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Invest in Leadership Development to Retain High Performers of All Races

March 28, 2015

Leadership_diversityWhile people of color in the United States account for nearly half – 48 percent – of the total student population, leadership in nonprofit education organizations doesn't mirror this demographic fact. In a recent survey, From Intention to Action: Building Diverse Leadership Teams in Education to Deepen Impact, Koya Leadership Partners and Education Pioneers found that at the director level within education nonprofits, only 39 percent of leaders are people of color. At the vice president level, the number dips to 18 percent. At the CEO level, 25 percent of leaders are people of color.

Through our collective research, we concluded that while most nonprofits have the right intentions when it comes to diversity and inclusion, many don't have practices in place to build and retain diverse leadership teams.

The absence of tools for ensuring "fit," a lack of retention initiatives that support employee and career growth, and not enough time spent building strategic partnerships that help attract candidates of color are leading to a less diverse workforce and to poor hiring decisions across the board.

Among other things, our survey found that nonprofits often put too much focus on recruiting, rather than investing in, diversity at the leadership level. While recruiting is necessary to bring talent into an organization, a healthy organizational culture depends on leadership development from within. Without it, nonprofits – including education nonprofits – can expect to continue to experience high turnover.

While few organizations track turnover rates by race, ethnicity, or gender, our survey found that the annual employee turnover rate for nonprofits averaged 20 percent – about 5 percent higher than the national average and 12 percent higher than in most for-profit companies. That turnover rate costs nonprofit organizations dearly in terms of both productivity and dollars. According to Kim Ruyle, who sits on the Society of Human Resources Management's HR Disciplines Special Expertise Panel, the average cost of turnover is 150 percent of a departing employee's annual salary. For a sector with scarce resources, the budget implications of staff turnover – not to mention the cost in terms of morale and disruption – can be dramatic.

At Koya, we know that staff development is key to retention. Team members who feel they have an opportunity to grow professionally as well as a clear path to the acquisition of new skills and responsibilities, are far more likely to stay with an organization.

So what does that look like? Research shows that on-the-job tasks which challenge employees to "stretch" beyond their comfort zones, formal and informal training opportunities, and targeted mentoring and coaching initiatives are the most powerful forms of professional development. Bridgespan, a nonprofit consulting group, recommends that on-the-job challenges and targeted mentoring/coaching should account for 80 percent to 90 percent of an organization's professional development strategy, with continued education (seminars, trainings, workshops) comprising the other 10 percent.

Our survey found that organizations looking to strengthen their diversity and inclusion practices typically start by building strategic partnerships with universities, minority associations, and other sources of diverse talent to identify promising diversity candidates and then invest in training to ensure that the interview process for all candidates is fair and impartial. On the retention side of things, organizations that are successful in developing and retaining leaders of color tend to provide them with ample support through formal professional development programs and/or coaching/mentoring.

For organizations that may not be there, a full complement of recruitment and staff development practices — some free or low-cost — are readily available. Here are a few suggestions:

1. The report from Koya Leadership Partners and Education Pioneers includes an Organizational Audit Checklist designed to help organizations create a baseline with respect to their diversity and inclusion practices. The checklist is organized into four categories — leadership, talent management, culture, and performance — and organizations that complete it can begin to see where they are strong and where improvement is needed.

2. Invest in a range of formal and informal professional development tools/techniques such as mentoring, coaching, and education opportunities.

3. Develop and implement a process for identifying and evaluating high-potential employees of color to ensure that your organization's leadership development pipeline includes such candidates.

4. Track promotions and staff development. Hiring and retention stats are nice and can be useful in advancing the conversation around diversity, but tracking actual staff development milestones, while frequently overlooked, often is more important.

5. Take advantage of external resources and help. Find an organization that is already where you hope to be in terms of its diversity/inclusion practices and ask the human capital people there to walk your organization through the steps the organization took to improve its leadership development practices and build a truly diverse leadership team.

One such organization, The New Teacher Project (TNTP), works with school districts and state departments of education nationwide to ensure that poor and minority students get outstanding teachers. Recognizing that it needed to do more to practice what it preached, TNTP created a Diversity Recruitment Committee and tasked it with increasing the number of African American and Latino employees on staff. To that end, members of the committee attended conferences and networking events likely to attract talented candidates of color, mined their own networks for referrals, and conducted cultivation calls with potential candidates. They also worked alongside TNTP’s Staff of Color Affinity Group to create opportunities for professional development and advancement for employees of color.

Headshot_miecha_forbesBuilding a truly diverse leadership team is not easy work, nor does it happen overnight. It requires dedication, commitment, and perseverance in the face of inevitable setbacks. But the work is well worth the effort. The people served by nonprofits nationwide deserve innovative, effective solutions that can only be developed by high-performing, diverse teams of dedicated professionals who reflect the racial and ethnic diversity of the communities whose needs those organizations are striving to meet. For other tips on building diverse, inclusive teams read our full report, From Intention to Action.

Miecha Forbes is the senior director of human capital consulting for Koya Leadership Partners, a national executive search firm that works with nonprofits to achieve lasting social change.

The German Philanthropic Sector: A Conversation With Rupert Graf Strachwitz

March 26, 2015

Dr. Rupert Graf Strachwitz is director of the Berlin-based Maecenata Institute for Philanthropy and Civil Society an independent academic center established in 1997. A political scientist and historian and the son of a German diplomat and English writer, Graf Strachwitz chaired the German Advisory Council on Global Change from 1995 to 2001 and has been a contributor to the Johns Hopkins Comparative Nonprofit Sector Project since 1990. He was interviewed by Emily Keller, international data relations liaison at Foundation Center.

Emily Keller: What is unique about German philanthropy?

Headshot_rupert_graf_strachwitzRupert Graf Strachwitz: The huge diversity in function, size, operating methods, governance, and vision is arguably the most unique feature of the German philanthropic sector. A uniform foundation model does not exist in Germany, nor do German foundations conform to an international model.

EK: How would you describe the philanthropic sector in Germany?

RGS: The German philanthropic sector looks back on a very long history. The oldest foundations still in existence probably go back to the first millenium. The greater part of these foundations were connected to the established churches. People donated funds, real estate, building materials, and time, and engaged artists to build, embellish, restore, and maintain church buildings. An estimated fifty thousand of these foundations still exist under the auspices of the established churches, plus an additional fifty thousand that serve immediate church purposes. Through the many political upheavals and changes that have marked German history, these institutions survived.

Secular foundations in Germany also have a long history that goes as far back as the Middle Ages. Approximately two hundred and fifty of these remain and many of them are more than five hundred years old. Some had a single donor back in the day, while others were started by what we would call crowdfunding efforts today. They operated hospitals, hospices, and other related business, and made grants in support of universities, schools, and other institutions.

Due to this complex history, German foundations still perform four distinct functions, with larger foundations quite regularly performing more than one: ownership, by which I mean not holding assets but fulfilling their pupose through the exercise of ownership rights; operational; grantmaking; and supporting individuals in need.

In recent years, major grantmaking foundations have tried — successfully, in most cases — to become more operational by managing their own programs and/or institutions. Most of our nongovernmental universities, a new phenomenon, are owned and operated by foundations.

Another important aspect of the German philanthropic sector is the fact that philanthropic institutions come in a variety of legal forms. Besides a special form of legal entity described in the Civil Code that is remarkable for not having outside owners or being subject to a specific form of government regulation, foundations may exist as trusts without legal personality, limited companies (gemeinnuetzige GmbH), or foundations under public law, which are arms-length components of government. The latter includes philanthropic foundations as well as private benefit or family foundations.

Public benefit foundations in many cases are not created and endowed by private citizens but by corporations, membership organizations, government bodies, and, more recently, even other foundations. The common denominator among them is their adherence to the founder's intent in perpetuity.

Unlike many other countries, German philanthropic institutions are not restricted in their choice of assets, with the exception of particularly risky ones. Some of Germany's major foundations are sole or majority shareholders of major corporations. Others may own and manage agricultural and forestry businesses, vineyards, publishing enterprises, or other non-related businesses.

