Nonprofit Sector

Mohammad Anas Wahaj | 29 nov 2024

Social enterprises bring innovative solutions to social good issues through business-like methodologies. According to the report published in April 2024 by Schwab Foundation for Social Entrepreneurship in collaboration with Bertelsmann Foundation for World Economic Forum, 'The State of Social Enterprise: A Review of Global Data 2013-2023' [Contributors to the report: François Bonnici (Director, Schwab Foundation for Social Entrepreneurship & Head of Foundations, World Economic Forum, Switzerland); Veerle Klijn (Policy Lead, Global Alliance for Social Entrepreneurship, Schwab Foundation, Netherlands); Daniel Nowack (Head, Global Alliance for Social Entrepreneurship, Schwab Foundation, Switzerland); Tiffany Bennett (Research Manager, Euclid Network, Netherlands); Dan Gregory (Associate Director, Social Enterprise UK, United Kingdom)], provides a comprehensive synthesis of the global state of social enterprise, using data from more than 80 countries gathered between 2013 and 2023. It aims to inform policy-makers and business leaders about the underestimated contribution of social enterprise towards global GDP, employment and the Sustainable Development Goals. In the foreword of the report, Hilde Schwab (Chairperson and Co-Founder, Schwab Foundation for Social Entrepreneurship) and Brigitte Mohn (Member of the Executive Board, Bertelsmann Stiftung), say, 'As social enterprises gain momentum worldwide, the need for reliable data increases. Since 2013, a range of actors have been gathering data in more than 80 countries. Their insights reveal that social enterprises are a significant economic force driving positive outcomes worldwide...The report highlights the power of such data and calls on governments, international organizations and the social enterprise ecosystem to invest in and coordinate for a strong data infrastructure at a global level...Social enterprises are not merely catalysts of change; they embody a fundamental shift in how businesses can tackle societal problems on a global scale. At the same time, they prioritize benefits for employees, communities and the planet alongside financial returns. They are at the forefront of the transition towards a fair, sustainable and equitable economy - the stakeholder economy.' HIGHLIGHTS OF THE REPORT: The global data indicates that there are approximately 10 million social enterprises across the world, which means they comprise more than 3% of all businesses; Social enterprise accounts for around 2% of global GDP and 3% of all businesses; They generate around US$ 2 trillion in revenue each year; They create nearly 200 million jobs; They bridge the gender gap, with one in two social enterprises worldwide led by women, compared to one in five for conventional enterprises; They deliver against all the United Nations Sustainable Development Goals (SDGs), especially those focused on health and education, climate and jobs, thereby reducing poverty and inequality; According to Statista.com, Social enterprise is larger than the US$ 1.79 trillion apparel industry and almost twice the size of the US$ 1.01 trillion advertising industry; The study reveals gaps and challenges in social enterprise data. These challenges include the availability and quality of data, the comparability of the available data and the difficulty with quantifying social and environmental value creation; Barriers faced by social enterprises include - limited access to finance, lack of public awareness and recognition, lack of government support, inadequate legal and/or fiscal framework, limited access to procurement processes. The report concludes, 'Robust data on social enterprise is critical to inform policy-makers on the design of policies and the most effective allocation of resources.' Read on...

World Economic Forum: The State of Social Enterprise: A Review of Global Data 2013-2023
Authors: François Bonnici, Veerle Klijn, Daniel Nowack, Tiffany Bennett, Dan Gregory

Mohammad Anas Wahaj | 29 oct 2024

Artifical Intelligence (AI) has the potential to transform the solutions for social issues such as poverty, healthcare, education and environment. Nonprofit accelerator Fast Forward, under its AI for Humanity initiative, is supporting startups to develop AI-based solutions for global issues. Kevin Barenblat, co-founder of Fast Forward, says, 'Apart from early tech nonprofits like Wikipedia, Khan Academy or Mozilla, it didn't feel like there were enough examples of people who were using tech to make the world better. So our vision for the AI for Humanity initiative is to support entrepreneurs who are building and using AI to make the world better.' Startups in the Fast Forward accelerator include those that are empowering scientists in low-income countries to cure neglected diseases, reducing backlogs in Indian courts to ensure fair and speedy trials, bridging the global digital divide by bringing online learning offline, addressing early childhood education disparities in India, and providing free, virtual mental health interventions to people who need them. AI's use also bring about ethical considerations. Mr. Barenblat says, 'We often see in the for-profit world that people build these cool tools and then they try to figure out what problem they solve. But in the nonprofit space, the entrepreneurs are typically fixated on the problem - be it education, health inequity, or the climate problem - and they're slotting in AI to make their solution better. Because they're using AI for a specific use case, they can set guardrails that are appropriate for the way that they're using the AI.' He mentions challenges that nonprofit tech startups face, 'Tech startup challenges include things like getting product-market fit right, competing for resources and funding, and usually they focus on marginalized customers who are not easy to reach. So I think AI helps, but at the end of the day, they're still trying to help humans.' Read on...

