After three days here with nonprofits of all types, I am confident that I am correct in relaying this information to all: The most important issues facing charities in the United Kingdom....not in priority order
1. Funding: There is not enough.
2. Accountability: While a good thing, there is increasing and usually unnecessary oversight.
3. Boards: Not enough interest in the organization or too much interest in management rather than policy.
4. Not enough new (read younger) volunteers and board members coming in the door.
5. More and more administrative requirements and needs (audits, IT, etc.) without resources to provide them.
Do any of these sound familiar? Do all of them?
I thought so. No matter where you are on the planet, the big issues are still the same. My good friend Carol Weisman, President of Board Builders, went to do training in Australia last year, and reported the same thing. Friends who work in India, China, and Africa report the same issues, in varying degrees.
The moral of the tale? We all are human, and "our" issues are not as unique to us as we would like to think they are.
Home tomorrow.
Wednesday, March 23, 2005
More same than different
After three days here with nonprofits of all types, I am confident that I am correct in relaying this information to all: The most important issues facing charities in the United Kingdom....not in priority order
1. Funding: There is not enough.
2. Accountability: While a good thing, there is increasing and usually unnecessary oversight.
3. Boards: Not enough interest in the organization or too much interest in management rather than policy.
4. Not enough new (read younger) volunteers and board members coming in the door.
5. More and more administrative requirements and needs (audits, IT, etc.) without resources to provide them.
Do any of these sound familiar? Do all of them?
I thought so. No matter where you are on the planet, the big issues are still the same. My good friend Carol Weisman, President of Board Builders, went to do training in Australia last year, and reported the same thing. Friends who work in India, China, and Africa report the same issues, in varying degrees.
The moral of the tale? We all are human, and "our" issues are not as unique to us as we would like to think they are.
Home tomorrow.
1. Funding: There is not enough.
2. Accountability: While a good thing, there is increasing and usually unnecessary oversight.
3. Boards: Not enough interest in the organization or too much interest in management rather than policy.
4. Not enough new (read younger) volunteers and board members coming in the door.
5. More and more administrative requirements and needs (audits, IT, etc.) without resources to provide them.
Do any of these sound familiar? Do all of them?
I thought so. No matter where you are on the planet, the big issues are still the same. My good friend Carol Weisman, President of Board Builders, went to do training in Australia last year, and reported the same thing. Friends who work in India, China, and Africa report the same issues, in varying degrees.
The moral of the tale? We all are human, and "our" issues are not as unique to us as we would like to think they are.
Home tomorrow.
Sunday, March 20, 2005
Different Country, Same Issues
First post from London for this year. What a vibrant city, even on a grey day.
Got into a wonderful conversation with my driver in from Heathrow. He and his wife are Croation, both left during the war and were "saved" in his words by a local Croation NGO during the worst of the fighting. He thinks nonprofits (NGOs) are terrific.
Another conversation with three people (all Brits) next to me in a cafe here in Islington started about my crutches and injury and soon moved on to charities, as they are called here in the U.K. They were concerned about the U.K. looking bad compared to the US in relation to people's willingness to contribute time as well as money to charitable causes. I suggested to ways to help more and places to contact.
The Russell Commission here has studied the issue of getting more youth involved in charitable causes. Their report is found at the link above. The findings are SO similar to the issues in the States it makes my head hurt.
I give my master class in marketing tomorrow, and then I have a free day to cruise. Wednesday is the big NCVO Trustee conference where I'll be doing a workshop on generation change, sitting on an expert panel, and in general, hanging out with good people. I was the keynote at this conference in 2004, so expect to see many familiar faces.
Got into a wonderful conversation with my driver in from Heathrow. He and his wife are Croation, both left during the war and were "saved" in his words by a local Croation NGO during the worst of the fighting. He thinks nonprofits (NGOs) are terrific.
