Insights - Page 2 of 3 - Rebecca White

Gaining Visibility in a Crowded Nonprofit Field

Last week I was headed out to the gym and found my car wouldn’t start. As we had recently moved to a new city, I didn’t yet have all my “regulars” in place. Luckily for me, I also have family here, so we jump-started the battery and headed over to their garage. A few hours later, I emerged with a fresh battery and a trusted place to take my car.

Why? Stellar communication while I was in the waiting room. Regular check-ins, quick updates, a couple of questions, and a nice place to wait made the otherwise annoying start to my morning comfortable. I shouldn’t have been surprised then by the hand-written follow-up note I received later in the week, along with a Seymour’s Garage magnet so I would have their contact information. Home run.

This same attention to communication is needed within the nonprofit community. With over 1.6 million nonprofits in the US alone, the field is crowded, and visibility is more difficult. You need your organization to be noticed and trusted. As with my auto repair experience, getting people to know, like, and trust your organization starts with stellar communications.

In this crowded nonprofit environment, I believe the best communication begins with storytelling. Want to let your community, volunteers, and donors understand and connect with your mission? Get your stories down and share them across multiple channels.

Leading with compelling communications is especially important as we head into end-of-year fundraising efforts. Stories help you demonstrate your impact and elevate your supporters, so you’re also hitting communication home runs.

Are You Future-Proofing Your Organization?

As I write, the Tokyo Olympics are underway, with incredible stories of resilience, perseverance, and the challenges of significant endeavors. Much like what we experience within the nonprofit world, but without the accolades and medalists. One of the most fascinating competitions, for me, was the women’s 85-mile bike race won by solo rider Anna Kiesenhofer of Austria. A mathematician, Kiesenhofer trained methodically and ferociously. Then, on race day, she attacked the course early, took the lead, and never dropped back.

The Dutch team, with heavily favored Annemiek van Vleuten, lost track of Kiesenhofer in that early breakaway ride and didn’t realize she was out far ahead. Kiesenhofer went on to win by over a minute, with silver medalist van Vleuten believing she had won the race. How can this happen? Turns out the cycling teams often rely on internal communications, including earpieces to keep up to date on road hazards and race leaders. The Olympics, however, do not allow for that type of technology, and all participants know this in advance. Speaking to the Associated Press, “I’m gutted,” van Vleuten said. “With five kilometers to go, …, none of us knew if everyone was caught back. This is an example of what happens if you ride an important race like this without communication.”

I agree this is what happens without communication. I would add; however, this is also a cautionary tale of what can happen when you don’t adapt to changing operating environments. For nonprofits, our operating environment undergoes constant change. Are you still operating in an old system, or are you working to understand the impact of today’s new environments? The old, yet still applicable saying is, no money, no mission. Let’s start there.

Have you evaluated and future-proofed your revenue plan to withstand, and even thrive, in a constantly changing operating environment? Check out these resources from four nonprofit experts at The Society for the Advancement of Consulting.

No Looking for a Quick Fix, Please

With the effects of COVID rippling throughout our economy, I often get queries from nonprofit organizations looking to fill budget gaps with grants. Grants have an essential role to play in your revenue stream, but they are not agile, quick, or individually stable long-term.

Mission-driven organizations have been in similar positions before when economic events negatively impacted fundraising efforts. This time, with events cancelled, volunteers sidelined, and in-person activities affected by the global pandemic, nonprofit organizations with continuous and iterative efforts, an informed strategic direction, and diverse funding streams have been most capable of moving their mission forward despite the challenges.

In learning from our COVID experience, how can organizations develop resources that improve agility yet not pull the organization off mission? There are many opportunities, and one option is a venture that generates income.

Annapolis, MD nonprofit Chesapeake Region Accessible Boating (CRAB) brings the thrill, freedom, and therapeutic value of sailing to people with disabilities, recovering warriors, and local youth. They know sailing, and they know boats. CRAB diversifies their income through the sale of donated boats, creating a stable source of revenue in a community known as the sailing capital of the US. CRAB built the systems and processes that improved their boat donation program over time, piloting an early-stage donation before scaling up to their multi-boat donation program today.

