This week I attended the After the Leap conference in Washington D.C. and was blown away. As I mentioned in a post earlier this year, the conference was organized by Social Solutions and PerformWell partners Child Trends and Urban Institute and builds on the momentum Mario Morino has created around his book, Leap of Reason, published in 2011, and the companion book Working Hard & Working Well by David Hunter published this year.
This first-ever conference was an attempt to bring the nonprofit, philanthropic and government leaders who are on the cutting edge of the movement to create a higher-performing social sector together to, as Mario put it “grow a critical mass who can mobilize for greater change.”
What’s Government’s Role in Nonprofit Performance?
Day 1 focused on government’s role in driving social sector performance management. A fascinating panel of government agency leaders, moderated by Daniel Stid from the Hewlett Foundation, discussed various efforts at the federal, state and local government levels to drive evidence-based policy and practice. But some in the audience and Twitter-verse wondered whether government could really be the impetus for a greater push towards measuring and managing outcomes in the nonprofit sector.
How Do You Get Buy-In For Change?
From the big, systemic view, the day quickly shifted for me to the organization-level with the fantastic panel on “Getting Buy-In” from staff, board and funders for a shift towards performance management. Isaac Castillo from DC Promise Neighborhood Initiative, Bridget Laird from Wings for Kids, and Sotun Krouch from Roca explained how they had moved their nonprofits toward articulating and measuring outcomes. The most effective approach seemed to be to ask “Don’t you want to know whether the work we are doing is helping rather than hurting?” Isaac made the urgency to move toward performance management clear, “If you haven’t started doing performance management yet, in 12-18 months you will start losing funding to those who are.”
Can We Convince Funders to Invest?
Day 2 of the conference kicked off with an inspiring keynote address by Nancy Roob from the Edna McConnell Clark Foundation that really served as a call to action for the foundation world. Nancy painted a pretty stark picture of the disconnect she saw between how much money we’ve spent on solving social problems in the last decades and how much actual progress we’ve made. She blamed this disconnect on “our piecemeal approach to solutions.” As she bluntly put it, “We are woefully under-invested in what we already know works.” She laid out 5 steps funders can take to move away from piecemeal and toward transformational social change:
- Make bigger, multi-year investments
- Provide more upfront, unrestricted, flexible capital
- Invest in nonprofit evidence building
- Scale what works with innovation, and
- Adopt an investor mindset
But for Nancy, it’s not just up to funders, nonprofits also need to change. She urged nonprofits to:
- Shed the charity mindset
- Focus on the larger context
- Create a performance management culture, and
- Ask for help to achieve performance
From there, Phil Buchanan from the Center for Effective Philanthropy led a panel with Carol Thompson Cole from Venture Philanthropy Partners and Denise Zeman from Saint Luke’s Foundation asking “Do Funders Get it?” While a few funders are willing to invest in helping nonprofits articulate, measure and manage to outcomes, most are not. The panel suggested that some of this reluctance stems from funder’s lack of humility and fear of what they might find. Audience members suggested that it might also be funders’ lack of performance expertise. (You can read Phil Buchanan’s blog post giving more detail on this panel here.)
From there I attended a breakout session “Funder Investment Strategies to Strengthen Nonprofit Performance Management Capacity” where Victoria Vrana from the Gates Foundation and Lissette Rodriguez from the Edna McConnell Clark Foundation and two of their grantees discussed how they worked together to fund and create performance management systems.
The final panel of the day brought an impressive group of nonprofit CEOs together (Mindy Tarlow from Center for Employment Opportunities, Sam Cobbs from First Place for Youth, Cynthia Figueroa from Congreso de Latinos Unidos, Bill McCarthy from Catholic Charities of Baltimore, and Thomas Jenkins from Nurse-Family Partnership) to talk about how they each had built a performance management system at their organizations, the hurdles they encountered, how they funded it, and where they are now.
Where Do We Go From Here?
