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5 Questions for...Michael I. Sovern, Board President, Shubert Foundation

June 11, 2015

The state of the nonprofit arts sector in the United States has ignited passionate debate in recent years. PND asked Michael I. Sovern, board president of the Shubert Foundation, which recently awarded grants totaling $24 million to nearly five hundred arts nonprofits, about the role of philanthropy — and, specifically, general operating support — for performing arts organizations. Sovern is Chancellor Kent Professor of Law at Columbia Law School and former president of Columbia University (1980-93), and has served on the boards of numerous nonprofits, including the NAACP Legal Defense Fund, WNET/13, and the American Academy in Rome.

Michael_sovern_for_PhilanTopicPhilanthropy News Digest: The Shubert Foundation describes itself as "the nation’s largest private foundation dedicated to unrestricted funding of not-for-profit theaters, dance companies, professional theater training programs, and related service agencies." When did the foundation adopt a policy of providing unrestricted funding to performing arts groups? And why do you believe it's important for the foundation to give its grantees maximum flexibility with respect to the way they use their grant income?

Michael I. Sovern: Our policy of providing unrestricted funding was already in place when I joined the foundation's board over thirty years ago. Although the foundation was established in 1947, its formal funding priorities and guidelines were created in the 1970s, which is when the focus on unrestricted funding for professional theater companies — with a secondary focus on professional dance companies — began.

We have reviewed the policy from time to time but always have come up with the same answer. Each of the many performing arts organizations we support is wrestling with issues specific to its own location and circumstances while also facing challenges that are common across the industry. We believe that the administrators, artists, and boards of our grantees know best where the funds we provide should be directed. Our confidence is buttressed by our multi-faceted approach to the evaluation of each company — one that considers the artistic, fiscal, and administrative aspects of the organization. This careful annual review helps us to feel comfortable with awarding unrestricted grants.

PND: Why do you think so many arts funders are reluctant to provide general operating support?

MS: Some donors want to see the specific impact of their contributions immediately. Some enjoy exercising control. Fresh initiatives are more exciting than paying the electric bills. But the quest for earmarked support can draw an organization's attention away from its central mission. Time and energy that could be spent strengthening the company may be diverted, possibly to the detriment of the overall health of the organization. A search for replacement funds to continue the projects or programs can drain resources while often yielding minimal results. The impact on the bottom line of the organization and the toll on the company itself may well prove that the pursuit of these funds was a mistake.

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The Future of 'Community' for Community Foundations

June 09, 2015

Headshot_emmett_carson_hi-resCommunity foundations have existed for more than a hundred years by adhering to a simple proposition: they exist to serve their local communities. Today, this proposition is being challenged by an increasingly global, twenty-first century mindset and amazing new technologies that strengthen connections even as they weaken the importance of place. As a result, the definition of "community" is changing, and community foundations must ask themselves: Will we change with it?

More and more, Americans see themselves as global citizens – both influencing and being influenced by international events. The ubiquitous nature of smartphones and social media apps means that almost everyone is only a click away from staying in touch with any person they've ever met or from learning about a new development affecting any cause they've ever cared about. At the same time, Americans are more willing than ever to relocate to different communities in pursuit of a job or a different lifestyle.

The fact is, we are all part of multiple communities based on professional and personal interests that do not necessarily stem from or exist within a defined geography. Some of these communities exist only in cyberspace. And yet people have – and will always have – a direct connection to the place where they currently live. This presents a significant challenge – and a huge opportunity – for community foundations, which increasingly must figure out how to respond to locally based donors who support causes and organizations outside a foundation's stated geographical boundaries.

Put simply, community foundations that can address both the local and global philanthropic interests of their donors are the ones most likely to grow over the coming decades. At Silicon Valley Community Foundation, we are committed to embracing this responsibility and believe that community foundations that cannot or choose not to do so will find themselves at a distinct disadvantage over time. 

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President Obama’s Eulogy for Beau Biden

June 08, 2015

Below is the full text of the extraordinary eulogy for Beau Biden that Barack Obama delivered on June 6, 2015, at St. Anthony of Padua Church in Wilmington, Delaware. Biden, the vice president's eldest son and a former attorney general of Delaware and Iraq War veteran, died on May 30 from brain cancer. We were out of pocket over the weekend and only learned of the president's remarks through Dave Pell's not-to-be-missed enewsletter, Next Draft. On Medium, Pell wrote he felt obliged to share the president's remarks because, in addition to being "one of the most amazing and thoughtful remembrances I've ever [heard]," they "seriously make [me] want to be better." We couldn't agree more.