Like the San Antonio Lighthouse for the Blind & Visually Impaired, (SALB) other nonprofits combine revenue-generating activities with mission achievement. SALB achieves this through manufacturing services that also employ the people they support. While this effort was born of necessity, a gaping budget deficit, the organization has refined and improved the program since its inception providing financial stability during turbulent times.

Some organizations find ways to generate revenue that aligns with corporate culture yet is not necessarily mission-connected. A recent article in The Chronicle of Philanthropy outlined how one nonprofit stabilized its annual revenue generation by developing a waste-to-cash business they then expanded to help other nonprofits learn to do the same.

Thinking deeply about how to create and sustain long-term financial stability is critical to mission success. There is no quick fix, and plans made three years ago no longer apply. Nonprofit leaders need to evaluate their funding strategies and develop systems that will sustain operations through turbulent economies rather than chasing funding not measured against the organization’s strategic direction.

Organizations utilizing continuous and iterative efforts will be more agile and better able to adapt to rapid change, which is especially important in our post-pandemic world.

The Benefits and Risks of Partnerships

When it comes to considering or developing nonprofit partnerships, I have one rule – never develop partnerships to chase funding.

Having started with the importance of not chasing funding, the reality is most nonprofit organizations do require outside funding support to better fulfill their mission. In my experience, the most effective strategic partnerships serve your mission first, but with the understanding that there is increased leverage to be gained. Collaborations can be tremendously effective for organizations looking to amplify outcomes, gain efficiencies, or expand services.

I group partnerships into two buckets, Common Cause and Common Need. Common Cause partners share your targeted population or outcome. For example, you may share a target population of school-aged youth, an effort around eliminating homelessness, or a geographic area of service. Common Need partners, on the other hand, share a need for resources. You may have little to no overlap in your services with a prospective partner but share a need for a particular resource like professional development, transportation, or administrative services.

Partnerships come in a variety of options along a continuum of connectivity, as shown in the graphic above. There are numerous ways to frame collaborative efforts; this is only one. Since we want your collaborations to add value, only you can determine the best place along the continuum for your partners. You likely will develop and maintain multiple partnerships at different points on the continuum. Partnerships can also move back and forth along the continuum, depending on the partner organizations’ changing needs.

The best partnerships are those that strengthen the work of all involved. In a 2019 study, the Stanford Social Innovation Review (SSIR) found that “of the collaboratives that failed or faltered, the most often mentioned challenge was lack of strategic clarity. This included misaligned goals or investment thesis, unclear or misguided strategies, and a lack of winnable milestones along the way.”

Want a quick way to check the potential strategic clarity of a partnership? Plot the prospective partnership on your program or project logic model. Is there alignment in needed resources or your planned activities, outputs, or outcomes? If yes, then there is potential value in pursuing the partnership. If no, rethink your motivation. What is the value of the collaboration for your organization and the problem you work to solve? If you are new to partnership development, you may want to start with a limited cooperation effort around a looser relationship like advocacy before intertwining operational details.

MarylandHall, a space for creating art in my former home of Annapolis, MD, partners with multiple local organizations. Their mission, Art for All, requires extensive outreach into the local community. So, Maryland Hall has nine outreach partners that help them achieve their mission in ways they could not accomplish alone, and also strengthens the outcomes of their partner organizations.

While I did say earlier to never develop partnerships to chase funding, grantmakers and other funders like to see strategic partnerships that reduce duplication of services, strengthen sustainability, and solve problems. You have likely noticed that most grant applications today ask some version of the “do you partner” question. You will strengthen your proposal with strategic partnerships that demonstrate thoughtful, mission-centered effects on operations and outcomes for the people or issues you serve.

Strategic partnerships can provide more value to the people or places you serve. However, to steer clear of the stumbling blocks noted by SSIR, follow these basic concepts. 1. Get clear on what is and isn’t included in the partnership. 2. Confirm demonstrated value for all participants. 3. Create written agreements; no surprises wanted. 4. Identify how you will measure success. 5. Develop an ongoing communications plan. 6. Steward your partnerships regularly to check progress against the identified measures of success and with an eye to continuous improvement.

For an in-depth roadmap to developing and stewarding successful strategic partnerships, I recommend the community toolbox developed by the University of Kansas.

Strategic partnerships are just one way to strengthen your work and add value for the people or places you serve. If you are interested in learning more about ways to enhance your work, join us at the Annapolis Nonprofit Networking group on the third Thursday of each month. This free, collaborative learning group helps nonprofit professionals, board members, and volunteers like you. We are virtual now, so no matter where you are in the world, you can jump in.