Mario Morino rounded out the conference with an inspiring call for us to build momentum. He outlined some new ideas coming out of the conference that he’d like to see developed by 2020, including:
- A “Manhattan Project” of social sector evidence
- A National Commission on Nonprofit High Performance
- An Aggregated Growth Capital Fund to deploy billions to solve entrenched national problems
- A Performance Academy for Social Impact
- Presidential Performance-to-Impact Awards
- Social Sector Center for Quality Improvement
- A Solutions Journalism Network to “lift up the hope spots” in the country
- Leap Learning Communities in local settings connected in a national web
This was one of the best conferences I’ve been to in years. The caliber of the presenters and audience was amazing. It felt like I was witnessing the birth of the next generation of the social sector. Buoyed by the ability to see the writing on the wall, this group is determined to lead the fundamental, and critical, shift towards a more effective sector.
The urgency of this movement became increasingly clear through the course of the two days. Our country is witnessing mounting disparity and crippling social challenges. It is increasingly up to the social sector to turn the tide. And the time is now. As Mario charged at the end of the conference “If we don’t figure out how to build high performing nonprofits, nothing else matters. This is the last mile. Our nation depends on it.”
Photo Credit: tableatny
There was a lot of talk in November about how we actually make the shift toward measuring outcomes in the nonprofit world. And the resounding theory was that we should start with funders and funding for evaluation. Let’s hope philanthropists are listening!
And speaking of funding, there were some fascinating articles about the financing of public parks and how philanthropic, corporate and public money all affect a very public good.
At the end of the day it’s always about money isn’t it?
Below are my picks of the 10 best reads in the world of social innovation in November. But as usual, please add what I missed in the comments.
- A fascinating article in The New Yorker unpacks some recent developments with the funding of New York City parks, the delicate balance between private philanthropy and public goods, and how both contribute to or detract from equality. Exploring a similarly murky delineation between public goods and corporate profit, this article from The Atlantic Cities describes a new trend in corporately-financed public parks.
- Writing in the Stanford Social Innovation Review, Christina Triantaphyllis and Matthew Forti argue that NGOs need to move from overhead measures to cost-per-impact measures. And funders need to help that shift happen.
- Phil Buchanan from the Center for Effective Philanthropy would agree, it seems. As he puts it, “Until foundations really step up and support nonprofits’ data collection, assessment, and improvement, we will not get the best out of our collective efforts.” Tell ‘em, Phil!
- But maybe the solution is more systematic. Ever the visionary, David Henderson offers an idea to make the shift toward impact by tying charitable deductions to outcomes. Crazy or brilliant?
- The nonprofit sector really needs to get over its inferiority complex, and to help, the University of San Francisco’s MPA program developed this great infographic on The Rise of the Nonprofit Sector.
- From the HubSpot blog comes some tips for how nonprofits can use social media to really engage people, and The Guardian in the UK offers the 5 characteristics of the top 30 nonprofit CEOs on social media.
- On the How Matters blog Jennifer Lentfer argues that the “social good industry” wrongly assumes “that in the developing world, nothing exists, i.e. that there’s a blank slate upon which our interventions can be built.”
- There are some great reports and data analysis tools recently released. For a start, you can dig into the foundation landscape, analyze nonprofit financial performance, or understand how content marketing and technology are being used for social good.
- Speaking of technology for social good, crowdfunding is becoming a bigger funding source for social causes, raising $2.7 billion in 2012. Lucy Bernholz rounds up the research on this emerging and not fully understood funding vehicle.
- And finally, a really cool example of truly public art has emerged in Milwaukee, Wisconsin.
Photo Credit: kakao-bean
In today’s Social Velocity interview, I’m talking with Bill Shore. Bill is the founder and chief executive officer of Share Our Strength, a national nonprofit working to end childhood hunger in America. He has served on the senatorial and presidential campaign staffs of former U.S. Senator Gary Hart and as chief of staff for former U.S. Senator Robert Kerrey. He is also the author of four books focused on social change, including, The Cathedral Within.