About half of all the foundations in Germany today were created in the past fifteen years, with a significant number also having been created in the 1990s. That first wave followed the extinction of a large number of foundations which faced the loss of their assets in the hyperinflation after World War I, having been required by law to invest in government bonds.

EK: Do community foundations exist in Germany?

RGS: Historically, citizens frequently created trusts, appointing their local government as trustee. Some of these trusts were similiar to community foundations, except local authorities were in charge of the management. In the twentieth century, the practice lapsed, due in part to mismanagement on the part of the authorities. In the 1990s, the idea of a community trust was re-imported from the U.S. Today, there are approximately three community foundations in Germany, with many differing in size and scope. No major city is without one, and all have chosen to build on the old tradition of the operating foundation, raising funds for both their endowments and project support.

EK: What are the most common misconceptions about philanthropy in Germany?

RGS: The size, scope, and wealth of philanthropic institutions in Germany are generally overrated. Most German foundations have less than €1 million in assets, and a considerable number have less than €100,000.

Many German people believe that foundations should support any worthy cause. However, foundations may only make a grant if the purpose of the grant fits their statutory aims and if the grant is specified as a way of pursuing these aims. They also often are seen as subservient to government. Traditionally, this was the case, but it is becoming less so.

Giving cash or in kind directly or through an instrument such as a foundation is often seen as the only way a German citizen can express his or her philanthropy. In reality, volunteering in Germany is much more important, both in terms of societal value and financial terms.

EK: What kind of data reporting requirements for foundations exist in Germany? What kinds of data are available? And how can the situation be improved?

RGS: Unfortunately, the data situation in Germany is poor, due to the fact that virtually no data were collected between 1910 and 1990. And today, with few exceptions, civil society organizations –including foundations – are not required to publish any of the data they generate or collect. As recognized charities, they do have to file reports with the fiscal authorities, and foundations with legal personality have to file reports with supervisory authorities, but none of these are made public. Charitable limited companies (gemeinnuetzige GmbH) and joint stock companies (gemeinnuetzige AG) are required to file short reports online with the courts of registration that are public. And public databases exist within the Maecenata Institute and at the Association of German Foundations.

Although most major foundations publish annual reports, many smaller ones do not. And the reports that do get published are not comparable, as no generally accepted reporting standards exist. Therefore, we have no reliable figures as to total assets, expenditures, or grants, and ranking and benchmarking are virtually impossible. The situation is made more difficult by the diversity of asset types and sources of income I described earlier.

Since efforts to improve this situation on a voluntary basis have failed, a legal requirement seems the only way to change it. But, so far, various associations of civil society organizations have successfully lobbied to prevent such a requirement from being introduced.

EK: What are some of the other trends in German philanthropy?

RGS: While for a long time the autonomous, self-owned, legal-personality foundation model (Rechtsfaehige Stiftung des buergerlichen Rechts) was considered standard practice, this has changed in recent years. Cumbersome government supervision, limited flexibility, and a comparatively high minimum endowment have led many people to look favorably at the non-autonomous model (Treuhandstiftung), or at models based on forms predominantly used in business (Stiftung GmbH, Stiftung AG, Stiftung UG). In addition, other forms of philanthropy — social investments, social bonds, social entrepreneurship, and so on —are becoming increasingly popular. Also, associative models (Verein, Genossenschaft), long regarded as unattractive, are coming back into vogue and being seriously considered as an alternative to the traditional model. And then there‘s the fact that average age of a philanthropist in Germany has come down, and younger philanthropists tend to be more proactive and entrepreneurial.

EK: In terms of transnational giving, how difficult is it for donors from the U.S. or European countries to obtain a tax deduction for giving in Germany?

RGS: Most fiscal authorities worldwide only recognize domestic charities for tax relief, which causes many donors to refrain from international giving. There are, however, legal instruments that enable donors to obtain a valid domestic tax receipt for supporting a charitable purpose outside their own country: The Transnational Giving Europe Network is the best known of these instruments. It has partners in seventeen European countries and operates worldwide. The Maecenata Foundation, the legal representative of the Maecenata Institute, is the German partner in this network.

To obtain tax relief in the U.S., U.S. donors may earmark a donation to one of two nonprofit TGE network partner affiliates. Between them, the TGE partners will organize a due diligence check on the beneficiary, transfer the donation to the beneficiary appointed by the donor, issue the receipt, and provide reporting. Recently, total donations transferred through the network have mushroomed. With respect to Germany, many more donations are transferred from Germany to beneficiaries abroad than come into the country. And there are no restrictions on German public and private institutions receiving donations from other countries.

EK: What changes would you like to see in the German philanthropic sector over the next decade?

RGS: The philanthropic sector needs to become more accountable to the public and other stakeholders — with caveats. The private sphere in which philanthropists operate and the civil liberties of philanthropic institutions need to be protected from undue intrusion by domestic and foreign government agencies, the press, and grantseekers.

In addition, the philanthropic sector, insofar as it makes grants, needs to become more resilient. The old dogma of "three years and out" has led to Germany being covered with the ruins of projects that could never have become self-supporting in three years. Long-term grants and core funding are essential to empowering civil society.

Finally, the philanthropic sector needs to become more disruptive and innovative. Too many projects have to do with middle-of-the-road, fairly conservative notions of doing good rather than setting an agenda and driving social change.

— Emily Keller

How to Visualize Philanthropy? Listen. Improve. Repeat.

March 24, 2015

FM_Tight_Network_Example_When Foundation Center was developing Foundation Maps, a platform through which users can explore the world of philanthropy, our staff met with dozens of potential end users. My colleagues connected with foundations, funder networks, philanthropy consultants, and nonprofits — on their home turf, whenever possible — to better understand how they do their work. The goal was to spark ideas for how we could create tools to make their jobs easier. Just as a site visit brings a grantee’s work to life for funders, these user experience (UX) interviews enabled our geographers, programmers, and web designers to deepen their understanding of your needs and envision new possibilities.

Our process can be summed up in three words. Listen. Improve. Repeat.

Listen: We synthesized what we heard from our UX investigation and channeled it into the first iteration of the Foundation Maps application. Features were developed to help target audiences meet their core needs: scanning (funders), member support (funder networks), client service (consultants), and fundraising (nonprofits). We launched Foundation Maps with the ability to visualize funder, recipient, and grant data through a variety of filters with map and list views. The Professional version added even more sophisticated features, including trend charts, demographic overlays, and something we named Pathways (philanthropy's version of the "Six Degrees of Kevin Bacon" game).

Improve: In our view, a platform like Foundation Maps is never finished; we're constantly striving to make enhancements. To keep it fresh, Foundation Center cleans, codes, and adds new data to the platform every week. We keep a running list of user needs that informs future improvements. We just introduced a free trial with a quick feedback survey. And we plan to keep sharing what we're learning in a free webinar series to be held on the first Wednesday of each month, starting April 1.

Repeat: Meanwhile, suggestions from our original UX interviews continue to inform our development work. For example, we learned there's a critical need to quickly and easily see what funding is happening at the local level, and that has served as guidepost for us, informing our Get on the Map campaign with the Forum of Regional Associations of Grantmakers. Iterating on this need also led us to create a series of new features for the just-released Foundation Maps Professional 2.0:

  • Area Served: With Foundation Maps Professional 2.0, you can filter grants by geographic area served, enhancing the ability to understand a regional story — whether that region is in the U.S. or in another corner of the world. For example, if a grant is made to an organization based in Atlanta, Georgia, but is for a public health project in India, it will appear on the Area Served map in India, along with grants made to recipients located in India and other grants made to recipients located anywhere but also designated for India.
  • Constellations: Our team also realized that funders are keenly interested in knowing who is and isn't connected within various funding communities, so we kept experimenting with network mapping long after the initial UX work. The result? The new Constellations feature in Foundation Maps Professional 2.0 reveals a broad ecosystem of foundation and recipient relationships that can be filtered by any number of options – for instance, community development grants over $500,000 in the United States or early childhood education in New York City. Or, as in the screenshot above, you can select your own organization and several peers to immediately see the organizations that you fund in common as well as those you support solo.

