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Fundraising

Will There Be a #MeToo Moment for the Nonprofit Sector?

In light of the recent #MeToo movement raising awareness about sexual harassment and gender disparity in Hollywood and other industries, the Chronicle of Philanthropy/AFP study released earlier this month showed that 25% of nonprofit fundraisers have experienced sexual harassment in their job, most often from donors.

Perhaps this will be the impetus for the nonprofit and philanthropic sectors to uncover and reckon with gender disparity.

And I wonder if this reckoning will also include a recognition that the nonprofit sector itself suffers from a larger gender-based disparity between those who have money and those who seek that money for their cause.

The nonprofit sector is predominantly female — 70% of workers in the nonprofit sector are women. And the leadership of the private sector (from which much of the money to fund nonprofits comes) is predominantly male — 96% of the CEOs in the S&P 500 are male, and 80% of all C-Suite roles belong to men.

Kristen Joiner pointed out this discrepancy a couple of years ago in a Stanford Social Innovation Review article, arguing that the gender power imbalance between those who have money to invest in nonprofit solutions and those running those solutions is based on the larger gender disparity of our society:

Maybe it’s just a coincidence that leaders of startups in the male-dominated sector get financial support for their ability to develop and execute original ideas, while the leaders of start-ups in the female-dominated sector get financial support for their ability to manage someone else’s idea well. Maybe. But I believe it’s likely that the power dynamics at play between the nonprofit and private sectors reflect the gender dynamics of our larger society.

The nonprofit sector is mainly run by women, the private sector is mainly run by men. Is it possible that the power imbalance we talk about between nonprofits and funders has its roots in good old fashioned sexism?  And if we acknowledge and discuss that, could we at long last perhaps find a way through it?

If we were to rectify the gender disparities at play in the nonprofit sector, it might look like this:

More Nonprofit Advocacy
Regulators, board members and funders ask nonprofit leaders to keep their political voices silent, sometimes even on issues that directly impact their ability to achieve their mission. While businesses can spend millions on lobbying and support of political candidates, nonprofit political action is much more restrictive. Nonprofit leaders need to be allowed to raise their voices, whenever and wherever it will help their mission.

More Access to Unrestricted Money
Money given with strings attached is a signal that the funder doesn’t fully trust the skills and abilities of those he is giving the money. More unrestricted dollars means nonprofit leaders are freed up to do whatever they think it takes to achieve their organization’s goals.

More Support of the Fundraising Function
Robust marketing and sales operations are a given in the business world. But “fundraising” (the nonprofit equivalent of “sales”) remains a dirty word. Nonprofit leaders need to be emboldened to build robust, sophisticated fundraising functions, and they need sufficient financial investment to be able to do that.

Rejection of the Overhead Distinction
Nonprofit leaders are often encouraged to spend only a small amount of money on infrastructure, administration and fundraising (overhead expenses). But overhead is a meaningless distinction made in the nonprofit sector, and one that is not made in the for-profit sector. Nonprofit leaders need to remove the overhead shackles so that they can create strong, effective, well-supported organizations.

Development of Strong Leaders
Business leaders often invest in professional development, training, and coaching, but a nonprofit leader must figure it all out on her own. We need to recognize that strong nonprofit leaders are every bit as important and necessary as strong for-profit leaders, and we should invest in nonprofit leadership development accordingly.

I say Time’s Up for the debilitating restrictions placed on nonprofit leaders around securing unrestricted money; investing in organizations, fundraising and leadership; and pursuing political activity. We must recognize and rectify practices born from a history of gender disparity if we want to truly benefit from the solutions nonprofit leaders have to offer.

Photo Credit: numb3r

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Nonprofit Scarcity Thinking Will Get You Nowhere

Scarcity thinking is incredibly pervasive in the nonprofit sector. And it makes sense that it would be. Nonprofit leaders have been told for so long that they must scrape by, are not worthy of real investment, and deserve only the leftovers. No wonder the belief that resources are scarce is baked into their DNA.

This scarcity thinking is the starvation cycle in which nonprofit leaders often exist – we can’t attract enough money so we skimp on staff and systems, becoming less effective, forcing us to serve fewer clients, resulting in less social change. It is a vicious downward cycle. And one that funders certainly play a key role in as well.