You can read past interviews in the Social Innovation Interview Series here.
Nell: You’ve been on a (writing) kick lately encouraging nonprofits to make bigger, bolder goals. Which do you think comes first: bold goals or a sustainable financial model? And how are the two related?
Bill: Just as every journey aims toward a destination, every social change effort should start with a goal, bold or otherwise. A sustainable financial model, while critical, is a means to an end, not an end in and of itself. We began Share Our Strength with a financial model based more on cause-related marketing and corporate partnerships than on traditional fundraising. By leveraging the assets we’d created and delivering measurable value back to our partners, we generated significant revenues in ways that felt more sustainable. We were a grant maker to other organizations, and proud of the good work they did, but ultimately it was unsatisfying not connected to a bold goal.
Nell: The stated bold goal of Share Our Strength is to eradicate childhood hunger in America by 2015. That’s 2 years away. Will you get there? And how has your experience working toward that bold goal affected your thinking about how realistic bold goals are?
Bill: It’s a great question because a bold goal is a double edged sword. If you achieve it the market will reward you. And if you don’t it may penalize you. That’s all as it should be. But the real reason to do it is not the market or fundraising or the media, but for oneself. When you devote a lot of your life tackling tough social problems, you deserve to know whether you are moving the needle. We’ve seen the market reward Share Our Strength for simply setting the goal of ending childhood hunger by 2015. Our revenues have more than doubled, and that has fueled increased impact. We will not get all of the way to our goal by 2015. We will need more time. But we believe we will have earned it. In the states and regions where we have concentrated our resources we will have proven that childhood hunger can be eradicated. We believe that such compelling proof of concept will give us the support necessary to scale the strategy everywhere.
Nell: You have argued that nonprofits are not resource-constrained, rather that they “suffer a crisis of confidence” in investing in their own capacity. Some might argue that that’s easy for the head of a $40+ million nonprofit to say. How do you think the average nonprofit can move beyond the starvation cycle of never having enough resources?
Bill: It’s not that nonprofits are not resource constrained, it’s because almost all of them are that it is even more important to invest in their own capacity, to take a long view and be willing to trade off impact in the short-term if that impact can be multiplied dramatically in the long term. Imagine a maternal and child health clinic that serves 50 women a day and makes the decision to serve only 25 a day for 6 months so that it can invest in capacity that will enable it to serve 500 a day when the six months are up. The compelling nature of urgent human need makes that a tough decision to make, but it’s the right one if you have the confidence that more capacity will equal more impact.
Nell: Moving to bold goals necessitates a way to measure whether those goals have been achieved. Yet outcomes measurement is a very nascent practice in the nonprofit sector. How do we (or can we) get to a place where we are effectively measuring the results of both individual nonprofits and larger solutions? And who will pay for that work?
Bill: As your question suggests, measuring outcomes, and communicating what you’ve measured, comes at a price. Indeed it can be expensive, and that might mean less money devoted to program in the short-term. With few exceptions there won’t be third parties lined up to pay for it. Organizations will have to decide whether it adds to their long-term competitive strengths to invest in measuring outcomes and if it does, they should be willing to make that investment. A key task of organizational leadership is to marshal the will for these investments that don’t pay off until the long-term. The challenge is exacerbated by the fact that measurement is a still nascent practice, there won’t be common measure that can be adopted in a one-size-fits-all manner, and so each organization must wrestle to the ground the metrics that are right for their work.
Nell: What about bold philanthropy and bold government? Is it possible for those two sectors to be more bold? What would that look like and how optimistic are you that those kinds of changes are possible?
Bill: I’m confident that bolder philanthropy can lead to bolder government. Our politics currently is so polarized and paralyzed that people need to see examples of programs that work. Philanthropy can do things that government can’t do: take risks, innovate, and be closer to the people we serve. And when that all adds up to a program or service that works, it creates an even greater moral obligation on the part of the public sector, i.e. government to take what works and help scale it. Resource constraints and failures of imagination have conditioned us to pursue incremental change. But big and complex problems demand transformational change to address those problems on the scale that they exist.