When it comes to knowledge services, we're going to keep listening to our users, keep striving to improve those services, and keep repeating the process. That's how we learn, and how we can help you visualize the world of philanthropy.

Sign up for a free trial of Foundation Maps Professional 2.0. Tune into our first monthly webinar. And let us know how we can help you use data visualization to explore who is funding what and where.

Lisa Philp is vice president for strategic philanthropy at Foundation Center.

5 Questions for…Nancy Northup, President and CEO, Center for Reproductive Rights

March 23, 2015

Nancy_northup_for_PhilanTopicMore than forty years after the U.S. Supreme Court ruled on a woman's right to have an abortion in Roe v. Wade, a number of states have passed laws designed to restrict women's access to reproductive health services, including emergency contraception and abortion. In Congress, meanwhile, the Hyde Amendment, which prohibits federal funding of abortion services in most cases and has routinely been attached as a "rider" to annual appropriations bills for the Department of Health and Human Services, recently was attached to the Justice for Victims of Trafficking Act — a bill designed to protect citizens or permanent residents of the United States who have been trafficked and/or sexually assaulted or abused.

We asked Nancy Northup, president and CEO of the Center for Reproductive Rights, a global human rights organization that uses constitutional and international law to secure women's reproductive freedom, about these legislative trends, efforts to push back against them, and the road ahead.

Philanthropy News Digest: Your organization recently launched a campaign, "The War on Women Is Over! If You Want It," that was inspired by Yoko Ono and John Lennon's 1970 "War Is Over" campaign. What are the goals of the campaign, and what kind of response has it generated?

Nancy Northup: We launched the campaign on the forty-second anniversary of the historic Roe v. Wade decision with the goal of inspiring current activists engaging and educating new audiences about the profound threats to women's freedom here in the United States. We're thrilled with the support we have received so far, from men and women across the country. Celebrities like Taylor Schilling, Susan Sarandon, Martha Plimpton, John Lithgow and Yoko Ono herself have all thrown their weight behind this campaign, and we couldn't be more grateful.

We were inspired by the power and history of Yoko Ono and John Lennon's 1970 "War Is Over" peace movement, which brought together thousands of anti-war activists across the country and unified them behind a simple message. And we are incredibly fortunate and grateful to have the personal blessing of Yoko Ono as we go forward with the campaign.

PND: The inclusion of the qualifier "If You Want It" would seem to suggest that society — women and men — have become complacent about women's reproductive freedom in the decades since Roe v. Wade. Why is that?

NN: There are countless dedicated people — clinic escorts, providers, doctors, lawyers, youth activists, researchers, elected officials, writers, volunteers, and donors — actively engaged in the fight for women's reproductive freedom. The vast majority of Americans support women's access to safe and legal abortion as part of a full range of reproductive health care. But the anti-choice community has waged a successful propaganda war, based on fear and misinformation, to marginalize the seven in ten Americans who want to see Roe v. Wade upheld, and that has made people feel alone and reluctant to speak up. This campaign is about giving the silent members of our majority an opportunity to make themselves seen and heard.

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Weekend Link Roundup (March 21-22, 2015)

March 22, 2015

Think_springOur weekly roundup of noteworthy items from and about the social sector...

Climate Change

Cold winter, wasn't it? Well, yes, if you were on the East Coast of the United States. Not so much everywhere else.

According to Equities.com, the Guardian has launched a campaign to encourage the Bill & Melinda Gates Foundation and the UK-based Wellcome Trust, the two largest funders of nongovernmental medical and scientific research in the world, to divest their portfolios of investments in fossil fuel companies. "We have to confront our own inconsistencies," said Professor Chris Rapley, former director of the Science Museum in London. "Either [Gates and the Trust] accept the argument that we need to wean ourselves off fossil fuels or they don't. It's highly symbolic when charities like this make a stand."

Education

On the Gates Foundation's Impatient Optimists blog, Allan Golston, president of the foundation's U.S. program, argues that annual, comprehensive education data is vital to ensuring that all students have access to a quality education.

International Development

In the Washington Post, Kevin Sullivan and Rosalind Helderman offer a closer look at how Bill and Hillary Clinton's charitable work in Haiti has both succeeded and failed.

Leadership

On the NCRP blog, Britt Yamamoto, executive director of iLEAP, a nonprofit organization that works to inspire and renew social leaders, shares some key takeaways from the NCRP report Cultivating Nonprofit Leadership: A (Missed?) Philanthropic Opportunity.

Grantmaking

The future of innovation in the social sector is...general operating support, writes Jocelyn Wyatt, executive director of IDEO, on the Stanford Social Innovation Review blog.

Nonprofits

Boston-based venture capitalist Todd Dagres is a fan of Shark Tank, the ABC business-pitch reality show, and according to the Boston Globe's Sacha Pfeiffer, he's looking to create a competition modeled on the show where "[e]arly-stage not-for-profit organizations could pitch their missions to investors, who would vet them on their plans and fund those they consider most promising."

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[Infographic] 10 Traits That Make Nonprofits Great

March 21, 2015

This week's infographic, courtesy of the Horatio Alger Association, a nonprofit educational organization "established in 1947 to dispel the mounting belief among the nation's youth that the American dream was no longer attainable," doesn't break any ground when it comes to the traits that make nonprofits great. These are things all nonprofits need to (rather than should) do if they hope to succeed over the long term. But while some (#4, #6 and #9) are more important than others, all contain at least a kernel of good advice....

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8 Keys to a Successful Client/Design Firm Relationship

March 19, 2015

Casablanca-Blaine-RenaultIn my last post, I suggested that the shared interests of nonprofits and design firms make us ideal collaborative partners. One of our readers, Emily, added a valuable perspective, commenting that trust was an essential element of the client/design firm relationship because while those who work at design firms and at nonprofits may have shared goals and values, we often have different experiences and vocabularies.

Emily's comment made me think about how, in my experience, communication often is the biggest impediment to a productive client/design firm relationship. It also underscored the importance of discussing the dynamics of the client/design firm relationship before exploring the nuances of the design process itself.

In other words, what do clients and design firms want and expect from each other? And what can we do to ensure that those needs and expectations are met?

Process Makes Perfect

For clients in any consultative relationship, it can be unsettling to work on an important project while navigating unfamiliar territory. You've got a lot invested professionally, financially, and emotionally. You have a sense of where you'd like to go, but only a basic understanding of how to get there. And to get there, you have to depend on people you only recently met.

This dynamic highlights a truism: when it comes to design, process is far more important than results. Process enables us to more consistently create effective solutions, embrace the unknown, and blend a wide range of skills and disciplines (especially if you accept Herbert Simon's definition of "design" I shared) in my last post. Structured effectively, process turns design into an inclusive endeavor by inviting participants from both sides of the client/design firm divide to set expectations, establish benchmarks, and work toward a common goal.

At my firm, process is as collaborative as the work we produce. We are continuously evaluating it, getting feedback from clients, discussing it internally, and evolving how we work – all with the goal of creating the best possible experience and the best possible results. Given the complexities and competing interests inherent in collaborative design, that is no small task!

The Convergence of Business and Design

Used to be that design and business professionals operated in silos, with designers brought in at the end of a process to execute other people's ideas. Over the last twenty years or so, however, "design" has become an integral part of the business lexicon. Clients expect to be part of the process, and designers want (and often expect) a seat at the table when strategy is being developed. This new, more collaborative "co-design" model offers great advantages. It can also bring its fair share of challenges, as individuals with shared goals but different experiences, vocabularies, and expectations are asked to work together to design solutions to complex problems.

An effective process with clearly defined phases can help strengthen this collaboration. Process, however, is only one part of the equation; for it to work, everyone must respect and be mindful of everyone else's goals and priorities.

Rules of Engagement

To help foster this kind of open, collaborative dynamic, we at MSDS have made the following principles the cornerstones of our design process. We live by them, and we look to build relationships with clients that encourage them to do the same.