___________

"A man," wrote an Irish poet, "is original when he speaks the truth that has always been known to all good men." Beau Biden was an original. He was a good man. A man of character. A man who loved deeply, and was loved in return.

Your Eminences, your Excellencies, General Odierno, distinguished guests; to Hallie, Natalie and Hunter; to Hunter, Kathleen, Ashley, Howard; the rest of Beau's beautiful family, friends, colleagues; to Jill and to Joe  —  we are here to grieve with you, but more importantly, we are here because we love you.

Without love, life can be cold and it can be cruel. Sometimes cruelty is deliberate —  the action of bullies or bigots, or the inaction of those indifferent to another's pain. But often, cruelty is simply born of life, a matter of fate or God's will, beyond our mortal powers to comprehend. To suffer such faceless, seemingly random cruelty can harden the softest hearts, or shrink the sturdiest. It can make one mean, or bitter, or full of self-pity. Or, to paraphrase an old proverb, it can make you beg for a lighter burden.

But if you're strong enough, it can also make you ask God for broader shoulders; shoulders broad enough to bear not only your own burdens, but the burdens of others; shoulders broad enough to shield those who need shelter the most.

To know Beau Biden is to know which choice he made in his life. To know Joe and the rest of the Biden family is to understand why Beau lived the life he did. For Beau, a cruel twist of fate came early —  the car accident that took his mom and his sister, and confined Beau and Hunter, then still toddlers, to hospital beds at Christmastime.

But Beau was a Biden. And he learned early the Biden family rule: If you have to ask for help, it's too late. It meant you were never alone; you don't even have to ask, because someone is always there for you when you need them.

And so, after the accident, Aunt Valerie rushed in to care for the boys, and remained to help raise them. Joe continued public service, but shunned the parlor games of Washington, choosing instead the daily commute home, maintained for decades, that would let him meet his most cherished duty —  to see his kids off to school, to kiss them at night, to let them know that the world was stable and that there was firm ground under their feet.

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The Clinton Foundation Reveals Its Donors: Should You?

June 04, 2015

News_bill_hillary_chelsea_clintonA fundraising foundation has two world-famous founders, a global network of generous donors, and a track record of grantmaking success. One of the founders plans to run for higher office, and the foundation makes the decision to be highly transparent about its donor base to ensure that there can be no suspicion of undue influence on the potential candidate. End of story.

Unless your founders happen to be Bill and Hillary Clinton.

Over the past several weeks, Foundation Center has been approached by numerous reporters asking — in some cases literally — "There's smoke, right? What about a fire?" Our response has been an immediate "No," followed by an explanation as to why the Bill, Hillary & Chelsea Clinton Foundation in fact represents a model of transparency when compared to other grantmaking public charities. (Unlike private foundations endowed by a single donor or donor family — think Ford Foundation — grantmaking public charities like the Clinton Foundation sustain their work by raising funds from a variety of donors.)

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[Review] 'The Chocolate Trust: Deception, Indenture and Secrets at the $12 Billion Milton Hershey School'

June 02, 2015

Cover_the_chocolate_trustWould you be concerned if you knew there was a charity that served only a couple of thousand children each year even though its asset base was  the same size as the Ford Foundation's? Would you wonder what that charity, three times the size of the largest U.S. community foundation, did with the money it accumulates and doesn't spend each year? Would you wonder who benefits from it? 

Bob Fernandez, a reporter for The Philadelphia Inquirer, wondered all that and more about the $12 billion Hershey School and decided to do some digging. The result is The Chocolate Trust (Camino Books, 256 pages; $24.95/paper, $9.99/ebook).

The book is important not simply for what it reveals about the trust, about those who have profited from its sometimes questionable practices over decades, and about the kids who have been neglected as a result of those practices. The Chocolate Trust also is a cautionary tale for anyone who thinks nonprofits can self-regulate or rely on local and state government authorities who too often are ethically compromised and politically constrained to keep them on the straight and narrow. 

First, a little history. In 1909, Milton Hershey, who had started a chocolate company and set out to build a town for its workers, established the nonprofit Hershey Industrial School, a residential facility to serve young, fatherless, white boys. In 1918, a few years after Hershey's wife, Kitty, died – they never had children and had no heirs – Hershey transferred his land and other assets to his "orphanage," making it a very wealthy entity indeed.

