When I first launched Carolyn’s Nonprofit Blog, America lingered in a punishing recession. I wrote, “Economy and Philanthropy” in 2011. I considered the “trickle down” theory of Arthur Laffer, and why nonprofit organization should care about the economy. I still find nonprofits rarely consider themselves integral parts of the economy, and sadly, neither do many America civic and corporate leaders. But in fact they are substantial contributors not only to society’s well being, but to the economy.
The National Council of Nonprofits has an excellent page on its website devoted to the economic impact of nonprofit organizations. A few highlights:
Nonprofits employ 12.3 million people, with payrolls exceeding those of most other U.S. industries, including construction, transportation, and finance.
Nonprofits also create work opportunities for millions of individuals above and beyond the millions they employ directly.
Nonprofits consume goods and services that create more jobs.
Nonprofits spur economic activity.
And like for-profit businesses, most nonprofits have fewer than 500 employees (99%). The Small Business Administration notes in, “Spotlight on Nonprofits” that, “like for-profit businesses, the bulk of nonprofits are small. And small nonprofits employ about half of all nonprofit workers.”
I find since moving to Austin in 2013 and working with “startup” nonprofits, they frequently want to be perceived of as social good ventures. “Nonprofit” as a term for the nonprofit sector sounds weak, suggesting donors should pity (and condescend) to them. But nonprofits – especially startups – are quite innovative, with a driving motivation to help others and to improve society as a whole. And they embrace innovation to get the work done. I find they are unstoppable and that positive energy is very inspiring for someone like me.
Little discussed in terms of fundraising specifically (my specialty), is that consulting firms do frequently consider nonprofits to be unsophisticated, requiring professional assistance to work with philanthropists in a meaningful way. In fact, I was hired by such a firm in the 1990s, and saw this attitude at work, first-hand. And I departed after six months. Having witnessed how hard nonprofit staff work and how devoted to success they can be, I couldn’t stomach the arrogance. Still today, some of our nonprofit support organizations retain this same opinion, and they promote expensive consulting firms to get major gift fundraising done, for example. I think this is a mistake, and I am constantly showing nonprofits how to do it themselves.
From BrainyQuote, I appreciate this observation:
Every small business will give you an entrepreneurial way of looking at things. I guarantee you that for every plant that closes, if you gave it to one small-business person in that community, he or she would find a way to make it work. The small-business attitude is you always find a way to make it work.
Hamdi Ulukaya, Turkish businessman (b.1972)
The same is true of nonprofits! Our sector needs attitude change from within and from without. I would argue that we need to view nonprofits just as we do “small businesses”: integral, innovative, economic powerhouses focused on social good.
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Wharton Knowledge, “Does Trickle-down Economics Add Up – Or Is It a Drop in the Bucket?” (2017). “It’s not clear that most Americans believe that anything good will eventually trickle down to them from the still-unfinished [Trump Administration] overhaul. When asked who the Republican tax plan would help most, 76% of respondents to a December 2-5 CBS poll of 1,120 adults nationwide said it would be large corporations, with 69% saying wealthy Americans would benefit most. Just 31% named the middle class as winners, with “you and your family” trailing at 24%.”
Just as enough tiny droplets of water slowly fill a bucket, the growth of small businesses fills the U.S. economy. Big corporations might get a lot of attention when it comes to creating jobs, but small businesses employ more people and are more resilient when times get tough. Before coming up with something innovative that propelled them into growth, all big businesses once started out small. Not only are small businesses driving the U.S. economy, but they also keep the American dream alive.
Although I have not shared a thought piece in a while, that does not mean I haven’t been busy. I wanted to share a few updates from Carolyn’s Nonprofit Blog.
This summer, I updated my blog’s format to a new, more modern template. I also moved my disaster preparation articles and resource links to the main menu. And because some people in need reach out to me via my blog’s secure contact form, I also include a link in my main menu to HelpFinder by Aunt Bertha.
I have added a new article to my series, “A Brief Account.” The latest post concerns a working meeting with the late Tom Frost of Frost Bank and you will find the link below. For the update you are now reading, I share links to each individual brief account so you can easily access the discussions, sorted by the name of the person involved (alpha order).
Did you know:
When we read, brain networks involved in deciphering — or imagining — another person’s motives, and the areas involved in guessing what will happen next are activated, Neeley says. Imagining what drives other people — which feeds into our predictions — helps us see a situation from different perspectives. It can even shift our core beliefs, Neeley says, when we “come back out of the story world into regular life.”
These real life stories share what fundraising and working with philanthropists and public figures is actually like. I often say these are stories from “the trenches” of nonprofit fundraising. As the world has gone more “online,” professional fundraising staff have fewer chances to work as closely as I have with philanthropists and civic leaders. I hope that will change and a more “blended” approach – online and in-person meetings – will become the norm in the future. Each story focuses on normal development office tasks, from orchestrating special events to creating videos, from prospect research to finding just the right place for a donor meeting, from “asking” to assisting with estate planning.