But when a nonprofit leader chooses instead to come from an abundance mindset – the idea that there are an abundance of resources and you need only to get crystal clear about what you want to achieve and those resources will come to you – it is amazing to see what she can accomplish.

Most recently I saw this with a national membership organization that had spent years either just barely scraping by or having to cut staff and budgets because they simply could not attract enough support. But once they got crystal clear on their goals for the future and what it was going to take to make those goals happen, they attracted some significant new and long-term investments from funders.

Moving from the pervasive scarcity mindset to the incredibly powerful abundance mindset can be a game changer.

And we can start by flipping some of the most common conversations happening each day in nonprofit boardrooms around the country, crossing out the typical scarcity mindset and fully embracing an abundance mindset, like this:

Scarcity Mindset: “How much money are we able to raise?
Abundance Mindset: “How much money will it take to accomplish our goals?”

Rather than thinking of money as an extremely scarce resource, figure out what social change your organization truly wants to accomplish. Chart your future course, figure out what it will take (in terms of staff, systems, technology, dollars) and then use that strategic plan to engage donors and others to invest in bigger ways. The excitement you generate from board, staff, and funders when you think big and long-term will translate into the money you need to accomplish your future goals. This is the cornerstone of moving from a fundraising approach to a financing approach.

Scarcity Mindset: “Let’s not add fundraising staff until we have the money”
Abundance Mindset: “Let’s fully invest in our fundraising infrastructure”

So many nonprofit leaders are unwilling to take the risk of hiring a top-notch fundraiser (or securing the best donor database, or revamping their online presence, or investing in other critical fundraising infrastructure) because they don’t have the money. But without making improvements to how you raise money, you will never raise more money. So figure out what it will take to upgrade your fundraising infrastructure and how much those improvements will cost and then convince a couple of close donors to provide the capacity capital necessary to get you there. And keep in mind, the right improvements to your fundraising infrastructure will pay for themselves (many times over) after 12-18 months, so it is really just a short term investment you need to take your financial model to the next level.

Scarcity: “We can only breakeven”
Abundance: “We will create a healthy reserve fund”

It amazes me that there are still nonprofit leaders who believe (and funders who insist) that the ideal nonprofit income statement show only a slight net income. On the contrary, a healthy, effective, and sustainable nonprofit organization should have a robust (at least 3-6 months of operating) reserve fund. This reserve allows a nonprofit leader to feel secure about cash flow, invest in program development, and engage in other normal and necessary activities as a successfully functioning organization. And donors tend to be more attracted to organizations that demonstrate sustainability (like having a reserve fund), than organizations that can barely breakeven.

 Scarcity: “There just aren’t enough hours in the day to get the work done”
Abundance: “Let’s engage more people and organizations in our work.”

Because of their perception of resource constraints, often nonprofit leaders isolate themselves and their organizations from others with similar social change goals – those entities who may be competing with them for limited funds. But instead of thinking that you must go it alone, break down your walls and connect with other people, organizations and networks that have similar visions for the future. Figure out how you can combine efforts for much larger gains. Because a networked nonprofit is far better positioned to create sustainable social change than an isolated, solitary organization is.

Scarcity: “Given the difficult political climate, we must limit our goals.”
Abundance: “How can we seize the opportunity of this challenging political climate to engage new people in new ways?”

Since the 2016 election and the resulting and ongoing blows to progressive social change agendas, I have seen some nonprofit leaders bury their heads in the sand, figuring they will wait out these punishing political winds until something better comes along. But if you have a compelling social change vision, there is an abundance of outrage and activity that you can tap into now — in fact some argue that nonprofit advocacy is enjoying a rebirth. And while the federal government may be outside your current purview, there is opportunity for policy change happening at the state and local levels. In fact, research suggests that a state-by-state strategy is often the way real social change happens in this country anyway. So stop seeing what isn’t possible and instead embrace what may be.

Certainly there are real challenges facing every nonprofit leader. But you do have agency. You can choose to see the limits in front of you, or the opportunities. And in seeing the opportunities, and the abundance, you can accomplish so much more.