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5 Questions for...Virginia Witt, Co-Founder and Director, NO MORE Campaign

March 16, 2015

As the United Nations' Commission on the Status of Women meets this month to highlight progress in advancing gender equality, the status of women and girls worldwide continues to be the focus of media coverage, reports, and social media campaigns. But despite progress in areas such as access to education and health care, global statistics for domestic violence continue to alarm: Nearly 33 percent of women in high-income countries, 46 percent of women in Africa, and 41 percent of women in South and Southeast Asia say they have suffered physical or sexual violence, while only 14 percent of cases are reported to the police and the majority of victims do not seek support services.

Recently, PND spoke with Virginia Witt, co-founder and director of NO MORE, a public awareness and engagement campaign supported by an alliance of foundations, nonprofit organizations, and corporations, about efforts to end domestic violence and sexual assault in the United States and globally. Witt has served as a senior executive in a variety of nonprofit and philanthropic organizations, leading strategic initiatives and public awareness campaigns to advance public health, education, and social justice issues.

Headshot_virginia_wittPhilanthropy News Digest: According to a recent report from the United Nations, 35 percent of women worldwide are estimated to have experienced either physical and/or sexual intimate partner violence or non-partner sexual violence — with higher rates in many lower-income countries. What is the connection between violence against women and poverty?

Virginia Witt: Violence against women definitely was an urgent topic at the United Nations Beijing +20 Summit last week, as it should be every week. The UN statistics are very telling in terms of the magnitude of the problem, and we have seen commitments to address the issue building around the world. In many societies, women are not on an equal footing with men, and we know there is a strong connection between violence against women, gender inequality, and poverty. At NO MORE, however, we recognize that domestic violence and sexual assault go beyond gender, culture, race, religion, sexual orientation, and socioeconomic status, and that economic empowerment is a crucial piece of the puzzle.

PND: According to the UN report, a "major obstacle to ending violence against women is the persistence of discriminatory attitudes and social norms that normalize and permit violence." To what extent do you think awareness-raising campaigns like NO MORE can make a measurable difference in changing such attitudes?

VW: We know from our own research that simply starting a conversation about these issues can make it easier to help someone. There is so much silence, shame, and stigma attached to domestic violence and sexual assault. When survivors see the conversation opening up, they feel more comfortable about coming forward and seeking help. On our NO MORE Gallery, thousands have come forward — many of them survivors who are sharing their stories for the first time — to say "NO MORE" to domestic violence and sexual assault. NO MORE is a platform for survivors and bystanders to speak out, to feel supported, to feel empowered. We saw with HIV/AIDS that awareness efforts broke down the stigma around the disease over time and opened up new opportunities for those working at the community level to help those affected by the disease. We’re starting to see the same shift happening around domestic violence and sexual assault.

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How Nonprofits & Design Firms Collaborate to Change the World

March 14, 2015

Collaborating-GroupLike siblings separated at birth, nonprofits and design firms are connected by a common bond: to understand the world around us and to create new ways to make it better, more rewarding, and more meaningful. We do this, usually, not for ourselves, but for the satisfaction we get from helping others.

Nonprofits bring passion, dedication, and expertise to the often complex problems they are trying to solve. Design firms bring a similar passion, dedication, and expertise to the work of designing experiences. While the specifics of what we do and the way we do it may be different, at our cores nonprofits and design firms share similar values and a commitment to the greater good.

What makes being part of a firm that works with nonprofits so rewarding is that every day I have the opportunity to collaborate with and learn from experts in different fields who are hard at work addressing some of the world's greatest challenges. It's like earning a post-graduate degree in "How the World Works." Even better, I get to take this continuous learning and apply the skills I've acquired over the course of my career to collaborate on meaningful work that helps nonprofits make a difference.

For those with whom we collaborate, a firm like ours offers an equally deep reservoir of expertise — expertise that can help them turn their missions, research, and programs into brand experiences that connect people to big ideas — and each other. We also bring a fresh set of eyes and ears, providing a valuable outside perspective on how effectively an organization's messaging resonates with its target audiences.

A Shared Mission & Vision

If there's one thing I've learned over the years, it's that the key to a successful partnership between a client and a design firm is that both parties must engage in the spirit of active listening and share a commitment to both learn from, and educate, each other. Whether we're working with nonprofit clients who are well versed in the principles of design or relative novices, the best partnerships hinge on whether, and how much, everyone is committed to establishing a relationship based on trust, respect, and a shared vision. You simply cannot produce effective work without it. What's also needed is a commitment to always doing what's best for the work — which means a willingness to challenge the ideas of others, to have your own ideas challenged, and to check assumptions and preconceived notions at the door.

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In Pursuit of Better Outcomes Through Transparency-Fueled Adaptability

March 13, 2015

AdaptabilityIf you're a small foundation aiming to achieve greater philanthropic impact, how can transparency be a tool? At the JRS Biodiversity Foundation, we're using it to drive impact through better project management and improved grantee relationships: transparency for adaptability rather than accountability.

Open access to biodiversity information to benefit nature and society is our mission. The principle that data access enables change applies to philanthropy as well as conservation and aligns well with our foundation strategy and culture. And transparency underlies a number of our practices, including customized progress and financial reports, detailed report reviews, amended grant agreements and plans, and regularly updated project Web pages.

From the first steps in the grant application process through the final grant report, we try to model and achieve openness and accessibility. An important moment for new grantee relationships is an orientation video-conference that introduces our approach to managing the funded project. We use the call and future communications to promote the continued refinement of thoughtful qualitative and quantitative indicators that can lighten a grantee's reporting burden and allow us to collaboratively identify areas where plans need to change. Then, during the project, we regularly remind project directors that the plan made months or years earlier to win our funds was merely the starting point; they need to execute on the plan to meet their stated goals today, and that requires flexibility on their part – and ours. When a grantee is transparent about something that has gone wrong, we'll help them revise their budget and plan to do what makes sense based on the changed circumstance. Rose-colored reporting and rigid grant agreements don't serve anybody well, while candor in the grantee-funder relationship keeps small challenges from becoming big problems. We also try to keep a promise to our partners to match our attention to milestones and metrics with our enthusiasm to adapt to emergent challenges and opportunities.

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Are You Taking Your Donors on a Journey?

March 10, 2015

Headshot_derrick_feldmannI spend a significant amount of time talking with donors about the things organization and causes do (or should be doing) to attract and engage them. That doesn't mean I don't have colleagues and friends on the for-profit side of the fence. In fact, that's where I get a lot of my ideas.

At the meetings and cocktail parties where I run into those colleagues and friends, I hear a two-word phrase over and over again. That phrase is customer journey – the idea that every point of contact between a company and its customers is important and should flow organically from one point to the next. As they explain it, it starts with a customer's first glimmer of interest in a product or service and extends to the point of purchase. But it doesn't end there; the journey continues as long as the customer remains engaged with your brand.

The same dynamic exists in the cause world. We just don't realize it.

It's time we did. It's time to focus on the donor journey – on how donors interact with your cause, from the moment you manage to get their attention to the call to action that leads to a gift – and beyond.

"But, Derrick," I can hear you ask, "why the change in terminology? Isn't donor journey just another term for stewardship?"

Yes and no. You can't expect a person to support your cause or organization if you don't ask them. But asking is no guarantee that support will follow, and it's not the same thing as inviting someone to take a journey with you.

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Weekend Link Roundup (March 7-8, 2015)

March 08, 2015

Daylight-Saving-TimeOur weekly roundup of noteworthy items from and about the social sector...

Criminal Justice

"For years, punitive policies...have conspired to reinforce injustice and inequality [in America]. Together, they have produced an overrepresentation of people of color in our prisons and jails. Today, more African Americans are part of the criminal justice system than were enslaved on the eve of the Civil War," writes Ford Foundation president Darren Walker in an op-ed in the Sacramento Bee. Walker goes on to mention some of the things Ford is doing to bring change to the criminal justice system and urges policy makers and his colleagues in philanthropy to do more to address the root causes and systemic issues that contribute to the shameful pattern of mass incarceration in the U.S.