Hershey stipulated that those assets were to be managed by the Hershey Trust, part of a for-profit bank, and he retained a significant measure of control over the school's operations by reserving to the bank the right to appoint its board members. In simple terms, the bank controlled the school's assets and operations, and Hershey owned the bank – the reverse of standard operating procedure in the charity world, where donated assets typically are controlled by the charity to which they have been donated. 

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Most Popular PhilanTopic Posts (May 2015)

June 01, 2015

A sharp commentary on the transformative power of "open" board policies, an impassioned plea for more funding for basic research, a persuasive discussion of the relationship between brand and impact, and great posts on engaging and managing donors — the things people were reading on PhilanTopic in May were as varied and compelling as the weather here in NYC. We think Samuel Clemens would approve...

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.

Weekend Link Roundup (May 30-31, 2015)

May 31, 2015

Seppblatter_lipssealedAfter a hiatus for college graduations on consecutive weekends, the weekend crew is back with its roundup of noteworthy items from and about the social sectorFor more links to great content from and about the social sector, follow us on Twitter at @pndblog....

Civic Tech

In a guest post on Beth Kanter's blog, Anne Whatley, a consultant with Network Impact, shares key takeaways from a new guide that provides metrics and methods for measuring the success of your civic tech initiatives.

Climate Change

"The war on coal is not just political rhetoric, or a paranoid fantasy concocted by rapacious polluters. It's real and it's relentless." writes Michael Grunwald in Politico. Driven by a team of nearly two hundred litigators and organizers, deep-pocketed donors like Michael Bloomberg, and "unlikely allies from the business world," the Beyond Coal campaign over the past five years "has killed a coal-fired power plant every ten days...[and] quietly transformed the U.S. electric grid and the global climate debate."

Community Improvement/Development

In remarks at the Mackinac Policy Conference of the Detroit Regional Chamber of Commerce last week, Kresge Foundation president Rip Rapson outlined six areas where Kresge is likely to make future investments in Detroit.

Diversity 

On the Markets for Good blog, Kelly Brown, director of the D5 Coalition, argues that philanthropy can lean learn lessons from the business sector about the link between diversity and success.

Fundraising

Telling your nonprofit's story so it resonates with donors and other stakeholders is easier than you might think, Network for Good's Iris Sutcliffe writes, if you keep the five Cs in mind.

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Becoming a Profitable Nonprofit While Staying Mission-Focused

May 29, 2015

CuppaTypically when we think about the "business" of nonprofits, we think about volunteers donating their time and donors giving money. That may have been yesterday's model, but today many forward-thinking nonprofits are diversifying their revenue streams and asserting greater control over their bottom lines. While private support and government funding will always be critical to nonprofit organizations, it is essential that nonprofits create their own opportunities for revenue, relying less on the generosity of others and more on good business strategies to support their missions.

But how do you create new and innovative revenue streams while maintaining your charitable status and staying true to your mission? The answer may not be simple, but it is straightforward: Accept that market principles apply to everyone, nonprofits and for-profits alike. Identify organizational assets that are valuable in your local market. And partner wisely with other organizations (especially for-profit companies) whenever there's a synergistic value proposition (i.e., look for the mutual win).

At The New York Foundling, we've had great success using our real estate to advance our mission and increase revenue. In 2008, we sold six floors of our Chelsea headquarters to the New York City School Construction Authority, enabling it to open an elementary school (P.S. 340). We used the proceeds from that sale for two important mission-driven projects: a charter school in the South Bronx called Mott Haven Academy, the first school of its kind tailored to children in foster care and the child welfare system; and a medical clinic that serves not only the children in our care but other disadvantaged youth as well.

And this year we again leveraged our real estate to our advantage by partnering with for-profit coffee company COFFEED. COFFEED's business model is based on partnering with local nonprofits at each of their locations. Because we have street-level space on a busy block, we were able to offer them an extremely reduced rent, enabling them to open their first location in Manhattan, where rent and overhead costs would otherwise have been prohibitive. Up to ten percent of COFFEED's gross revenue at that location goes directly to The Foundling to support our programs and services. But it doesn't stop there; they also have provided us with marketing space within their cafe that we use to highlight issues affecting underserved youth. COFFEED has also committed to hiring our clients — teens in foster care and individuals with developmental disabilities. In fact, they've employed three of our kids already. And, of course, local residents have a new cafe where they not only have access to great food and gourmet coffee, they also get to feel good about "giving back" through the simple act of ordering a cappuccino. In other words, win-win-win.