Photo Credit: Share Our Strength
It was really hard to narrow down to 10 great reads this month. People wrote some really compelling (even more than usual) things in October. And some longer pieces in particular were quite thought-provoking. Some asked searing questions like “Is arts innovation really innovative?” and “Is increasing income disparity making us less empathetic?” and “Can philanthropy fix our broken democracy?” And that’s just a start. Lots to think about.
Below are my picks of the 10 best reads in the world of social innovation in October. But please add what I missed in the comments.
- The conversation about the overhead myth, the destructive idea that nonprofits should be evaluated based on how much they spend on overhead (fundraising and administrative expenses), still rages on. First Paul Hogan from the John R. Oishei Foundation reframes the argument to include general operating and program support. Then Heather Peeler from GEO reports on a panel at a recent gathering of Social Innovation Fund grantees and grantors discussing what funders can do to build more sustainable organizations. And Julie Brandt writes a ringing endorsement of the overhead myth movement arguing that “Donors need to focus on evaluating charities based on leadership, transparency, governance, and results.”
- But lest you think that everyone agrees, Tiziana Dearing raises some good points about nonprofits not yet having the necessary resources or tools to boil outcomes down to short term ratios or ratings. As she says, “Everyone has more work to do.”
- There were some great examples of nonprofits using social media in interesting ways. From the Social Media BirdBrain blog comes 4 Best Examples of Nonprofit Video Storytelling and from the HubSpot blog, 10 Nonprofits That Are Totally Nailing Pinterest Marketing.
- And speaking of innovatively using media to move social change forward, this infographic on America’s school dropout problem demonstrates a concise and compelling way to explain a complex problem.
- Part of the potential solution to America’s education problems might lie in new science. An interesting new school within Zappos CEO Tony Hsieh’s Las Vegas Downtown Project is using neuroscience to teach children in new ways.
- If you really want to unpack the buzz around “innovation,” particularly in the arts, take a look at this really interesting, thought-provoking 6-essay series at Culturebot questioning innovation and the arts, what’s working and what isn’t. It is well worth your time and is guaranteed to make you think.
- On the Idealist blog, April Greene wisely counsels those entering the social change space, that if you want to pursue your dreams, don’t tell your mother. Such good advice, ha!
- Richard Eisenberg provides some really interesting analysis of recent data and what it tells us about how generations approach giving differently.
- Writing in the New York Times, Daniel Goleman worries that the widening income gap may be creating a widening empathy gap because “social distance makes it all the easier to focus on small differences between groups and to put a negative spin on the ways of others and a positive spin on our own.” Very scary.
- President of the MacArthur Foundation, Robert Gallucci writes a passionate plea that philanthropy help fix a quite broken (as particularly evidenced in October’s federal government shutdown) American political system.
Photo Credit: ekelley89
I’m really excited to announce that, as promised, I’m starting to move the Social Velocity Interview Series to video interviews, via Google Hangouts (for those interviewees who are willing). I launch next week with an interview, on the Social Velocity Google+ page, with Hope Neighbor, CEO of Hope Consulting and author of the Money for Good reports exposing an $15 billion opportunity to direct more private money to high performing nonprofits.
In 2010 and 2011 Hope, and her team of partners (like GuideStar and Charity Navigator) and funders (like The Gates Foundation and The Hewlett Foundation), conducted comprehensive studies of donor behavior, motivations, and preferences for charitable giving in order to understand how to effectively influence giving behaviors.
Money for Good I found that 90% of donors say how well a nonprofit performs is important, but only 30% of donors actively try to fund the highest performing nonprofits. So there is a disconnect.
In Money for Good II, Hope and her team set out to figure out what it would take to change donor behavior and direct more money to high performing nonprofits. What they found is that more information about performance and more “Consumer Reports” style reporting could encourage more donors to switch their giving to higher performing nonprofits.
