June was an amazing month in the world of social change.
Most notably, the long fight for marriage equality was won with the Supreme Court’s ruling in Obergefell v. Hodges. It is moments like these where the long, arduous road towards social change makes sense. But that wasn’t all that was going on in the busy month of June. From “new” tech philanthropy, to the orthodoxies of philanthropy, to the oversight of philanthropy, it was all up for debate. Add to that some fascinating new ideas for museums, new data on how Millennials get their news, and a fabulous new blog about the history of philanthropy. It was a whirlwind.
And if you want to see past 10 Great Reads lists go here.
- The biggest news by far in June was the Supreme Court’s 5-4 ruling in Obergefell v. Hodges making gay marriage legal. In the ruling opinion Justice Kennedy writes: “As some of the petitioners in these cases demonstrate, marriage embodies a love that may endure even past death…Their hope is not to be condemned to live in loneliness, excluded from one of civilization’s oldest institutions. They ask for equal dignity in the eyes of the law. The Constitution grants them that right.” While this is a huge win for equality, I think the two really interesting parts of the story are 1) how relatively quickly gay marriage went from banned to law and 2) the various actors that made that social change happen. Some argue that Andrew Sullivan’s 1989 landmark essay in New Republic started the intellectual case for gay marriage. This New York Times interactive map shows how gay marriage went from banned to legalized state by state over time. And Evan Wolfson, founder of Freedom to Marry, describes the decades long struggle of nonprofit reformers and their donors, including the Haas Fund in San Francisco, to make marriage equality happen.
- A new blog, the HistPhil blog, launched in June to much acclaim. There is an enormous need for a historical perspective as we work to make nonprofits and the philanthropy that funds them more effective. HistPhil has already begun to provide that in spades with excellent posts on the Supreme Court ruling, among many other topics you will see below.
- Sean Parker, co-founder of Napster and founding president of Facebook, launched a new foundation and wrote a controversial piece in the Wall Street Journal about his “new” vision for philanthropy. Some found his ideas full of hubris, while others found him to be “an articulate evangelist for tech philanthropy.“
- And if that wasn’t enough philanthropic controversy for you, there were two other debates waging in June. First was the response to David Callahan’s New York Times piece, “Who Will Watch the Charities?” where he argued that we need greater oversight on nonprofits and their funders. Phil Buchanan of the Center for Effective Philanthropy quickly shot back that while Callahan raised some important questions, he ignored the complexity of the sector and reform efforts already under way. And then the two got into an interesting back and forth. Finally, Callahan wrote a follow up piece for Inside Philanthropy. Good stuff!
- Along the same lines, the other point of debate in June centered around a Stanford Social Innovation Review article where Gabriel Kasper & Jess Ausinheiler attempted to challenge the underlying assumptions in philanthropy. But now that we have a new expert on the history of philanthropy on the block, Benjamin Soskis from the HistPhil blog gave us a more accurate historical perspective about just what is and isn’t philanthropic orthodoxy.
- Michael O’Hare, professor of public policy at UC Berkeley, wrote a great long form piece in the Democracy Journal arguing that museums could become much more relevant and financially sustainable if, among other things, they began selling their stored artwork. Crazy controversial, but fascinating, ideas.
- Writing in the Stanford Social Innovation Review, Matthew Scharpnick cofounder of Elefint Designs, argued that recent ProPublica investigations of the American Red Cross uncovered our double standard for nonprofits. As he writes: “We are asking organizations to meet competing demands—many of which are at odds with how they are funded. We want nonprofits and NGOs to solve problems as effectively as private-sector organizations, and we want them to do it without any of the advantages and with far more constraints.”
- The Ford Foundation announced a sweeping overhaul in their grantmaking strategy. They will now focus solely on financial, gender, racial and other inequalities, and double their unrestricted giving. Larry Kramer, president of the Hewlett Foundation, described how he is closely watching this historic move. And Brad Smith, president of the Foundation Center, offered a view of how philanthropy has approached inequality.
- The Hewlett Foundation’s Kelly Born provided some interesting thoughts about what a new Pew Research Center report about how Millennials get their news means for civic engagement.