Let’s Tip the Scale

We need the grant application process to catch up to the technology available. My online work is now easier and faster, and I’d like to see the same for grant applications. I’ve talked to a number of smaller nonprofits that just don’t have the resources to put towards what is often a complicated, time-consuming process. Time for a #universalapplication that’s user-friendly

Don’t Wait for Things to Become Clear

Are you looking forward or #forwardlooking? For me, looking forward means eyes up and scanning. Forward-looking, on the other hand, is actively planning for the future. No easy feat just now. Ask yourself this question–what will your clients need immediately after lock-down ends? Be ready, understand the needs, have a plan, and let people know.

An Ode to Funding Operating Costs

Strictly speaking, it’s not a true ode as its neither a poem nor set to music. But, I’m on a mission to raise awareness of the importance of operating funds for nonprofits so ode more closely matched my passion.

In September of this year, five large foundations ( Ford, Hewlett, MacArthur, Open Society, and Packard) announced their decision to fund operating costs- like salaries, technology, and rent. I was so excited I talked about it for weeks. I’m still going on about it, as evidenced here. I’m a massive fan of people who choose to use their resources to make a difference in our world. But, the lack of awareness around the importance of operational funds to program impact is discouraging.

In the Chronicle of Philanthropy article, Julia Stasch, who was the head of the John D. and Catherine T. MacArthur Foundation at the time, outlined the group’s thinking around changing the perception of overhead expenses. “By setting an example — and getting others to join — they would destigmatize overhead expenses and make sure everybody understands that they are an essential cost not only of doing business but of growing a business and making investments in infrastructure and increasing impact.”

Spot on. I’m energized by this focus on impact. So, fair warning, you’ll be hearing from me often as I advocate for operational funding.

People outside of the nonprofit world are surprised to find out that the majority of grant funding is only for costs tied directly to a particular program or project. That means no operating costs like rent, technology, or salaries of leadership. How do you create a culture of excellence in an organization, take a risk on new and innovative ideas, and focus on creating exceptional outcomes if you are slowing starving your organization of resources? Infrastructure investments are important. Having financial reserves means long-term sustainability for an organization.

If you are evaluating nonprofits to support, I’m pitching for a focus on their impact, not on their administrative expenses. And nonprofits, help people better understand why your work is important. Let’s move away from touting outrageously low administrative costs as a selling point. Instead, celebrate your impact, changed lives, and changed communities.

Logic Models Made Easy

In the nonprofit world, a logic model is a visual representation of how a program works, with a clear description of the intended outcomes and the resources and activities you’ll use to get to those outcomes. You’ll also outline assumptions you’re making and any external factors that could influence your results. The process is best conducted with a group of stakeholders, people closely aligned with the program rather than one person developing the model solo. There are multiple models although I prefer the one-pager.

Here is a visual overview of the components:

The logic model process should be engaging, interactive, and collaborative. If you’re building your logic model as you design the program, begin with the needs statement and intended outcomes. If you’re developing a logic model for an existing program, start with the inputs and activities so you can be clear if your activities achieve the intended outcomes.

You’ll test your completed model against an If-Then framework. If the Inputs are implemented, then the Activities will occur. If the Activities and resulting Outputs are accomplished, then the Outcomes will be achieved. Check for missing links between Activities and Outcomes. Test for gaps within the model. Check that the identified Needs have a corresponsing Outcome.

Once you have your logic model complete, share it with staff and partners. Come back to your logic model each year to check that you’re implanting the program as planned or if changes are needed to the model.

If you’re local to Annapolis, we’re having a mini-workshop as part of our Annapolis Nonprofit Networking series on October 17- The Logic Model session. It’s part of an ongoing series to help nonprofit leaders connect and share knowledge. We’d love to see you there.

For further reading on logic models and examples, see the University of Wisconsin-Madison Department of Program Development and Evaluation.

Follow Up is Critical, Make it Simple

I made the decision to stay solo rather than hire employees, including administrative. I think it is important that the organizations I work with reach me first. This #tuesdaytip is an email reminder system I use, www.followupthen.com. Terrific resource, freakishly easy to use, and keeps me up-to-date with my email communications.

