Vote With Your Mission!

A new initiative from the California Association of Nonprofits (aka CalNonprofits) is the Vote With Your Mission virtual campaign. CalNonprofit's goal is to have 100% of eligible California nonprofit staff and volunteers (including board members) vote in the June and November elections. According to Jan Masaoka, Executive Director of CalNonprofits, "All of us have come to work and volunteer in nonprofits because we have ideals about changing the world. Whatever those ideals are, use your vote to further them."

I couldn't agree more with the motivation and purpose behind this campaign, and find it sad to realize that folks in the nonprofit sector are not already participating 100% in all elections - in California and beyond. Every day, our staffs see first hand the direct results of political decisions, from increased homelessness to decreased funding for the arts. We see the results of over-crowded classrooms and a poverty-level minimum wage. To not speak out when we must, and vote when we can, is to contribute to the very problems our missions seek to redress.

"But is it legal?" some of you may be thinking. Yes, it is, and CalNonprofits has conveniently included a legal FAQ on the Vote With Your Mission website. All nonprofits may engage in nonpartisan, get-out-the-vote activities. Check the FAQ (or talk to the lawyer on your board) for more detailed guidelines when it comes to ballot measures and issues.

So, what does an organization have to do to participate in the campaign? First of all, sign up at the CalNonprofits website so they know you're on board. Then select from the recommended activities, such as asking all staff, board members, volunteers, and constituents to vote, providing on-site nonpartisan voter registration materials, adding "voting in every election" to your board member responsibilities agreement, or (my favorite) granting two hours of paid staff time to vote on Election Day.

If you're involved with a California nonprofit, I hope you'll sign on at the Vote With Your Mission home page. If you're outside California, I hope you'll still encourage all of your staff, board, volunteers, and constituents to vote with your mission.

"Have the consultant do it"?

The title of this post is written with tongue in cheek, but it does get to what's often a fine line between consulting and contracting. Even when talking with other nonprofit consultants, we don't always agree on where we should draw the line between performing tasks for our client organizations and empowering them to perform these tasks themselves.

As a prime example, when I started as an independent consultant, back in December 2003, one of the main things I did was grant proposal writing. Now, I will rarely accept those types of assignments. Basically, over time, I came to realize that the client was better served by my helping them gain the capacity to write grants in-house. One of my favorite things to do is when I teach workshops on proposal writing (next workshop is August 24 in Santa Cruz!).

Of course, there are times when it's quite legitimate to hire a contract proposal writer to supplement an organization's own capacity, and I'm happy to assist in those situations. But I believe that fund development is so central to any nonprofit organization's survival, that outsourcing it should never be more than a step along the way to building their own abilities.

There are other tasks, however, that are should almost always be outsourced. Among these, in my opinion, is facilitating a strategic planning session. Your organization may have leaders with excellent facilitation skills, but at a planning retreat they are needed as participants. A good facilitator should be neutral, and not a part of any political dynamic that exists in the group, or have a stake in any decisions that the group makes. A good facilitator empowers everybody in the room to speak and be heard, something that's not always comfortable or possible when there's a boss-worker dynamic present.

So, the next time you're in a meeting, and you hear the words, "We'll have a consultant do it," think carefully about what you are asking a consultant to do, and whether it is truly empowering and adding to your capacity to meet your mission.

Interim Executives Are Part Of Succession Planning

Yesterday, on Alan Harrison's Voice of Reason blog, he posted a great article about the pitfalls of bad succession planning and the occasional need for Interim Executive Directors. As a consultant who has five times served as an Interim ED, I agree with much of what Mr. Harrison has to say.

In Mr. Harrison's colorful example, Jack is the departing long-term Director, who helps to personally choose Jill as his successor. Jill then flounders along for about a year before being eventually replaced. The details of the scenario presented ring all too true, and a story we've all seen played out before.

An Interim ED can be a great solution following the departure of a long-term leader. It gives Board and Staff room to breath, consider mission, separate the reputation and legacy of the departing leader from that of the organization, and contemplate changes in their vision before making the mistake outlined in the blog of trying to fit Jill's round peg into Jack's square hole.

So, who should be your Interim ED?

A well-meaning board member stepping in may sound great, but unless they've sat in the ED's chair before, and have the time and attention to devote, this can be a disaster (not to mention the conflicting roles of ED and board member).

A senior staff member could be a good choice (particularly if they're "auditioning" for the permanent job), but be careful how you back-fill their regular position - or are you expecting them to do two jobs at once? Be careful of setting unrealistic expectations for anybody you put in this tight spot.

An out-of-work ED, who is looking for a permanent position has other motivations in accepting your Interim offer. They're number one goal is completing their own transition, not assisting your agency in yours. If this is somebody who you are seriously considering for the permanent position, do not make the mistake of "trying them out" on an interim basis.