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[Review] Curtains? The Future of the Arts in America

May 28, 2015

The arts — as we know it — are doomed. The broad cultural and economic consensus of the last century that placed paramount value on the arts, arts education, and art institutions has been lost like the voice of Yeats' falconer in the widening gyre. Tomorrow we will have less art, and we will be the poorer for it.

Cover_Curtains_the_future_of_the_Arts_in_AmericaLike an Old Testament prophet, Michael M. Kaiser, the former president of the John F. Kennedy Center for the Performing Arts, warns of a fundamental crisis in the arts: the way they are created, managed, and marketed in America is simply not sustainable. Ironically, as recently as 2013, Kaiser, in The Cycle: A Practical Approach to Managing Arts Organizations, was somewhat optimistic that such a worst-case scenario could be averted, and he outlined a series of steps arts organizations could take to fortify themselves for the tough times ahead.

Not so much in 2015. In his new book, Curtains? The Future of the Arts in America (Waltham, MA: Brandeis University Press, 2015), Kaiser paints a dark picture of the future, both explaining how things came to pass and what arts organizations, especially mid-sized ones, might do to (maybe) save themselves from oblivion.

His argument goes like this: In economic terms, the arts are playing a losing hand; in almost every other industry, the costs of production are reduced over time, allowing for more goods to be sold at a lower price point. Innovation and commodification contribute to this process, enabling goods to be produced ever-more cheaply and distributed on a vast scale, which in turn allows for the increasing segmentation of consumer markets and real-time adaptation to changing tastes and expectations. Alas, almost none of this is true for the arts.

The performing arts in particular, writes Kaiser, are a labor-intensive endeavor in which every unit (i.e., performance) is numbingly expensive to produce — a cost that is passed on to members of the audience in the form of ever-rising ticket prices. Moreover, when every performance must support a portion of the salaries and pensions of hundreds of performers, managers, and back-office staff, as well as theater maintenance and the marketing of the production and institution itself, it's little wonder that arts professionals look to the future with pessimism and deep anxiety.

It wasn't always this way. A half-century ago, with the U.S. economy booming, government coffers bursting, and the costs of sustaining arts institutions much less daunting, the arts in America entered a sort of golden age. Arts education increasingly was viewed as a social good to be sustained with taxpayer dollars, and children, as they grew older, followed their parents' lead and became arts consumers and patrons in their own right. While twentieth-century forms of entertainment such as movies, television, and pop music all competed with live performances of more traditional art forms for audience dollars and attention, they served, more than anything else, to fuel Americans' interest in and a broader engagement with the arts. In particular, visionary investments like those made by the Ford Foundation in developing networks of regional theaters enabled the performing arts to flourish in cities large and small, while Lucille Lortel made Off-Broadway a household name.

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Investing in Fundamental Science: A Grantmaker's Perspective

May 26, 2015

Harvey_v_fineberg_for_PhilanTopicA half-century ago, Gordon Moore wrote a paper in which he projected that progress in the density and speed of silicon chips would increase exponentially. In his paper, Moore envisioned how this would enable technologies ranging from the personal computer, to the smart phone, to the self-driving car. His prediction became known as Moore's Law, and it has held remarkably true for fifty years. At a recent celebration of the fiftieth anniversary of his seminal paper, Moore talked about the impact of his insight on modern technology and the crucial role of basic scientific research in making it come true.

Moore, a founder of Intel and chairman of the Gordon and Betty Moore Foundation, noted that the technological progress we have enjoyed over the last half-century was enabled by science education and basic research. While the opportunities for discovery have never been greater, commitment to and funding for science — from government, industry, and philanthropy — fall far short of what is needed today to accelerate progress into the future.

In 1965, when Moore enunciated his insights into the development of the microchip, the U.S. government invested about 10 percent of its budget in basic research and development. Today, federal funding for basic research has fallen below 4 percent. 

"I'm disappointed that the federal government seems to be decreasing its support of basic research. That's really where these ideas get started," said Moore. "Our position in the world of fundamental science has deteriorated pretty badly. There are several other countries that are spending a significantly higher percentage of their GNP than we are on basic science or on science, and ours is becoming less and less basic."

Once a hallmark of an innovation-focused American society, corporate labs are almost non-existent today. Coupled with cuts in government funding, the United States is in jeopardy of losing its lead in super-computing, cybersecurity, space exploration, energy, and health care, a recent report from the Massachusetts Institute of Technology finds.

