Hurricane Katrina laid bare the lack of value attached to black lives in the U.S., a reality that New Orleans residents and the nation are still wrestling with a decade later. Recent events suggest that Americans are at a crossroads in terms of how they think, talk about, and deal with race and racism — but are still a long way from agreeing that black lives do indeed matter.
Ten years after Katrina brought New Orleans to its knees, the outlook for the city's African-American community is as grim as it was before the storm hit. According to the Cowen Institute at Tulane University, an estimated 26,000 young people between the ages of 16 and 24 in the city are disconnected from education and employment. Meanwhile, in Louisiana, which jails nearly 40,000 people per year (66 percent of whom are African American), as many as one in seven black men in some New Orleans neighborhoods are either in prison, on probation, or on parole. What's more, fully half of all African-American children in New Orleans live in poverty — more than in 2005.
As we mark another anniversary of Hurricane Katrina, a fateful turning point in the city's and nation’s history, a critical question remains: How has so much racial and economic inequity been allowed to not only persist but worsen?
When Kevin Washington talks about how the YMCA shapes children's lives, he speaks from experience. Growing up in a tough section of South Philadelphia, the Christian Street Y was Washington's refuge from the gangs that roamed the streets of his neighborhood. At the same time, the Y helped foster in him a love for learning and basketball, which in turn enabled him earn a scholarship to Temple University.
In February, Washington became president and CEO of YMCA of the USA. A thirty-six-year veteran of the organization, Washington served as president and CEO of the YMCA of Greater Boston from 2010 to 2014 and was credited with doubling that organization's membership to more than forty thousand households and forging a common identity for the region’s thirteen different branches. He also has served as a member of the Y-USA board of directors (2004-09) and chaired an advisory committee that guided the development of the national organization's new strategic plan.
Earlier this summer, Washington, the first African-American president and CEO of the national organization, sat down with PND to discuss the organization's Hop the Gap campaign and the ways in which the organization has changed its approach to donor cultivation and partnerships.
Philanthropy News Digest: We're both reading Robert Putnam's Our Kids: The American Dream in Crisis, in which Putnam examines the class-based opportunity gap that has emerged in America over the past forty or fifty years. What role does an organization like the Y play in helping to address opportunity gaps of the kind Putnam describes?
Kevin Washington: Well, our Hop the Gap campaign is expressly designed to fill gaps for kids during out-of-school time related to hunger, health, learning, water safety, and access to safe spaces. It's part of our larger commitment to ensuring that all children, regardless of income or background, have the opportunity to reach their full potential.
For example, many of the more than one million kids in the U.S. who attend the Y's resident and summer day camps are from low-income communities. During the school year, kids learn things at a certain age and at a certain rate. But the summer months, and summer learning loss, are a problem. We know, however, and statistics show, that kids who engage in the Y's summer learning loss prevention programs gain on average two to three months of reading and math skills over a six-week period.
Looking at nutrition, kids who receive breakfast and lunch at school lose the benefit of that program during the summer months. The Y, with support from the Walmart Foundation, is focused on making sure that the food-insecurity gap is addressed by providing four and a half million healthy meals and snacks to nearly two hundred thousand kids this summer.
Last but not least, all kids need to know how to swim. The CDC has found, however, that African-American kids are three times more likely to drown than white kids. So our water-safety initiative is vitally important.
PND: Wow, I had no idea the disparity was so great. What's behind it?
KW: In many low-income communities, there are no pools where kids can learn how to swim. It's also a family thing -- if your mother or father never learned how to swim, chances are you won't, either. We know that if kids haven't learned to swim by third or fourth grade, they likely never will.
You can't time markets but you can time grant requests. So when newspapers scream: "Massive sell-off on Wall Street as investors fear China slowdown" (New York Post), you should think twice before asking a foundation for money.
In good times, foundations can drive grantseeking nonprofits crazy with their demands for effectiveness and metrics to support those claims. At regional and national gatherings, foundation professionals speak passionately about effectiveness in sessions with titles like "Unlocking Impact...", "What Works...", and "The Cost of Achieving Outcomes..." What's more, every year it seems more and more foundations turn to online application and reporting forms that require nonprofits to produce copious amounts of detailed information about their logic models, theories of change, inputs, outputs, and outcomes.