- And finally, on an inspirational note, Steven Pressfield articulated how “artists,” or really anyone hoping to bring something new into the world (a painting, a novel, a solution to a social challenge), should think: “As artists, [we believe]…that the universe has a gift that it is holding specifically for us (and specifically for us to pass on to others) and that, if we can learn to make ourselves available to it, it will deliver this gift into our hands.” Yes.
In 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’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
October 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.
You can read past months’ 10 Great Social Innovation Reads lists here.
- 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.
- 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.”
- 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?
- 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.”
- 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.”
- 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.”
- 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.
- 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.”
- 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.”
- 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
It is obvious to most in this country that our political system is quite broken. A gridlocked Congress, a shilling mainstream media, a checked-out electorate, and the list goes on. But last week I saw some hope.
I participated in a really interesting gathering in Baltimore hosted by the William and Flora Hewlett Foundation. As part of their Madison Initiative (a $50 million project to “support and improve the health of representative democracy in the United States”) Hewlett brought together 90 nonprofit and government leaders, consultants, journalists, heads of think tanks, and other foundation leaders to connect and analyze.
It was a fascinating few days. Through conversations and design-thinking sessions we were encouraged to stretch our thinking about solutions to the often depressing state of American government. I met some inspiring people who are creating solutions to our broken political system. (A few have agreed to be interviewed on the blog, so stay tuned.)
I am only tangential to this world of political reform, so for me it was interesting to see how conversations happening here can inform social change more broadly.
A few things occurred to me over the course of the three days about what effective social change requires:
Networks AND Institutions
Networks, loose connections of people and groups, exist outside of our 200+ year-old political institutions, but social change happens when networks organize themselves enough to pressure outdated institutions to adapt. This happened in the civil rights movement, recent 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.
Millennials AND Boomers
Echoing Robert Egger’s guest post this past summer on this blog, both Millennial and Boomer generations have a deep commitment to social change and the critical mass necessary to make it happen. But they would be even more effective at creating social change if they worked together, instead of against each other. Millennials need to recognize that Boomers fought for system change in their day (civil rights, women’s rights) and Boomers need to recognize that Millennials are creating similar kinds of system change, just with new tools and technologies. The two must find connections and collaborate more often. And I think Gen Xers (of which I am one) can play a critical role in translating between the two generations.
This is a huge country and sometimes that reality gets in the way of change. Red vs. blue, rural vs. urban, Eastern time zone vs. Western time zone, coastal vs. flyover states, there are many ways to slice our country. It amazes me how often people focus on geographic differences instead of common values and goals. But true change comes when we break down those walls and have a conversation based on shared values rather than opposing frames of reference. The only way we move beyond impasse is for each side to listen with a completely open mind (free of assumptions and stereotypes) to the other side. And occasionally leave our comfort zone and meet others where they are.
At the end of the day, political reform is no different than any other social change we seek. To create positive change we must move beyond the dichotomies. We have to think much bigger. Perhaps the answer to our political woes is the same as the answer to our other social challenges, as E.M. Forster put it, “Only connect!…Live in fragments no longer.”
Photo Credit: Wikimedia
In this month’s Social Velocity interview, I’m talking with Rick Moyers, vice president for programs and communications at the Meyer Foundation in Washington DC – a regional grantmaker that is nationally recognized for its capacity-building programs. Rick is a co-author of the Daring to Lead 2006 and Daring to Lead 2011 national studies of nonprofit executive directors, and has written and spoken extensively on executive and board leadership. He currently serves on the boards of BoardSource, the Alliance for Nonprofit Management, and the Community Connections Fund of the World Bank Group.
You can read other interviews in the Social Velocity Interview Series here.
Nell: You write a lot about nonprofit boards of directors. As a general rule, because they are volunteers, nonprofit boards tend to be pretty ineffective and disengaged from truly leading their organizations. Can the current structure of nonprofit leadership be made more effective? Or is there a better structure, and if so, how would we undertake such a fundamental shift in the sector?