Triple Pundit: How a Tech Accelerator is Leveraging Artificial Intelligence for Good
Author: Abha Malpani Naismith

Mohammad Anas Wahaj | 27 sep 2024

According to Goodera website (goodera.com), Skill-Based Volunteering (SBV) involves assisting and helping nonprofits in specific work areas through professional skills, knowledge and expertise. Leila Saad, CEO of Common Impact, says, 'SBV involves a little more effort than traditional volunteering. Employees use their professional skills in areas such as technology, HR, and finance to support a nonprofit that has an internal need. In particular, companies that have (artificial intelligence) expertise are interested in giving that resource back to nonprofits. According to Stanford Social Innovation Review article 'The Promise of Skills-Based Volunteering' (Authors: Christine Letts; Danielle Holly), 'Employers sometimes cast a wary eye on SBV, though, because it is complex to implement, it requires a longer-term commitment, and the results of the engagement can be harder to measure. Traditional community engagement programs such as grantmaking and volunteerism - by contrast - more readily align with a company's short-term quarterly outputs. And because the goals of these types of projects are narrower, the results can be easier to measure.' Tammy Perkins, chief people officer at ProService Hawaii, says, 'Making volunteering part of our workplace culture boosts employee morale, fosters teamwork, improves our community, and strengthens company culture. We think of volunteering less as a way for employees to polish their skills and more as a way for us to use our collective expertise to support these vital community services.' Meg Garlinghouse, vice president of social impact at LinkedIn, sees benefits for the company's workers and says, 'Employees are gaining and refining skills like empathy, teamwork, communication, problem solving, creativity, presentation skills, and more. According to a six-year study that the Boston College Center for Corporate Citizenship conducted of a professional services firm found a 36% reduction in attrition for employees who participated in SBV, compared with those who did not. A 2024 Deloitte survey found that 91% of professionals indicated volunteer opportunities can have a positive impact on their overall work experience and connection to their employer. According to the SHRM's 2024 Employee Benefits Survey, more than 1/4 (28%) of 4529 respondents said that their organization provided the benefit of time off for volunteering. Ms. Perkins says, 'Ultimately, a purpose-driven workforce leads to better performance and a stronger, more unified organizational culture, and the nonprofit organizations who benefit are often under-resourced, especially in the area of HR.' Read on...

SHRM: Skills-Based Volunteering Uses Employee Talents to Benefit Nonprofits
Author: Kathy Gurchiek

Mohammad Anas Wahaj | 31 aug 2024

One of the most critical challenge that nonprofits face is effective and efficient allocation of their limited funds towards their various activities. According to the research study, 'Allocation of Nonprofit Funds Among Program, Fundraising, and Administration' (Authors: Telesilla O. Kotsi of The Ohio State University; Arian Aflaki of University of Pittsburgh; Goker Aydin of Johns Hopkins University; Alfonso J. Pedraza-Martinez of University of Notre Dame), published in Manufacturing & Service Operations Management (2023), 'U.S. nonprofits declare three types of expenses in their IRS 990 forms: program spending to meet beneficiaries' needs; fundraising spending to raise donations; and administration spending to build and maintain capacity. Charity watchdogs, however, expect nonprofits to prioritize program spending over other categories. We study when such expectations may lead to the 'starvation cycle' or underspending on administration and fundraising.' Researchers have developed a mathematical model that can guide nonprofits to prioritize and optimize spending for present and future success. Capacity, that consists of organization's resources such as infrastructure, equipment, staff etc, is crucial and is related to the administrative costs. Researchers found that striking a right balance on allocating funds for program costs depends on the nonprofit's existing capacity. Early stage nonprofits need to spend more on adminstrative costs to build solid foundation and long-term resilience. When some capacity is build then emphasis should shift to fundraising. Researchers explain, 'That approach allows them to gather the funding necessary to maximize their existing capabilities. Importantly, the share of spending for administration or fundraising should align with the organization's anticipated future needs.' Big established donors are now classifying percentage of their grants to adminstrative costs and recognize the need for better managed organization for long-term success. Nonprofit rating organizations are also broadening their criteria to look at an organization's overall well-being and impact, and not just on their minimizing spending on administration and fundraising. Read on...