James Avery, “An Episcopalian Rockstar” | I am an Episcopalian and I had the good fortune to work with one of the legends of the Episcopal Diocese of West Texas.
Fabio Lanzoni, “Fabio and Meetings Locations Matter” | This chance encounter with Fabio at a cafe in San Antonio is hilarious. I treasure the memory. I will forever regret not having my picture taken with him that day.
Darrell Royal, “Darrell Royal and Willie Nelson” | This brief account discusses one of my earliest career experiences working with a donor who wished to honor a close friend. The memory of that deeply meaningful discussion in Coach Royal’s office is one I treasure still today.
I hope your summer is going well. It is very hot here in Texas, and as a volunteer for Citizens’ Climate Lobby and the Austin Chapter, I have been busy sharing information about how our leaders can fix that. Follow my Twitter feed @cclatx and if you have questions, use the secure contact form to reach me.
As the year draws to a close, I wanted to thank my followers and visitors. As of this posting, 108 nations have visited Carolyn’s Nonprofit Blog this year. From Nepal to Luxembourg, Norway to Guatemala, Lebanon to Mongolia, and from the good old United States to Hong Kong, welcome to all! You are the reason I installed the Google Translate widget on my website.
This year marks my 10th anniversary on WordPress. Launched when I had just moved to San Antonio after a productive decade working in South Texas on a variety of major gift projects, Carolyn’s Nonprofit Blog continues today from my home office on the western edge of Austin in Bee Cave, Texas. Grant writing and ethics were topics of great interest to readers this year. Realizing my blog is a teaching tool, this year I added to the main menu links to a few slide presentations and videos that make the website even more helpful. I notice SlideShare received quite a few visitors that way!
This year involved more email mentoring, with several inquiries coming in via my secure contact form from people across the United States asking how they might transition to new careers in grant writing and fundraising. Questions about how to blog on WordPress also kept me busy, as my blog is quite searchable now after ten years online. Thanks to Google Search for the high rankings. Grants Professionals Association (GPA) and The Grantsmanship Center have received quite a bit of traffic via Carolyn’s Nonprofit Blog, and I am glad to see it. Both are trustworthy organizations from which you can learn a lot.
Since 2015, I have been the primary volunteer organizer of Nonprofit Tech Club Austin. It is a partnership involving TechSoup Global, NTEN: Nonprofit Technology Network and locally here in Austin, startup hub Capital Factory. As 2021 draws to a close and I peel off as lead organizer, I am delighted to see the club broaden its scope and become the TechSoup Connect Texas Chapter. Thanks to our volunteers this year and our valued partners. Your endorsement has meant so much! And we have more work to do. Follow the link above to sign up for program notifications and to obtain secure Zoom links direct to your inbox.
Normally at this time of year, I share my nonprofit predictions. Instead, I refer you to my fall 2021 post, “Nonprofit Fundraising: Reasons for Hope.” There are good reasons for hope, despite the many challenges we have faced!
In closing, I share below a menu of 2021 presentations and articles for ease of access. I enjoyed visiting with a wide variety of constituents across Texas and beyond, sharing my knowledge and insights. Thanks to those organizations for inviting me, and I look forward to 2022. In particular, mark your calendar for May 11: I will be giving a webinar on how to launch a career in nonprofit grant writing and fundraising – or transition from a for-profit position to a nonprofit one – for Qgiv. And on September 20, I look forward to speaking during the annual Crescendo Interactive Practical Planned Giving Conference on, “Using Technology and Data to Lay the Groundwork for Lean and Effective Major Gift Fundraising Campaigns,” which will be part of the “Navigating the Future” track. Check my Media Room for updates.
I hope to see you then, if not before!
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“Many in this generation are known for being well-educated, entrepreneurial, tech savvy and idealistic. They take risks, are bold and want to change the world. Unlike past generations, they want to make their passions, inspirations and desire to do good part of their identity—and part of their work. The lines between personal passions and professional engagements are already rapidly disappearing. As a result, this commitment to doing good in the workplace is quickly becoming the new norm that will define the generation.”
My experience is that Millennial and younger generations following on their heels are committed to a fixing the problems of society and to creating a better world at all levels. They are unafraid of tackling difficult challenges with creativity and conviction. And, they are already dominating the workforce. Their impact will continue to be far-reaching for decades to come. Hardly any American corporation today can afford to ignore them.
As I note in, “Nonprofits and Boomers: Are We Missing the Boat,” nonprofit organizations must also be mindful that Boomer and older generations are key for successful fundraising, for their knowledge and their valuable life experiences. Boomers are a generous generation and highly supportive of nonprofit endeavors, yet they are often seen as being stodgy and old fashioned.
Marketing professionals continue to focus on the young and the aesthetics of youth. And while many older adults do strive to be “younger” in some ways, as time moves forward and the aging population explodes worldwide, we are seeing a growing pride in being “older” and in the aesthetic preferences of older adults.