Education

In the Washington Post, Lyndsey Layton reports that New Jersey governor Chris Christie's plan to remake the Newark public school system with the help of a $100 million investment from Facebook co-founder Mark Zuckerberg has run aground.

Fundraising

In a post on LinkedIn, Wounded Warrior Project CEO Steve Nardizzi applauds the Humane Society of the United States'  suit against Oklahoma attorney general Scott Pruitt, who, according to Nardizzi, "has waged a public war against the HSUS, accusing the organization of exorbitant fundraising costs for misleading solicitations and untruthful advertisements."

On the other hand...a new report (“Pennies for Charity”) shows that for-profit telemarketers operating in New York in 2013 retained the majority of the funds they raised on behalf of charities.

Governance

Writing in the Stanford Social Innovation Review, Jim Thaden, executive director of the Central Asia Institute, offers a staunch defense of the organization's decision not to fire co-founder Greg Mortenson after a 60 Minutes segment in 2011 questioned  many of the "facts" in Mortenson's best-selling 2006 memoir Three Cups of Tea and raised questions about the organization's finances.

Impact/Effectiveness

"Impact investing advocates can sometimes give the impression that they have 'outsmarted poverty' (and other societal problems)," writes Alex Counts, president and CEO of the Grameen Foundation, on the Center for Financial Inclusion blog. But "[i]t is important to remember that few if any social innovations besides microfinance have proven capable of reaching large scale and generating consistent profits – which should give people pause before they create a new impact investing 'bubble'."

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5 Questions for...David Barash, Chief Medical Officer, GE Foundation

March 05, 2015

David Barash, an emergency room physician, joined the GE family in 2010 as chief medical officer of the Life Care Solutions business, a division of GE Healthcare known for its technological innovation, and moved to the GE Foundation, which he serves as the chief medical officer and executive director of the health portfolio, in 2013.

Philanthropy News Digest recently recently spoke with Barash about the foundation’s global initiatives and plans for 2015.

Headshot_david-barashPhilanthropy News Digest: Over the past few years, the GE Foundation has earmarked a significant portion of its resources for Africa, with a focus on children and mothers. How did that programmatic focus come about?

David Barash: We started thinking about what we could do programmatically in Africa about ten years ago. Initially, the Africa Project was limited to in-kind donations of equipment. We soon realized, however, that simply donating equipment is a flawed strategy if you don't have people on the ground who can use and maintain that equipment. So we re-evaluated what we were doing and determined that our goals were really to help drive capacity building and strengthening public health systems in the region.

With that in mind, the two pillars of our grantmaking in Africa today are Millennium Development Goals 4 and 5, Reducing Child Mortality and Improving Maternal Health, and Safe Surgery in low resource settings — seeing what can we do to help provide safe surgical environments, primarily for pregnant mothers, but also for accident and trauma victims.

GE is known for is its lean Six Sigma approach and change acceleration process, what we call our CAP program. In working with health clinics here in the United States, for example, our teams are invited in to work with the clinic leaders, look at what is needed, ask clinic staff what they need, and provide the type of training GE leaders and executives get. In most cases, it's about the change process: here's what you can change, here's how we would suggest doing it, here are the things you need to look out for. We work alongside clinical staff to help them get where they want to go.

We use the same principles in sub-Saharan Africa, where hundreds of women die every day as a result of complications from pregnancy. A lot of those mothers are dying because there is limited access to safe anesthesia, which reduces the availability and increases the risk of C-section. One of our communities is Kisumu, in western Kenya, which before we got there had no anesthesiologists for a population of five hundred thousand people. We saw that and thought, "What if we can offer a simple intervention? What if we train nurses to deliver anesthesia independently of a physician or anesthesiologist?" If we trained X number of nurses, they could handle Y number of cases a day. Of course, there are other issues: you need to have operating rooms, you need to have clean water, oxygen — some of which we're delivering. But right now, without anesthesia, women are dying.

We had heard about Dr. Mark Newton, a physician from the U.S. who has been working at Kijabe Hospital, north of Nairobi, for fifteen years, training nurses to be nurse-anesthetists. He's been very successful and has been able to deliver extraordinary services and safe surgery in a very resource-poor setting. In a partnership with the Kenyan Ministry of Health, Dr. Newton and Kijabe Hospital, our local partner the Center for Public Health and Development, Assist International, and Vanderbilt University, we have established a robust program to train forty nurse anesthetists for Kisumu County.

PND: Jumping to the other side of the continent, the foundation provided $2 million to Partners In Health to address needs related to the Ebola outbreak in Guinea, Sierra Leone, and Liberia. Had you been active in West Africa prior to the outbreak?

DB: We have a significant presence in Nigeria and some in Ghana, but we have limited programs in the three countries most affected by the Ebola outbreak. However, as the news from the region grew dire, we started thinking about what we might do, and I asked our board to look carefully at the potential impact Ebola could have — not just on Africa, but on the global economy. Quite frankly, looking at what we could do to help those underresourced countries was the right thing to do and led directly to our commitment to Partners In Health.

We also looked at other ways we could help. For example, we established what we call the Ebola Business Response Team, which is looking at how GE businesses can have impact beyond just the cash contribution we’re making to Partners In Health. GE Healthcare is looking at what equipment might be useful, not only in the response to the current outbreak but in terms of strengthening public health infrastructure in Liberia, Sierra Leone, and Guinea. And we're talking to GE Water about some of the filtration systems they make and what we might be able do to strengthen water systems and infrastructure in all three countries, as well as GE Power and our healthcare software and global software businesses.

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Most Popular PhilanTopic Posts (February 2015)

March 04, 2015

For those of us who live and work in the Northeast, it was cold, really cold, in February. Fortunately, we were too busy serving up great content here on PhilanTopic to notice. So, while you wait for the next winter storm to roll in, pull up a screen and see what you missed....

What have you read/watched/listened to lately that made you think? Share your finds in the comments section below, or drop us a line at mfn@foundationcenter.org.

Impact Measurement: Fad or Fact of Life

March 03, 2015

Impact_measurementImpact measurement has been a hardy perennial on the agenda of philanthropic conferences and events for a while. Recently, more attention has been focused on the role associations play in supporting foundation impact practice and how they think about their own impact as infrastructure organizations. Thus, it was no surprise that a session was devoted to this topic at the meeting of the Donors and Foundations Networks in Europe (DAFNE) in Warsaw in January.

I wrote this post to share my experience with the UK Association of Charitable Foundations' Inspiring Impact program and the overall challenges presented by the topic. Being thrown into a different environment and asked to explain yourself forces one to reflect more critically on what one has done, why, and what one has learned from the experience. So, in that spirit, and as I did at the Warsaw meeting, I offer my thoughts and comments on what has been a lengthy and often complex process.

But first, a little background. As "impact" began to gain traction in the social sector a decade or so ago, interest in and activity around tools and techniques to measure it also began to grow. Indeed, it became something of a specialized area, the preserve of "impact nerds," with a language all its own. Research conducted by NPC in 2012 revealed that funders play "a critical role in shaping behavior" with respect to impact measurement. At the same time, it was clear to ACF that there was more at stake than tools and techniques, and that consideration was needed around the art rather than the science of impact measurement, on the broader implications for how organizations operate, and on the relationship between funders and grantees. This prompted ACF's engagement with NPC and organizations representing nonprofits, as well as those with evaluation expertise, leading to the development of an ambitious program, Inspiring Impact, that aims to make good impact practice the norm for charities and social enterprises by 2022.

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Nonprofit CEOs Should Be Voting Board Members

March 02, 2015

BoardSource’s Governance Index for 2014 found that only 12 percent of nonprofit boards utilize their CEO/executive director as a voting board member. That caused me to wonder why the other 88 percent of nonprofits still embrace old-school management practices. If nonprofits want to be treated with the respect they deserve and hope to achieve their full potential, the non-voting CEO is an antiquated idea that should be jettisoned.