But when stock markets head south, especially in the dramatic way they have over the past few days, there are only three indicators that matter: the S&P 500, the Dow Jones Industrial Average, and the NASDAQ Composite. If you are ever fortunate enough to make it into a foundation president's office, apart from the usual large desk you will be greeted by a television or monitor tuned to CNBC with its endless chatter about share prices and market moves. Remember, the vast majority of the 87,000 foundations in the U.S. are endowed, meaning the income that underwrites their grant budgets comes exclusively from the performance of their investments. Foundation presidents and the trustees to whom they report know that the ability to advance a foundation's mission depends on that performance, and they also know that they are being watched by state and federal regulators tasked with ensuring they are responsible fiduciaries and "prudent investors" of foundation assets.
Our weekly roundup of noteworthy items from and about the social sector. For more links to great content, follow us on Twitter at @pndblog....
The student-led movement aimed at getting universities to divest their endowments of investments in the fossil fuel industry is going global, writes Rosie Spinks, and financial types on Wall Street and in London's City district are starting to pay attention.
The folks at Daily Detroit have posted a good Q&A with Rip Rapson, president and CEO of the Kresge Foundation, which has played an important role in many of the major and minor developments in Detroit over the last five years or so.
Richard Marker explains how the well-known "rule of three" in the world of strategy, along with timely advice from colleagues and friends, made him realize how much he had "siloed" his own consulting practice.
Corporate Social Responsibility
With the "economic system that won the great ideological battle of the 20th century...facing a renewed challenge in the 21st," Fortune editor Alan Murray introduces the magazine's first-ever Change the World list, ten companies that are "doing well by doing good."
"For decades many companies ignored the social and environmental consequences of their activities. They saw their main responsibility as delivering returns to shareholders and viewed their obligations to society narrowly, as 'giving back' through philanthropy," write ;Michael E. Porter, a professor at Harvard Business School, and Mark R. Kramer, a co-founder (with Porter) of FSG, a nonprofit social-impact consulting firm, in conjunction with the publication of Fortune's Change the World list. But what's emerging today, they add,
is something more fundamental — something we call creating shared value. Large companies are addressing big social problems as a core part of their strategy. They are disproving the flawed and simplistic notion that business and society are implacable opponents locked in a zero-sum game. Instead, they are demonstrating the radical idea that companies that tackle social problems through a profitable business model offer new hope for innovative and scalable solutions....
On Forbes, Ryan Scott says the Social Innovation and Global Ethics Forum (SIGEF), to be held in Geneva in October, is further proof that companies increasingly recognize "the essential role they must play in the march toward social change. Checkbook philanthropy isn't enough to impact communities or benefit a company's culture," Scott adds; "rather, businesses are seeing the positive results that happen when they engage all aspects of their mission and functions around corporate social responsibility.
Group interviews are a common feature of the job search process, especially in the nonprofit sector, where candidates may need to interview with work teams, search committees, and/or board members. If you've participated in one, you know they can be a little overwhelming. Typically, you're seated on one side of a table, with four or more people on the other who take turns grilling you. With a little preparation and the application of the tips outlined below, however, you can turn even the most intimidating group interview into an opportunity to showcase your strengths.
Know who's in the room. Request the names and titles of each person who will be participating in the interview and spend a little time looking them up on the organization's website and/or on LinkedIn so, in advance, you have a sense of who they are, what they do, and what they look like.
Take notes. Jot down interview participant's names as they introduce themselves and then address them by their name as the interview proceeds. Don't be afraid to take notes as people are asking questions, especially if they are multi-part questions. If nothing else, it will enable you to make sure you've addressed all the points you were asked to cover – and will help you get back on track if you start to ramble.
– Yaqui Indian proverb
In Compassionate Careers: Making a Living by Making a Difference, Jeffrey W. Pryor and Alexandra Mitchell encourage young people to take "the path with a heart" when considering how they want to spend their lives. Filled with the stories of people who did just that, the book describes the joy and fulfillment — as well as some of the challenges — of a cause-focused career.
There is plenty of inspiration, and even humor, in the stories Pryor and Mitchell share. Who knew, for example, that the initial motivation for Jane Goodall to visit Africa was her love for Tarzan? Or that, as a young girl, Goodall was convinced she would make a better partner for the jungle swinger than his "wimpy" wife.
