving philanthropy’s feedback loops through CEP’s Grantee Perception Report and other assessment tools. Irvine has commissioned two grantee surveys from CEP over the last seven years. And last year, we commissioned a separate stakeholder survey gathering opinions from leaders in our fields and the nonprofit and philanthropy community in general.
In each of these cases, we have found the data immensely valuable and used it to improve our performance. And we’ve tried to be transparent about it: We posted the results of the grantee perception reports on our website, and, more recently, I described what we had learned from the stakeholder report of 2012. In all instances we have sought to describe how we intended to use these findings to improve our work going forward.
There does remain, however, one area we have not fully explored: So far, we haven’t done very much to gather feedback from the people who benefit from the work that we support, which is obviously a critical constituent for any foundation. But we are following what others are doing in this regard to see what they have learned and how it might apply to us. An example of that is YouthTruth, the national survey of high school students that CEP developed in partnership with the Gates Foundation. I commend the article that Phil and others authored in the recent Stanford Social Innovation Review on this very topic.
Nell: One of the things that came out of your survey was a desire to see the Foundation take more risks. What does taking more risks mean to the Irvine Foundation and how do you think you will go about doing that in the coming years?
Jim: We have to start by defining risk. At Irvine, we’re not interested in risk for risk’s sake. Rather we are trying to understand the relationship between risk and reward and our tolerance for ambiguity and even failure. In the context of philanthropy, I think risk is about trying to balance the need to invest our resources wisely, while also taking advantage of the fact that we have very few restrictions on how we invest those resources.
For those of us in endowed foundations, we have much to learn about risk-taking from our investment colleagues who think about it in the context of managing a foundation’s endowment. And we have benefited from discussions amongst our program and investment teams on this subject. Our investment colleagues are willing to take risks on investments that offer the potential for greater return. But they know that to maximize returns over the long run, you need to have a balanced portfolio. So it’s not just about taking lots of risks; it’s about balance and a portfolio approach.
And ultimately, part of taking risk is about being comfortable with failure and learning from it. As part of our annual report on the foundation’s progress, we have a section that covers what we’re learning from our programmatic work and how those lessons can be used to further improve our strategies.
Nell: The Irvine Foundation is very much focused on evaluation, yet outcomes measurement is still difficult for the majority of nonprofits to achieve, given that most nonprofit funding sources aren’t interested in funding it. How do we get past the catch-22 of not being able to find funding for evaluation, but increasingly needing evaluation to get funding?
Jim: We approach evaluation as a tool that enables us to understand the effectiveness of key programs and initiatives, to learn from the progress and challenges along the way, and to demonstrate the value of approaches that will have an impact. In our experience, it is important to think carefully at the outset about what stage of development the work is in and to align the evaluation accordingly. We cannot evaluate everything, so we need to be selective about when and why we choose to use this tool.
I see evidence of a change underway in how the social sector and philanthropy approach evaluation. There is emerging greater interest in tools for measuring progress and impact. The proliferation of assessment tools available from organizations like CEP and PerformWell suggest that we’re moving beyond talking about the problem to developing real solutions.
As a complement to this, we are broadening our understanding about the purpose of evaluation. More and more foundations view evaluation less as the thumbs-up or thumbs-down audit and more as a tool for learning, strategic refinement and improvement. It’s been interesting to see foundations create senior-level roles like Chief Learning Officer or Director of Strategic Learning, as an indication of the value and importance of this work. I am of the belief that the more we shift toward evaluation as a tool for learning and improvement, the more likely we can have the impact we seek. At the same time, that is not to suggest that we should not be clear-eyed about whether we are achieving what we set out to achieve, which is an important role for evaluation activity.
Nell: In 2010 President Obama appointed you to the White House Council for Community Solutions to come up with recommendations about how to address the large population of Americans aged 16 to 24 who are not in school or work. What do you think the role of the federal government should be in creating innovative solutions to “disconnected youth” in America? And what do you think is the role of government more broadly in social innovation?
Jim: It was a privilege to serve on the White House Council for Community Solutions with a group of committed and dedicated leaders from across the country. The experience underscored yet again the critical importance of building relationships between philanthropy and government. In fact, an interesting study on this topic of cross-sector partnerships was recently published by the University of Southern California’s Center on Philanthropy and Public Policy. One of its conclusions is that in many cities and states, we’re starting to see a concerted effort to develop and institutionalize more of these partnerships.
We know that many of the innovations that foundations are working on need the engagement and partnership of government to increase their impact and to bring those solutions to scale. A good example for Irvine is the ways in which our Youth program is partnering with state and local government to reform high school education in California.
For the past six years, our Youth program has been working to build the field of Linked Learning — an educational approach that integrates rigorous academics with career-based learning. It has demonstrated success at increasing high school graduation and college attendance rates. And after a lot of work, Linked Learning is now available to students in nine school districts in California.
This year, thanks to a pilot program sponsored by the state Education Department, an additional 63 school districts have committed to Linked Learning. When the program is fully implemented, Linked Learning will be available to more than a third of high school students in California. That’s not something that Irvine or the nonprofit sector could ever have done by itself. So for the state to be launching this kind of pilot program underscores the importance of these partnerships.
As for the work of the White House Council and its focus on what we called “opportunity youth,” the fact that the White House raised this up as a critical issue for our country was really important for this often-ignored population. And the Council’s work continues to live on: most recently, FSG issued a report that serves as a framework for how different stakeholders can improve outcomes for this population of youth who are neither in school nor participating in the job market.
For our part, the focus on out-of-school youth complements the work of our Youth program. A little over a year ago, we launched an initiative to extend the Linked Learning approach to this population as a way to help them re-engage with education. Improving outcomes for this population is so critical — it represents an immense opportunity for our economy and society and for the youth and their families who want to create a better future for themselves.
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