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July 24, 2007

IDEA: Strengthening relationships between Foundations and Nonprofit Organizations

 Helping Hand

Community Foundation Day at An Organization - Each month, a combination of 5-10 board and staff members of the foundation could partner to volunteer at an identified organization that received a grant in the most recent cycle.  This would not only strengthen the foundation’s relationship with organizations, but it would also build the working relationship between board and staff by enabling them to work together towards a similar passion. 

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July 23, 2007

IDEA: Developing Funds in New Geographic Areas

In box

Hey folks!

Just sitting here thinking of new ways to draw donors and develop funds in areas served by community foundations

  1. Develop a Young Philanthropists Circle Fund in those areas– It could consist of gifts from children, young professionals, etc. 
  2. Develop an Entrepreneurs’ Giving Fund – For those outside of big business, this might be a great opportunity for entrepreneurs in our area to give back to the community.  Perhaps working with the local Chamber might be helpful in identifying ways in which the foundation can partner with the business community in establishing funds for the communities they serve. 
  3. Create Funds to include special industries in those areas The Realtors’ “Welcome Home” Fund (to which real estate companies and independent realtors would be encouraged to give) and The Contractors’ “Building the Community” Fund

    creatively,

    allyson

     

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GOOD READ: On the Brink of New Promise

Report Image

 

On the Brink of New Promise:  The Future of U.S. Community Foundations
Lucy Bernholz, Katherine Fulton, and Gabriel Kasper

 

This reading offers a detailed exploration of the predicted growth patterns within community philanthropy.  By exploring societal, corporate, and government influences on the future development of philanthropy, this reading brings to the forefront the challenges and advantages facing US based community foundations.

 

As the history of philanthropy in the US has demonstrated, community based philanthropy has developed as a response to the constantly evolving community that it serves. Major factors, including economics, demographics, regulatory structures, and social attitudes guided the progress of philanthropy in the earlier part of the twentieth century. 

 

With so many other instruments of community philanthropy, such as identity-based focused funds, giving circles, healthcare conversion foundations, and United Way chapters, to name only a few, community foundations must begin to strategize and plan for their new and changing role in philanthropy.

 

This reading offered that over the next two decades, two cycles of adaptation and reformation for community philanthropy are purported to occur.  In this new era of community philanthropy, community foundations must respond to economic pressures, demographic changes, and changing expectations for regulation and accountability.

 

One of the major concepts highlighted in the reading was that other tools of giving will impact the donor-related work of community foundations.  With the advent of software that better connects donor interests with community causes, the donor services side of foundation work will be drastically diminished.  With this in mind, community foundations must plan for the way in which they will continue providing value-added services to the community. 

 

In addition, deregulation of once government operated industry and services has led to the need for community foundations to widen the variety of services provided. As community foundations make the shift from managing financial assets to providing long-term community leadership, the idea of programmatic initiatives and funding collaboratives come to mind.  

 

In becoming “social change agents,” community foundations can expand the outline of their roles to include convening the community, disbursing information, conducting research, and linking local leadership.

 

 

 

 

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July 22, 2007

Research and Decision Making

gavel 

 As we work to improve the decision making process and its ensuing consequences, we should really aim to understand the context, environment, and factors that may impact (or be impacted by) the decisions we make. In conducting strategic planning sessions, making preparations for programming, or assessing needs within our communities, research is a critical element to allow our organizations and boards to make informed decisions.

*****

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Plug into EPIP

EPIP

What a fantastic resource!  I had the chance to meet Rusty Stahl, who had the genious to create EPIP, a networking, professional development providing, think-tank supporting membership organization for those developing their careers in philanthropy.  

Take a look at www.epip.org.

Enjoy!
allyson  

 

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GOOD READ: Civil Society in Comparative Perspective

 Reading

Civil Society in Comparative Perspective

Lester M. Salamon, Helmut K. Anheier, and Associates

The assemblage of organizations, institutions, conglomerates, federations, and other entities that form the nonprofit sector, or civil society, have attracted a significant amount of attention for a number of reasons.  The “crisis of the state,” which consists of societal issues and challenges left largely unaddressed by state entities, is one major factor that has led to widespread attention focused on the development of civil society.  Also, the number, scale, and growth patterns of nonprofit organizations have been the cause of widespread focus on the independent sector.  The concept of the “global associational revolution” characterizes the widespread growth, proliferation, and activity of nonprofit organizations.  This reading presents information and findings regarding the scope, impact, and role of the nonprofit sector within 22 countries.

