The recent article in the Wall Street Journal on small charities being forced by bigger ones to change their names, colors and other portions of their branding really disturbed me. So now we, compassionate servants of social missions, are colorists?
I do understand the need to have a strong identity, but if you are constantly suing the other charities and keeping them from their mission, something's horribly wrong.
Let's not forget that we are social missions and well-run, well-financed organizations. If you really think your organization is losing money and/or manpower, go back to the drawing board and find a brand that can't be duplicated. Consider a merger even, especially if both groups are fighting for the same cause.
For too long, charities and other nonprofit social mission entities have been caught up with being like for-profit, publicly-traded corporations. Unlike shareholders that win if you maximize profit, you can lose your donors and stakeholders if they feel their money is being wasted or spent on overhead at the expense of the social mission.
Keeping that in mind, either re-write your mission such that it supports these type of brand defending activities or get back to funneling your money to the cause at hand.
What do you think? Is it ok to protect your slogans, logos or other branding activities at the expense of yours (and other similar groups' ) core mission?
The biggest challenge I’m facing in my chapter right now is finding a good and available finance director. The one I have is great, but has a lot of other activities in the community. I’ve had another express interest, but once again, he’s also very busy in the community.
In theory I could get along without having a finance director. Most of our events are at places where we reserve the space for free and people willingly buy their own food and drinks. However, for couple of our events, we did a 50-50 split where we put some money to our catering and other money to our organization.
As a result, I began the process of incorporation in the state of North Carolina. Incorporation was necessary so we could cash all the checks that we have and also start raising some money through PayPal. Also, our city requires all organizations, including nonprofits to have a business license and our foundations require 501c3 status or affiliation with one to grant money.
Another reason I’m working hard to get our finances together is that it’s imperative that we are able to continue to fund our sector. We may be non-profit driven, but official currency is the most popular means of exchanging goods and services. Our missions require us to make sacrifices to raise, spend and sometimes cut money.
We have organizations that compensate leaders at high levels, yet do hardly anything for their constituencies. Nick DiColandrea recently took a look at some of the sports related nonprofits in this vein. Other organizations do too much too soon and have to disband for lack of funds and support. Some go for years doing well, but due to dependence on one source of income, say a government grant or major benefactor, the loss of this source leads to their demise.
My next steps will be plotting an operations budget that’s sensible and in-line with what we can spend at this point. I also have a full board now and they will be getting out into the community and tapping into the grants and donors that exist to help fund our cause. I say grants and donors with an s because it takes more than one source of income to ensure long term financial stability. Along the way I’ll be upfront about who we are, why we’re here, what we do and why we need what we need.
So, YNPN family, how are you keeping your money right?
Last month Allison Jones and Rosetta Thurman hosted #ynpchat on twitter. The topic was "the importance of board service for young professionals". Allison posted a great summary of the discussion with some key take aways on her blog. She makes some great points on how to approach your first board service. Ask about a give/get policy; realize that fundraising is diverse; and consider volunteering first.
It seems a lot of the tweets and comments on Allison's post regarding young professionals serving on boards came back to what level of fundraising is, and maybe more importantly, "should", be expected. Obviously this depends on the organization size, etc. But what should young professionals expect when joining a board? and what can you bring to the table?
First off, all boards aren't created equal. I know this is a very obvious point, but young professionals shouldn't take it personal when they aren't asked to serve on a the board of a $10 million agency.
At the end of the day, nonprofit boards need to raise money. Young nonprofit professionals can bring a lot to the table, including fundraising, but you shouldn't think the other talents you bring offset the need to raise money. We don't let attorney's strictly give through their time, because its valuable.
What nonprofit knowledge do you have? Most board members, especially for smaller organizations may be doing this for the first time. As a nonprofit pro, what knowledge of governance, etc. can you bring to the table? Be the expert.
Don't approach board service from the perspective of "what can this do for my career". Sure, it can and will help your career, but don't approach your board service that way.