Photo Credit: Pixabay

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The Danger of the Nonprofit Savior Complex

You know the Nonprofit Savior Complex, I know you do. It’s when a nonprofit leader begins to believe that she (and only she) cares enough, knows enough, or is enough to fix the massive problem she cares so deeply about.

The positive side to the Savior Complex is it compels people who see an injustice in the world to stand up and do something about it. It is their very belief that they can make a difference that compels them to act, and often to make positive social change. Indeed, it is this altruistic entrepreneurial spirit that drives the social change sector. And it can be a beautiful thing.

But when it is taken too far, the Savior Complex can become dangerous.

Instead of reaching out to other leaders, building networks, being open and brutally honest with funders, demanding more from their board, the Nonprofit Savior instead chooses to go it alone. I’ve seen it in my clients, and I’ve seen it in myself.

It’s the program director who refuses to take a vacation because she thinks her program will fall apart in her absence. It’s the executive director who rather than demand real engagement from her board, just soldiers on by herself. It’s the activist who marches every weekend — to the detriment of her health, her family, her job — because she thinks no one else will.

The reality is that the complex problems we face cannot be solved by a single savior. Let’s face it, Superman doesn’t exist. So as a true leader you have to create the space — in your own organization, in your own community, in your own social issue area — for others to step up and lead alongside you.

Let me be clear. I am not arguing that nonprofit leaders should sit back and let nature take its course, particularly when progressive social issues are seemingly under constant attack.

Rather, I am arguing that you must begin seeing yourself and your organization as part of a larger complex of committed, capable, caring, effective people and organizations. You must move from creating individual action that will only get you so far, to creating coordinated network action.

To move away from the Savior Complex you have to reach out to others, to form partnerships, to build networks. So start by recognizing that others beyond you care just as much, are just as capable (maybe in different ways), and are worthy of your time to figure out how you can work together effectively. There is tremendous power in numbers.

So to overcome the Savior Complex, you can:

You might be surprised as the leaders (within your organization, within your issue area, within your community) step up in the space you have finally left open.

The Savior Complex is ultimately about an overactive ego. Someone who suffers from the Savior Complex fundamentally (but perhaps unconsciously) believes that no one can or will do it as well as she does. But the fact is that there are others out there. And to truly accelerate change we need more people working together within and across organizations, rather than working themselves to the bone amid an isolated, competitive, singular view of the world.

Photo Credit: Tom Bullock

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When A Funder Takes Your Nonprofit Off Course

It’s fairly common knowledge that in the nonprofit sector the relationship between funders and nonprofit leaders is often fraught. A power imbalance between those with the purse strings and those without can sometimes lead to poor decisions about a nonprofit’s future direction.

The other day I was advising a nonprofit leader — let’s call him “Tim” — about whether he should expand his after-school program to a new school district, an expansion that one of his key foundation funders was championing. Tim was intrigued by the idea because due to a mix of circumstances (high need, proximity to other programs, etc.) investing in this school district had recently become popular among foundations.

But Tim was conflicted because, through years of experience implementing his very successful program, he knew that this new school district would not be a good fit for his program. The school district leadership was not fully invested in Tim’s program and approach, the district was located too far away for the nonprofit to ensure program quality, and the expansion would stretch Tim’s staff too thin, to name just a few of the issues. Despite the drawbacks, Tim was seriously considering expanding to this new district for the sole reason that one of his funders was really keen to see Tim’s program there.

This is a recipe for disaster. It’s an example of a nonprofit leader paying too much attention to the noise. But most troubling, this is an example of a nonprofit leader elevating a funder’s opinion above what the nonprofit leader knows is right.

Don’t get me wrong, I get it.

As a nonprofit leader, there are so many interested parties, so many stakeholders, so many voices telling you what is right and what is best. But the problem is that often those voices have inserted their, or their organization’s, self interest. That’s not to say that this foundation leader was acting with malice. Rather I would bet that he was simply acting with a lack of complete information. Perhaps the foundation leader thought, from his limited viewpoint, that Tim’s proven program would be the perfect addition to this troubled school district. But the foundation leader didn’t understand the larger dynamics at play. And if Tim kept quiet he would actually be doing both himself and the foundation a disservice by keeping his expertise out of the equation.