More typical is the story of Ana Dodson, a young woman who was adopted from Peru as an infant and raised in Colorado by her adoptive family. At the age of 11, Ana and her mother made plans to visit Hogar de Ninas, an orphanage outside of Cuzco, Peru. Thinking the children in the orphanage probably had no one to hug, Ana decided to collect books and stuffed animals for them and approached the local Rotary Club for help. Invited to speak at a club luncheon, she raised $700 on the spot — and received a standing ovation. That was the beginning of Peruvian Hearts, the organization Ana started to provide orphaned girls and young women in Peru with medical care, skills development, and computer training. "The girls at the orphanage were wearing clothes that were all torn. They were malnourished and had no education," Ana, now seventeen, says. "It hit me that I could have been living in that orphanage. That...could have been me. And I wanted to do something to help them."
Ivan Suvanjieff had a different journey. The creator of PeaceJam, he and his girlfriend (now wife), Dawn Engle, envisioned bringing Nobel Peace Prize-winners together with young people to create a movement for global peace and justice. They had one contact — the Dalai Lama, whom Dawn had met while working in Washington, D.C. Intrigued by their idea, the Dalai Lama agreed to participate — but only if the couple could get other Nobel laureates involved. With no connections to speak of, Suvanjieff and Engle did the one thing they could: they picked up the phone and began making calls. Almost twenty years later, PeaceJam offers programs to young people from kindergarten through college and has engaged more than a million youth participants, as well as thirteen Nobel laureates, in its cause.
Fifteen years ago, as Charles Bronfman and his late wife Andy were ushering Birthright Israel into its toddler years, they inherently understood that next generations would have new ideas about Jewish life and new energy to contribute to it. One strategy they supported began in 2002, when Jeff Solomon, president of the Andrea and Charles Bronfman Philanthropies (ACBP), hired me to encourage next-generation donors to bring their own ideas and resources to bear on the Jewish world.
After spending a few months surveying the landscape and exploring best practices across the country, we set up a collaborative giving process for next-generation donors who wanted to give beyond tables at benefits by more directly funding critical issues in the Jewish world. With initial financial support from ACBP, the Samberg Family Foundation, the Righteous Persons Foundation, and the Nathan Cummings Foundation, I helped launch a next-generation giving circle, Natan, for Generation Xers, largely financial-types in New York, who wanted to support start-ups catalyzing new Jewish life in North America and Israel.
We then founded Grand Street, a network for Generation Yers inheriting opportunities to participate in their families' philanthropy. These men and women wanted to honor their parents' and grandparents' legacies and commitment to the Jewish community while also introducing their generation's ideas with respect to contemporary Jewish life.
Our weekly roundup of noteworthy items from and about the social sector. For more links to great content from and about the social sector, follow us on Twitter at @pndblog....
In the first Q&A for their new Community Insights series, the folks at Markets for Good speak with Andrew Means, co-founder of the Impact Lab and founder of Data Analysts for Social Good.
Good post by Beth Kanter on six fundraising platforms that have disrupted charitable giving forever.
In a review of Will MacAskill's Doing Good Better: How Effective Altruism Can Help You Make a Difference, Nonprofit Chronicles blogger Marc Gunther says that if "Effective Altruism catches on more widely – and that's a big if – it will disrupt traditional philanthropy, change the way individuals donate to charity and force nonprofits to get much better at measuring impact...."
Think the world is getting worse? Max Roser and the folks at OurWorldinData.org have a dozen or so charts and tables that suggest otherwise.
The continent of Africa recently celebrated a year without a single recorded case of polio. On Slate, the Gates Foundation's Jay Wenger explains why that is cause for optimism but not complacency.
On the Social Velocity blog, the Packard Foundation's Kathy Reich, who usually doesn't agree with those who urge nonprofits to act more like for-profits, says there is one area where nonprofits lag their for-profit peers: talent assessment, development, and management.
In a letter sent to the White House earlier this month, the presidents and CEOs of twenty-seven foundations called on President Obama to issue an executive order requiring federal agencies and contractors to treat job applicants with arrests or convictions fairly in the hiring process.