Another conversation with three people (all Brits) next to me in a cafe here in Islington started about my crutches and injury and soon moved on to charities, as they are called here in the U.K. They were concerned about the U.K. looking bad compared to the US in relation to people's willingness to contribute time as well as money to charitable causes. I suggested to ways to help more and places to contact.
The Russell Commission here has studied the issue of getting more youth involved in charitable causes. Their report is found at the link above. The findings are SO similar to the issues in the States it makes my head hurt.
I give my master class in marketing tomorrow, and then I have a free day to cruise. Wednesday is the big NCVO Trustee conference where I'll be doing a workshop on generation change, sitting on an expert panel, and in general, hanging out with good people. I was the keynote at this conference in 2004, so expect to see many familiar faces.
Saturday, March 19, 2005
Over the Pond
Headed back to the U.K in about 6 hours. I'm really looking forward to it. I love the people there, and get a chance to be reminded that nonprofit issues are nonprofit issues no matter where we are on the globe.
I'll have people come up to me and say things like "I know you probably don't have this problem in the States, but our board members some time seem out of touch, or try to take over management". or "Our foundation funders don't seem to understand what we really do."
Sound familiar?
Should be fun, and now that I can actually walk short distances without crutches and am cruising around in regular shoes, this trip is going to be a lot easier than I had feared five or six weeks ago.
Next post from the Greenwich Mean Time time zone.
I'll have people come up to me and say things like "I know you probably don't have this problem in the States, but our board members some time seem out of touch, or try to take over management". or "Our foundation funders don't seem to understand what we really do."
Sound familiar?
Should be fun, and now that I can actually walk short distances without crutches and am cruising around in regular shoes, this trip is going to be a lot easier than I had feared five or six weeks ago.
Next post from the Greenwich Mean Time time zone.
Friday, March 18, 2005
Difficult issues
My book clubs this week talked about the 5 Temptations of A CEO, and Covey's 8th Habit. It was a terrific set of discussions with people from all over the US. One person noted that these discussions (each with about 10-12 people on the phone) refreshed her because she was reminded of what terrific people are in our field.
The other thing that this month's conversations reminded of yet again is how much time managers spend and frustration they with two things- enforcing the rules fairly and consistently, and engaging groups in vibrant, and yet not personal discussion and positive argument.
Pretty much everthing we read, including books like Good to Great emphasize the need for constructive discourse to make the organization better. And all you have to do is watch people for a week and you know that the thing they resent the most are issues around "fairness", so if managers treat them differently than others, it hits a hot button.
And yet we still struggle with these two gordian knots of management, trying to find the right balance between being sensitive to individual needs and not having any rules at all. Trying to craft a group of people into a set of seekers--trying to make the organization better while suppressing their ego, so that group discussions that may well dis their area of responsibility aren't taken personally and are seen as positive to the organization.
I wish I had a solution, but I know it's just a relentless discipline of careful thought, trying to do the right thing all the time, and thinking on our feet. And we'll get it right more than we get it wrong, but we won't always get it right.
Oh, yeah. We're human.
Which, of course, is what makes it so much fun.
The other thing that this month's conversations reminded of yet again is how much time managers spend and frustration they with two things- enforcing the rules fairly and consistently, and engaging groups in vibrant, and yet not personal discussion and positive argument.
Pretty much everthing we read, including books like Good to Great emphasize the need for constructive discourse to make the organization better. And all you have to do is watch people for a week and you know that the thing they resent the most are issues around "fairness", so if managers treat them differently than others, it hits a hot button.
And yet we still struggle with these two gordian knots of management, trying to find the right balance between being sensitive to individual needs and not having any rules at all. Trying to craft a group of people into a set of seekers--trying to make the organization better while suppressing their ego, so that group discussions that may well dis their area of responsibility aren't taken personally and are seen as positive to the organization.
I wish I had a solution, but I know it's just a relentless discipline of careful thought, trying to do the right thing all the time, and thinking on our feet. And we'll get it right more than we get it wrong, but we won't always get it right.