Find a place you can have a real impact. 3 years ago I joined the board of an organization in Kansas City, Nonprofit Connect. We operate on about an $800k budget, so by no means big. I have really enjoyed the experience so far and am looking forward to taking on more leadership soon. There are many organizations in KC I may be able to get on the board, but for whatever reason, may not be able to get my hands dirty and really involved. With Nonprofit Connect it has been the right fit. I have learned a ton about working with other volunteers and working with staff as a volunteer. It has given me a new perspective on my job at Big Brothers Big Sisters and I have been able to bring some board practices from BBBS over. Especially while you are young in your career, and maybe have more free time, find a place to get your hands dirty.
Finally, you should join your local YNPN board...or if there isn't one, start one!
Congratulations, you and some of your nonprofit friends have decided to start a chapter of YNPN. You made it through your first event, built a decent-sized web presence and have lots of support. What’s next? How do you know when it’s time to take the next step? Should your chapter step back?
Speaking from experience, when you are ready to go to the next level:
- People gladly come to your events
- People routinely offer to pay for membership
- You have the backing of major nonprofit leaders
- You have a core leadership team
- Private and Public sector organizations, including the media are paying attention
What does that next level look like? First, take a look at the YNPN chapter levels on the website. You may or may not fit through all the loops, but if you fit through a lot, then you’ve emerged into either a novice or affiliate chapter.
In addition, take a look around at other professional associations and nonprofits in the area that are well run. Those organizations are your best barometer of how the nonprofit sector in your city functions and also what types of events, fundraisers and information your community needs. They are also your sponsors, mentors and friends as you establish yourself in the community.
Finally, make sure that you have these things in order:
- Determine your legal structure. Decide if you are going to be a division of your local Jaycee, United Way, or other nonprofit organization or if you will pursue an independent 501c3 or LLC.
- Incorporate and maintain proper licenses to operate and manage money in your jurisdiction.
- If one exists, join your local nonprofit consortium or advisory group.
- Support other young professional, nonprofit and professional groups
- Be transparent about all leadership decisions, as well as bylaws and policies.
Last but not least, have fun! Being apart of the YNPN family has brought me many benefits and I hope it does the same for you.
Nominations are now being accepted for the inaugural American Express NGen Leadership Award. This award will honor one under-40 nonprofit professional who has had a transformative impact on addressing society’s critical needs.
All nominees must be under-40, work for a U.S.-based nonprofit or non-governmental organization, and have had a transformative, measurable impact within their field, beyond his or her organization. The winner of the American Express NGen Leadership Award will be announced in late August, and will be recognized during the IS Annual Conference in Atlanta, October 20-22. Nominations will be accepted through Monday, June 14. Self-nomination is not admissible for this award.
This award extends Independent Sector’s commitment to encouraging emerging leaders in the nonprofit and philanthropic community. All under-40 nonprofit professionals are invited to join IS for the NGen Program at the IS Annual Conference in Atlanta this October, which will offer expanded programming and networking opportunities for emerging leaders. Visit the IS website to learn more about how you can register for NGen: Moving Nonprofit Leaders from Next to Now.
... the happier we'll be, right? Because then your friends are my friends and my friends are your friends. Isn't that how the old tune goes?
In theory, word and deed, I support partnerships and collaborations; however, somewhere deep in my heart or in the very back of my mind, there is something that keeps me from drinking the cooperative Kool-Aid. I am not sure what it is, and I am certain I cannot be the only person who feels that way.
A story of an interesting and seemingly successful "coming together" in Columbus, Ohio has forced me to re-examine my position on sharing, which is really at the heart of partnerships and collaboration - sharing and trust.
The Columbus Association for the Performing Arts is an arts management organization that handles the back office operations for many arts organizations in the area. Its roster of clients is impressive, including the Columbus Symphony Orchestra, which is an artistic leader and had been a managerial nightmare. The recession hit the Orchestra particularly hard. Outsourcing its ticketing operations, fundraising and marketing to CAPA saved the Columbus Symphony Orchestra approximately $750,000. It seems like a mutually beneficial arrangement, does it not? CAPA gets a happy client and the Orchestra saves money and can invest its energy into its mission - "to share great music with over a quarter million people in central Ohio through concerts, radio broadcasts, and special programming."