Rick: We can’t give up on boards just because many boards are ineffective, any more than we can give up on public schools just because so many are struggling. And the fact that board members are volunteers doesn’t necessarily account for their disengagement—some of the most passionate and productive contributors to the nonprofit sector are volunteers.
But just because I’m not ready to give up doesn’t mean we can just keep doing the things we’ve been doing to improve boards, hoping our efforts will produce better results, and wringing our hands when they don’t. We’ve heaped so many expectations and roles onto the backs of boards that I’m not sure it’s possible for any board to fulfill all of them all the time. A good place to start improving things would be to become much more focused and pragmatic about what we expect from boards. A clear set of expectations – one that’s not simply a laundry list of everything we wish boards would do – would be a start. Along with the recognition that organizations need different things from their boards depending on their circumstances.
We need to recruit board members with at least as much thought and effort as we put into recruiting employees, if not even more given that board service is a multi-year and often multi-term commitment. I know board members who have been invited to join the boards of organizations with which they were completely unfamiliar after a 15-minute conversation with the chair of the nominating committee—or a casual lunch with the executive director. And then we wonder why they have a hard time engaging. If we recruited board members as if the job mattered and their selection was an important decision, perhaps they would start taking the job more seriously. We can’t give up on boards without doing a better job of trying to help them function better.
At the same time, there would be enormous value in trying out alternative structures and talking openly about whether they worked any better than the current model. My hunch is that alternatives are being tried out quietly, but we don’t talk about them much. I’d be interested in learning more about very small boards (four or five carefully chosen people), the impact of compensation on board member performance, boards with greater staff representation, and boards that are more democratic and representative of the constituencies and communities being served. I’m not confident in suggesting any of these as an alternative to current practice because I don’t think we know enough. But we don’t know enough because most organizations don’t believe they have permission to experiment (and maybe they don’t). There’s enormous pressure for “normative” behavior in governance, even though we know that normative behavior often produces mediocre results.
I don’t have a good answer for how we break this cycle, but I think we need a “learning lab” for governance practices. We need to be bolder in our experiments, and more open in sharing the results, even when they are unsuccessful.
Nell: The Daring to Lead studies that you co-authored with CompassPoint demonstrate a deep leadership crisis in the nonprofit sector – nonprofit leaders are burned out, planning to leave, and lack support for leadership development. Is more money for leadership development the answer, and if so, how do we get funders to understand the need and fund it?
Rick: More money is the answer, but not necessarily more money for leadership development. My take-away from this body of work is that chronic under-capitalization is at the root of executive director burnout and dissatisfaction. The problem is not just that organizations don’t have enough money for leadership development. They don’t have enough money for anything.
While I applaud funders that invest in leadership development—and the Meyer Foundation is among them—there’s also a danger that funder-driven leadership development programs become simply another demand on already overextended executive directors. Funders need to recognize the importance of leadership development, but also need a keen understanding of the financial and organizational constraints that have a profound impact on executive directors who may already be accomplished leaders. One of the lessons from my foundation’s experience is that large grants for leadership development can be hard to use when executives are facing so many other challenges and distractions, many of which are related to finances and fundraising.
Nell: Why is leadership development taken as a given in the for-profit sector, but taboo in the nonprofit sector? Why do we assume that nonprofit leaders should be able to go it alone? And how do we change that attitude?
Rick: In the for-profit sector, there are more vehicles for ensuring adequate capitalization and leaders have greater discretion over how they can use that capital, with the mandate of producing the greatest return for owners, investors, and shareholders. That said, it’s very telling that so many large companies spend freely on leadership development without questioning the return on investment, while nonprofit leaders are conditioned to question every penny spent on anything other than program delivery. Boards can be especially shortsighted in this regard, under-investing in current executive directors without considering the costs—in money, organizational reputation, and lost momentum—of an untimely transition. We need more evidence, both anecdotal and quantitative, of the ROI for leadership development in the nonprofit sector. Producing that evidence and telling that story will require resources, but I’m concerned that without that investment we’ll never be able to make a convincing case to boards and funders that are increasingly focused on evidence-based approaches.
Nell: Do you think as Millennials age into leadership positions in the nonprofit and philanthropic sectors they will fundamentally change nonprofit leadership? And if so, how?