Oh, yeah. We're human.
Which, of course, is what makes it so much fun.
Thursday, March 10, 2005
Walk a Mile (or have a meal) in My Shoes
As someone who is very interested in more integration in society for people with disabilities, I love this:
Heard on NPR this AM about a restaurant in Zurich called the Blind Cow where patrons dine in complete blackout, served by bartenders and waiters who are blind. It is apparently an amazing sensory experience, very popular, and other restaurants in Europe have opened with the same theme, although I'm not aware of any in the US. If you are, let me know.
Here's the link to the NPR audio, and a link to an article, and another article.
What a great idea - and what a good lesson for all of us about experiencing things from others' point of view.
Heard on NPR this AM about a restaurant in Zurich called the Blind Cow where patrons dine in complete blackout, served by bartenders and waiters who are blind. It is apparently an amazing sensory experience, very popular, and other restaurants in Europe have opened with the same theme, although I'm not aware of any in the US. If you are, let me know.
Here's the link to the NPR audio, and a link to an article, and another article.
What a great idea - and what a good lesson for all of us about experiencing things from others' point of view.
Wednesday, March 09, 2005
Books worth your time....
Two new books for by book clubs this month that are worth your time....
First, a short, easy, and very worthwhile read is found in
The 5 Temptations of the CEO by Patrick Lencioni. It's a short fable chock full of good stuff for managers and leaders.
Second book is long, but very worthwhile. Steven Covey's The 8th Habit is great. Includes a DVD full of short movies that illustrate Covey's points. I have more underlining and comments in this book than in any other I've read in the past year or so. If you have a long drive time, you might want to get the audio CD.
These are books that belong in your head, not on your shelf.
And, a big welcome to all the readers of Harvard Business School's Working Knowledge. The publication featured the Mission-Based Management Blog....glad to have you with us.
First, a short, easy, and very worthwhile read is found in
The 5 Temptations of the CEO by Patrick Lencioni. It's a short fable chock full of good stuff for managers and leaders.
Second book is long, but very worthwhile. Steven Covey's The 8th Habit is great. Includes a DVD full of short movies that illustrate Covey's points. I have more underlining and comments in this book than in any other I've read in the past year or so. If you have a long drive time, you might want to get the audio CD.
These are books that belong in your head, not on your shelf.
And, a big welcome to all the readers of Harvard Business School's Working Knowledge. The publication featured the Mission-Based Management Blog....glad to have you with us.
Sunday, March 06, 2005
Group giving
As regular readers know, I am not a fund-raiser/development person, but I do like great ideas in giving.
One such idea is SO 21st century--since it is about groups. Seattle's Social Venture Partners sponsors over 20 giving circles worldwide. These are wonderful since the groups focus on a specific social problem, and the circle members pool their money and their smarts to decide which nonprofits get money, how much, and for what approach to solve the problem.
This is more of a great trend for donors to become very involved with their money, one that I applaud, although I know it makes some execs and development execs moan and roll their eyes.
For more on giving circles, go to GivingForum.org/givingcircles
For an recent article in BusinessWeek (actually the article that reminded me of this) go to this article
You might think about starting a giving circle in your community, or based around an issue that you really care about.
One such idea is SO 21st century--since it is about groups. Seattle's Social Venture Partners sponsors over 20 giving circles worldwide. These are wonderful since the groups focus on a specific social problem, and the circle members pool their money and their smarts to decide which nonprofits get money, how much, and for what approach to solve the problem.
This is more of a great trend for donors to become very involved with their money, one that I applaud, although I know it makes some execs and development execs moan and roll their eyes.
For more on giving circles, go to GivingForum.org/givingcircles
For an recent article in BusinessWeek (actually the article that reminded me of this) go to this article
You might think about starting a giving circle in your community, or based around an issue that you really care about.