The story of the Columbus Symphony Orchestra and CAPA might inspire other nonprofit organizations to consider sharing and partnering, especially given the current economic climate. In fact, I used to be shared staff of two youth services organizations that shared office space, technological support and a few administrative positions, including mine.
Especially when it comes to something like "back office" expenses, the cost for a business (or other nonprofit organization) to do bookkeeping, marketing, advertising, graphic design and payroll for a number of organizations versus the cost for each organization to do it individually speaks for itself. For example, when public relations professional and CAPA employee Terrence Womble purchases ad space for his clients, he does so in bulk, getting a better rate.
In New York, I stumbled upon a great opportunity for area nonprofits to decrease their administrative costs with regard to direct mail, data and fulfillment - Back Office New York, an affiliate of The Doe Fund. If a nonprofit is struggling to fund its programs and can barely put the money together to send out an appeal, perhaps Back Office New York (another nonprofit) could help, and by using their services, more people are positively impacted than originally planned.
Across the country there are nonprofit incubator systems, spaces where nonprofits are located together to cut costs, and other methods for sharing, collaborating and partnering. In recent years, I have even seen organizations come together more often for events. For example an AIDS research benefit held at a museum would help both the research organization and the museum. The invite lists are merged, the red carpet is rolled out, the auction is expanded and the dancing goes until dawn!
The case for partnership is strong. We all know (and have said) the mantras: "Together Each Achieves More", "Teamwork makes the dream work" and so on and so forth. Even funders collaborate and encourage their grantees to do so as well. Partnership is not only efficient, it is also effective.
So why do I still hesitate? What is it about playing in the sandbox that makes me wonder if it's not really a sand trap?... Any other reluctant collaborators out there?
I do believe that partnerships are an integral ingredient to the recipe for success for the sector. I am just a bit skeptical of all the hands reaching out because they are attached to bodies that hold minds that come with their own agendas, and that can get tricky - in nonprofits, in families, in communities and in any other areas where interpersonal relations exist. However, I suppose the good outweighs the bad. Right?
What's that visualization about the difference between Heaven and Hell? That in Heaven and Hell people are sitting a banquet and everyone has these enormously long utensils. It's the same menu and same utensil length in Heaven as it is in Hell. The difference is that in Heaven, people feed each other while in Hell people grow frustrated with their hunger because they are only concerned with feeding themselves, an impossible feat given the resources.
I guess the more practice we get on helping one another now the better.
This is a guest post from Elisa Ortiz from Smart Growth America. She blogs at www.elisamortiz.wordpress.com.
I headed to the YNPN DC 2010 conference early on Friday morning to learn and network with other nonprofit professionals. I also joined the social media team at the conference and live-tweeted the conference along with several other fabulous YNPs. In the next couple of days I’ll be sharing some of my notes and impressions from the meeting. If you want to check out the minute by minute commentary from Friday, check out the Twitter stream at #YNPNdc10.
The kick off session was an intergenerational dialogue breakfast facilitated by Rosetta Thurman and Alan Abramson. Below are some of my notes from the session.
Brad Sciber from National Geographic, who was a founding board member of YNPN DC, introduced the session and talked about how he had to teach his parents about nonprofits when he decided to join the sector. He explained that academia wasn’t a fit, business for business sake didn’t move him and he didn’t want to be a government worker; he wanted to do something that mattered and make the world a better place.