 

*****

The first heading discussed focuses primarily on the profitable impact of the nonprofit sector on the world’s economic system.  Totaling $1.1 trillion dollars, the nonprofit sector in the 22 highlighted countries employs 19 million full-time workers, and is placed eighth in the context of the world economy (ahead of the economies of Brazil, Russia, Canada, and Spain), and employs more individuals that the largest private firms.  

 

*****

The report also examined the impact of geographic location on the development of the nonprofit sector in the 22 countries that were studied.  Finding that the nonprofit sector is larger in more developed countries, the study also articulated that the US no longer has the world’s largest nonprofit sector.  Countries including the Netherlands, Ireland, Belgium, and Israel (all developed countries), have larger sectors measured as a portion of total employment than does the United States. 

*****
Services that are provided by the nonprofit sector were also evaluated.  The study found that welfare-related services including education, health, and social services dominate nonprofit employment figures.  In eight of the 22 counties studied, education emerged as the leading base of nonprofit employment.  The historical role that the Catholic Church and Judaism have had in elementary and secondary education was also commonplace among these eight countries.

 

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In countries including Germany, the Netherlands, Belgium, Austria, and Spain, the nonprofit sector is the first to react to and address societal challenges.  In these countries, religion has had a strong influence on social services and systems, promoting them as areas of focus for nonprofit organizations. 

 

*****
Recreation and culture follow closely behind, as in Central Europe, where these two areas occupy a larger portion of the nonprofit employee population.  These countries share a common history based on the Communist era, in which sport and recreational associations were emphasized.  Even after Communist control ceased in these areas, recreation and culture have still maintained importance in the evolution of civil society there. 

 

*****
In Latin America, the major area of nonprofit employment is education, while in the United States, Japan, Australia, and Israel, the health field accounts for much of the nonprofit employment base.  The unique emphasis on private healthcare in these countries serves as reasoning for the emphasis on high employment in these nations. 

 

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The study also evaluated the resource base of the nonprofit sector, which is supported largely by fees and the public sector, not philanthropy.  Of the 22 countries studied, 13 reported that income from fees is the dominant source of income.  For all of the Western European counties (except Spain and Finland), the nonprofit sector is supported largely by public sector grants and contracts. 

 

*****
Overall, the study evaluated the impact of the nonprofit sector on the world economy, employment base, and contributor to social stability.  The study concluded by noting that while the nonprofit sector positively influences the society in which it exists, areas in Central and Eastern Europe and Latin America are still working to realize the potential benefit of implementing a progressive nonprofit sector. 

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GOOD READ: Tools for Good: A Guide to Vehicles for Philanthropy and Charitable Giving

Reading

Tools for Good:  A Guide to Vehicles for Philanthropy and Charitable Giving

Paula Doherty Johnson, Stephen P. Johnson

 

In evaluating whether or not a community foundation is prepared to launch a programmatic initiative, it should first assess the philanthropic landscape of the area that it serves in order to project the initiative’s sustainability.  This reading, which evaluates the varying philanthropic channels through which giving occurs, offers community foundations detailed insight about the challenges of garnering support for their initiatives. 

*****


As intergenerational transfers of wealth have created more opportunities for giving, a number of creative alternatives in philanthropy have been established and exercised.  “High-engagement philanthropy, donor collaboration and interaction, collaborative funding, professional support, and family philanthropy” all lend themselves to supporting the programmatic initiatives that a community foundation establishes. 

*****


One of the most reliable forms of funding that a community foundation can generate to support its initiatives is direct giving from the community it serves.  By keeping donors informed of the development, success, and challenges of its initiatives, community foundations can continue to cultivate passion within their donors that is tied directly to donors’ sense of value and priorities.  In addition, by continuously managing contact with contributors, community foundations can also look forward to creating extended giving circles around the relationships that have been built with individual donors.  Giving circles have “become a popular way for donors to leverage their gifts, while networking with peers and educating themselves about giving opportunities and strategies (162).”  Direct testimony from one highly engaged donor is a favorable asset to fortify loyalty among potential donors and supporters of a community foundation’s initiative.