Saturday, March 05, 2005
Convincing doubters.....
In a comment posted yesterday, Ken asked: "...can you discuss effective ways to change stubborn mindsets (of CEOs and Boards) in secular and religious charitable organizations to open to the many great ideas you bring to the table...?"
Thanks, Ken, good question. Not only related to convincing people to adopt my ideas, but for the many of us who struggle to get people to change at all!
OK, long answer. First, you don't have to convince some people--they are already with you. There's another group that will NEVER buy in to what you want to do. It's the third group, the people in the middle that you need to convince. This is the bell curve, and it rules in most social change interactions.
The people who you CAN convince (the others have their minds set) are who you want to address. Just a reality check: You can't get em all.
Next, remember my adage---the job of a steward (and all staff and volunteers are stewards) is to get the most mission out the door using ALL the resources at hand. That includes new ideas, changes in policy, best practices.
Depending on the group and the change needed, there are a few ways to jump start them--and it depends on the group dynamics.
1. Group reading: Have the group read materials that support the ideas you want to convey. Make sure that the readings focus on how the organization got better at what it does. Make the readings short, and discuss what's being learned in between readings. For example, you might read a key book two or three chapters a week.
2. Group discussion with an outside facilitator. Get them talking about best practices, how the organization can improve. The outside facilitator keeps an objective viewpoint
3. Field trip: go see other organizations that have adapted to the changes you want to implement. Seeing is believing, and it overcomes a lot of resistance. Make sure there is time to meet with staff and board of the field trip organizations.
4. Standards. If what you are trying to change is part of a set of standards like Maryland Nonprofits' Standards of Excellence, then use them!
5. Keep at it. Most significant change takes a long time. A great book on change management is The Heart Of Change by John Kotter.
Changing minds is very, very hard. But changing them to help the people you serve is worth the effort....
Thanks, Ken, good question. Not only related to convincing people to adopt my ideas, but for the many of us who struggle to get people to change at all!
OK, long answer. First, you don't have to convince some people--they are already with you. There's another group that will NEVER buy in to what you want to do. It's the third group, the people in the middle that you need to convince. This is the bell curve, and it rules in most social change interactions.
The people who you CAN convince (the others have their minds set) are who you want to address. Just a reality check: You can't get em all.
Next, remember my adage---the job of a steward (and all staff and volunteers are stewards) is to get the most mission out the door using ALL the resources at hand. That includes new ideas, changes in policy, best practices.
Depending on the group and the change needed, there are a few ways to jump start them--and it depends on the group dynamics.
1. Group reading: Have the group read materials that support the ideas you want to convey. Make sure that the readings focus on how the organization got better at what it does. Make the readings short, and discuss what's being learned in between readings. For example, you might read a key book two or three chapters a week.
2. Group discussion with an outside facilitator. Get them talking about best practices, how the organization can improve. The outside facilitator keeps an objective viewpoint
3. Field trip: go see other organizations that have adapted to the changes you want to implement. Seeing is believing, and it overcomes a lot of resistance. Make sure there is time to meet with staff and board of the field trip organizations.
4. Standards. If what you are trying to change is part of a set of standards like Maryland Nonprofits' Standards of Excellence, then use them!
5. Keep at it. Most significant change takes a long time. A great book on change management is The Heart Of Change by John Kotter.
Changing minds is very, very hard. But changing them to help the people you serve is worth the effort....
Thursday, March 03, 2005
Core Competence--or focus on what you do well
Had a great trip to MD. Wonderful audiences, and a big shout out to the Maryland Nonprofit staff, particularly Jill, for taking such good care of me.
Core competence is so important. I was reminded of this on the flight home when I got into a conversation with my seatmate about nonprofits that he volunteers for. He noted again how one of them does so much for so many people and does nothing "really well" and how the other nonprofit does a few things, but "all with excellence". The first NP grows faster, the second slower. The first says yes to everyone and the second says no to a lot of people.