Brad now has a young son who has the option to do something that matters throughout his life; but how is Brad supposed to explain that to him? Here’s how he going to do it: by sharing the story “Stone Soup.” The synopsis: Some strangers come to town but no one in town wants to share the food with the strangers. So, the strangers decide to start a pot of soup boiling in the middle of town with 3 stones and they talk up how good it will be. They note that the soup would be better with an onion, but that even without it the soup will still be good. After hearing that, someone contributes an onion to the soup – after all, an onion isn’t a big deal. The strangers then say that the soup would be so much better with a carrot, so someone contributes a carrot. This continues on until eventually they have a delicious soup that everyone in the town has contributed to and can share. This is a great metaphor for the nonprofit sector: we all put in our little bit to make the ‘soup’ wonderful; and if we didn’t have that gathering pot of soup we’d all just be a bunch of people with random veggies.
This is how YNPN DC has grown in the past 6 years: more and more people have contributed and now there are many more events, more opportunities for professional development, far more members, and a stronger voice.
Rosetta kicked off the session by sharing some statistics and loose definitions of the various generations represented in the workplace, including the silent generation (born 1925-1945), baby boomers (1946-1964), Gen X (65 – 79), Gen Y (80-2000). (For more on the stats and reports that detail a generational shift in nonprofits, check out Ready to Lead: Next Generation Leaders Speak Out and YNPN’s report on leadership development and career progression in the nonprofit sector, Stepping Up or Stepping Out [PDF].)
She then asked some questions of the group that we responded to at our individual tables.
- What do you wish people knew about your generation?
- From baby boomers – we have a sense that government can be a positive force and it has shaped our lives; the power of popular movements and public service to do good is hugely important; a lot of us had a sense of working hard, paying dues, and working your way up in the workplace that we were taught from an early age; some key cultural touchstones: men born after 1954 knew (and still know) their draft numbers by heart and in the workplace most people smoked all day everyday – those are thing that young people have never experienced.
- From Gen X – AIDS was a huge economic and health impact on our lives; we feel like Gen Y doesn’t recognize the need to pay their dues; we as Gen X-ers are more willing to pay our dues and we empathize with the baby boomers in that respect
- From Gen Y – even though the media wants to label the newest crop of college graduates the ‘lost’ generation due to a poor economy and a lack of jobs that keep us living at home, Gen Y-ers are actually very entrepreneurial, we are starting our own businesses and making things happen; we are more willing to take risks, but in a way that can allow great change to happen and new social norms to be created
- How do we move the ‘next’ generation of leaders into the ‘now’ generation of leaders? What can we do on the individual, organization and regional (DC metro) level?
- Start with trust in one another instead of waiting to earn that trust
- Especially for Gen Y-ers: let your boss know that you will stay at an organization if you are cultivated and appreciated
- Gen X can seek out and help develop younger leaders
- Go to your supervisor and ask them what they know; this credits them for their knowledge and you also get professionally development
- Be more transparent on salaries, benefits, etc. so that we understand where each other are coming from re: money and that pressure
- Organizations should keep a list of professional development opportunities or maintain connections with other organizations that do have that information
- Organizations should start and maintain a policy of supporting professional development in all employees
- Sessions conducted by employees for other employees on different knowledge areas
- External mentoring with other organizations
- Strengthen the nonprofit community in DC by participating in groups like YNPN
The session was a great chance for each of us to learn from other generations and start (or continue) a dialog that needs to happen in our workplaces, schools and homes. The workplace is ever changing and if we’re going to be successful within it, we need to be flexible and work together whether we’re moving up or moving out.
In last week's Chronicle of Philanthropy, they featured an article titled "Charities Seek Connections to Generation Y". They cited some recent research about Gen Y and their use of technology, giving habits and interest in the sector in general. As a young nonprofit professional are you challenged at work to be the spokesperson for a generation? Do the more experienced, senior managers, look to you for answers on how the organization should communicate to younger people? I believe that is an unfair challenge. Sure, we use our BlackBerry as much (or more in some cases) than the next person, but does that automatically make you a marketing or fundraising pro?
Or does your organization fall on the other side, missing the boat entirely by not seeking input from you and colleagues in this demographic? I think to some degree we all try to balance between providing input on how to approach the younger generation and being responsible for all the work.