There are some who’ll argue that including the CEO as a voting board member compromises a board’s ability to provide impartial oversight and governance. That’s a straw man argument. How often are for-profit CEOs who are voting members of the board removed as CEO? Exactly. A voting CEO only has one vote, and if he or she fails to deliver on expectations...well, they usually end up looking for a new job.

There are many reasons why it makes sense for a CEO to be a voting member of the board. Here are a few:

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Weekend Link Roundup (February 28-March 1, 2015)

March 01, 2015

Leonard-nimoy-spockOur weekly roundup of noteworthy items from and about the social sector...

Data

On Medium, Dan Gillmor, the long-time technology writer for the San Jose Mercury News, argues that governments and powerful tech companies such as Google, Apple and Microsoft are creating "choke points" on the Internet and "using those choke points to destroy our privacy, limit our freedom of expression, and lock down culture and commerce. Too often," Gillmor adds, "we give them our permission — trading liberty for convenience — but a lot of this is being done without our knowledge, much less permission...."

Education

In an op-ed for the Minn Post, progressive activist and education blogger Lynnell Mickelsen suggests that Minneapolis could change its schools to work better for kids of color, but it "would involve asking mostly white middle-class administrators, teachers and employees to change their work lives — i.e. their schedules, assignments, job locations and even pay — around the needs, comfort and convenience of low-income people of color and their children." Be sure to check out the comments thread.

Giving

Pamela Yip, a business columnist for the Dallas Morning News, reports on a recent presentation by Sharna Goldseker, managing director of 21/64, a New York consulting firm, in which Goldseker touched on several factors that distinguish younger donors from their parents and grandparents.

Global Health

In a podcast on the Humanosphere blog, Gilles van Cutsem, a physician and medical director for Médecins Sans Frontières/Doctors Without Borders, says the Ebola crisis in West Africa is far from over.

Higher Education

As this well-thought-out data visualization from the Bill and Melinda Gates Foundation shows, America’s postsecondary student population is more diverse than ever.

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'Under Construction': DENIM – Developing & Empowering New Images of Men

February 27, 2015

UC_logoUnder Construction is a multimedia online exhibit showcasing some of the best and brightest organizations working with males of color. The UC team of filmmakers, photographers, writers, and nonprofit experts worked directly with each of these organizations for several weeks. The collaborations yielded comprehensive portraits of the services men of color receive. Each profile features a short video, a photography exhibit, a visual program model, and a narrative essay detailing the efforts of these organizations.

Under Construction is a project of Frontline Solutions and was made possible through the support of the Robert Wood Johnson Foundation. For more profiles, click here.

It doesn't necessarily look like a place where someone would find freedom. It is indeed a sanctuary, but not in a mystical, ethereal way. Instead, freedom exists in a small commercial suite in northwest Washington, D.C., its largest room hugged by three cornsilk-colored walls and a fourth that is such a brilliant shade of red it shocks the system to attention. Navy Berber carpet sprawls underfoot and an assembly of IKEA-inspired furniture, mostly folding chairs and tables, make up the functional decor. This is the community space at DENIM, where young black gay, bi- and same-gender-loving men are affirmed, understood and validated, celebrated, informed, and encouraged.

DENIM_Terrance PaytonDENIM stands for "developing and empowering new images of men." In practice, it is a place where young men between the ages of 18 and 29 find unconditional acceptance and connect to programming that addresses their unique needs. "We wanted to provide a center that accommodated the many subcultures of black gay life: college-educated, people affiliated with Greek-letter organizations, gamers, the ballroom community, people who don't identify as gay, people who are openly gay, people who are transgendered, and create this organic experience for all of them," says Terrance Payton, one of DENIM's founders.

Launched in 2012, the organization is relatively new, particularly compared to others in the city that have been serving the gay community for decades. Every group has another group inside of it, and when dissected along the lines of race, age, and socioeconomics, the black gay experience looks a lot different than others. DENIM lifts up a population that is sometimes underrepresented — or not represented at all — in broader conversations about gay issues in the metropolitan area.

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Why ‘Crowdfunding’ Government Is a Bad Idea

February 26, 2015

Crowdfunded_dollar_signGovernments at the local, state, and federal level increasingly are competing with charities for private-sector donations using crowdfunding and other individual donor-focused techniques. That's a problem not just for nonprofits, but for all who depend on government to address our shared needs.

Most people would agree that the more each of is willing to do to help those in need, whether with our time or money or both, the better off we all are. That kind of engagement makes for better neighbors and better citizens, both of which are key ingredients of a better society.

So why are we suddenly eager to substitute individual philanthropy for collective public responsibility? Do we really trust people's personal motivations and sometimes impulsive altruism to substitute for government in prioritizing problems and aggregating resources to address those problems over the long haul?

Consider the ALS Association's wildly successful Ice Bucket Challenge, which has raised more than $115 million since its debut in July for the organization's efforts to find a cure for Lou Gehrig's disease (amyotrophic lateral sclerosis) – about six times the association's total revenue from all other sources in 2014. The challenge, which encouraged participants to video themselves having a bucket of ice water poured over their heads and then nominating others to do the same within twenty-four hours or pay a "penalty" in the form of a contribution to the association, also drove worldwide donations for ALS of an additional $100-plus million. No wonder nonprofits and governments at all levels have become interested in crowdfunding and other social-media-driven techniques. Yet, for all its success, the Ice Bucket Challenge also highlights some real issues.

Few would begrudge the ALS Association a penny of those contributions. But one could be forgiven for wondering why the 2.4 million new donors to the organization (triple the number it could boast prior to the challenge) made the decision to contribute.

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Shifting the Discourse Around Black Men and Boys

February 24, 2015

"It is my hope that this report will motivate other philanthropists and foundations to invest in efforts to improve achievement by African-American boys and men and reverse the serious damage inflicted over many years of systemic injustice. This is a generational problem. It demands a long-term commitment."

— George Soros, Where Do We Go From Here: Philanthropic Support for Black Men and Boys

CBMA_homepageIn February 2015, the Open Society Foundations officially spun off the Campaign for Black Male Achievement (CBMA) with a five-year seed grant aimed at making real the vision Soros described above a long-term commitment to addressing a multi-generational problem. Soros and his foundation's commitment to black men and boys is similar to many of his legacy efforts, including his investment in empowering the Roma of Europe.

While at OSF, I traveled to Budapest and visited with colleagues working to improve the conditions of Roma youth. After the trip, I wrote that "[f]or Roma and black male youth, changing negative perceptions and stereotypes could be one great leap forward to ensure their ultimate success and inclusion into the broader society."

In many ways, the Campaign for Black Male Achievement's success emerged from the power of projects and programs committed to telling compelling stories and narratives that build a sense of empathy for black men and boys and in turn challenge negative perceptions. Since its launch in 2008, the story of CBMA has been one of evolution: in just seven years it has grown from a three-year campaign to the largest effort in the history of philanthropy focused on improving life outcomes for black men and boys.

The road to this game-changing moment involved many years of toil. In the mid- to late 1990s, efforts like the W.K. Kellogg Foundation's African American Boys and Men Initiative, led by Dr. Bobby Austin, established the groundwork for what would become the Campaign for Black Male Achievement. Like CBMA, the power of using stories to build empathy for black men and boys was — and remains — at the heart of Dr. Austin's effort.

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A Two-Step Exercise for Designing Your Best Board

February 23, 2015

Board-puzzle-piecesTry this exercise: Gather your board members around a white board or flip chart and ask the following question:

"If we could design the perfect board for our organization, what skills and qualities would we look for in prospective board members?"

Skills would include program knowledge and specific expertise in areas such as  marketing, fundraising, consensus-building, finance/accounting, legal, and so on.

Qualities would cover more intangible – but no less important – factors such as firsthand knowledge of the organization, sense of humor, ability to function as a member of a team, listening skills, experience on other boards, and diversity profile (i.e., race, gender, age, socioeconomic status, and sexual orientation.)

Of course, one of the most important criterion for a board member is passion for and commitment to the organization’s mission.

Brainstorm your list with the full board. Think as broadly as possible. With a bit of effort, most groups can generate twenty-five to thirty characteristics they would love to incorporate into their ideal board.