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Narrowing the Excellence Gap Requires a Multifaceted Approach

May 22, 2015

Natalie_jansorn_for_PhilanTopicAs globalization continues at breakneck speed, the United States needs to increase the number of talented individuals — tomorrow's innovators and leaders — in the workforce in order to remain economically vibrant and competitive.

Changing demographics means we will be able to tap the most diverse workforce in the history of the world to fill many of these critical positions. However, we continue to overlook one of our most promising talent pools: high-achieving, low-income students.

In part, that's because many public education reformers over the past few decades have been fixated on the "achievement gap" and have advocated for significant resources to be dedicated to helping as many low-income students as possible reach minimum academic standards. While that effort has met with some success and is certainly worthwhile, we believe it has come at the expense of the highest achievers among the population of low-income students, resulting in an "excellence gap" — the disparity in the percentage of lower-income students who reach an advanced level of academic achievement compared with those from higher-income households.

The reasons for this gap are many. While there are gifted students from poor backgrounds who pave their own road to success, they tend to be the exception; for every low-income student who forges his or her own way forward, there are dozens with comparable abilities who don't get the attention they need. In fact, a recent study found that more than one million school-age children who qualify for free or reduced lunch rank in the 25th percentile academically; that's about eighty thousand very smart but poor students per grade nationwide.

Fewer than half of these students take at least one Advanced Placement (AP) or International Baccalaureate (IB) course (compared with 71 percent of their wealthier peers), while only 22 percent apply to college, even though their academic abilities and achievements more than meet the admissions requirements at many schools, including highly selective ones.

What's more, this gap appears in elementary school and persists as students move through middle school, high school, college, and beyond. This makes closing the gap doubly challenging. There is no "silver bullet" solution to the problem; instead, it needs to be tackled from many different angles. With that in mind, our team at the Jack Kent Cooke Foundation would like to share the following key strategies and recommendations:

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Scanning the Skyline: Lessons From Thirty Years of Capital Grantmaking

May 20, 2015

Headshot_chuck_feeneyBuildings have a special allure for philanthropy — their mass, their unambiguous reality, their durability, their promise of sheltering great transformative enterprise — that few other achievements can match. They also conjure a cloud of distinctive risks: the possibility of inadequate maintenance, financial drain, premature obsolescence, the danger that the activities they house may not end up being all that transformative.

For a certain kind of donor — the philanthropist as creator, whose passion is to summon new things into being — the appeal of a building, if well planned and managed, more than compensates for the risks. It can transform the physical landscape, concentrate attention and resources on important lines of work, galvanize public will, raise standards of effort and performance, perhaps make a striking architectural statement. Yet even from this vantage point, the goal is rarely the thing in itself but the activity it makes possible: superior learning and discovery, more effective human services, accelerated scientific or technological innovation, improved medical care, or intensified creative energy, will, and collaboration.

In other words, if done properly, philanthropic support for a building is not the purchase of a product. It's an investment in enterprise, a long- term underwriting of whatever goes on inside. As Chuck Feeney summed it up in 2010, capital philanthropy creates "good buildings for good minds" that in time "can make the difference in the lives of a lot of people." Partly for that reason, it is especially popular among entrepreneurial givers, for whom building a business and building a cause are related undertakings.

Admittedly, for another kind of donor — let's say, the philanthropist as reformer, whose aim is to change policies and systems, to alter ideas and practices, to improve the way societies and economies function — buildings can trigger more aversion than fascination. Their scale and finality may seem, to some, too costly and irreversible, too inflexible a bet on one thing in one place.

Among institutional funders especially, this aversion to buildings is fairly common. Unlike individual donors, institutions may not derive much satisfaction from placing their names on a structure; many also fear a latent stream of future requests to keep funding maintenance and improvements long after a building is finished. For whatever reason, as South Africa's Constitutional Court Justice Albie Sachs puts it, "Anyone connected with philanthropy could have told us that we would be wasting our time trying to get funding for physical infrastructure. Money could go for equipment, salaries, transport and conferences, but never, ever for buildings." An exception to that rule, Justice Sachs discovered, was The Atlantic Philanthropies.

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[Review] 'Staying the Course: Reflections on 40 Years of Grantmaking at the Rockefeller Brothers Fund'

May 15, 2015

Book_staying_the_courseWilliam S. Moody joined the Rockefeller Brothers Fund in 1968, and for the next four decades he helped shape the fund's grantmaking programs in Africa, Latin America, the Caribbean, and Central and Eastern Europe. In Staying the Course: Reflections on 40 Years of Grantmaking at the Rockefeller Brothers Fund, Moody recounts with unflagging enthusiasm — and, at times, in great detail — his distinguished career, the credit for which he is more than happy to share with colleagues, collaborators, grantees, and members of the Rockefeller family and RBF board.