*****


As giving practices vary from country to country, community foundations must be cognizant of the philanthropic environment in which they operate before attempting to secure support for its initiatives.  Religion, legal implications, tax motivations, and the maturity at which philanthropy has been developed in a particular community are all significant factors that help a community foundation determine its potential success for implementing and supporting a programmatic initiative. 

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WINGS Global Fund for Community Foundations appoints Programme Manager

 WINGS logo

Vadim Samorodov has been appointed Programme Manager at the WINGS Global Fund for Community Foundations. Vadim has been leading the community foundation work at CAF Russia since 2001. He is a member of the Transatlantic Community Foundation Network, a Senior Fellow with The Synergos Institute, and an International Fellow with the Centre on Philanthropy and Civil Society (City University, New York). He also served on the Global Fund's Management and Grants Committee until recently.

His work with community foundations has taken Vadim to many different parts of the world and he has also spent time working in Uganda for the International Federation of the Red Cross and Red Crescent Societies.

Vadim will join the Global Fund on 1 July and will be based in Moscow. Grants Administrator, Caroline Gobé will continue to work out of the Fund's office at the European Foundation Centre in Brussels and Director, Jenny Hodgson, will be relocating from Singapore to Bangkok in August.

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July 21, 2007

Got Initiative?

 

Books 

While there are significant differences in the development, structure, and practices of community foundations around the world, I'd like to offer the following, which are logical, universal, and applicable ideas for community foundations to use in preparing to implement a programmatic initiative. 

a.      Pursue Research and Knowledge
Research and knowledge should be acquired about the community served and the issue that the initiative intends to address.  This information gathering component should be done well and objectively.  In collecting a broad base of information, a community foundation must include research, knowledge management, discussion forums, task forces, and information distribution. 

1.  Community Research
While community indicators projects like the Vital Signs (Community Foundations of Canada) assessment are extremely critical to a community foundation’s decision to implement an initiative, research and knowledge about the community, based on the community’s opinions, recommendations, and judgments should also be acquired.  Community perception assessments, which reflect how a community perceives itself (versus how it truly is), may provide more encouragement for community leaders, members, and organizations to be involved in the initiative. 

 Instituting an initiative without the data to support that it is needed is very risky.  This commitment to acquiring knowledge around the initiative should occur before, after, and during initiative implementation.  Consistently collecting information about the initiative’s impact, the community’s response to the initiative and new practices through which the initiative can be improved is essential for the most beneficial impact. 

2.  Initiative Research
In addition to collecting research and knowledge about the community in which the initiative is to be implemented, a community foundation must also collect information about the subject of the initiative.  The challenge in hiring general practitioners is that they may not be well prepared to offer an intelligent point of view in a specific area such as youth development.  On the other hand, the challenge in hiring specialists is that their opinions may be too narrow in adherence to the community foundation’s mission. 

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b.      Prepare to fund the initiative

In planning to launch a programmatic initiative, a community foundation should be prepared to support it through funding.  Continued funding, whether for developmental assistance, programming, or research, demonstrates the community foundation's commitment to the continity of the initiative.  There are several approaches that a community foundation can offer in presenting financial support for its initiatives:

§  Budget Line Item 

§  Competitive Grants

§  Corporate Sponsors  

§  Funding Pools

§  Matching Grants

§  Micro Enterprise Revolving Loan Fund 

In financially supporting its programmatic initiatives, community foundations complement their role as initiative-implementers. 


 

 

 

 

 

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Sitting at the CF Table: Initiatives Internationally

 

Girl with Globe


As community foundations throughout the world grow in their grant-making and endowment-building, many engage their communities and organizations in programmatic initiatives.  However, as the infrastructure of community foundations differs from country to country, a community foundation must be mindful of the community’s readiness to sustain an initiative.