The Conversation: Nonprofits can become more resilient by spending more on fundraising and admin - new research
Authors: Telesilla Kotsi, Alfonso J. Pedraza Martinez

Mohammad Anas Wahaj | 20 aug 2024

The research study, 'How Companies Restrain Means-Ends Decoupling: A Comparative Case Study of CSR Implementation' (Authors: Andromachi Athanasopoulou of Queen Mary University of London; Emilio Marti of Erasmus University.; David Risi of Bern University of Applied Sciences; Eva Schlindwein of Bern University of Applied Sciences), published in Journal of Management Studies, utlizes the concept of means-ends decoupling to examine why companies continue to be major contributors to environmental and social problems despite committing increasingly to corporate social responsibility (CSR). Means-ends decoupling occurs when there is a gap between implementation and achievement ['From Smoke and Mirrors to Walking the Talk: Decoupling in the Contemporary World' by Patricia Bromley of University of Utah and Walter W. Powell of Stanford University; 'Means versus Ends in Opaque Institutional Fields: Trading Off Compliance and Achievement in Sustainability Standard Adoption' by Frank Wijen of Erasmus University]. The research study shows that experimentation is critical for impactful CSR, which has implications for both companies that implement CSR and companies that externally monitor these CSR activities, such as sustainable investors and ESG rating agencies. Authors analyzed CSR activities of four companies and found that two realized their intended CSR goals as a result of experimentation approach while the other two did not. Authors explain, 'In a CSR context, experimentation means that companies produced knowledge about the local effects of their CSR practices and used this knowledge to adapt their CSR practices on an ongoing basis. By establishing a close link between the production of CSR knowledge and the adaptation of CSR practices, these companies were able to achieve their intended CSR goals...By contrast, in the companies that failed to realize the intended CSR goals, consistency - not experimentation - was central to their CSR implementation. In these companies, the emphasis was on standardizing CSR initiatives based on perceived best-practices among senior managers. There was no feedback loop.' How Companies Can Foster Experimentation in Their CSR Implementation - (1) Companies should mobilize broadly for CSR. (2) Companies should instill confidence in the business case for CSR among their employees. How Sustainable Investors and ESG Rating Agencies Can Monitor Experimentation - (1) They should monitor who is involved in the production of CSR knowledge. (2) They should monitor and examine who is involved in the adaptation of CSR practices. Even though experimentation brings in more challenges but authors suggest that this approach strongly outweigh its potential drawbacks. Read on...

Harvard Business Review: Creating a Corporate Social Responsibility Program with Real Impact
Authors: Andromachi Athanasopoulou, Emilio Marti, David Risi, Eva Schlindwein