This is all fascinating and helps inform the on-going question, “How do we funnel more money to social change?” Needless to say I have lots of questions for Hope.
Here is my list of questions for Hope, but I imagine since it’s a conversation the questions will evolve:
- With Money for Good you are hopeful that we can change donor behavior and shift more money to high performing nonprofits. But what will it take beyond providing more (and better information) to donors? How do we create incentives for donors to change?
- Money for Good estimates that $15 billion could shift to high performing nonprofits, but that is only 5% of the total private money flowing to nonprofits. And only 12% of all money flowing to the nonprofit sector comes from the private sector, so we are really only talking about shifting 0.6% of all the money in the sector to high performing nonprofits. Is that piece of the pie worth the kind of donor behavior change effort required? What about expanding the overall pie (only 2% of the annual Gross Domestic Product has historically gone to the nonprofit sector)? Is there any hope of growing the 2%?
- Where does impact investing fit in all of this? Typically only 5% of a foundation’s money is directed to social change efforts. What about the opportunity to encourage foundations to tap into their corpus and do more program-related and other mission-related investing?
- How do we ensure that more information means better information? What if low performing nonprofits simply start mimicking high performing reporting? How do we ensure that accurate performance evaluation is conducted and reported across the sector? And how do we fund that?
- What about the problem of donors misconstruing information? For example, if nonprofits provide more financial information, and donors still have a bias against overhead spending, could that just shift more money to nonprofits with lower overhead, not necessarily higher performance?
Watch for the interview on the Social Velocity Google+ page next week.
And stay tuned for more video interviews soon!
There is a new conference in the social innovation space that I’m pretty excited about. After the Leap is the brainchild of Social Solutions CEO Steve Butz and his PerformWell partners, Child Trends and Urban Institute. The conference builds upon the momentum Mario Morino has created around his book, Leap of Reason, published in 2011.
Since writing Leap of Reason Mario has been on a crusade of sorts to the get the nonprofit sector to acknowledge that our new Era of Scarcity requires nonprofits to “literally reinvent themselves…[and] respond with greater discipline, unity, and focus on making a quantum change in the effectiveness and impact of our entire sector.” In essence he is encouraging nonprofits to determine what they exist to change and whether they are actually creating those changes.
As part of this movement, Mario and others have organized the After the Leap conference that will allow you to learn from experts in the field about how executives, practitioners and funders are advancing outcomes measurement and performance management, and what you can do in your own organizations and communities. The After the Leap conference will be held in Washington, D.C. on December 3rd and 4th.
Some of the keynote speakers include:
- Melody Barners, Former Director of the White House Domestic Policy Council
- Nancy Roob, President of the Edna McConnell Clark Foundation
- Daniel Cardinali, President of Communities in Schools, and
- Mario Morino
And the breakout sessions will cover everything from the Social Innovation Fund, to finding money for evaluation, to nonprofit case studies, to how to implement performance management systems, to effective leadership and much more.
Breakout session speakers are coming from the Gates Foundation, the Urban Institute, the Center for Effective Philanthropy, the Promise Neighborhood Initiative, and other foundations, nonprofits and agencies at the leading edge of the outcomes movement.
I’m so excited about the conference that I’ve already registered. And I’ll be blogging and Tweeting from the conference as well.
If you are a nonprofit leader, board member, or funder interested in pushing your nonprofit towards measuring outcomes, this conference is for you. You can register here.
I hope to see you there!
What I love best about my job is opening nonprofit leaders to new and bigger possibilities. Last week was a busy one. I was in Phoenix for part of the week speaking at the Planned Giving Roundtable Conference and then I flew to New York to lead a board retreat at the National Guild for Community Arts Education.
When I am speaking to or leading a group, I love the moment when they move from discouraged, exhausted or burned-out, to energized by new ways of thinking.