After you've created the list, you'll want to ask: How does our current board compare to our ideal? What key skills and qualities are already represented on the board? Where do we need help? And how do we recruit a different mix of board members to fill the gaps we've identified?

Next, review the list with key staff and board members and assign a collective grade to each item.

You can also use this exercise as a self-evaluation tool. Ask each board member to rate himself or herself against the criteria on the list, using the same scoring system. Doing so will help your board members think more creatively about what they bring (or don't bring) to the table, and will provide them with an opportunity to work with – or remove the less effective members of your board.

Andy Robinson is a Vermont-based trainer, consultant, and author. To hear more tips and techniques for building a better board, register for Andy's webinar series, "Build Your Best Board," March 4, 11, and 18, from 1:00-2:30 p.m. ET.

Foundation Strategy...the Enemy of Collaboration?

February 19, 2015

Chrysalis_imageIn today's world, it is almost obligatory for any self-respecting foundation to describe its work as "strategic." At the same time, a growing number of foundations are coming to the realization that, if they hope to scale their work and achieve lasting impact, they need to collaborate with each other and across sectors. I fear, however, that the way many foundations approach strategy is erecting barriers rather than building bridges to collaboration. This post is my attempt to explain why that is and to offer some practical solutions to the problem.

My thoughts on this matter were sparked by remarks originally made by Larry Kramer, president of the Hewlett Foundation, and elaborated on by Heather Grady in the Stanford Social Innovation Review. For the record, I believe that foundation strategy is a critical element in achieving impact, but like so many things it is best practiced in moderation.

The fetishism of strategy

It used to be that people made a point of saying they practiced philanthropy rather than charity. That distinction gradually fell by the wayside as younger generations of philanthropists began to introduce ideas and practices from the business world related to impact and metrics, liberally peppering their discourse with phrases like "social return on investment." In their eyes, the way many practiced philanthropy was not much of an improvement over charity, which they saw as dealing largely with symptoms and driven by donors and staff who valued heart over head and had no clear way to articulate hoped-for outcomes — let alone measure them. The more the term philanthropy became devalued, the more it came to be modified by adjectives of choice. Suddenly, if your philanthropy wasn't tactical, effective, catalytic, high-impact, or, at a minimum, strategic, it wouldn't be taken seriously.

Many foundations, particularly the larger staffed ones, responded to this change by immersing themselves in protracted strategic review processes, frequently under the guidance of prestigious consulting firms. Often triggered by a change in foundation leadership, these exercises tend to follow a pattern, one aspect of which is well-known to nonprofits frustrated by the all-too-familiar refrain of program officers who cite "our deep internal review process" as the reason that "no new requests for funding can be entertained at this time" and who encourage you to get back in touch "when our new priorities have been defined."

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Five Ways to Improve Your Digital Strategy for Older Donors

February 17, 2015

Older-donors-with-computerSome of the biggest nonprofit campaigns of recent years were most notable for how well they mobilized the ever-elusive Gen Y demographic. The ALS Ice Bucket Challenge became a viral sensation, and the It Gets Better Project's successful YouTube videos helped bring light to important issues affecting the LGBT community. But while these efforts certainly have helped to illuminate the future of fundraising, they haven’t been as successful in engaging older people, who consistently give the largest donations year after year. For those hoping to use technology to connect with their older donors, here are five important points to keep in mind as you create your digital plan of attack.

Older donors are much more tech-savvy than many give them credit for

  • Nearly 3 out of 5 donors age 66 and older currently make donations via the web.

With the rise of tablet computing and streamlined mobile UIs, mobile technology is more accessible to different age groups than ever before. Studies show that in recent years, older users have proven to be very adaptable when it comes to new technologies and are just as likely to donate online as their younger counterparts.

Even though older users need a bit of extra care when it comes to accessibility, it's important that you don't view your older donors as technologically illiterate. The tough part is catering to these older audiences while still creating a digital experience that appeals to younger constituents as well.

Making your site more accessible to older donors

When catering to an audience of older constituents, the ideal goal is to strike a happy balance between quality design and carefully considered user-friendliness.

A few design details in particular, like font size and page navigation, are critical for making a site accessible to older visitors. According to Nielsen's usability tests of users aged 65 and over, older citizens require larger typography, with 12-point fonts (and higher) working best. In addition, older users tend to be more frustrated by frequent site and design changes. While this is less of a design detail, it's a good point to note for web designers who like to make tweaks on a regular basis.

When it comes to driving conversions, make sure you're prominently featuring all of your most common actionable functions. If you have a "donate" button, make it clearly visible on every page. By minimizing the number of clicks between your users and the option to donate or volunteer, you create an online presence that is simultaneously accessible and streamlined. For examples of sites that do this well, visit the Sierra Club, New York Road Runners, or the American Cancer Society.

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Weekend Link Roundup (February 14-15, 2015)

February 15, 2015

No-snow-signOur weekly roundup of noteworthy items from and about the social sector...

Advocacy

Foundations and philanthropists need to find new ways to advocate in the post-Citizens United world, write Shelley Whelpton and Andrew Schultz on the Arabella Advisors blog, "or risk ceding influence over national policy to those who are willing and eager to play by the new rules."

Arts and Culture

Nice post on the Dodge Foundation blog by ArtPride's Ann Marie Miller, who curates recent research and opinions on what she terms the "shifting paradigms" in the arts field. 

Education

The American Enterprise Institute's Jenn Hatfield shares three takeaways from a series of papers released last week at an AEI-hosted conference on education philanthropy:

  1. Education philanthropies have shifted their focus from trying to influence school systems to trying to influence policy.
  2. Education philanthropy is getting more attention, and a lot more criticism.
  3. Education philanthropies are evolving, and maybe even learning.

Impact/Effectiveness

In a heartfelt post that serves as a compelling counterpoint to a recent op-ed by Jennifer and Peter Buffett in the Chronicle of Philanthropy, Jed Emerson argues that, yes, "metrics matter." And while "too many of those in the impact investing community view an effective metrics reporting system as 'nice to have' as opposed to 'critical to our practice in advancing impact'...

the myth persists that we can attain our goal of effective and relevant metrics assessment and reporting. One must ask, after all the frustration and challenges, why do we bother? I submit we persist in our pursuit because we know at a deeply visceral level our goal of integrating meaningful metrics into the core of our efforts to create a changed world has value and is central to who we are....

International Development

Are insecticide-treated bed nets the most effective intervention against malaria in the global development toolkit? Maybe not, writes Robert Fortner in a special report on the Humanosphere site.

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[Infographic] The Millennial Wheel of Disengagement

February 14, 2015

It's been a slog, but the economy seems to be healing, with job creation returning to levels not seen since the final years of the Clinton administration. That's a good thing, for lots of reasons — not least of them the fact that every day between now and 2030, 10,000 boomers will retire and start receiving Social Security and Medicare benefits. Is that a problem for the economy? The Social Security Administration thinks so — and not just because 33 percent of its workforce and 48 percent of its supervisors will be eligible to retire this year.

But wait. Despite what you may have heard, millennials, 77 million strong and comprising a quarter of the U.S. population, are eager, ready, and -- we all should hope -- willing to save us.  As the infographic below from Virtuali, a leadership training firm suggests, they just need a little attention and opportunities to show their stuff. 

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Retaining an Engaged Staff to the End

February 12, 2015

Logo_atlanticAs with other limited-life foundations, management at the Atlantic Philanthropies has had few outside resources to turn to for guidance in planning the foundation's final trajectory. There have been many programmatic and operational issues to resolve, of course, but chief among our concerns have been issues related to our hard-working and capable staff.

Since joining the foundation, all Atlantic staff have known, at least in an abstract way, that at some point each of us would be moving on and the foundation itself would cease to exist. Still, as we entered our final phase – most staff will depart by the end of 2016, and we're set to conclude most operations by 2020 – this quickly became a more tangible realization, and one with the understandable potential for distraction.