His question: which is better? My answer: the second nonprofit will probably be around a lot longer--but either way, they are doing the right thing-focusing on what they do well. Don't the people we serve deserve only the best, and not just the adequate?
My newsletter this month is also on this subject. Check it out.....
Core competence is so important. I was reminded of this on the flight home when I got into a conversation with my seatmate about nonprofits that he volunteers for. He noted again how one of them does so much for so many people and does nothing "really well" and how the other nonprofit does a few things, but "all with excellence". The first NP grows faster, the second slower. The first says yes to everyone and the second says no to a lot of people.
His question: which is better? My answer: the second nonprofit will probably be around a lot longer--but either way, they are doing the right thing-focusing on what they do well. Don't the people we serve deserve only the best, and not just the adequate?
My newsletter this month is also on this subject. Check it out.....
Wednesday, March 02, 2005
HBR Article -- Not Much New
Just finished the HBR Article Should Nonprofits Seek Profits? by William Foster and Jeffrey Bradach. Pretty disappointing. Not a lot new here, although the reminders are good, that business is risky and nonprofits often try to go into business naively. But it takes a very negative tone, in my view. Nonprofits seek profit naively? So do for profits, but that doesn't get mentioned. And, the authors focus pretty much exclusively on commercial ventures outside of the mainstream of what they seem to infer is "what a nonprofit should be doing"....
What about nonprofits expanding a service to a new county? That's a new venture....or fund raising in general; isn't that supposed to be profitable? I mean, would you ask your fund raiser to NOT seek a profit when planning a special fundraising event?
I've been preaching that nonprofits should seek profits -- overall--- for 25 years. Profits enable more mission. I've also been preaching that new ventures are risky, need to be focusing on a mission outcome and need to be well planned and executed--and even then may fail. Nonprofits need diverse revenue streams - a mix of government, community, foundation, and earned income.
I must say that I work with with a great group of nonprofits who provide products and services to the federal and state government by employing people with disabilities. If you see folks with disabilities cleaning your post office, or mowing the lawn in front of a military base, they are almost certainly from these programs. The chemical protection suits our servicemen and women have in Iraq? Made by these people. The new Army Combat Fatigue? Same thing.
These nonprofits do much more than just provide goods and services to the feds, but the key here is that they have learned the skill of business planning and business operation to help pursue mission, and they are making money at it.
Read the article, but don't get scared away. Just learn the business skills FIRST, before you consider expanding into now areas of work.
What about nonprofits expanding a service to a new county? That's a new venture....or fund raising in general; isn't that supposed to be profitable? I mean, would you ask your fund raiser to NOT seek a profit when planning a special fundraising event?
I've been preaching that nonprofits should seek profits -- overall--- for 25 years. Profits enable more mission. I've also been preaching that new ventures are risky, need to be focusing on a mission outcome and need to be well planned and executed--and even then may fail. Nonprofits need diverse revenue streams - a mix of government, community, foundation, and earned income.
I must say that I work with with a great group of nonprofits who provide products and services to the federal and state government by employing people with disabilities. If you see folks with disabilities cleaning your post office, or mowing the lawn in front of a military base, they are almost certainly from these programs. The chemical protection suits our servicemen and women have in Iraq? Made by these people. The new Army Combat Fatigue? Same thing.
These nonprofits do much more than just provide goods and services to the feds, but the key here is that they have learned the skill of business planning and business operation to help pursue mission, and they are making money at it.
Read the article, but don't get scared away. Just learn the business skills FIRST, before you consider expanding into now areas of work.
Monday, February 28, 2005
So pumped up....
Back on the road again for the first time this year---house arrest for my broken ankle is finally lifted! I am so totally ready to get back doing training sessions.
Of course, I'm headed for Maryland, where they have closed schools today already, 4-6 inches of snow. Such fun to navigate that on crutches!