Mohammad Anas Wahaj | 13 jul 2024

cOAlition S, launched on 04 September 2018 by a group of national research funding organisations, with the support of the European Commission and the European Research Council (ERC), is an initiative to make full and immediate Open Access to research publications a reality. On its website (coalition-s.org), cOAlition S signals the commitment to implement the necessary measures to fulfil its main principle - 'With effect from 2021, all scholarly publications on the results from research funded by public or private grants provided by national, regional and international research councils and funding bodies, must be published in Open Access Journals, on Open Access Platforms, or made immediately available through Open Access Repositories without embargo.' cOAlition S is build around Plan S that is a set of principles that ensure open and immediate access to funded research publications. It was born from the cooperation between the Heads of the participating Research Funding Organisations, Marc Schiltz, the President of Science Europe, and Robert-Jan Smits, previously the Open Access Envoy of the European Commission. It also drew on significant input from the Scientific Council of the ERC. cOAlition S presented a proposal 'Towards Responsible Publishing (TRP)', that includes a vision for a community-based scholarly communication system fit for open science in the 21st century, where scholars can rapidly and transparently share the full range of their research outputs and participate in new quality control mechanisms and evaluation standard. According to the proposal, the main challenges that a future scholarly communication system should address include that - The dominant publishing models are highly inequitable; The sharing of research outputs is needlessly delayed; The full potential of peer review is not realised; The coupling of editorial gatekeeping with academic career incentives is damaging science. To address these challenges, cOAlition S proposed a set of five guiding principles - (1) Authors are responsible for the dissemination of their findings, (2) All scholarly outputs are shared immediately and openly. (3) Quality control processes are community-based and open, to ensure trustworthiness of research findings. (4) All scholarly outputs are eligible for consideration in research assessment. (5) Stakeholders commit to support the sustainability and diversity of the scholarled publishing ecosystem. The report, 'Towards Responsible Publishing': Findings from a global stakeholder consultation, presents the findings of a global multi-stakeholder consultation conducted between November 2023 and May 2024 by Research Consulting Limited (UK) and Leiden University's Centre for Science and Technology Studies (CWTS) (Netherlands) on behalf of cOAlition S. Johan Rooryck, Executive Director of cOAlition S and Bodo Stern, Chief of Strategic Initiatives, Howard Hughes Medical Institute and Chair of the TRP Steering Group at cOAlition S, in the foreword of the report write, 'Research funders have the responsibility to make sure that their funding is used in ways that improve the scholarly publishing landscape for the benefit of the research community and society. The 'Towards Responsible Publishing' proposal is therefore a logical next step for cOAlition S funders to help make the publishing system fit for the 21st century. It builds on Plan S and goes further in proposing a way to disseminate research that is not only more open, but also more trusted, equitable, efficient, and sustainable...This report presents the findings of that consultation: it shows an insightful picture of researchers' attitudes towards innovative research practices, such as open access publishing, preprint posting, open peer review and the incentives needed to embrace these behaviours.' For the report, authors collected 11145 responses from researchers via a global survey, reached 440 respondents through an initial feedback survey, engaged 72 participants via focus groups, and attracted a total of 10 organisational feedback letters from low- and middle-income countries that were underrepresented in the data. HIGHLIGHTS OF THE REPORT - When deciding how to reach their target audiences, researchers continue to rely on the current journals ecosystem; When deciding what to read, researchers once again prioritise the reputation of a journal; The consultation revealed support among researchers for some of the practices encouraged in the TRP proposal, such as preprint posting and the open sharing of peer review reports; Across the most represented disciplines in our data (medical and health sciences, life sciences, social sciences, engineering and arts and humanities), views regarding preprint posting are broadly aligned; Views are slightly more positive for respondents who have posted a preprint in the last three years; The highest resistance to the publication of open peer review reports was in the field of Law (39%), followed by Arts and Humanities (36%). In this context, consultation participants highlighted that existing recognition and reward mechanisms are inadequate for incentivising adoption of these practices, which will highly affect their uptake by researchers; The consultation found that, on balance, researchers would support the integration of practices like preprint posting (48% would support the practice vs 27% who would be opposed) and open peer review (47% would support the practice vs 29% who would be opposed) into journal publication workflows; Lack of clear implementation guidance emerged as a significant concern during the consultation; The need for a gradual, collaborative implementation approach involving pilots and engagement with existing initiatives was emphasised; Without broader engagement, cOAlition S' efforts risk being viewed by low- and middle-income countries as an imposition by wealthier nations; Shifting more publication responsibilities to individual authors could disproportionately overburden under-resourced researchers with limited institutional support services; Consultation participants highlighted the perceived importance of peer review and dedicated editorial roles in scholarly communication; Consultation participants saw a significant increase in preprint posting as potentially risking the proliferation of poor-quality, unvetted research outputs that may flood the public domain unchecked; The problem of subpar research making it through the peer review and publication process, while undesirable, already exists to some extent in the current system; The complexity of the proposed system may make it challenging for nonexperts like journalists, policymakers and the public to navigate the research landscape effectively. CONCLUSIONS AND RECOMMENDATIONS - Based on the findings from this global multi-stakeholder consultation, we conclude that there is support for some of the principles and practices encouraged in the TRP proposal. This highlights opportunities for cOAlition S to make progress in their desired direction of travel, building on select parts of the proposal; cOAlition S is well-placed to pursue the preprint posting and open licensing activities in the near term; In the medium-term, cOAlition S could focus on encouraging and promoting open peer review across the publishing landscape, including both preprints and journal articles; Realising the full vision of the TRP proposal will require longer-term efforts and cooperation with other stakeholders to update recognition and reward mechanisms at a global scale and ransition funding and infrastructures to support a globally inclusive, scholar-led publishing ecosystem. Read on...