A few months ago, I approached a large national foundation that also has a substantial number of donor advised funds. I wanted to submit a proposal to fund an outstanding nonprofit project. But the nonprofit’s annual operational budget – being “under $1,000,000” – meant the foundation declined support based solely on that criteria. They would not take even a cursory glance at what the nonprofit is accomplishing, at how well it operates and how worthy it could be as a partner. On a personal note, what that foundation’s professional advisors also missed is that some of the Board members and donors of that nonprofit were capable of establishing donor advised funds. They would have been thrilled to receive even a modest grant and might have themselves become donor advised fund clients. But the “under $1,000,000” rule supplanted all other considerations. But why is operating budget size so important?
Since returning to Austin in 2013 and helping nonprofit “startups” bolster their infrastructure and credibility in order to secure more substantial donations, I have noticed some of them are reluctant to support younger nonprofits because they are, “too small.” Potential donors cite the nonprofits have not been in existence long enough (i.e., five years or more). Some decline because these smaller and younger initiatives have not had formal audits, which are an expensive undertaking for most small nonprofit organizations (and there are reputable alternatives). I visited with one foundation a few years ago that required every nonprofit applicant to have four consecutive years of professional audits. That is way over the top. I advised focusing instead on gold-level or higher GuideStar profiles, and GreatNonprofits reviews by those actually involved with and volunteering for the nonprofits applying.
The fact is, many of these startups and young nonprofits are lean staff- and budget-wise, and they operate highly efficiently. They accomplish amazing things with relatively little and the staff are deeply loyal to their missions. In my opinion, there seems to be a disconnect between the donor and professional advisor sectors, and the vast majority of nonprofit organizations, which are in fact smaller in size.
“The majority of nonprofits (66.3%) have annual budgets of less than $1 million. From there, as organization size increases, the number of nonprofits decreases. For every 1 powerhouse (annual expenses more than $5 billion) nonprofit, there are thousands of grassroots organizations.”
My hope is for deeper, long-term partnerships between younger and older generations, the latter holding significant disposable income to make charitable donations. Boomers and older adults (and their professional advisors), often focus their charitable giving on tried-and-true nonprofits that have been in existence for many years. That is certainly their choice to make, but having seen nonprofits large and small in some detail as a professional fundraiser, I can say without hesitation many of younger and smaller nonprofits, startups and social good enterprises are more efficient and more likely to create positive change in society than the older, top-heavy ones. But these younger initiatives are often seen as being, “riskier.”
Lose your fear and support startups and smaller nonprofit organizations. Younger generations are – and will be – driving much of the social change ahead. We need to trust and encourage them. But also, younger generations need to engage older citizens and tap their knowledge and enthusiasm for social good, as well as their charitable donations. Together we can change the world for the better.
“Furthermore, demographic trends make it clear that over the next decade increasingly greater numbers of Millennials will be elected to office, giving them the power to enact laws that can change how corporations are governed and what responsibilities those entities owe to all of their stakeholders. When that happens the entire edifice of corporate governance constructed on the idea of only maximizing shareholder value will come crashing down and a new foundation for American corporations, built on trust and the values and beliefs of Millennials will arise in its place. Those companies that dedicate their future to changing the world for the better and find ways to make it happen, will be rewarded with the loyalty of Millennials as customers, workers and investors for decades to come. Those that choose to hang on to outdated cultures and misplaced priorities are likely to lose the loyalties of the Millennial generation and with it their economic relevance.”
It is hard to imagine, but across the United States there are still many who have no idea how to use a computer. And while most people own mobile phones, access to wireless remains a constant challenge.
I don’t know about you, but I am highly cognizant of how most job applications are only available online today. Not knowing how to use email, Microsoft Word and the Internet (or simply not to have ready access to a wireless “hot spot”), prevents some from applying for jobs, pays bills, submitting inquiries for essential information, completing medical forms and the like. Even if “computer skills” are not part of the job description, to apply one must normally have access to a computer of some type. Time sheets, product inventories and cash registers are all connected to complex corporate networks, and they require employees to be competent – at least in a basic fashion – with using technology.
Austin Free-Net, a nonprofit with which I worked briefly a few years ago, and others including the City of Austin are working diligently to address these now-essential technology training needs. Fomer AFN Director Juanita Budd noted:
“When citizens cannot find work and families cannot support themselves, the repercussions echo throughout the community. Less people working means less tax revenue, while simultaneously there is an increased pressure on social services providers. A family might need an older child to quit school and go to work, which means the cycle of low-paying jobs continues for another generation. Improving the education and technical acumen of our residents will draw more businesses to Austin, increasing tax revenue and reducing unemployment. In short, a computer literate population makes a city stronger economically and makes us more attractive to new industry.”
During a Social Solutions Impact Summit in Austin a few years ago, Robert F. Smith of Vista Equity Partners spoke with Kristin Nimsger, CEO of Social Solutions. Part of the discussion is found in my Facebook Live video. Robert discusses the need for effective use of data, the increasing digitization of business globally, and how everyone is struggling to keep up! This is certainly true for those who find themselves in low income and under served communities.