Developing Powerful Nonprofit Stories, The 3-Act Way

Stories help us make sense of our world. For nonprofits, stories are a great way to show impact, connect with your reader, and inspire action. One of the easiest ways to tell a story is by using the Three-Act format with its beginning, middle, and end.

Act 1 – Sets the scene in time & space, introduces the main character(s) along with their life and their goals.

Act 2 – Lays out the difficult journey of your hero. Here she runs into a series of significant challenges or barriers between her and her desired goal.

Act 3 – Against all the odds your hero prevails- with your organization as the supporting character.

Add a Call to Action. A Call to Action which can be:

Donate – this a good time to ask for donations that support the particular outcome of the story
Volunteer – giving time and talent to your organization
Fundraise – ex. A social media fundraiser in lieu of a birthday gift or as part of an event
Share the message – share the work of your organization on social media channels
Subscribe – subscribe to your newsletter

Gia’s story https://covenanthousecalifornia.org/our-stories/ about overcoming homelessness is compelling.

Read on for three types of stories and examples.

The Origin Story – This story talks about how your work got started. Why do you do what you do? This story should not be a dry timeline of events but rather a genuine look at the why of your work.

Take a look at Kaboom’s (they help communities build playgrounds for children) origin story: At just four years old, KaBOOM! Founder and CEO Darell Hammond was taken to a group home with his seven siblings outside of Chicago, where they grew up after his father abruptly abandoned the family. It was in this home, Hammond writes, that he learned about kindness, generosity, and community service.

In 1995, Hammond read an article in The Washington Post about two young children who died after becoming trapped in an abandoned car while playing. At the time, there were no safe places for children to play in their community, less than two miles from the U.S. Capitol. Hammond changed that—he brought the community together to build a playground in their honor and at just 24 years old, started KaBOOM! from his Washington, DC apartment.

This story is personal and shows the power of one person. What is the connection between your nonprofit’s founding and the community?

Overcoming Adversity – Many nonprofits help people overcome adversity. But do you tell the story of it? How do the people you help change their life? What is different because of your work?

Bringing clean water to the developing world, Charity: Water is masterful at storytelling:

MORE TIME FOR MOMS AROUND THE WORLD

Before she had access to clean water, Tencia used to spend the first half of every day walking and waiting in line to collect water from a river outside her village. It was never enough water for her family, and it left her very little time to earn money. As a single mom, life was incredibly challenging.

But thanks to supporters like you, all of that has changed.

“When we were fetching water from the river, it took so much time. There was no time for other activities. Now we can get water 1, 2, 3, 4 times from the borehole because it’s so close!”

Today, with a hand-pump in the middle her village, Tencia can collect as much clean water as her family needs. And better yet, she has plenty of time to focus on things that truly matter: like building her bread-making business and improving the future of her family.

You can provide life-saving clean water to the people who need it most. 100% of your contribution will fund water project costs in the field.

Here Charity: Water clearly shows the impact of clean water, how their donors helped, and how you can help further — all in less than 200 words.

Putting a Face on Your Nonprofit

These are the stories that showcase your volunteers, donors, and staff. To find the stories here, ask your volunteer, donor, or staff member questions like,

What motivated you to volunteer?
What do you find most meaningful about volunteering for this organization?
How do you most benefit as a donor?
What do you think is your most significant contribution as a staff member?

In this story, The Arc Central Chesapeake Region, who helps people with a disability live and thrive in their community highlights the work of a job coach.

Patricia

For Patricia, becoming a Direct Support Professional was one of the best decisions she ever made. It all started nearly three years ago when she was introduced to the career. Patricia dove into the field and has had a rewarding experience ever since.

As a job coach, Patricia loves her work with Chelsea. Empowering Chelsea to learn new skills, express her interests, and create opportunities for greater independence is the core of what she does. Patricia helped Chelsea find the opportunity to interact with animals, and together they visit farms and can feed the pigs, collect eggs and participate in Chelsea’s favorite activity – horseback riding. For Patricia it is about more than the money, it is about being able to work in a rewarding and fulfilling career with a person that she absolutely loves being around. “It is so much joy,” she said.

In this story, The Arc Central Chesapeake Region helps the reader understand the joy of helping others achieve.

Use these effective approaches to tell your stories.