So when faced with a critical decision (and so many competing voices) how do you get clear about the right move for your nonprofit and then articulate that potentially unpopular decision to others?

First, you have to get quiet. I’m serious — take a walk, turn off your devices, go out in the woods, whatever it takes. You simply cannot make a critical strategic decision amid the ringing phones, your staff’s questions, the constant ping of emails, or the lure of social media.

Once you’ve gotten truly quiet ask yourself: “Which of the possible directions facing our nonprofit is most likely to increase our ability to achieve our desired outcomes?” If you haven’t yet articulated your nonprofit’s desired outcomes, then you need a Theory of Change, which is an excellent guiding document when facing critical strategic decisions like this.

In Tim’s case, if he had gotten quiet and asked himself this question, the answer would have been clear. An expansion to the new school district would actually decrease his nonprofit’s ability to achieve their desired outcomes because 1) they were unlikely to achieve those outcomes with the new students (for all of the reasons outlined above), and 2) the additional drain on his staff would likely decrease the outcomes they were already achieving with their current students.

Once you have arrived at your answer (not the answer someone else wants) articulate (on paper if it’s helpful) why this is the right decision for your nonprofit’s mission and desired outcomes. Then convince a few board champions of your argument. Finally meet one-on-one with your funder, or whoever is trying to take you away from what you know to be the right path. In a clear, evidence-based, confident way explain the reasons behind the decision you have made.

Making the right decision for your organization might be terrifying at first – especially if you risk losing a key funder. But trust me, making the right decision will put your nonprofit in a much better place in the long run.

In Tim’s case, deciding not to expand to the new school district could result in one of two things: 1) he could convince his funder that this is the right decision and through Tim’s honesty and strategic decision-making solidify the funder’s long-term support, or 2) he could lose a funder who doesn’t have his nonprofit’s best interests at heart. And if Tim has a solid financing plan for his nonprofit, the loss of that single funder does not have to be a death knell for the organization.

Either way he has put his nonprofit on a stronger, more sustainable path.

Photo Credit: U.S. Coast Guard

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What I Learned on My Social Media Break

Happy New Year, dear Social Velocity readers! After taking almost 4 months away from the blog (and largely away from social media in general), today I’m jumping back in. I certainly haven’t figured it all out, but I feel I’ve given myself enough space to climb back into the fray.

But before I do, I want to say how incredibly touched I was by the outpouring of support I received from my last post about taking a blog hiatus. I received by far the most response emails, Tweets, messages, texts, and calls in the 9 years I’ve been writing the blog. I was completely blown away, not only that my own personal journey could resonate with so many other people, but also how incredibly supportive my readers are. I cannot thank you all enough for your resounding support for this journey I decided to take.

Among those emails, Tweets, messages, texts and calls were some great recommendations for books I should read. And I very much took those recommendations to heart. Because I am a diehard introvert, I do most of my exploration through the written word. So I have been voraciously devouring anything and everything that I think could give me some sort of guidance. Some of you have asked what books I have found helpful, so here are my favorites:

  • Brene Brown, Braving the Wilderness: The Quest for True Belonging and the Courage to Stand Alone
  • Robert Wright, Why Buddhism is True
  • Thich Nhaat Hanh, The Art of Living
  • Tara Mohr, Playing Big: Practical Wisdom for Women Who Want to Speak Up, Create and Lead
  • David Lynch, Catching the Big Fish
  • Eckhart Tolle, The Power of Now and A New Earth
  • Jen Sincero, You Are a Badass
  • Martha Beck, Finding Your Own North Star

So what has this break from the blog and social media given me? So very much!

With my newfound time I began to meditate everyday. I had done some meditation in the past, but very sporadically. Since I’m a Type A personality it is nearly impossible for me to sit still for any length of time, so I often found meditation to be excruciating. But last Fall I stumbled upon the Insight Timer app, and the endless variety of topics, teachers, lengths, and styles of meditations actually made it fun to do a daily meditation.