“In making this film I really began to understand the depths of the issue and the fact that there are over a million classrooms in this country that don’t have adequate broadband, a huge number of kids who don’t have access to computers, and the reality that 77 percent of jobs are going to require technology education and background by the year 2020.”
“As inclusive as the Web can seem, it’s not yet an equal playing field. More than half the world is still without it; emerging economies and marginalized communities are often the last to gain access. Far fewer women are using the Internet than men. And without diversity among its creators, the Web itself will reflect unconscious biases, while personalizing algorithms can reinforce our own.”
I urge you to find the organizations in your community working to alleviate the “digital divide” and support them today. People of every generation and nation need to be included, and the time to start is now!
A few nonprofits tackling digital inclusion in Central Texas:
When Hurricane Harvey began to threaten the Texas Coast, one of my foremost concerns was its potential impact on Texas Sealife Center. I met founder Dr. Tim Tristan before I moved from Corpus Christi about seven years ago. He shared his vision of a veterinarian-driven wildlife rescue and rehabilitation center to aid shorebirds, raptors and sea turtles with me back then, and I have never forgotten.
In 2011, Texas Sealife Center was established, and it has not looked back since. The Center is all-volunteer and it has been highly successful in helping animals caught in and injured by fishing lines, those that have ingested fishing lures, metal and plastic objects of all varieties, as well as those that have sustained physical injuries and contracted troublesome diseases.
Tim and I have kept up remotely on Facebook. This summer, I agreed to help with some grant research and writing. The Center’s goal is to secure new equipment to support its medical and rehabilitation activities, with an emphasis on sea turtles. Sadly, the number of stranded and injured animals in the Coastal Bend of South Texas continues to increase. And, more sea turtles require help than ever before.
As the volunteers have done time and again, they made themselves available 24-7 to aid wildlife caught in Hurricane Harvey and its aftermath. One of the Center’s primary partners is the ARK, or the Animal Rehabilitation Keep of the Marine Science Institute of The University of Texas at Austin, located further north on the Texas Coast. The ARK was heavily damaged during Hurricane Harvey, and Texas Sealife Center gladly took-in injured wildlife that could not be successfully released there. They continue to provide critical medical care and a safe haven until the animals can heal and be released into their natural habitats. Facebook became a powerful platform for conveying the work of Texas Sealife Center during this challenging time.
Aside from researching and submitting proposals for the Center’s urgent equipment needs, one of the most important things I did for this relatively young nonprofit was to create a meaningful GuideStar profile and to obtain the gold seal for transparency. Quite a few nonprofits with which I have worked fear they must have raised a lot of money and have well-known Board members, for instance, before establishing a full profile on GuideStar.
But what GuideStar is about is not money as much as it is how transparent nonprofits are about their operations and programs, their tax statements, future plans and more. GuideStar is about trust and honesty. And hopefully, by taking the worthwhile step to secure the gold seal will inspire even greater confidence by prospective donors in the Center and its management, with the current capital campaign in mind.
I have worked with nonprofit organizations large and small. Many of the larger ones have accomplished less than the smaller ones! Donors must be wary that a well-known “name” and a list of prominent Board members does not guarantee professional operations, efficiency, and genuine dedication by the leadership and staff.
I have found small nonprofits and startups work exceedingly hard, and their volunteers are often more dedicated than those supporting organizations with ample budgets and long tenures. After a long career in major gift fundraising, some of my most fulfilling projects have involved helping small groups build the credibility necessary to inspire significant donations. With this in mind, I urge you to support Texas Sealife Center, and please follow its progress on Facebook. Thank you!
You might enjoy reading my LinkedIn blog post from 2014, #2030NOW, which addresses startups and innovative young nonprofit concepts, and my hope more “Boomers” will fund them.
I have wanted to discuss this topic for a long time, but I have struggled with how best to go about it. I have not known a nonprofit support organization to tackle this topic in a realistic way, yet it is especially important for new staff, especially those in development. I do think some acknowledgement by leaders in our sector would be helpful, as would developing some “mindset” training into our industry’s regular regimen of educational conferences.
When I obtained my first nonprofit position, I bonded with the organization, its image and mission totally. To my mind, we were inseparably linked. The two did not exist apart from one another! I was young, learning at a fast pace, and I absolutely loved the organization. It felt like a perfect fit.
Four years later, two supervisory changes and a decline in our local economic climate meant I had become frustrated. I started looking for a new position. Eventually I moved on (and up) with my career. But mentally, this was a tough change. My entire self worth was bonded to the nonprofit; once I departed, I felt adrift. I had also gotten to know many of the leading donors and volunteers as well. They felt like family. But I had to learn how to separate myself from that environment and those closely associated with it, and to “let go.”