Zenodo: 'Towards Responsible Publishing': Findings from a global stakeholder consultation
Authors: Andrea Chiarelli, Ellie Cox, Rob Johnson, Ludo Waltman, Wolfgang Kaltenbrunner, André Brasil, Andrea Reyes Elizondo, Stephen Pinfield

Mohammad Anas Wahaj | 22 jun 2024

Jenifer Morgan, global editions editor at Stanford Social Innovation Review (SSIR), says, 'Social innovation isn't just a Western phenomenon.' Nicholas Jackson, Editor-in-Chief of SSIR, explains and cites expamples to put forward a point that local inovation at one place can become a change agent at other places with similar issues and challenges. He tells about SSIR's international partnerships and collaborations for spread of knowledge and social research. He says, 'I encourage you to read widely and to look for solutions and inspiration everywhere, even in unlikely places.' He cites SSIR article 'Who Knows Agroforestry Best?' (Authors: Evelyn R. Nimmo; André E. B. Lacerda; Leandro Bonfim; Joel Bothello), that provides example of Brazilian nonprofit organization CEDErva (Center for the Development and Education of Traditional Erva-Mate Systems) that promotes traditional practices for tending to - and harvesting - the land, as the conventional approaches to sustainable agriculture were not working. Learning from this, other countries such as Bolivia, Laos, Nicaragua, the Democratic Republic of the Congo etc, that are rapidly losing tree cover, can adopt and adapt the CEDErva approahcs to find solutions to their own challenges. Other social innovation examples include - A New Zealand social enterprize 'Take2' is offering job training during periods of incarceration and other paths to job security as a form of rehabilitation; A global team in Czech Republic has brought about a new life for old brick and other building materials, which are being turned into 'green concrete' and used in the development of sustainable architecture. Read on...

Stanford Social Innovation Review: Social Innovation Isn't Just a Western Phenomenon
Author: Nicholas Jackson

Mohammad Anas Wahaj | 20 may 2024

According to the annual 2023 European Union survey on the use of ICT in households and by individuals, 30% of EU internet users aged 16 to 74 reported that they had done an online course or used online learning material in the three months prior to the survey. In 2022 the participation in online education was 28%. The top 5 EU countries that have the highest share of internet users doing an online course or using online learning material - Netherlands (54%); Finland (53%); Sweden (48%); Spain (47%); Estonia (45%). The bottom 5 with least online education popularity include - Romania (10%); Cyprus (16%); Bulgaria (17%); Greece (17%); Poland (18%). Increase in online learning - Netherlands (+12 percentage points); Sweden (+7 pp); Malta (+5 pp); Estonia (+5 pp); Croatia (+5 pp). Decrease in online learning - Greece (-12 pp); Cyprus (-5 pp); Austria (-2 pp); Slovenia (-2 pp). Read on...

European Union - Eurostat: Increase in online education in the EU in 2023
Author: NA

Mohammad Anas Wahaj | 28 apr 2024

According to the report, 'Grounded in Tradition, Looking to the Future: Understanding Next-Generation Philanthropy in the Middle East', conducted by the Pearl Initiative, the Zovighian Partnership, and the Bill & Melinda Gates Foundation, and based on a survey of 80 emerging and established philanthropists based in Gulf Cooperation Council (GCC) countries, the Levant, and Egypt, points out the inclination of younger philanthropists towards individual-driven giving and a shift away from traditional family foundations. HIGHLIGHTS OF THE REPORT - Nearly 60% of respondents believe direct funding is the most effective strategy; Over 45% are embracing non-traditional methods like impact investing, microlending, and donor-advised funds; Female philanthropists are more likely to invest in initiatives supporting women and girls, potentially leading to a rise in efforts promoting female economic inclusion; 65% of respondents believe in the positive impact of philanthropy in the Middle East over the next five years. Badr Jafar, Founder of the Pearl Initiative and CEO of Crescent Enterprises, says, 'Data and research are crucial for enhancing philanthropic impact. This is especially true as the next generation transforms the practice by demanding more hands-on involvement and prioritizing accountability.' Lynn Zovighian, Founder of the Zovighian Partnership, says, 'Delivering this first-time research was crucial for our philanthropic community,' Read on...