SOLUTION – In examining best practices in cross-border philanthropy, the Joint Working Group of the Council on Foundations and the European Foundation Centre identified several items which are applicable to community foundations abroad that plan on implementing programmatic initiatives:


 

§  Research and understand the political, economic, social, cultural, and technological context

§  Be open and prepared to adjust the original objectives, timeline, and approach to the local context and capacity
§  Recognize that the organizational partners can be agents of change who contribute critical local knowledge and community access
§  Strive for transparency, but recognize that there may be circumstances in which it may be prudent to keep certain information confidential
§  When working in countries where laws and policies may be hostile to the mission of the initiative, follow local conventions

 *****
Enlisting the services of the following organizations may guide community foundations around the world as they develop plans for establishing initiatives that are suitable and relevant for their communities:
§  Accountability in International Philanthropy (An EFC Collaboration)
§  Africa Grant-makers’ Affinity Group
§  Charities Aid Foundation
§  Council on Foundations International Programs Division (COF)
§  European Foundation Centre (EFC)

§  Foundation Center

§  Hispanics In Philanthropy (HIP)
§  International Grant-making Trends Research (A FC Collaboration)
§  Latin America Initiative (A HIP Partnership)
§  Philanthropy Institute Programme (An EFC Capacity-Building Program)
§  Transatlantic Community Foundation Network
§  Treasury Guidelines Working Group (A COF Group)
§  United States International Grant-making (USIG)
§  World Bank Community Foundation Initiative
§  Worldwide Initiatives for Grant-maker Support-Community Foundations (WINGS-CF)
Research of the community’s readiness for a programmatic initiative is absolutely essential to ensuring its health and sustainability. 

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Picking up the Slack

White House

As community needs evolve, the practices implemented to address these needs must be refined.  Governments around the world have increased focus on security enhancement, military advances, and internal research. At the same time, governments have been forced to scale down levels of civic intervention, social involvement, and the essential funding for both.  While needs remain present within communities, the agencies and institutions that address them are changing significantly within areas including education, healthcare, and human services.  As national and local governments become less involved in providing support for local challenges, other agencies must become more engaged in providing solutions. 

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July 20, 2007

From Charity to Creativity: Philanthropic Foundations in the 21st Century

 

(Another publication by the same authors)

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From Charity to Creativity was one of the first resources that I came across in my research at the Center on Philanthropy and Civil Society (The Graduate Center at CUNY).  Here are some pieces of information that I found regarding this thoughtful work. 

I hope you find it helpful!!

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Commissioned by the Joseph Roundtree Reform Trust, this thorough snapshot of the state of private foundations in the United Kingdom finds the state of organized philanthropy to be secretive, guarded, and operating out of touch with the social and economic realities of the current pluralistic society. The authors call for a greater transparency, responsiveness, creativity, and a re-examination of foundations' traditional roles as administrators of public funds from the National Lottery increasingly set the agenda in partnership with private charities.  (from www.giarts.org)

                                                           

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 From Charity to Creativity opens the debate about the proper roles of philanthropic foundations in the 21st century, arguing that endowed, philanthropic foundations are a good and increasingly vital institution in modern societies. Foundations fit in well with the way advanced democratic societies are developing, in particular in an era of ‘small’ government and greater social diversity. Yet at the same time, foundations’ current visions, roles, and, above all, organisational forms make it difficult for them to fulfil their promise. For many foundations, there could ultimately be little defence for the significant privileges they enjoy, in particular their favourable tax treatment and their right to operate with a minimum of public oversight and accountability. Against this backdrop, a new vision and legitimate role for foundations based on their innovativeness and creativity is going to be essential. As a private problem-solving institution for public problems, the Creative Foundation which this ground-breaking book proposes is an exciting prospect.  (from www.lse.ac.uk)

 

happy reading!
allyson


 

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Beginning with the End in Mind

Exit Sign 

Something that my boss always shares with me is the idea of beginning with the end in mind.  If it’s a project, a paper, correspondence, or event, for that matter, begin planning your action with the idea of what you hope to accomplish.  This is pretty significant for project managers for a number of reasons.  I have found that this practice ensures a higher level of success and a larger degree of impact in several instances:


1-       Outcomes and Measurements - Foundations, through their competitive grant programs, base their funding decisions partly on what the proposed project is able to accomplish.  As you and your staff begin to think about the intent of the project or activity, begin with the end in mind, and this will guide you in designing your outcomes and related measurements.