Now, it is true that some of those same philanthropists are friends and professional colleagues today, more than twenty five years later. But the pain of leaving my first nonprofit family and friends was hard. But something important happened. I underwent a crucial mental change.
I acknowledged I had to move on for my own reasons;
I realized those donors still loved the nonprofit I was leaving (even though I no longer did);
I acknowledged that I should respect that loyalty (how could they get along without me?); and
I looked ahead, recognizing that it was entirely possible I would interact with my former nonprofit donors in future jobs.
Those realizations marked a significant change in attitude and helped me succeed in my future positions. The moment this shift occurred, it became possible for me to be friends with many of the philanthropists with whom I worked over the years in the sense we became comfortable talking about philanthropy more broadly, we shared general advice and personal life experiences. Mutual respect had been established. “Letting go” was a mature step forward that I needed to take.
Which is to say, nonprofit development professionals are not the sole spokespersons for the organizations with which they work. Directors, program officers, curators and even groundskeepers have their own relationships. Regrettably, I have experienced intense jealousy by other staff members when they see how comfortable I am with donors. Some have attempted to get rid of me entirely, feeling there is too much competition! But in truth, I have mentally separated myself in such a way that I fully understand the nonprofit with which I am currently working will go on long after I am gone. If I can make appropriate connections to benefit the project at hand, I definitely will. But I do not “own” any donor. The decision to become involved and to donate is entirely theirs.
Some staff can see you as a threat to their own (self) appointed position as, “the best friend of the donor.” I have discovered this with executive directors and department heads, for example. But I urge you, regardless and for your own well being, separate yourself from the organization mentally. You have your own life and are a person of value without or without the nonprofit.
Represent your organization in an absolutely first class fashion 24-7, even when you are not working. But also, step out of the picture if you become uncomfortable. I have discovered donors and volunteers (and the nonprofit organization) will appreciate you more if you follow this advice, and you will earn their trust for a lifetime.
Notes and Thoughts
Nonprofit work can inspire a stronger emotional attachment psychologically than corporate work, at least in my experience. This is especially true with those new to the nonprofit sector and in my case, with younger, inexperienced staff members. The organization’s leadership should be mindful of this dimension of their work and be sensitive to it. Today, employees change jobs fairly frequently and if you can part ways in a civil fashion, giving the less experienced staff a positive boost as they march out the door, everyone will be better off. That can be a tough assignment, but I believe it is a worthy one.
The Donor Relations Guru has posted a thoughtful article I enjoyed, “Team Player or Individual Contributor?” (April, 2017). I admit, I like the point of view conveyed. “They say in fundraising there’s an 80/20 rule, that 80% of the money comes from 20% of the donors. I have my own 80/20 rule for working and implementation and its one that may strike home for you too. 80 percent of the work gets done by 20 percent of the employees.” I have been hired a few times to do work the staff either tried to do and failed, or refused to do at all. I have also been hired to achieve “the impossible,” only to have other staff take my laurels when I am done with my work. I sometimes say in my mind, “if you could have done the job without me, why didn’t you?” I often wonder why these kinds of employees retain their jobs, but they always seem to.
Founder’s Syndrome is something I have encountered occasionally in my work over the years. Here is an article by Jeff Jowdy for NonProfitPRO (2013), “9 Ways for Nonprofits to Overcome ‘Founder’s Syndrome’.” Founder’s Syndrome is a bit more dangerous phenomenon than youthful attachment to an organization. “Founder’s Syndrome can be particularly devastating to fundraising. If a founder is not open to increased accountability as an organization grows, donors will become increasingly suspicious and may eventually flee.” This is where my personal “rub” has occurred in the past, when an Executive Director becomes threatened and unnecessarily jealous of my contacts and fundraising success. I have learned to step back, and if a resolution cannot be reached – despite my being the primary tie to the donors – I have removed myself from the situation. And a few times, the donors have gotten upset with me. But truly, I had no choice.
You might enjoy reading Oliver Burkeman for The Guardian, “Beware the Gravitational Pull of Mediocrity” (2015). Sometimes when people strive for excellence, organizational strife can result. Innovators can be viewed as dangerous! And sometimes, the one achieving excellence can be seen as a threat, and they may ultimately be pushed out. I have also seen mediocre employees remain on staff at nonprofit organizations, and for decades. They are neither terrible at their jobs, nor excellent. Go figure. Personally, I think mediocrity is an underappreciated survival skill.
Jennifer Verdolin Ph.D. wrote for Psychology Today, “Is It Only Natural for Us to Be Jealous?” (2014). “We humans not only have the tendency to become jealous over imagined threats, we also don’t often seem to take into account the ‘cost’ of certain behaviors.” I think educational programming for development professionals on dealing with jealousy would be an excellent idea.
This post was written a few years ago, not long after I returned to Austin. I had become a ONE Campaign volunteer while waiting out the economic downtown in San Antonio. In summer 2013, I returned to Austin to work with a new nonprofit to help ramp-up its major gift fundraising activities.