Rick: While not wanting to sound cranky, I object on principle to making generalizations about a group of 80 million people as if they were a single thing. And as a member of Generation X, I also must point out that we’re the ones who are currently aging into leadership positions. What about us, damn it?
Crankiness aside, as someone who works with younger leaders every day, I have noticed some differences that hold promise for the future. Many in the rising generation are much more socially aware, passionate about social change, and optimistic that they can make a difference than I was at their age. They are choosing careers in the nonprofit sector with more thought and intention than previous generations. The dramatic increase in the number of academic centers and degree programs focused on the nonprofit sector and philanthropy over the past 20 years is producing accomplished young leaders with broad skill sets and considerable insight into nonprofit work.
I do notice a more conscious commitment to work-life balance, and more intentionality around achieving it, which I hope will help reduce burnout and abrupt departures of nonprofit executives. Just within the last six months, I’ve watched three younger executive directors transition out of their jobs because they were seeking greater work-life balance. The difference from what I’ve seen in the past is that these executives decided to leave after successful tenures of more than five years, and after working intentionally to develop a strong board and staff leadership team that could handle the transition. These leaders stepped down before they burned out, and handed off strong organizations that were prepared for the change. That’s very encouraging, and I hope it’s a trend.
A committed and talented cadre of younger leaders is already in the nonprofit leadership pipeline – not by accident, but because they want to be here. Daring to Lead and many other studies have highlighted the challenges inherent in being an executive director, so these younger leaders know what the role entails. And they still want to do it. I think that bodes well for the future, and I’m optimistic.
Photo Credit: Meyer Foundation
Between my own time away from social media in August, the general end of summer quiet, and of course, the glut of posts about the Ice Bucket challenge (of which I have already said my piece), my list of great reads in August is admittedly slim.
But there was some interesting debate, most notably about “strategic philanthropy” and about ratings agency Philanthropedia. Also, calls for more nonprofit leadership development and for nonprofit leaders to get out of their own way by taking the Overhead Pledge. Throw in a little Mark Twain, some sharing economy, and a dash of Millennial analysis and you have a pretty good month in the world of social change.
So below is my pick of the 10 best reads in the world of social innovation in August. For an expanded list you can follow me on Twitter, Facebook, LinkedIn or Google+. And you can see past months’ 10 Great Reads lists here.
- Leadership development is a woefully underfunded need in the nonprofit sector. Indeed from 1992-2011 only $3.5 billion of the nearly $287 billion dollars granted by foundations went to support leadership. In order to get more foundations investing in leadership development, Rusty Stahl offers case studies of 9 foundations who already do.
- In the summer issue of Stanford Social Innovation Review, the lead article “Strategic Philanthropy for a Complex World” caused quite a stir in the philanthropy world with many arguing that there is not much new there. In August, Alliance Magazine ran a series of editorials by philanthropy leaders as counterpoints. Most interesting among them was Avila Kilmurray’s, former director of the Community Foundation of Northern Ireland, response, in which she said “Can we not just recognize that when any funder sets her/himself the task of addressing complex issues…there needs to be provision for continuous consultation, practice, reflection and change?”
- An interesting article in the New York Times paints the Millennial generation as a very communal-minded one, where “the highest value isn’t self-promotion, but its opposite, empathy — an open-minded and -hearted connection to others.” From working, to eating, to shopping it seems Millennials bake social into everything they do. How will the world be different if that holds true as they age?
- Writing in Forbes, Tom Watson asks whether nonprofits should participate in GivingTuesday. As he puts it, “Is #GivingTuesday a well-meaning marketing promotion – or is it a real, organic movement for change?…[Does it] seek to increase U.S. giving from 2% of GDP (where it’s been stuck for two generations) to some higher point?” Amen to that!
- Rating nonprofit effectiveness is such a tricky challenge. Philanthropedia, one rating system that is driven by crowdsourced feedback from experts, comes under fire from the clean water space for being just “a popularity contest.” But others claim it’s an improvement over previous evaluations.
