Ken Goldstein, MPPA

Ken Goldstein has been working in nonprofits and local government agencies from Santa Cruz, to Sacramento, and back to Silicon Valley, since 1989. He's been staff, volunteer, board member, executive director, and, since 2003, a consultant to local nonprofit organizations. For more on Ken's background, click here. If you are interested in retaining Ken's services, you may contact him at ken at goldstein.net.

Thursday, June 10, 2021

New Online Course: Basic Training for Your Nonprofit Board of Directors

Today I'm very pleased to announce that my latest online course is now available on Udemy: Basic Training for Your Nonprofit Board of Directors.

Some of the things covered in the course are:

  • Legal requirements for Nonprofit Boards in the U.S.
  • Roles and responsibilities of Board Members
  • Roles and responsibilities of Board Officers
  • Tips for successful meetings, including Agendas and Minutes
  • About Board Committees
  • The Board's role in Fundraising
  • Board recruitment, training, and evaluation

This course is for anybody who is on a Nonprofit Board, nonprofit staff who work closely with their Boards, or anybody who's simply interested in nonprofit leadership.

You can learn more about the course and register by clicking here.


Monday, May 24, 2021

Lately on Quora...

No, blog, I haven't forgotten about you, but I do apologize for not keeping you up-to-date.

I've been spending much of my social media time over at Quora, answering questions about nonprofit management and fundraising (and a few questions of a more political nature).

Here are links to a few of my recent answers:

Why is a charity considered a business? (or, isn't it?)

How does a walk/run/jog-a-thon work to raise money? 

If you were in charge, what would you do to make community service for everyone an unforgettable experience?

What is the best step after setting vision and mission in strategic planning for a nonprofit organization?

If one person can form a company why can't one person form a non profit?

Is it legal to pay your board members a percentage of money raised instead of a fixed salary if you own a non-profit organization?

How important are accountability, transparency and stewardship in business and to non-profit organizations?

Should you pay a company to create file your 501(c) 3 application?

You can find more of my Quora answers on my profile page there. I've been (mostly) enjoying the experience, although I'm a bit dismayed by some of the misunderstandings and misconceptions about what nonprofits are and how they operate. Still, I'm glad when I can help out.

Mostly, I've been spending my non-blogging time in my Interim Executive Director duties with Friends of Oakland Animal Services. We survived the pandemic with a healthy, strong organization, and are getting it ready to recruit permanent leadership in the near future.

I'm also preparing more online training courses for Udemy and possibly YouTube. You can find my Basic Grant Proposal Writing course by clicking here.

Thursday, June 04, 2020

When Not To Lead

To be a successful blogger we are told, "Be authoritative! Demonstrate your expertise!" etc. But the truth is, all any of us can ever do is to write from our limited experience, share the lessons we have learned, and hope it helps somebody in their own journey. In the end, we are all in a constant process of learning. Even the so-called experts and teachers - if they're good at what they do - are still learning.

This is generally a blog about nonprofit leadership (including fundraising and administration) written by a middle-aged (58), well educated (Master's degree), white (by most standards, but not to a few), cis male (although that never stopped any bullying by those who presumed I wasn't cis).

In relation to today's headlines, and the continued protests, counter-protests, and eruptions of violence in the wake of the murder of George Floyd by four Minneapolis police officers, this is not the time for my leadership, or for my voice to be the loudest one in the room. It is time for me and (in my opinion) people like me, to be an ally.

But, in my three decades of nonprofit service, what I've learned about being a leader and what I've learned about being an ally both rely on the same skill. That skill is knowing when to close my mouth and just listen.

Yes, I get the irony. I'm taking the time to talk about why I should shut up. You're under no obligation to read further.

Lao Tzu said that, "A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves."

My experience in life has been one of probably 98% privilege. I've had a few incidents with anti-Semites (a lost job, a bloody nose or two), but these are rare. In school days, long ago, my preference for longer hair and lack of skill or interest in sports led to a certain amount of anti-gay bullying (despite my not being gay).

But overall, my life has been one of middle-class, white privilege. I've driven away from traffic stops with only a warning and never thought "this is how I die" when I was pulled over. When shop owners have kept an extra close eye on me I've had the luxury of thinking "what a paranoid ass" instead of "what a racist."

So listening has done me well when serving organizations working with folks who don't share my experience. Listening first, and speaking later, has helped me in building mutual trust and understanding. Listening first, and speaking later, has helped me to recognize leaders, and nurture their skills, where others may have only seen need.

Listening first, and speaking later, has taught me that the most important question I can ask as a leader is, "How may I support you?"

Which brings us to this week. And to be a good ally, the most important thing I can do - the only thing I can do - is to ask the same thing, "How may I support you?"

I've taken answers from many sources, one of them being the Movement for Black Lives, and their Week of Action. Each day has a demand, and a list of suggested actions you can take in support of it. The actions are divided into "Safe," "Medium," and "High Risk."

Today (Thursday) the demand is Community Control. Communities need to control the laws, institutions, and policies that are meant to serve them, but all too often fail (and fail by design). That includes local schools, public budgets (budgets are political documents), and the police. One of my chosen "safe" actions is to write a blog about this (other actions I've chosen are not so safe).