The Electrify Africa Act of 2015 – “Helping sub-Saharan Africa increase modern electricity access will save lives, boost education, alleviate extreme poverty and accelerate growth.“
After many years of intense major gift fundraising work with a number of worthy nonprofit projects across the state of Texas, the economic downturn allowed me “quiet time” to return to some of my other life interests. From my grade school days, I was fascinated by Africa and the Middle East. I watched television programs and voraciously read Time Life books my parents had acquired for my sister and I. When I was in high school, my parents took our family on a month-long trip to the Middle East and North Africa, where my interests were deepened even further.
“ONE is a campaigning and advocacy organization of more than seven million people around the world taking action to end extreme poverty and preventable disease, particularly in Africa.
We believe the fight against poverty isn’t about charity, but about justice and equality.
Whether lobbying political leaders in world capitals or running cutting-edge grassroots campaigns, ONE pressures governments to do more to fight AIDS and other preventable, treatable diseases in the poorest places on the planet, to empower small-holder farmers, to expand access to energy, and to combat corruption so governments are accountable to their citizens. Cofounded by Bono and other activists, ONE is strictly nonpartisan.”
Why should someone like me support critical needs like electricity for Africa?
First, let me share an insight:
“This notion that we can be an island unto ourselves, I don’t think is realistic in the world we live in … But this notion that we should cut off all foreign aid, when it’s less than 1 percent of the budget and when it’ll isolate us from the world and hurt our national security – I don’t think that makes sense.”
I believe Africa represents the future of our world. It has so much promise on every level! But also, allowing horrible living conditions, dire poverty, disease and ignorance to persist means many issues here at home like national security are negatively impacted. Problems overseas can quickly become our own problems, as we have seen time and time again. With relatively little expense, these international challenges can be alleviated for the benefit of the entire human race.
“In sub-Saharan Africa, more than 620 million people do not have access to electricity. Thirty seven countries in sub-Saharan Africa have a national electrification rate of below 50 percent. These endemic power shortages affect all aspects of life. The President and Congress are working with African leaders, civil society organizations, and the private sector to dramatically change this dire situation. We know energy access is one of the most urgent priorities for people in sub-Saharan Africa with one in five Africans citing infrastructure – including electricity – as their most pressing concern.
The lack of electricity impacts people’s lives in at least five major ways, with a disproportionately negative impact on girls and women.”
“Africa’s 900 million people use less energy than Spain’s 47 million. In sub-Saharan Africa, 621 million people have no electricity whatsoever. Each year, 600,000 Africans – half of them children – die from household air pollution, caused by fuelwood and charcoal used for cooking.”
Clearly, the world must support African leaders as they work to improve this dire situation.
When reading African literature, I was inspired by its grace and wisdom. As Nigerian writer Chinua Achebe said,
“Once you allow yourself to identify with the people in a story, then you might begin to see yourself in that story even if on the surface it’s far removed from your situation. This is what I try to tell my students: this is one great thing that literature can do – it can make us identify with situations and people far away.”
That is exactly what African literature did for me. You might consider African authors the next time you are seeking a good book to read.
Please support ONE Campaign and help release millions of Africans from the grip of extreme poverty. It costs you nothing but your voice.
In 2018, I undertook a DNA test with Ancestry.com. Our family has long suspected we had African roots on my mother’s side. That turned out to be true, with 1% of my DNA being from Cameroon/Congo/Western Bantu Peoples (DNA research is updated as new information becomes available, and this percentage has remained the same since 2018).
You might also enjoy reading this Brookings analysis, Foresight Africa: Top Priorities for the Continent in 2019.“Africa is brimming with promise and, in some places, peril. With its array of contributions, this year’s edition reflects both the diversity of the continent and the common threads that bind it together. With that aim, we hope to promote and inform a dialogue that will generate sound practical strategies for achieving shared prosperity across the continent.”
“The mission of Great Promise for American Indians is to preserve the traditions, heritage and culture of American Indians, and to support the health and education needs of their youth and families. We do this to honor the past, and to ensure the future.” I urge you to review the website and consider supporting Great Promise!
The mission statement above brings to mind a concept I hold true in my own profession: nonprofit fundraising professionals should both honor the past – traditional, proven methods of educating, cultivating, soliciting and stewarding relationships with donors – while also adopting new methods. In this way, we will ensure a sustainable future for the nonprofit organizations we support.
The iPhone photograph above features a striking Indian in colorful formal dress using a mobile phone to photograph the traditional dances taking place on the floor below. He summarizes well the theme of this post!
npENGAGE noted in, “5 Ways Technology Will Shape the Nonprofit Sector” back in 2014 (and still true today), “Think back even five years ago, ten years ago – how different is the nonprofit landscape now compared to then? It’s pretty dramatic.” Follow the link to read about the five trends: mobile, analytics, software, cloud and social media.