From the space of meditation and the new insights gleaned from the books I was reading, I began to realize that I need to spend less time each day “doing” and more time just “being.” That is to say that I needed to find time each day to put down the never-ending to-do list and just be still.

And I began to realize that it is in that stillness that our true efficacy lies.

If the chaos of 2017 taught us anything it is that the daily (sometimes hourly) assault on everything that we as progressive social changemakers hold dear can be soul-crushing. But reacting to it from a place of anger or fear gets us nowhere. Writer Robert Wright would seemingly agree when he argued recently that this moment in American history is an opportunity for us to stop reacting emotionally to the insanity swirling around us, and instead use “mindful resistance” to begin acting in a more effective way.

I had fallen into the trap of mindless reaction that he describes. I had unknowingly adopted a mode of reacting with frustration, anger, hopelessness, and confusion to each new horrific newsfeed item. This exhausting cycle of crushing news development, fueled by social media, followed by outrage is what finally convinced me to get off the social media train for a while.

But what if instead of being sucked into the seeming insanity that swirls around us, we social change leaders — those of use who seek a more just, equitable, and inclusive society — could take a big step back, get still, and determine a smart, thoughtful path forward. Instead of merely reacting to the cards we’ve been dealt, we could actually change the game altogether.

For example, the new tax law passed at the end of December could have negative implications for the nonprofit sector. Some predict that the increased standard tax deduction could encourage people not to itemize their deductions and thus give less money to nonprofits. But instead of reacting to this change with fear and anxiety, nonprofit leaders could take a breath and create a more strategic, thoughtful approach to their financial model. The new tax law is what it is, that ship has sailed. The best approach now is to accept the current reality and embrace the opportunity to get much smarter and more strategic about how you bring money in the door.

A thoughtful approach to the chaos that churns around us is not easy, and I don’t mean to suggest that it is. We live in uncertain times, and unfortunately we can’t control that. But we can control our approach to it. I strongly believe that for positive change to happen, we have to start with ourselves. And I know that 2018 will be, for me at least, a much more mindful year.

So in this new year, I look forward to exploring with you — my amazing, supportive, inspiring readers — how we can together create a more thoughtful approach to any challenges 2018 brings. And from that more thoughtful approach help lead a more hopeful, inclusive and inspired path forward.

Photo Credit: Justin Edgington

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The Right Questions to Ask A Potential Board Member

Recently, fundraising maven Kay Sprinkel Grace wrote a post on the GuideStar blog outlining four questions to ask prospective board members when interviewing them for board positions. While I heartily agree with her that nonprofit leaders should institute and follow a rigorous due diligence process in recruiting new board members (rather than just shoving anyone into an empty board seat), I disagree with most of the interview questions she proposes.

In my mind, Sprinkel Grace’s questions for prospective board members focus too much on what’s in it for the potential board member, rather than what value the board member could bring the nonprofit. And in this way, nonprofit leaders are again encouraged to present themselves on bended knee to those from whom they need support or help. I would much rather see nonprofit leaders interview board candidates by confidently asserting the value that their nonprofit creates and determining whether potential board members have something of value that could further that work.

Sprinkel Grace’s first question for prospective board members — “How passionate are you about our cause?”– is absolutely right and helpful in determining whether a prospective member has the requisite amount of interest in the cause they might be helping to lead. But her other three questions (“What personal aspirations of yours could be enhanced by serving on our board?”, “Of what importance to you is social interaction with other board members?,” and “How much time can you give us?”) all put the burden on the nonprofit leader to demonstrate the value a board position will bring to the prospective board member, rather than helping to discern whether the prospective board member will bring value to the nonprofit. For the most part, Sprinkel Grace’s questions are about what the nonprofit can do for the board member, not the other way around.

Instead nonprofit leaders should use questions like these to determine whether or not a prospective board member is a fit for the nonprofit:

In reading through our nonprofit’s strategic plan (or whatever background documents we gave you ahead of time) what things excite you?
This question provides an opportunity for you to judge 1) whether this board member demonstrates enough of an interest in the organization to have done their homework, and 2) whether your work elicits enough intellectual and/or emotional energy from them to fuel their future work on your behalf.