At the Planned Giving Roundtable I delivered a keynote address about the power of a theory of change. A theory of change is such an incredible tool for helping a nonprofit articulate what value they provide the community. And once you have articulated that value, a theory of change is a jumping off point to:
- Chart a strategic direction, which guides the action of the organization and focuses limited resources
- Prove the results the organization is achieving, which allows the nonprofit to,
- Attract more support, leading to the holy grail in the nonprofit sector,
- Sustainable Community Change
So the theory of change serves as the fundamental building block in making that process happen, like this:
Because the theory of change is so instrumental, I believe that every nonprofit organization that is working toward social change should have one. Without a theory of change, you don’t know what you are trying to accomplish, how you will get there, or whether you have accomplished it, and you certainly won’t attract the funding necessary to get there.
So once I (hopefully) convinced the group in Phoenix about the importance of a theory of change, I flew to New York City to help the board and staff of the National Guild for Community Arts Education actually develop their own theory of change.
It was so exciting to see the group work together to articulate how their organization puts community resources to work towards community change. It’s not easy to come to agreement about exactly what change an organization is working towards, which is why I think it is important to have an outsider leading that process.
At the end of the day, board and staff were energized and excited about their evolving theory of change and how it could help them chart a new strategic direction, focus resources, and attract more support and momentum.
That is the moment I love. When people who are so passionate and working so hard for community change, can take a step back and articulate how and why they do the work that they do. Because it is in taking that big step back that you can begin to develop a strategy for bringing hoped for change to fruition.
Photo Credit: Dean Morley
In this month’s Social Velocity blog interview, I’m talking with Perla Ni, CEO of GreatNonprofits. Perla was the founder and former publisher of the Stanford Social Innovation Review, the leading journal on nonprofit management and philanthropy. Prior to her work at SSIR, Ni co-founded Grassroots Enterprise, later acquired by global public relations firm, Edelman. A frequent speaker on nonprofits and philanthropy, she has been named a “Top Game Changer” by the Huffington Post.
You can read past interviews in the Social Innovation Interview Series here.
Nell: GreatNonprofits is an interesting spin on the growing nonprofit ratings market in that you gather consumer reviews of nonprofits. Why do you think what donors, volunteers, and clients have to say about a nonprofit is important to potential donors?
Perla: We think people with direct experience with a nonprofit, especially the nonprofit’s beneficiaries, are in the best position to tell us about the difference that that nonprofit has made in their life or their community.
In the seven years that we’ve been doing this, we have learned a couple of things about collecting beneficiary feedback. It’s not only the right thing to do – to empower the voice of beneficiaries so that they are treated with dignity – it is also the smart thing to do. It’s the smart thing to do because it is highly correlated with actual program outcome. We’ve seen the linkage between effective outcomes and organizations that collect and listen to their beneficiaries.
Although there are ongoing conversations about the best metrics for judging quality, there is agreement that, for almost every sector, consumer satisfaction and feedback drive quality through transparency and competition.
A trend toward human-centered design, where products are designed and rapidly iterated upon with feedback generated from users, is another example of how client responsiveness leads to improved outcomes.
GreatNonprofits has been collecting feedback about a wide variety of health, human service, arts and education organizations.
Nicole Molinaro, former executive director of Communities in Schools of Pittsburgh-Allegheny County, a Pennsylvania-based dropout prevention program serving at-risk youth, found great value in constituent feedback, “What interested us in being open to reviews from our constituents is really the desire to improve our services. Without hearing feedback about what we’re doing well and what we can do better, we really can’t make improvements in how we serve our kids.”
Due in part to feedback submitted by students, the organization added a student lounge as a safe, accessible place for the students to spend time in before and after programs.
In a recent GreatNonprofits survey of nonprofits, we found that a large number of nonprofits are listening to beneficiary feedback and some are taking action.