In, “Enhacing Your Major Gift Fundraising Strategy with Analytics” by Carol Belair (August, 2015), she wisely notes,
“Growing a relationship over time with newly identified prospects is key to developing or enhancing major gifts programs or initiatives. Keep in mind that even though an analytics project may identify a new crop of prospects able and willing to give more significant gifts to your organization, the scores themselves don’t guarantee that you will raise a particular amount of money or that individuals will give you a more significant donation.”
One of my earliest posts focuses on using “high tech” research methods to identify major gift prospects. I consider those methods to be invaluable. I have seen firsthand how major gift campaigns that at first appeared to lack an adequate number of prospective donors, suddenly have a dearth of them once proper research was conducted.
The best of both worlds when it comes to major gift fundraising includes detailed research and analysis using the latest technologies, combined with traditional methods of education, cultivation, solicitation and stewardship, all with genuine caring and thoughtfulness on the part of the development professionals involved.
But the nonprofit sector still has work to do when it comes to marrying traditional and modern approaches to fundraising and communication. Nonprofits generally fail to engage current and potential donors using social media, for instance.
The New Hampshire Business Review notes in, “Charities Don’t Make the Grade on Social Media Scorecard” (October, 2015):
“’While the overwhelming majority of organizations are on social media and do a good job of posting regularly, very few use these channels to genuinely engage with their constituents,’ said Rick Dunham, president and CEO of Dunham+Company, a consulting firm specializing in nonprofit fundraising and marketing. ‘Charities generally use social media channels to advertise events or as a ‘billboard,’ but rarely do they use them as a way to engage donors in conversation. This will be important to remember as we approach the holiday giving season.'”
One of the prevailing themes of Carolyn’s Nonprofit Blog is that high net worth households own more digital devices than the general population, and they are highly active on social media. They conduct business and spend their leisure time using a variety of convenient mobile devices. It makes sense for nonprofits to use these tools to communicate with and engage those capable of making significant charitable donations.
Pew Research Center notes in, “U.S. Technology Device Ownership: 2015” (October, 2015):
“… Device usage has notable social and cultural implications, and there are sometimes important political and macroeconomic consequences to the way people use their gadgets. For instance, every major media industry – those built around video, audio and text – has been disrupted by these devices.”
Some fundraising professionals remain focused entirely on less modern methods in major gift fundraising. And, I have taken the “heat” for my blended approach on more than one occasion. But the fundraising profession is changing. My discovery is one person can accomplish a great deal when armed with the proper technology, software and positive attitude.
I have been a respectful adherent of the Donor Bill of Rights since entering the field of nonprofit fundraising back in the 1980s. The Association of Fundraising Professionals (AFP) notes:
“Philanthropy is based on voluntary action for the common good. It is a tradition of giving and sharing that is primary to the quality of life. To ensure that philanthropy merits the respect and trust of the general public, and that donors and prospective donors can have full confidence in the nonprofit organizations and causes they are asked to support, we declare that all donors have these rights.”
But after many years working in the trenches of nonprofit fundraising, I believe a Nonprofit Fundraisers’ Bill of Rights is also in order.
Below, I have listed the Donor Bill of Rights along with commentary from the nonprofit fundraiser’s point of view. I would urge AFP and similar support organizations to develop their own formal statements about the rights of fundraising professionals. In my experience, fundraising is a two-way street, and the devaluation of fundraising professionals within the nonprofit sector – and their too short tenures on the job – is a critically important topic to be addressed.
I. To be informed of the organization’s mission, of the way the organization intends to use donated resources, and of its capacity to use donations effectively for their intended purposes.
Nonprofit development staff are sometimes asked to solicit donations but over time, they may discover the funds they solicited are not being used as originally discussed. The nonprofit may be unable to effectively carry out the project as intended.
Development staff can be tremendous allies in this situation. They should be informed and given the opportunity to translate changes to the donors they solicited, thereby ensuring an honest relationship and retaining personal, professional and organizational integrity.
Sometimes nonprofit organizations fear a negative reaction from donors if a change of direction with an important project is necessary. But I have found if changes and challenges are aired in a forthright manner, donors appreciate the candor and often continue to give more.
II. To be informed of the identity of those serving on the organization’s governing board, and to expect the board to exercise prudent judgment in its stewardship responsibilities.
This is good protection for fundraising professionals as well. Development professionals need to be able to learn about, meet and interact with those serving on the Board in order to function properly in their jobs. But sometimes senior executives prevent interaction between development professionals and staff and Board members. This is a mistake.
Most Board members welcome the advice and support of development staff. If they do not interact, problems may ensue. Development professionals are donor advocates and allies. When allowed to do their job properly, the better the reputation of the nonprofit, its Board, and each and every donor with whom they work.
I once listened to a foundation staff member arrogantly proclaim they would only be “friends” with donors, not “development officers,” as if being a development officer is a lowly office. Beware: oftentimes the development officer is one of the most knowledgeable staff member at the nonprofit organization, one who cares about the organization’s donors the most. They will fight for you if you allow them to do so.