What specific skills, experience or networks do you think you could bring to the table in order to help us move forward on our goals? 
This question makes very clear that you expect something unique and specific from this prospective board member (just as you do with all of your board members), not just a warm body. But more importantly, this question helps you gauge how well this board member understands your work and your plans and how willing they are to get in the game. This question can also help to get the right board member really excited about how their unique contribution right from the start.

How do you think you might go about meeting our give/get requirement?
I know it’s controversial (and I’ve talked about it manymany times before), but I strongly believe that you have to connect every single board member to the financial engine of your nonprofit. If you have a specific give/get requirement for your board (and I hope you do!), then you want to know from the outset how this prospective board member feels about it, and how they might approach it.

If we are going to create strong, effective, sustainable nonprofit organizations, we have to stop begging board members to join. A great board is created when you recruit people who have the specific skills, experience and networks you need to deliver on your mission and you effectively engage them to do the work.

If you want to learn more about creating an effective, engaged board, download the “10 Traits of a Groundbreaking Board” book.

Photo Credit: Ethan

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3 Questions To Regularly Ask Your Development Director

Beyond the mistakes nonprofit leaders often make in staffing their fundraising function, the relationship itself between a nonprofit executive director and the development director (or whatever you call the staff person in charge of bringing money in the door) can often be fraught.

In an ideal world, the executive director and development director have a symbiotic relationship: the development director creates the overall annual financial strategy and regularly updates the executive director on where the organization is on achieving that plan, while the executive director works with higher level money prospects and marshals the board to achieve their fundraising responsibilities.

But we don’t always live in an ideal world. And sometimes, as was the case in a recent coaching session I had with a client, an executive director is in the dark about how the organization is progressing on their money raising efforts.

If that is the case in your nonprofit, here are some key questions to ask your head money raiser:

  1. How does the money we’ve brought in to date compare along each revenue line goal? 
    When you create an annual financing plan for your nonprofit (and if you don’t, get on it), you know how much of each type of revenue (individuals, foundations, corporations, government, and/or earned income) you want to come in this year. Then, at any point during the year (and at the very least monthly) you should be asking your chief money raiser, what the organization has actually raised to date for each of those categories. For example, if you are 25% through your fiscal year, but you’ve only raised 5% of your individual revenue goal for the year, that may be a red flag. At the very least it’s cause for conversation with your development director. Perhaps it’s a timing issue (you have a big fundraising campaign closer to the end of the year), and that’s fine. But as the nonprofit leader, you should be able to ask (and get a clear answer to) where the organization’s revenue raising efforts are at any point in time.

  2. How do the numbers and types of gifts we projected compare to what’s actually happening? 
    It’s not enough for a money raiser to have an overall revenue goal for each type of revenue, he also needs to break each of those revenue types down into the number and level of contributed gifts (from individuals), grants (from foundations), or contracts (from government), etc. that will contribute to each revenue line’s overall goal. For example, if your nonprofit has a $250,000 individual donor revenue goal, your development director needs to break that down into the various levels of donors that will make up that $250,000 over the course of the year. You may have both major (one-to-one relationships) and smaller (many-to-one relationships) individual donors. He should project how many donors at each level he will need to hit each part of the individual donor goal. Then he can report to you (again, on at least a monthly basis) how that is progressing. A simple example of such a report (he would fill in the pink areas prior to each update) might look like this:
    And he should create a similar report for the other revenue lines (corporations, government, foundations, etc.) that your nonprofit pursues. The actuals will never completely match what you projected, but this exercise gives you a way to uncover and deal with surprises as they come.

  3. What keeps you up at night?
    Finally, the raw data is not enough. You also want to understand where your development director sees real problems. When you regularly ask this question she may reveal that the board  is not opening enough doors, or her database is inadequate, or the website is not where it needs to be, or her grantwriter needs more help. Then you can strategize together how to overcome those hurdles.

A regular, honest, and data-driven conversation between executive director and development director is the best route to fewer money surprises. And without it, a nonprofit has little hope of achieving financial sustainability .