Perhaps a night at O'Hare? Perhaps a training day where no one but me shows up?
We'll see........
Of course, I'm headed for Maryland, where they have closed schools today already, 4-6 inches of snow. Such fun to navigate that on crutches!
Perhaps a night at O'Hare? Perhaps a training day where no one but me shows up?
We'll see........
Saturday, February 26, 2005
Budget Impact Information
Most of you have probably already found out what, if anything, the proposed federal budget has in store for your area of service. That's good. What's better is to look at what's happening to everyone else. Why? Well, if your area has little or no cut in the proposed budget, and others are eliminated or cut back severely, expect some hard lobbying.
Here are some good places to look- a number of these offer thoughtful analyses, not just raw numbers.....
NATIONAL CONGRESS FOR COMMUNITY & ECONOMIC DEVELOPMENT
OMB WATCH
NATIONAL COMMITTEE ON PLANNED GIVING
THE CENTER ON BUDGET AND POLICY PRIORITIES
Get educated, and then get active!
Here are some good places to look- a number of these offer thoughtful analyses, not just raw numbers.....
NATIONAL CONGRESS FOR COMMUNITY & ECONOMIC DEVELOPMENT
OMB WATCH
NATIONAL COMMITTEE ON PLANNED GIVING
THE CENTER ON BUDGET AND POLICY PRIORITIES
Get educated, and then get active!
Thursday, February 24, 2005
An issue of Dish and depression..
Current issue of the Chronicle of Philanthropy has been on my desk for a week. Read it today while waiting for my daughter. Slap, Slap, Slap. One long article after another about well known nonprofits in trouble. Habitat for Humanity, The National Conference of Community and Justice, The United Jewish Communities, and the Boy Scouts all come under scrutiny, and all for good (though widely varied) reasons. Add that to the recitation of federal tax cuts, and I was depressed by the time Caitlin got back in the car.
On the good news side of the equation, the Chronicle reported that we've donated over $745 million to Tsunami victims! Rock on...that's more than twice what the Bushies feel that they can spare from their crusades....
On the good news side of the equation, the Chronicle reported that we've donated over $745 million to Tsunami victims! Rock on...that's more than twice what the Bushies feel that they can spare from their crusades....
Tuesday, February 22, 2005
Online resources---
Here's a quick resource, a listing of online newsletters and other great online stuff for nonprofits.
Thanks to the Volunteer Service and Resouce Project!
Thanks to the Volunteer Service and Resouce Project!
Wednesday, February 16, 2005
Open Source - a list of applications
Last post, I turned you on to an article from TechSoup about open source software. I heard from a number of people that, while they love Firefox, they don't want to go all the way to establishing a new Operating System (OS) with Linux. Their question was: "How can I still use Windows and use open source?"
My immediate answer was: You already are. You're using Firefox with a Windows OS. How much did it cost you? Nothing. Same with other windows based applications that are free.
So, yesterday in the email comes the current issue of TechSoup's By the Cup, including an article on all kinds of Open Source Software for Windows. The article talks through the cautions about open source and includes a long list of applications that you might want to consider trying.
I think that this is a great option for many organizations. And, of course, you can download the software, try it, and then if you like it use it on all your computers.
Check it out. Open source is one area where you break the old rule: You get more than you pay for.
If you are still concerned about using free software, you can always make a donation! I do.
Finally, if standard software is still your thing, always buy from TechSoup. It is SOOOOOOO inexpensive. They have tons of good titles, and since they don't always have everything, check back to their website regularly.
Keep an open mind about open source.
My immediate answer was: You already are. You're using Firefox with a Windows OS. How much did it cost you? Nothing. Same with other windows based applications that are free.
So, yesterday in the email comes the current issue of TechSoup's By the Cup, including an article on all kinds of Open Source Software for Windows. The article talks through the cautions about open source and includes a long list of applications that you might want to consider trying.