III. To have access to the organization’s most recent financial statements.
Not only should nonprofit development staff have access to Form 990s – which today one can find readily on Candid – they should be encouraged to review those financial documents and to become knowledgeable about them. As donors and professional advisors become savvier (and more discerning), being armed with this knowledge is essential to functioning properly on the job. To read more about the importance of Candid and GuideStar, follow the link to my post, “GuideStar: Invaluable Nonprofit Resource” (2021).
IV. To be assured their gifts will be used for the purposes for which they were given.
Similar to the first tenet discussed, development staff should be informed if a donation is not being used for its intended purpose. Sometimes, program staff and others in positions of leadership fail to share changes with the development department. Nonprofit fundraisers should be given the opportunity to learn about and to discuss any changes in terms of the project(s) funded with the donor(s) they solicited originally.
V. To receive appropriate acknowledgement and recognition.
Those of us in the nonprofit sector know it is often the case that volunteers help open doors and solicit gifts from individuals, families, foundations, corporations and government agencies. They deserve recognition and thanks for their efforts. But sometimes it a fundraising professional on staff who has conducted the research necessary to identify donors, and they are the ones who have made the all-important introduction and secured the gift.
Hard work and successful staff achievements should be acknowledged and recognized by nonprofit administrators and members of the Board. Yes, volunteers need and deserve recognition, but don’t forget the development staff. Retention of quality development staff is one of our sector’s greatest challenges. Although reserved when it comes to religious opinions, I like this quote by Joel Osteen:
“Praise is powerful. Praise will break chains, turn problems around and defeat enemies. Praise will give you the victory.”
VI. To be assured that information about donations are handled with respect and with confidentiality to the extent provided by law.
Sometimes development staff are not kept in the “loop” when donations are announced by organizational representatives verbally, online or in print. Fundraising staff must guide the announcement process and help the nonprofit they represent maintain the wishes of each donor regarding confidentiality, proper name spelling, announcement timing and the like.
Sometimes, marketing and public information specialists chafe when partnering with development staff. I have noted one concern is they perceive their work to be “pure” – they seek to represent the institution factually to the public and to the media, and they do not wish to be “tainted” by discussing donors. But nonprofits survive by securing charitable donations, and these two staff functions must work together harmoniously.
VII. To expect that all relationships with individuals representing organizations of interest to the donor will be professional in nature.
This tenet is also true for nonprofit fundraisers. Development staff should not feel that in order to cultivate a donor relationship they must run personal errands for donors, become a personal driver or shopper, or conduct other business unrelated to the nonprofit organization and its mission.
Should a donor or prospect become verbally abusive or make improper advances, development staff should be encouraged to report such activity to their superiors, and they should expect to be protected. They should not fear being fired.
Nonprofits are hungry for charitable donations, but we as a sector must retain integrity. Nonprofit organizations should not allow improper behavior by donors or potential donors because they are desperate for funding. Of course, handling delicate situations diplomatically is essential.
VIII. To be fully informed regarding who is responsible for securing donations, whether they be volunteers, fellow employees of the organization or hired solicitors.
Nonprofit development staff may be assigned other tasks while volunteers and/or consultants assume the task of soliciting donations for special projects. A clear delineation of duties and assignments is essential. All must work together and avoid competing needlessly. Transparency across roles and teams is essential for the organization to succeed in its fundraising activities.
Yes, I have witnessed nonprofit staff attempting to sabotage the work of well meaning fundraising consultants. The reasons for this are many, from personal jealousy to sincerely believing the reason for hiring a consultant was wrong. The potential for harmful interference must be anticipated and monitored. Reduce anxiety by making sure everyone on the team understands what is going on, and why.
IX. To have the opportunity for their names to be deleted from mailing lists that an organization may intend to share.
Separate divisions of nonprofit organizations sometimes maintain their own mailing lists. To ensure compliance with donor wishes and confidentiality, development staff should also be encouraged to review the mailing lists of divisions other than their own and to request changes as necessary. This is what we call today, “breaking down silos.”
It is also true that the use of emailing platforms like Constant Contact, iContact, MailChimp, Emma and the like provide the opportunity for anyone on a mailing list to remove themselves immediately. This helps nonprofits comply with the federal CAN-SPAM Act. Knowledge of the Act should be standard for any nonprofit fundraiser.
X. To feel free to ask questions when making a donation and to receive prompt, truthful and forthright answers.
It goes without saying, to represent a nonprofit to the public and to respond to donor and potential donor inquiries, development staff must ask questions of fellow staff in order to fully understand the current status of activities that have been underwritten by donors. Nonprofit leaders should encourage those inquiries.
My experience is the public is not aware that development staff are often as knowledgeable about the inner workings of their nonprofits as the director, senior program officers, and members of the Board. Anyone who researches and writes grants knows a comprehensive knowledge of the nonprofit is required to achieve success. Development staff are not just hired to be “nice” to donors and to organize parties. Their work is essential to the survival of the nonprofit, and to do it well requires in-depth knowledge and commitment.