Going into this final phase, we knew there was critical monitoring, evaluation, and dissemination work to do in order to maximize the influence of the foundation before its closure, and that fact raised an important question: How could we retain staff members who know they face limited tenure? More importantly, how could we keep them focused on their work, engaged and productive, while supporting them through what is certain to be a significant professional transition?

We soon realized that reducing distraction would require providing staff with as much clarity as possible around their own individual employment trajectories. So in 2013, we undertook an organization-wide staffing analysis to attempt to map out the staff structure that would be needed to accomplish our programmatic and communications goals through our final phase. Managers held individual consultations with their team members with the ultimate goal of trying to provide "as much clarity as possible to as many employees as possible." We tried to base the ultimate staffing decisions on organizational need while incorporating, where possible, personal staff preferences. The resultant staffing "roadmap" provided each employee with a projected end date: either a fixed date where proposed tenure was relatively certain, or in cases where it was too early to project specific functional needs, a provisional date subject to extension. 

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[Review] 'A Path Appears: Transforming Lives, Creating Opportunity'

February 10, 2015

Cover_A-Path-AppearsA recent survey conducted by World Vision found that, despite the growing list of humanitarian crises around the world, 80 percent of Americans did not plan to increase their charitable giving in 2014. Discouraging perhaps, but not surprising. Those without the means to fund large-scale interventions tend to feel helpless in the face of widespread suffering, with many believing that a modest donation cannot possibly make a difference in addressing seemingly intractable problems, while others worry that little of their money will ever reach the intended beneficiaries.

In their new book, A Path Appears: Transforming Lives, Creating Opportunity, award-winning New York Times columnist Nicholas D. Kristof and his wife, former journalist-turned-investment banker Sheryl WuDunn, beg to differ: You can make a difference. But to do so, you have to be thoughtful and intentional in your approach. That means: 1) doing research to ensure that your gift benefits the target population; 2) volunteering your time and expertise when possible; and 3) engaging in advocacy.

The authors, whose 2009 book Half the Sky examined ways to expand opportunity for women and girls in the developing world, here broaden their canvas to include efforts to expand opportunity for all marginalized populations, in the U.S. as well as abroad, with a particular focus on poverty alleviation. It's a formidable challenge, and Kristof and WuDunn do their best to make it comprehensible by breaking it down into parts: how effective interventions can make a lasting impact; how nonprofit organizations can maximize both their income and impact; how giving can benefit the giver.

According to Kristof and WuDunn, these days individual donors can be more confident about the effectiveness of their donations, for a number of reasons: anti-poverty interventions and development projects have become more evidence-based and cost-efficient in recent years; the Web makes it easier for donors to learn about the impact of their giving; and, increasingly, development projects are run more transparently and with greater buy-in and expertise from local communities. Indeed, the book, as much as anything, is a compilation of admiring portraits of nonprofit practitioners, social entrepreneurs, and activists working to remove barriers to opportunity. At the same time, it emphasizes the importance of (and increasing use of) rigorous randomized controlled trials to ensure that interventions are evidence-based and effective. And in highlighting organizations such as Evidence Action, MDRC, and the Coalition for Evidence-Based Policy, organizations that do the un-sexy but essential work of research and evaluation, it aims to empower individuals to think critically about the programs and charities they choose to support.

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Weekend Link Roundup (February 7-8, 2015)

February 08, 2015

Winter-wonderland-tumblr-3Our weekly roundup of noteworthy items from and about the social sector...

Climate Change

The Guardian's Damian Carrington reports that Norway's Government Pension Fund Global (GPFG), the richest sovereign wealth fund in the world, with assets totaling more than $850 billion, dumped 32 coal-mining companies from its portfolio in 2014. "Our risk-based approach means that we exit sectors and areas where we see elevated levels of risk to our investments in the long term," said Marthe Skaar, spokesperson for GPFG, which had had $40 billion invested in fossil fuel companies. "Companies with particularly high greenhouse gas emissions may be exposed to risk from regulatory or other changes leading to a fall in demand."

Communications/Marketing

In the Stanford Social Innovation Review, Andrew Sherry, vice president of communications for the John S. and James L. Knight Foundation, argues that, in the age of the Internet, "communications is not just an opportunity for nonprofits; it's a necessity. Whether we're fundraising or trying to influence policy," he continues,

how we reach the right person with the right message has changed profoundly. Now it can take far more to figure out who the right people are, what channels to reach or influence them through, and how to hear them. It’s one thing to land a grant to open a new art space; it’s another to convince city hall that the community wants it, and still another to build a community to support it....

Education

It is troubling and a very big deal, writes Ben Hecht, president and CEO of Living Cities, that a majority of U.S. public school children today live in poverty and are eligible for a free or reduced price lunch. 

Grantmaking

On the Glasspockets Transparency Talk blog, Jessica Bearman (aka "Dr. Streamline) shares six things foundations can do to improve the diversity and inclusion of their grantmaking.

Impact/Effectiveness

In a LinkedIn post, Peter York, founder and CEO at Algorhythm, a Philadelphia-based software company that is working to "democratize" impact measurement, asks: Who really has access to the power of impact measurement? And is there more we can do to make it available to everyone, including the beneficiary?

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Seven Lessons About Childhood Poverty

February 07, 2015

Instead of posting an infographic, as we usually do on Saturdays, we decided to mix things up this week and share a compelling presentation put together by journalist and author Jeff Madrick (Seven Bad Ideas: How Mainstream Economists Have Damaged America and the World; Age of Greed: The Triumph of Finance and the Decline of America, 1970 to the Present), Clio Chang, and their colleagues at the Century Foundation, a progressive think tank here in New York City.

Built with an online tool called Creatavist, Seven Lessons About Childhood Poverty opens with a reminder that the official child poverty rate in the United States today stands at 20 percent, the second-highest among the world's developed countries. The presentation then segues into an articulation of  seven "lessons" about childhood poverty in the U.S. — lessons formulated at the Century Foundation's Bernard L. Schwartz Rediscovering Government Initiative conference last June. They are:

  1. The Stress of Childhood Poverty Is Costly for the Brain and Bank Accounts
  2. Child Poverty Is Not Distributed Equally
  3. The Power of Parental Education
  4. Higher Minimum Wage Is a Minimum Requirement
  5. Workplaces Need to Recognize Parenthood
  6. Government Works 
  7. Cash Allowances Are Effective

The length of a substantial blog post, each lesson includes downloadable tables and charts, a short video, and links to related materials.

So grab a mug of your favorite warm beverage, pull up a seat, and start reading. We're pretty sure that by the end of the last lesson, you'll agree with Madrick, et al. that "investment in early childhood is the best way to create a better economic life for all Americans." 

Doing Good Is About to Get Better

February 05, 2015

Get On The MapAs the president of a regional association, I regularly need to know what funders in my region are supporting and where they are working. Usually, to get that information, my colleagues and I need to make a series of calls, send out emails and surveys, schedule meetings, and do some real sleuthing. And what we continue to end up with is representative of only a small portion of what is really happening around us. Sound familiar?

This lack of data to inform our work is even more problematic when coupled with all the questions and challenges raised by organizations that want to force their interpretation and agendas on that work. Unfortunately, we can't adequately respond because we don't really know who our collective dollars are serving and whether our grantees mirror the communities we are trying to serve. Because we don't have the data that supports the story we want to tell, others continue to write our story for us.

This is particularly important as we struggle with conversations around equity and justice in our communities and as we prepare for a looming conversation around charitable regulation. Philanthropy needs to be able to demonstrate its commitment to the public good by showing that its investments in community development, civic engagement, and social innovation reach across demographic and economic barriers. Given our special status as a tax-advantaged sector, we need to demonstrate that we are accountable and serve the public good.

In an earlier post, you heard from Joyce White, president of Grantmakers of Oregon and Southwest Washington, who shared details of her journey to collect more complete and meaningful data from funders in her region. When the Forum for Regional Associations of Grantmakers and Foundation Center formed a strategic alliance to improve the quality and effectiveness of grantmaking nationwide via data, research, and tools, the successful pilot in Oregon and southwest Washington served as a model for the rest of the country. The first focus of that partnership is a joint campaign to "Get on the Map."

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