Photo Credit: Images

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10 Great Social Innovation Reads: May 2017

May was another fascinating month in the world of social change. There are some interesting shifts happening among the institutions and movements working to improve black lives, new polls point to a surging American liberalism (not conservatism), the suburbs are no longer the route to the American dream, anti-hunger efforts may actually be perpetuating the problem, and a librarian who questioned the impact of Little Free Libraries received quite a backlash.

Below are my picks of the 10 best social change reads in May. But feel free to add to the list in the comments. And you can see a longer list by following me on Twitter @nedgington.

You can also see 10 Great Reads lists from past months here.

  1. The first 100 days of Trump’s presidency have been exhausting for the country. The Chronicle of Philanthropy offered some questions for philanthropist to think about after those first 100 days. And Trump’s budget recommendations, if adopted by Congress, could have pretty damaging effects on the nonprofit sector and the foundations that fund them.

  2. A more specific impact \ that the Trump Administration could have on the nonprofit sector would be to eliminate the Johnson Amendment. The 60 year old Amendment has prohibited churches and nonprofit organizations from any political campaigning. Robert Egger, founder and president of L.A. Kitchen and Vikki Spruill, president and CEO of the Council on Foundations, debated whether the repeal of the amendment would be a good or bad thing for the sector.

  3. Despite the fact that state and federal government is being led largely by Republicans right now, it looks like American populism may have a liberal, as opposed to conservative, bent according to some new polls. Ruy Teixeira from Vox analyzed recent poll data and argued that America is actually witnessing a liberal surge:  “Trump in the White House and the Republicans in control of Congress and most states…owes much more to the peculiar nature of the Electoral College, gerrymandering, structural GOP advantages in Congress, and poor Democratic strategy than to the actual views of the American public.”

  4. And that populism that is sweeping the country is beginning to target philanthropy. David Callahan argued that the underlying elitism of philanthropy must be laid bare: “America is in the midst of an epic backlash against elites, one that’s put a reality TV maestro in the White House. So far, philanthropy has been insulated from this broader convulsion, but there are good reasons for the sector to engage in its own introspection about elite power…There’s not yet much discussion about the bigger question regarding how much sway private philanthropy—and a growing class of savvy “super-citizens”—should have over public life in a democratic society like ours.” And Kristin A. Goss and Jeffrey M. Berry argued on the HistPhil blog that the populist surge is posing at least 3 challenges to foundations.

  5. There is something interesting happening in the efforts to improve the lives of African Americans. The NAACP fired its president Cornell William Brooks after only 3-years in the hopes that the organization could become more responsive to changing external circumstances. But Cyndi Suarez wondered whether this 100+ year old institution can adapt to and engage with growing social movements like Black Lives Matter.  And earlier in the month she described how BLM itself is evolving amid changing times.

  6. Jay A. Winsten from the Harvard Chan School of Public Health described how a national media strategy, even in today’s very fractured media environment, can move social change forward.

  7. Some new data in May showed giving differences between genders and generations, and the  Master of Public Administration program at the University of San Francisco created a nice infographic on The Current and Future State of Philanthropy.

  8. Something really interesting happened when a Toronto librarian questioned the claim that Little Free Libraries, the small birdhouse-like boxes of free books cropping up in neighborhoods around the country, are actually increasing literacy. People got really mad.

  9. Writing in CityLab, Richard Florida painted a pretty bleak picture of how the suburbs, once the destination for the growing middle class, are now crumbling: “Suburban growth has fallen out of sync with the demands of the urbanized knowledge economy. Too much of our precious national productive capacity and wealth is being squandered on building and maintaining suburban homes with three-car garages, and on the infrastructure that supports them, rather than being invested in the knowledge, technology, and density that are required for sustainable growth. The suburbs aren’t going away, but they are no longer the apotheosis of the American Dream and the engine of economic growth.”

  10. Finally, there’s a new book to add to your reading list: Andy Fisher’s Big Hunger: The Unholy Alliance between Corporate America and Anti-Hunger Groups. Fisher argues that anti-hunger nonprofits are perpetuating the underlying wealth inequality that causes hunger by aligning with corporations that are exacerbating poverty through low wages and job cuts.

Photo Credit: kyle rw

 

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