The letter was signed by members of the Executives' Alliance to Expand Opportunities for Boys and Men of Color, which works to reform the criminal justice system, and was issued as proponents of "fair chance" hiring reform have, in recent weeks, stepped up their campaign, including a rally at the White House in late July that drew hundreds from around the country.
The White House, for its part, appears to have arrived at a similar conclusion and, as Alan Schwarz reports in today's New York Times, is taking steps to address some of the damage caused by over-incarceration and harsh sentences for minor drug offenses that became the norm after a war on drugs was declared in the 1980s.
With the alliance's permission, we've reprinted the letter in its entirety below....
It’s no secret that external change is often the enemy of an organization’s long-term impact. Think changes in public policy. Trends in fundraising. Challenges to mission. Shifts in consumer sentiment. And, frankly, philanthropic fads.
But internal change can be just as much or perhaps even more of a management challenge, and the implications of how we deal with that change — particularly at the leadership level — are critical.
Consider such internal challenges as:
No one has written about "change" and "transition" more eloquently than the author, speaker, and organizational consultant William Bridges, who asserts that "it isn’t the changes that do you in, it’s the transitions."
Ten years after Hurricane Katrina slammed the Gulf Coast, leaving 80 percent of New Orleans underwater, killing more than eighteen hundred people, and displacing hundreds of thousands of others, important questions remain unanswered. Are we better prepared to help communities of all kinds respond to and rebuild from extreme weather events and natural disasters? Has greater media scrutiny of relief organizations improved the efficiency and effectiveness of their efforts? If not, why not? And what can or should philanthropy do to improve its performance and responsiveness in the wake of a major disaster?
With the tenth anniversary of Katrina just weeks away, PND asked Robert G. Ottenhoff, president and CEO of the Center for Disaster Philanthropy — an organization founded in the aftermath of the storm — how the philanthropic response to major disasters has evolved over the last decade and what his organization is doing to ensure that the philanthropic community is an integral and effective part of the response to major disasters in the future.
Philanthropy News Digest: You’ve written that Hurricane Katrina "forever changed the way our nation thinks, reacts, and plans for massive natural disasters." How so? And what were the key lessons learned by philanthropy in the aftermath of that disaster?
Robert G. Ottenhoff: Katrina was a traumatic experience for our nation and brought the realization that our conventional ways of responding to disasters were insufficient and unsustainable. We learned three big lessons: the need for comprehensive advance planning and preparation for disasters; the critical importance of building communities that are resilient to disaster and better able to respond and bounce back; and the need for funders to support disaster recovery needs before and after disaster strikes, as well as during the immediate humanitarian crisis.
Nonprofit organizations need a plan themselves, too. How will they respond when a disaster strikes? How will they handle an influx of donations or volunteers? If they are a service provider in a stricken city, how will they make sure any interruption of service is as limited as possible? How will their staffs continue to provide vital services?
CDP has been working with the U.S. Department of Housing and Urban Development and the Rockefeller Foundation on the National Disaster Resilience Competition. Forty communities that have experienced natural disasters are competing for $1 billion in funds to help them rebuild and increase their resilience to future disasters. Our staff contributed to Rockefeller's Resilience Academies in Chicago and Denver with jurisdiction finalists and are working with them to develop initiatives and outreach plans that will better prepare them for future disasters — and, we hope, lead to better partnerships with foundations and corporations.
CDP also is working to ensure that the philanthropic community understands the importance of supporting long- and mid-term recovery needs in disaster areas. This fall, we will begin the process of awarding grants from our Nepal Earthquake Recovery Fund to community organizations in Nepal. Now that much of the immediate crisis has passed, these funds, raised from more than two hundred and sixty institutional and individual donors, will focus on long-term recovery and rebuilding of devastated areas.
Many businesses understand the importance of giving back to their communities; research has shown that in order to earn trust in the communities where we work, corporations should start by doing “good business” that has a positive societal impact. But there’s more we can and should do to ensure that our efforts have a lasting effect.