- 78% share reviews with board members
- 72% share reviews with staff
- 54% share reviews with volunteers
- 49% share reviews with donors
- 23% share reviews with clients
- 26% say reviews have impacted their operations
In fact, in Learning for Social Impact, a report for donors and foundations by McKinsey & Company, the number one recommendation given to funders is for them to “hear the constituent’s voice.”
These rich, detailed and concrete experiences from people who have actually experienced the work of the nonprofit—been fed by the food bank, helped by the after-school program—are a better way to discover the most effective charities than through tax forms. According to our survey of our users:
- 90% of donors say that reading reviews of clients help them understand the work of the nonprofit
- 80% of donors say that it influences their decision to give
Nell: How does a great customer experience (a review from a volunteer that had a great experience with a nonprofit) translate into a nonprofit’s ability to create social change? Or should or does a donor care about that?
Perla: In the excellent article “Listening to Those Who Matter Most, The Beneficiaries” in the Stanford Social Innovation Review, the authors show that, in the studies about school performance and patient outcomes, there is a high degree of correlation between listening to the student/patient and success.
Donors care about real world outcomes–how is my money helping?
Nell: What do you make of the growing debate about what information donors want and actually use in making their funding decisions? Do you think how donors make their giving decisions and what information they use to make those decisions has or is changing?
Perla: It starts with the donor. Donors want to improve the world, to make a difference. And the donors typically want to spend their time and money effectively. How do you find a nonprofit that is aligned with your passion and making a real difference on the ground?
Well, it requires listening to the voices of people on the ground – the ex-felon in a job training program, the student receiving mentorship, the volunteer who organized the environmental conference, the donor who visited the school in Cambodia – who have seen the first-hand impact of nonprofits.
These are not the usual people that donors listen to – they may be different from us in so many ways – income, class, geography, or race.
And if the donor wants to empower real, tangible changes in the lives of people and communities they want to improve, he/she needs to have the discipline to do that. It’s part of the first rule of philanthropy “don’t do something about me, without me.”
It’s a radical discipline, transparency and accountability that we must hold each of ourselves to, including the donor.
We don’t see this discipline as just funding decision-making. We see this as community engagement. The donor and the beneficiaries needs to be part of this philanthropic marketplace together to share insights on what works, what doesn’t yet and what could help to make a greater difference.
Nell: You were also the founder of the Stanford Social Innovation Review which is currently celebrating its 10th year. 10 years in to this world of social innovation what do you think we have to show for it? Have we gotten better at solving social problems?
Perla: If you Google “social innovation,” you get 648 million search results. This wasn’t at all the case 10 years ago! We pretty much invented that term.
One of the accomplishments, I think, is that social issues are no longer ghettoized as nonprofit issues. It’s not just a nonprofit problem or a business problem or a technology problem. Social innovation, which was always focused on finding new ways to solve problems, agnostic of the approach of the sector, is broadening our framework and ways that we network to achieve our goals. Now published by the incredibly prolific Stanford Center on Philanthropy and Civil Society, SSIR reaches business people, foundations, technology leaders, and nonprofits. Social innovation is about bringing an open, entrepreneurial outlook to enterprises – start-up and mature organizations alike. We’d also like to think that it helped popularize other concepts such as social entrepreneurship, which has blossomed into an area of study in school, as well as create a new kind of career identity. At the core is a belief in not being complacent, not doing the same old same old, or talking to the same people. It’s really about creating a broad mindset for ideas and different people.
Nell: Much speculation has occurred about what effect millennial donors will have on philanthropy, because of the huge wealth transfer they will enjoy, their large numbers and the new ways they are sharing information about their giving. What are your thoughts on how or if Millennial donors will change philanthropy?
Perla: Millenials are more civic-minded, more public about their giving and more likely to be bifurcated in their giving – give locally and internationally.
They may find the idea of donating to their parents’ alma mater or their parents’ charity as rather stuffy. They are a more connected, shop local, eat local, biking/walk generation – and so they are more drawn to the idea of helping their local community. They are also well-traveled and more connected internationally, so they have a high interest in giving internationally as well.
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