2-      Exit Strategies - With programmatic initiatives that are created by on in part by your organization, be sure to begin with the end in mind as you concoct your exit strategy.  As you design the timeline of the initiative, think about whether or not the program should end.  If, for example, your organization intends to carry out a project for five years, think of how your organization will close out the project at the initial planning stages, not at year #4.  Some programmatic initiatives are designed to address issues in a fixed amount of time.  By creating an exit strategy, organizations can begin with the end in mind, thereby avoiding an abrupt or premature closing of your project.



HOW DO I BEGIN WITH THE END IN MIND?
Take a long term view and approach when planning out your projects.  Here a few thoughts  from the Final Report of the New York Community Trusts’ September 11th Fund that might help you along your way:


§  Establish Deadlines – Create timeframes that both meet the needs of the community and encourage sustainability.  Communicate the timeframe with all those involved so that they can prepare their plans and budgets accordingly.
§  Keep Records and Archives-It is important to maintain accurate records, contracts and copies of correspondence that are related to the project. 
§  Practice Fiscal Responsibility – Decide how to direct unspent funds granted for the project, and articulate these instructions to everyone involved.
§  Elect a Closeout Committee – After the conclusion of a project occurs, there should be an oversight mechanism to respond to issues that may arise in the future.  Depending on the magnitude of project, a staff member, board member, or board committee could be assigned this role.

Happy planning!
allyson

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July 19, 2007

Hip Hop & Philanthropy

The DJ  

Hip hop and philanthropy…an unlikely combination, but if the media dedicated as much on-air time to covering the generosity of urban moguls as they did to their lavish spending habits, we would be so much more aware of how hip hop artists are building our community in addition to creating music about it.

So what is philanthropy?
Philanthropy is the act of donating money, goods, time, or effort to support a charitable cause, usually over an extended period of time and in regard to a defined objective.

Here are some examples:

  • Tithing
  • Giving to the Salvation Army’s coin drives at Christmas time
  • Contributing to the Red Cross in times of disaster
  • Dropping off clothes at the Goodwill
I’m involved in what’s called institutional philanthropy- I work for a grant-making foundation, and that’s exactly what we do- give grants to nonprofit organizations.

Now while I love what I do, I wanted to call special attention to how leaders of urban culture are tied into these selfless acts of kindness. 

A quick did- you-know list of do-gooders (from http://www.riaa.com/News/newsletter/press2001/061501.asp):

enjoy!
allyson

 

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The Significance of the Sector

 Pen

One of the great things about professional development organizations, activities, and events is that you can connect with lots of different folks and exchange conversations about all sorts of topics.  Sometimes those folks are in your field, other times they aren’t.  This year, I had the wonderful experience of wrapping up a year-long series of classes that were part of one leadership-building program.  Those in my class came from a diverse array of fields:  real estate, banking, health administration, and on and on. 

With only one other person from the nonprofit world in the bunch, it was challenging to talk with others about our fields– partly because they weren’t concerned about the same types of numbers, targeted clientele, or projected sales.

I observed that, among this league of leaders, there didn’t seem to be the same excitement, interest, or concern about issues in the nonprofit sector. It didn’t dawn on me until later, however, that when the average Joe hears the term “nonprofit,” he automatically relates that to a youth center, an outreach facility, an arts organization, or some other valid charitable cause.  What he fails to realize, however, is that nonprofits don’t exist solely on the outskirts of society; nor should their importance be considered only around tax time. 

An industry truth that I abide by and will continue to profess is that nonprofit work isn’t just a fundraising event for the local health agency, or buying cookies to support the childcare center down the street - it is an entire sector, the growth and health of which is essential for the continuity of our society.  The largest institutions, universities, research facilities, and hospitals were founded out of the thought to create 3 sectors of society:  government, business (private), and nonprofit (public).  This, also known as the Third Sector, is truly a relevant system in society, and I encourage us all to promote, support, and talk about it in that way.

Best!
allyson

 

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