- Writing in the Chronicle of Philanthropy Nicole Wallace shows the value of sharing data by profiling Crisis Text Line, which gives other nonprofits, researchers and government agencies access to their data of 60,000 counseling sessions with teens in crisis to use in their own programs. It begs the question whether other social change data could be shared and how we make that easier to do.
- Sue Dorsey from Water for People was among a group of nonprofit leaders at the InsideNGO conference who took the Overhead Pledge in August, vowing to fully disclose the true costs of their nonprofits. And she encourages other nonprofit leaders to follow suit. This is exciting because it is not enough for funders to get over the overhead myth, nonprofit leaders must as well.
- I am always a sucker for connecting literature and/or history to social change, and even better both, so David Bonbright’s post about how Mark Twain would have viewed recent trends in business is fascinating. Bonbright argues that Twain wanted American business to fully integrate profit and community. And we are beginning to witness this trend again where companies are “embracing the full implications of what they are – what they mean for the environment, for communities, for the most marginalized people affected by their supply chains…[because] this is best way to remain competitive and successful over time.” Let’s hope!
- The new “sharing” economy is not all good, but not all bad either, as Daniel Ben-Horin argues that “there are enormous opportunities for the social sector to engage with the values-driven segment of the sharing economy.”
- Finally, some guidance on making your nonprofit email marketing more mobile friendly and your website better able to connect people to your cause. It’s all about responsive, engaging design.
Photo Credit: Seth Anderson
Note: As I mentioned in an earlier post, I have several fantastic guest bloggers contributing to the blog this summer. First up is Robert Egger, founder of DC Central Kitchen and LA Kitchen, as well as the nonprofit sector advocacy group, CForward. He is a tireless advocate for the nonprofit sector, encouraging nonprofits to take their rightful seat at the table. He is always pushing us to think bigger and smarter about social change.
Here is Robert’s post:
For you old school Trekkies out there, you may remember the 1969 episode titled “Let That Be Your Last Battlefield” that featured the great Frank Gorshin as Commissioner Bele. The plot is built on a particularly brilliant metaphor of two alien beings – Bele and Loki – all but identical to the crew of the Enterprise, but who loathe each other because they represented a mirror image of the other.
This comes to mind because lately I’ve encountered quite a few fellow, older “leaders” who have a seemingly uniform concern about the Millenials, and their “we’re ready to run the show” attitude.
Similarly, I’ve also been speaking with lots of young “up-and-comers” who are all but ready to push the founder of their organization out the closest window, due to their inability to embrace new ideas or cede some of the decision making to those who sweat and toil on the front lines.
I totally get the friction, but I also know that our generations have lots of common ground to build upon. And for this blog, I’d like to suggest that we must avoid the inter-generational battle that many talking heads would stoke, so that we can take advantage of what will be, in my opinion, one of the greatest opportunities to change the world in centuries.
Yeah…I said centuries!
Think about it. Our generations represent two of the biggest, most educated, freest and richest generations in the history of the world. We’ll outlive our predecessors by decades, and remain healthy and productive much longer than any previous peoples. On top of that, at the push of a button, we can connect with tens of thousands of our peers; locally, nationally and internationally.
And as far-fetched as it might sound…from two divergent ends of the life spectrum, we actually are careening towards the same destination, and looking for many of the same things.
Together, we could be a social, political and economic juggernaut that could re-wire the world, explore new forms of capitalism, re-invigorate politics and reaffirm the incredible power of community.
Now…if you have already rolled your eyes, I can dig your skepticism. You have every right to laugh…but hang with me for a few more moments.
Every morning, 10,000 Baby Boomers wake up, walk into the bathroom, look in the mirror, and see a birthday boy or girl who just turned 67…and that will happen everyday for the next 20 years. You have to figure that a big ass hunk of them let out a looooong sigh, and wonder how they got so lost, tricked and hoodwinked into thinking money and stuff would buy them happiness. THEY are primed to join the ranks of those who would look for deeper meaning and purpose out of life. Heaven knows…they may even get humble, and seek to make amends by reaching to help younger men and women climb a different ladder.