For several years there was progress in many cities regarding community policing. Getting cops to actually live in the areas where they worked. Training them to be present in support of community, not just to show up and pull people out of the community. Policing as a preventive activity, not a strictly punitive one. This was good, but rarely truly brought policing to the full demand of Community Control.

Partly, because the counter-force to that effort has been stronger. There is a nationwide trend toward militarization of the police. Federal programs have sold surplus military equipment to local departments, turning police into an invading force, far beyond what is needed to "protect and to serve."

According to the ACLU, "Sending a heavily armed team of officers to perform 'normal' police work can dangerously escalate situations that need never have involved violence." And police have received training in the use of that equipment that goes contrary to the training they'd previously had in community policing.

Sadly, one of the factors making things worse are the police unions. Bob Kroll, head of Minneapolis's police union criticizes the community policing approach like this, "Certainly cops, it's not in their nature. So you're training them to back away. And it's just not a natural."

You know what else isn't "natural"? It's not natural for a 200lb man to kneel on another man's neck for over eight minutes and expect him to live, or for his three colleagues to stand by and watch.

So, back to theme of this blog. What can we, as nonprofit leaders, do today? We can truly listen to those who we claim to serve. We can elevate their voices where and when we can. We can add our voices as needed (and never loud enough to cover theirs). We can admit our privilege (be it white, Christian, CIS, male, or whatever the source or sources).

But whatever else, what we can do, what we should do, what we must do, is to take action.

"We must take sides. Neutrality helps the oppressor, never the victim. Silence encourages the tormentor, never the tormented... Wherever men and women are persecuted because of their race, religion, or political views, that place must - at that moment - become the center of the universe." - Elie Wiesel

"Silence in the face of evil is itself evil: God will not hold us guiltless. Not to speak is to speak. Not to act is to act." - Dietrich Bonhoeffer

"The only thing necessary for the triumph of evil is for good men to do nothing." - Edmund Burke

Saturday, May 30, 2020

The Virtual Interim ED

A few weeks ago I began a new consulting gig as the Interim Executive Director of the Friends of Oakland Animal Services (FOAS).

No big new thing there. I've taken Interim ED assignments half a dozen times before. But I've not taken an assignment like this during a time of official Shelter-in-Place orders (but, really, who has?).

Previously, the only "virtual" consulting I've done has been limited to very short engagements. A few conversations, and advice, dispensed by phone or email. I've also been conducting my Basic Grant Proposal Writing course online, but again, for each student, it's a limited amount of contact and a few messages exchanged while they complete the class.

This is an entirely new adventure, with my work - at least to start - being conducted entirely online, via email, phone, and a seeming endless number of Zoom and Google Meet video calls. It's a very different experience, having staff that I've never in person, and building relationships with them, and with my Board members.

Hopefully, it won't be too many more weeks before the Shelter-in-Place restrictions in the Bay Area ease to the point where we can meet "in real life," but even after that, it won't be a daily thing. This is a small organization, with no actual office space. They mostly worked remotely already. When shelter-in-place ends, many of our regular meetings may be in person, but the bulk of the work will still be done remotely.

At FOAS, our work is changing along with the rest of the world during this global pandemic. We will find ways to transform the organization that will be stronger and even more successful than before shelter-in-place. This is a new and different way for me to be an Interim ED, but the challenge is exciting, and I'm looking forward to seeing what develops.

Monday, May 04, 2020

Budgeting for Bequests

One thing about shelter-in-place; I’ve been going through notes and files and finding half-written ideas for blog posts that never made it here.

One such germ of a post began with a question from another website (I’ve lost the link, not sure where the conversation started), “Do Bequest gifts to your organization at least total seven to nine percent of all charitable gift dollars each year? That’s the national average.”

My response (now edited for posting):

Bequests may be 7-9% of overall charitable giving, but it’s wrong to assume that it’s an “average” that organizations should shoot for. That’s an overall figure for the sector, including organizations large and small. And including religious orders and nonprofit universities, which are “typical” (as dangerous a word as “average”) bequest recipients.

This made me wonder if there’s a better way to come up with a nonprofits' target bequest expectations. Rather than bequests’ overall ranking, maybe it would be more appropriate to look at it in relation to individual giving? After all, bequests are simply the final gift of the individual donors who we've properly stewarded for many years.

So, if individuals are about 74% of overall national giving, compared to bequests being about 8% (changes slightly year-to-year, but roughly the about that), then we’d say bequests, overall, are about 11% of individual giving.

Then, an organization could see if they’re doing well on bequests using that 11% of individuals figure.

IE: If individuals are 50% of your income, bequests “should be” 5.5%. If individuals are 25% of your income, bequests “should be” 2.75%. If individuals are 85% of your income, bequests “should be” 9%. IF that were a good benchmark.

Reality, however, includes many other factors. Do your donors skew older or younger? It seems likely that if you have older donors, you may be expecting more bequests. What is your average donor turn-over? Do you retain a high percentage of donors each year? Organizations that retain more donors, rather than churn them over, may be more likely to have higher bequests.

In the end, even when donors notify us that they’ve included us in their wills, bequests are never a “pledge” that you can count on. They will nearly always be unexpected, and are not something you can put in your budget. And, as they are frequently larger amounts, it may be that your board will designate them for an endowment.

Bottom line: Encourage planned giving. Be grateful for the bequests that do come in (and make it through probate). But don’t plan for them, and don’t fall into a trap of trying to benchmark where you “should be” in bequests.