Staying the Course explores how RBF's grantmaking programs tried, "over time, to enlarge people's understanding of, and ability to address, sustainable development challenges; to protect human rights and promote international understanding; and to strengthen important dimensions of civil society and democratic practice in transforming societies." A tall order, to be sure, and one that, in Moody's view, the fund for the most part delivered on, thanks to what he describes as its "responsive and proactive, serendipitous and systematic" approach to "helping people help themselves."

Moody traces the evolution of that approach from the fund's establishment in 1940 by the sons of John D. Rockefeller, Jr. The operation was still very much a family affair, he writes, when he came on board in the late 1960s, but the Rockefeller family philosophy of being "in it for the long haul, articulating ambitious goals knowing full well that those goals could not be reached quickly," and being "willing to make long-term commitments to effective organizations and institutions — a decade or two or more, long enough 'to make a difference', as Andrew Carnegie said" — was already deeply embedded in the fund's grantmaking practice.

As a program officer at a relatively small foundation, Moody was focused on allocating the limited resources available to him to maximum effect. In the late 1960s, for example, RBF's annual budget for international programs was a modest $10 million to $15 million — although at a time when only 5 percent of total U.S. foundation grantmaking was directed overseas, the fund was considered an important player in the international arena. More importantly, its efforts in that arena, Moody argues, demonstrate that small investments can create significant impact. In fact, the approach to grantmaking he developed back then, he writes, is quite similar to what today we call "venture philanthropy," characterized as it was "by a high level of involvement with grant recipients; a willingness to experiment and try new approaches; and a focus on capacity building for sustainability" — while avoiding any expectation of a quick pay-off.

Early on, Moody's efforts were focused on two areas: the thoughtful use of natural and cultural resources, or what is now called "sustainable development," in the developing world, and strengthening civic engagement and the nonprofit/voluntary sector globally. From 1968 through the mid-1980s, for instance, RBF supported rural development in sub-Saharan Africa and anti-apartheid efforts in South Africa, where the young program officer learned the importance of collaboration — as well as the need for flexibility, patience, and good partners. When making grants in six Central and South American countries, for example, he made it a point to invest in individuals, people like conservation expert Kenton Miller, a pioneer of sustainable resource management models and a key facilitator of RBF's productive partnership with the United Nations' Food and Agriculture Organization (FAO).

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How Nonprofit Branding Strengthens Impact: Part 1

May 13, 2015

Brand-PowerIt used to be that nonprofits shied away from prioritizing their brands. After fifteen years of running MSDS, however, I've noticed that nonprofits are becoming more aware of the link between a brand's strategic value and organizational impact.

One reason for this shift, I suspect, is that competition — for funding, people's attention, human capital — has gotten stiffer. And nowhere is that more apparent than online. When a nonprofit's website is underwhelming, it is not only out there for the world to see, it also sends the wrong message and undercuts the organization's mission.

That said, there are still a lot of misconceptions about what brands and branding are. In this article and the one that follows, I'd like to provide some context regarding what a brand is and how it is experienced, then offer insights into how to think more strategically about the brand experiences your organization creates.

What Is a Brand?

Branding expert Marty Neumeier famously defines brand as "Who you are, what you do, and why you matter." For nonprofits, this translates to your brand being a combination of your mission, values, strategy, relationships, impact — and their value to the world. It's a gut feeling about the promises you make and your reputation for keeping (or breaking) them.

As Neumeier says: "It's not what you say you are, it's what they say you are."

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What Is Donor-Centered Moves Management?

May 11, 2015

Yes-no_seesawWhat is donor-centered moves management? It's a donor cultivation approach that combines LOVE with a great MANAGEMENT SYSTEM to help you plan, make, and keep track of all the "moves" or "touches" per year targeting your major gift prospects.

Each "move" is thoughtfully designed to move your prospect along a relationship continuum — from awareness...to interest...to involvement...to investment — depending on where he or she currently is on that continuum.

When sufficient moves have been made and your prospect is feeling really good about your nonprofit — devoted to it, in fact — the final move is a request for a gift (or gift increase). One person, designated the Moves Manager, assures that all moves are coordinated and the solicitation occurs at the appropriate time.

You want (and need) to get your donor prospects to the point of active commitment. That's the point where they are able to answer "true" to the following questions:

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