Similarly, an even bigger number of Millenials do the same thing everyday, but they are turning 25…and they are looking in the mirror, and saying “I NEVER want to live my life the way they did.” Who knows…maybe some of them would like to learn how to avoid the pitfalls of possessions, and would value rich conversations with older leaders on how to re-examine the meaning of “rich”.
Do you get where I’m coming from? As weird as it sounds, more and more people everyday are waking up and wondering…is there a different way to live, be happy, judge success, value life, be a neighbor and make a difference?
Sure, one generation might be looking for redemption, while the other a different path, but we really are on the same road…we just haven’t realized it yet.
So…please…rather than buy into the whole “I hate you right back” shtick…realize that if our generations fight, we loose. If we unite, we can make things really right.
You may say I’m a dreamer…but I’m not the only one.
Photo Credit: Wikipedia
Controversy about whether Millennials will spend money differently than their parents to create change, arguments for greater philanthropic risk, examples of innovation in the arts, use of “Moneyball” in conservation and policymaking efforts, and the lure of online media to create social change. What more could you want from a month of social innovation reading?
You can also see all of the 10 Great Reads lists from past months here.
- Man, I love a good controversy. In April the Obama administration invited Millennial philanthropists to the White House to discuss next generation philanthropy. And The New York Times sent Millennial reporter (and heir to the Johnson & Johnson fortune) to cover it. Well, Jim Newell from The Baffler doesn’t buy the argument that Millennials are going to use money differently than their predecessors. But Jed Emerson and Lindsay Norcott think Millennials will actually take impact investing mainstream.
- And staying on the controversy train just a bit longer, William Easterly takes issue with celebrity famine relief efforts that ignore (and potentially make worse) the lack of democracy causing famine in the first place.
- Because achieving scale is incredibly difficult work, Jeff Bradach from The Bridgespan Group launched an 8-week series on the Stanford Social Innovation Review blog exploring how we achieve it. 16 thought leaders will “weigh in with their insights, struggles, and questions regarding the challenge of achieving impact at a scale that actually solves problems.”
- It seems that the arts, perhaps more than other issue areas, are on the front lines of innovation in order to stay relevant. And this month really brought those struggles home. First, the Houston Grand Opera has seen dramatic growth in audiences, bucking a declining trend elsewhere, by appealing to broader audiences. Perhaps the San Diego Opera could have learned something from Houston since their declining audiences (and poor governance decisions) have put them in danger of closing their doors. And ever at the ready with examples of how arts organizations are innovating and adapting, ArtsFwd released two case studies on how the Woolly Mammoth and Denver Center Theater Companies have embraced adaptive change.
- What’s with Moneyball (the movie and book about using data to drive major league baseball strategy) everywhere lately? Using data and smart strategy the Nature Conservancy is getting more effective at conserving bird habitats. And David Bornstein thinks the federal government is getting into the game as well with an increase in data-driven policy making.
- The Pew Research Center just released a book, and corresponding interactive site, about the changing demographic face of America and how it could affect everything, “Our population is becoming majority non-white at the same time a record share is going gray. Each of these shifts would by itself be the defining demographic story of its era. The fact that both are unfolding simultaneously has generated big generation gaps that will put stress on our politics, families, pocketbooks, entitlement programs and social cohesion.”
- Should philanthropy embrace more risk? Philanthropist Laurie Michaels founder of Open Road Alliance, which provides funding to help nonprofits overcome unforeseen roadblocks or leverage unanticipated opportunities, thinks so. Michael Zakaras interviews her in Forbes. As she puts it, “Very few people in the finance industry predicted the economic collapse in 2008, and yet we ask NGOs to submit a plan that will be stable for several years, which is an impossibility in the best of circumstance.” Amen!
- On the NPEngage blog, Raheel Gauba answers the fascinating question: “If Google were a nonprofit, what would its website look like?”
- And speaking of nonprofits online, the PhilanTopic blog released an infographic summarizing the 2014 M+R Benchmarks Study about nonprofit online activity.
- Moving on to other forms of media, I love what’s happening with video games and the innovators who are adapting them to help solve social problems. Who knew that playing Minecraft could actually change the world?
Photo Credit: Mikel Agirregabiria