Those of us who regularly take on Interim ED assignments as part of our consulting business do so because we're not necessarily looking for the gig permanently. In fact, when I've accepted an Interim job that includes searching for a permanent ED, I would consider it a conflict of interest to then apply for the permanent position.

My mission as an Interim is to work on the Board's agenda, not my own, and to facilitate as smooth a transition for the staff, clients, funders, and community as is possible.

Returning to Mr. Harrison's post for a moment, he ends on what he considers to be such an important point that he prints it in bold and underlined:

It is never a good idea to have the outgoing director have a say on his or her permanent successor.  No matter who the outgoing director is or how amicable the separation is.  Never.  Never.  Never.

I found this point surprising, and while I'm not certain I agree, thinking of some real life examples I'm not certain I can argue with him either. It certainly goes along with my point of using an Interim to provide "breathing room" for the Board and Staff to do some reflection on where they've been and where they want to go, rather than just trying to duplicate the leader who's just left - an often impossible and unforgiving task.

Yes, it may sound self-serving (and it probably is), but if your organization is facing the departure of a long-term, strong leader, bring in an Interim ED first, before starting your search for a permanent replacement. Oh, and I just might be available ;^)

Honoring Donor Intent

This seems like such a basic, "Fundraising Ethics 101" topic that I'd never have to write a post explicitly about it, but it seems that even high profile nonprofit organizations need to be reminded: Donor Intent is King!

This month started with the news that country star Garth Brooks had won his million dollar lawsuit against a regional hospital. The issue was over a donation Brooks had made with the understanding that a building would be named for the singer's late mother.

A week later came headlines that the Ray Charles Foundation was demanding the return of several million dollars the late singer had donated to Albany State University in Georgia for a performing arts center that was never built.

Now, today we learn that Johns Hopkins University is being sued over the alleged misuse of millions of dollars from the estate of Elizabeth Beall Banks. This dispute revolves around farmland given on the condition that it be used for agricultural research and development, but now will be home to nearly five-million-square-feet of construction.

These are obviously high profile cases involving millions of dollars and well known organizations and donors, but the principles involved are the same for $25 donations to local nonprofit groups. You must follow through on your promises to donors. If funds are designated for a particular purpose, it is your legal and ethical obligation to use it for that purpose and that purpose only.

Raising funds with a pitch for one program or project, and then using them for another is a bait-and-switch con that will come back to haunt you. You may think you did well in the short run, but in the long-term you will lose donors, you will lose honest staff and board members, and you will risk your organization's reputation and future.

When dealing with large donations, do your best to set clear expectations with your donor, write out exactly what the purpose of the donation is, and have it signed. This donor agreement is not just for designated funds, as in the cases above, but especially important if you think the donation is unrestricted. The donor's signature on an agreement that you can use the funds in whatever way is needed to support the mission will protect you if they - or their heirs - ever come back and say the funds were designated.

Such clear, written agreements also protect the donor. And, with such well-publicized scandals putting us all under the microscope, offering your donors such transparency and guarantees will help ease their doubts about your integrity.

Tim Newell, Elizabeth Banks' nephew and one of the principals in the case against Johns Hopkins, explains, "You hate to lose faith in the entire system. ... All donors have the right to be assured that gifts be used for the reason they were given."

Doing Good... And Letting People Know About It!

You know your organization does great work that benefits your community, but unless you get that message out clearly, consistently, and publicly, you will be losing out on donations to those organizations that have mastered communications and marketing. Today I have two bits of marketing & communications news to share.

First, for those nonprofits who are using YouTube, or creating videos to showcase your cause, you can get even more exposure for your good work by entering the 6th Annual DoGooder Nonprofit Video Awards. Presented by See3 Communications with support from Cisco, the Case Foundation and the Nonprofit Technology Network, the awards are "designed to recognize the creative and effective use of video to promote the work of the nonprofit sector in catalyzing social good."

Best of all, the awards are completely free to enter and open to any eligible nonprofit organization in the U.S., U.K, Canada, and Australia that created a video in 2011. The submission phase goes until February 29th, after which the public will have a chance to vote for the winning videos. Winning organizations will get their video on YouTube’s homepage on April 5th. To enter, visit the DoGooder Awards page on YouTube (click here).

Second, Nancy Schwartz, of the Getting Attention blog, has a new ebook for you: The 2012 Nonprofit Marketing Wisdom Guide. The guide is an easy to ready and reference compendium of advice from your peers on everything from branding, to email asks, to social media strategy, to media relations, and everything in between.

Last December, Nancy surveyed her newsletter subscribers and organized the responses by category into these 219 nuggets that are sure to help even the most seasoned professional. You can download your copy by visiting the Getting Attention website (click here).