I think that this is a great option for many organizations. And, of course, you can download the software, try it, and then if you like it use it on all your computers.
Check it out. Open source is one area where you break the old rule: You get more than you pay for.
If you are still concerned about using free software, you can always make a donation! I do.
Finally, if standard software is still your thing, always buy from TechSoup. It is SOOOOOOO inexpensive. They have tons of good titles, and since they don't always have everything, check back to their website regularly.
Keep an open mind about open source.
Friday, February 11, 2005
Open Source and nonprofits
Great article in the most recent issue of TechSoup's By the Cup on "How Open Source can Open Doors for Nonprofits", written by two staff from the Nonprofit Open Source Initiative. Read the article, and start thinking about open source software as you upgrade
I've long been a supporter of open source software. It is SO amenable to our sector. Think Linux is for hackers only? Why do most servers now come with Linux? Why does IBM avidly promote it? Because, hmm, it works better, is more secure, is fixed regularly and has great worldwide support.
Another great example: The Firefox browser. Incredibly fast, 99.9% more secure than Internet Explorer (nothing is totally secure) with great features that are updated regularly. I've used Firefox since Christmas on my laptop and work computers and for the past three weeks on our family computer. I've run tests on speed, on adware and spyware blocking and popup blocking, and firefox wins, hands down. Like all open source, it's free. The installation takes about 2 minutes, and you can import all the important stuff (Favorites, cookies, settings) from IE.
Open source works--because its about community and about trust. That's really what nonprofits are about: community and trust. Pay attention to this great alternative. Use it as you can.
I've long been a supporter of open source software. It is SO amenable to our sector. Think Linux is for hackers only? Why do most servers now come with Linux? Why does IBM avidly promote it? Because, hmm, it works better, is more secure, is fixed regularly and has great worldwide support.
Another great example: The Firefox browser. Incredibly fast, 99.9% more secure than Internet Explorer (nothing is totally secure) with great features that are updated regularly. I've used Firefox since Christmas on my laptop and work computers and for the past three weeks on our family computer. I've run tests on speed, on adware and spyware blocking and popup blocking, and firefox wins, hands down. Like all open source, it's free. The installation takes about 2 minutes, and you can import all the important stuff (Favorites, cookies, settings) from IE.
Open source works--because its about community and about trust. That's really what nonprofits are about: community and trust. Pay attention to this great alternative. Use it as you can.
Monday, February 07, 2005
Read and comment...it's your future.
After the Senate Finance Committee developed a wide-ranging set of recommendations on changes in nonprofit law, the Independent Sector put together a broad-based panel to make recommendations to the Senate Committee on ways to improve the sector.
The Committee has made its initial report, which is available online for review and comment. Take the time to take a look, and speak out. These are really important, and will affect all of our futures.
Take the time to read, think, discuss in your organization, and comment.
The Committee has made its initial report, which is available online for review and comment. Take the time to take a look, and speak out. These are really important, and will affect all of our futures.
Take the time to read, think, discuss in your organization, and comment.
Wednesday, February 02, 2005
Freedom of the press....
Got yet another call from a reporter.
I get these about once a month, sometimes more. Apparently they either find me online, or the Kellogg people sic them on me. MOST of the time, the reporters are looking into some either current or potential scandal in their community and want to know where the smoke and fire may be hiding. I listen, and usually look up the organization on line while we're talking, both on the org's website and Guidestar and, if the call is long enough, look up the paper and the reporter's articles on the subject (it's fun to investigate the investigator)
Nearly all of the time, the reporters are smart, pretty well informed about the issues, and seem pretty unbiased going in. What's depressing is what they are finding, and thinking about what the community is going to feel about nonprofits once the story is published. Abuses of power, sticky fingers in the till, conflict of interest, abuses of staff and clients; all of these glide over the phone line and into my ears.
The saddest questions are always these (in some form or other):
Are nonprofits generally more corrupt than for-profits?