The role of corporate citizenship is of utmost importance in emerging economies where resources are scarce and extreme poverty has created an urgent need for initiatives and partnerships that can improve the well-being of local people. This need is even more pronounced in countries like Haiti that have suffered extreme devastation. The massive earthquake that struck Port-au-Prince in 2010 — a disaster that killed more than 200,000 people, left 1.5 million homeless, and damaged or destroyed 4,000 schools — created both an urgent need for immediate foreign assistance and a recognition that the effort to rebuild devastated communities and the Haitian economy would take years. While much work remains to be done, I can report that significant progress has been made.
Paradis des Indiens, a Digicel Foundation Haiti grantee, is a small local organization whose efforts to improve education in Haiti’s Grande Anse region offer lessons for all corporate sustainability funders. Using a community-service model, the organization engages children in school improvement projects and volunteer work. Children are encouraged to play an integral role in these projects and, through their participation, develop both a deeper sense of pride in and a sense of responsibility for their communities, which, in turn, inspires a greater commitment among them to rebuilding Haiti itself. While this kind of involvement in community service isn’t typical in developing countries, the impressive ability of Paradis des Indiens to instill a sense of pride and ownership in children is a perfect illustration of how a focus on empowering community members can lead to successful and sustainable projects over the longer term.
Today the word liberal is encumbered by partisan connotation. Viewed through a broader lens, however, its meaning is more expansive. Derived from the Latin root liber, the word's etymology has been associated with freedom and liberty, whether political, economic, or social. In many ways it is a very American word, both in substance and style. In his classic Democracy in America, the French historian and political thinker Alexis de Tocqueville posited, "Nothing is more wonderful than the art of being free, but nothing is harder to learn how to use than freedom." To which Fareed Zakaria might add, learning to exercise one's freedom in a responsible way is the raison d'être of "liberal" education.
In his latest book, In Defense of a Liberal Education, Indian-born Zakaria explores what this very American concept has meant in the past — and what it means in the increasingly globalized world of the twenty-first century. The book's main arguments were born out of Zakaria's 2014 commencement address at Sarah Lawrence College. In that address, Zakaria acknowledged that his deeply held views on the subject were grounded in his own journey — one that took him from a childhood in Mumbai to Yale University, to national acclaim as a columnist for Newsweek, a host for CNN, and a respected author. The result is both a summary of the ongoing and often contentious debate about the value of a liberal arts education in a world obsessed with technology and anxious about its consequences as well as a very personal meditation on the ways in which liberal education has shaped his life.
Zakaria begins the book with a brief history of liberal education, from the Greeks and Romans, through the Islamic Middle Ages and the Renaissance, to the development of the modern American university, itself a hybrid of the British collegiate and German research models. From the development of the "quadrivium" (arithmetic, geometry, music, and astronomy) and the "trivium" (grammar, logic, and rhetoric) in late antiquity and early Middle Ages, to the Yale Report of 1828 (a document written by Yale College faculty in defense of the classical curriculum), Cardinal John Henry Newman's publication of the Idea of a University in1852, and Charles Eliot's transformation of Harvard into America's premier research university in the early twentieth century, Zakaria provides a solid context for understanding the evolution of the liberal arts in America.
Still, why is it so hard to talk about failure in philanthropy?
There's no incentive. Under what circumstances is one encouraged to fail? Working out, playing sports, rehearsing for a performance – these are all activities where you're meant to try something new, see how it goes, fix what didn't work, and try again. You get immediate signals that tell you what's not working, and often someone is there to tell you what to do instead, or how to do better. What's crucial in those cases is that you're not alone – there is someone in the role of spotter, observing your performance with a frame of reference of how to do it better and giving you timely feedback on how to improve. And you can see the results. Signals about performance in philanthropy travel much more slowly, if at all, and the roles are not nearly as clear. As discussed in a prior post, most foundations are minimally staffed, so there's not a lot of space for an HR function. And most program staff are recruited for their content expertise, not because they're good managers. So you can't count on there being a spotter for you within your foundation. Don't get me wrong, people within the foundation do pay attention to what you're doing, and you are called to account if you don't follow the rules. But those rules aren't necessarily set up to support performance or performance improvement. Which brings up another point....
" [A] city must have a soul — a university, a great art or music school, a cathedral or a great mosque or temple, a great laboratory or scientific center, as well as the libraries and museums and galleries that bring past and present together. A city must be a place where groups of women and men are seeking and developing the highest things they know...."
— Margaret Mead (1901-1978)
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