So, how do you balance?
1. If it is not your department, volunteer to help out with fundraising or volunteer recruitment efforts focused on Gen Y.
2. Understand the constant battle of budgets vs return and find cost effective ways to push the message. Bring these ideas to the table.
3. Don't be offended when your ideas aren't used. Continue to provide them.
4. Be knowledgeable. Do the research. Understand what studies are out and what info is available on demographics. Not only does it back up your ideas, it prepares you if your colleagues are looking for input.
5. Learn about other generations. You want the senior level (baby boomers) to care about your generation...take a minute to understand the volutneering and philanthropy mindsets of theirs.
6. Get your network involved with your cause. If senior staff sees you brining volunteers and donors to events, they will take notice. Let your actions speak.
This is definitely just a handful of ways to balance being the Gen Y expert and providing valuable insight. What else have you seen work? How does your org approach marketing to younger demographics?
There is so much activity between twitter and the blogosphere discussing nonprofit work, in particular working as a young professional in the sector. Each week we'll post a few links to things you may have missed in the past week that are well worth the time to read, comment and share.
YNPN was privileged to have Robert Egger at our national conference a couple of weeks ago. For those that weren't there, Robert shared the main points from his keynote with the world here.
This year's YNPN conference in Denver was held in conjunction with the Emerging Practitioners in Philanthropy (EPIP) conference as well as the Council on Foundations conference. All converged for the weekend, with great combination programing. Consultant and blogger Rosetta Thurman gives her summary and feedback on her blog.
A very interesting cause marketing debate dug deep into the partnership between Susan G. Komen and Kentucky Fried Chicken. Here are a few great posts from Joe Waters, Scotty Henderson and Nancy Shwartz.
At Katya's Nonprofit Marketing blog she talked recently about the future of online giving after presenting at the Association of Fundraising Professionals conference.
David Svet, from Spur Communications who also blogs at Spurspectives, gives four keys that he thinks can help redesign the community benefit sector in a way that will benefit everyone.
The chairs of the San Francisco chapter organized a session just for board chairs "Herding Cats". And it was amazing.
Next month, YNPN Chicago starts nominations for the next Executive Co-Chair. The person we elect will help lead the organization from 2010-2012, a pair of crucial years in our development. It will include decisions around celebrating our 10th anniversary, building a stable revenue stream, and defining what it means to be a YNPN Chicago "member".
I have served on the board for almost 4 years, and spent 2 of those as Executive Co-Chair. The biggest lesson I have learned about leadership is also the corniest. It's about love. It really is.
Sentiments aside, a good leader has to love themselves and love other people. To support the other members of the board, I've had to get past my own issues. When we're trying to run an ambitious set of programs or submit our first grant proposal, there isn't room for my ego or insecurities. I have to feel confident in my skills and be comfortable with admitting my faults.
I want the very best for each of my board members, even when that means that serving on the YNPN Chicago board is no longer in the cards. The people on our team should feel like they can be honest in their conversations and vulnerable in their requests for help.
Of course, there's always a level of excellence that needs to be set for the entire group. But I never worry about that. The people involved with YNPN, in Chicago and around the country, are some of the smartest, most hard-working, most loyal people I've ever met.
It was clear that every board chair in the room shared these qualities of excellence, confidence, and genuine interest in the success of others. They were warm, they were engaged, they were smart.
Our conversation was facilitated into a problem-solving exercise, where we analyzed the specific issues facing one chapter. By working through that specific issue, we were able to address the issues that affect all of us, including managing an all-volunteer board that often needs to operate at the level of staff.
What did we take away from the time we spent together?
- Give board members a chance to give you their feedback on a regular basis. And listen.
- Make a public plan for your work together, and hold each other accountable.
- Document your decision making guidelines so everyone is on the same page.
- Use board meetings to discuss real issues, and find other channels for reporting the mundane business of the board.
Sorry I can't be too specific. We did agree to confidentiality once we shut the door. :)