What's the acceptable level of overhead for a nonprofit?
Shouldn't these organizations have conflict of interest policies?
Ouch. So much for the perception that charities are overwhelmingly acting in the public interest.
Aside: Each fall in my class at Kellogg, we have at least 3-4 students from the Medill School of Journalism at Northwestern. I always ask these students why they are in the class: "To learn more about nonprofits (good) and how to cover them intelligently (great) when they wind up having some public scandal (ouch, again)."
I get these about once a month, sometimes more. Apparently they either find me online, or the Kellogg people sic them on me. MOST of the time, the reporters are looking into some either current or potential scandal in their community and want to know where the smoke and fire may be hiding. I listen, and usually look up the organization on line while we're talking, both on the org's website and Guidestar and, if the call is long enough, look up the paper and the reporter's articles on the subject (it's fun to investigate the investigator)
Nearly all of the time, the reporters are smart, pretty well informed about the issues, and seem pretty unbiased going in. What's depressing is what they are finding, and thinking about what the community is going to feel about nonprofits once the story is published. Abuses of power, sticky fingers in the till, conflict of interest, abuses of staff and clients; all of these glide over the phone line and into my ears.
The saddest questions are always these (in some form or other):
Are nonprofits generally more corrupt than for-profits?
What's the acceptable level of overhead for a nonprofit?
Shouldn't these organizations have conflict of interest policies?
Ouch. So much for the perception that charities are overwhelmingly acting in the public interest.
Aside: Each fall in my class at Kellogg, we have at least 3-4 students from the Medill School of Journalism at Northwestern. I always ask these students why they are in the class: "To learn more about nonprofits (good) and how to cover them intelligently (great) when they wind up having some public scandal (ouch, again)."
Tuesday, February 01, 2005
SROI - step by step
Got an email a couple of days ago asking for some help in calculating Social Return On Investment (SROI). I noted that a single SROI formula in nonprofits is kind of like the Unifying Theory in physics. It is everyone's wish to have one formula, and lots of people have ideas, but a single formula hasn't yet emerged.
That having been said, I knew that I really hadn't looked at the issue in about six months, so I set out to take a look at the current work. Found some good stuff, some bad stuff, some things that were too broad, some that were too narrow.
But I really liked the work done by the Center for Technology in Government in Albany. They have put together a step by step case for Return on Investment in Technology that includes a really excellent look at SROI as one of its appendices. It's simple, yet pretty complete.
Remember that SROI in some form or other is becoming more and more prevalent in funder thinking. They are asking (and now attempting to calculate) "Where can I get the most Good (G) for my investment (I) ?"
It's a question we need to be ready to both calculate and answer. This means we not only need to know the formula that is most realistic for our service(s), but also be able collect the data on a regular, reliable basis so that we have a statistical foundation to stand on.
I know that some still find it offensive (or overwhelmingly difficult) to try to measure good in dollars and sense or pounds and pence, but we live in the world we live in. Get ready.
That having been said, I knew that I really hadn't looked at the issue in about six months, so I set out to take a look at the current work. Found some good stuff, some bad stuff, some things that were too broad, some that were too narrow.
But I really liked the work done by the Center for Technology in Government in Albany. They have put together a step by step case for Return on Investment in Technology that includes a really excellent look at SROI as one of its appendices. It's simple, yet pretty complete.
Remember that SROI in some form or other is becoming more and more prevalent in funder thinking. They are asking (and now attempting to calculate) "Where can I get the most Good (G) for my investment (I) ?"
It's a question we need to be ready to both calculate and answer. This means we not only need to know the formula that is most realistic for our service(s), but also be able collect the data on a regular, reliable basis so that we have a statistical foundation to stand on.
I know that some still find it offensive (or overwhelmingly difficult) to try to measure good in dollars and sense or pounds and pence, but we live in the world we live in. Get ready.
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