Daily News Egypt: Next-generation philanthropy in MENA: Shift towards individualized giving
Author: NA

Mohammad Anas Wahaj | 25 mar 2024

A team of researchers that include Prof. Seoyoun Kim of Department of Sociology at Texas State University, Prof. Cal Halvorsen of School of Social Work at Boston College and Prof. Koichiro Shiba of School of Public Health at Boston University, are working on a National Institutes of Health (NIH) funded project 'Volunteering, polygenic risk, and cardiovascular biomarkers in multiple ancestry' to examine whether frequent and sustained volunteering affects changes in cardiovascular biomarkers, while also accounting for genetic risk factors. As more than 50% of adults over the age of 50 in the U.S. report at least one cardiovascular risk, such as hypertension, high cholesterol, obesity and chronic inflammation, the study would potentially provide new ways to manage risk in vulnerable populations. Even though there has been evidence of benficial impact of volunteering on the cardiovascular health of volunteers but it is not evident that frequent and sustained volunteering has a comparable effect across various population subgroups. Moreover, genetic susceptibility to cardiovascular disease biomarkers has never been studied in the context of volunteering. This study will provide understanding of the pathways by which genetic, social and behavioral factors affect cardiovascular health in older adults. Read on...

Texas State University Newsroom: NIH-funded study investigates cardiovascular benefits of volunteering
Author: Jayme Blaschke

Mohammad Anas Wahaj | 27 feb 2024

Nonprofits with their resource crunch have to make sure efficiency remains the key in all aspects of their work. Nonprofit finance teams have to fulfil their reporting duties under tight budget and time. Technology can come to their rescue when the right and cost effective solution is implemented. Grant Gevers, Senior Consultant for Nonprofits at Sage UKI Ltd., shares insights at Third Sector Summit from Sage's 'Fast Close. Faster Insights' report, and explains how cloud-based automation is reshaping financial operations. There are benefits to shortening month-end close cycle - Quicker preparation and dissemination of key financial reports; Improved managerial decision making; Eliminate bottlenecks and highlight inefficiencies leading to enhanced finance operational efficiency. According to the research by Sage, the average nonprofit takes around seven working days to close its books while nonprofits who are using automation are closing on average 1.5 days earlier than those who are not automating key processes, such as journal entry, bank reconciliation, or reviewing transactions. Three benficial steps of automation to finance teams - (1) Reduce the complexity of chart of accounts. (2) Complete reporting without exporting to Excel. (3) Month-end tools and collaboration. HIGHLIGHTS OF THE SAGE REPORT: Automating the financial close helps save 24 days a year; 40% of respondents say that the time saved is used to analyse data and find insights and trends and also to invest in training and development; 82% of finance leaders said that they are saving on headcount costs through using automation. Read on...

Third Sector: How automation is helping nonprofit finance teams make a bigger impact
Author: NA

Mohammad Anas Wahaj | 28 dec 2023

Social entrepreneurs leverage technology and innovation to solve societal issues and are often for-profit ventures. Bill Drayton founded Ashoka in 1980 and is considered as the 'father of social entrepreneurship'. Social entrepreneurship ecosystem is growing through socially responsible investing, conscious sonsumerism, corporate social responsibility (CSR), environment concerns, responsible governance etc. Following is the list of 10 most successful social entrepreneurs - (1) Bill Drayton, founder and CEO of Ashoka, is a pioneer of social entrepreneurship and also serves as chair of the board for Get America Working! and Youth Venture. (2) Rachel Brathen, yoga teacher, author of 'Yoga Girl' and founder of yoga studio called Island Yoga Aruba in Caribbean and oneOeight.tv, provides health, yoga and meditation services and is one of the top social media influencers in fitness. (3) Shiza Shahid, co-founder and promoter of Malala Fund, manages operations and efforts of Mala Yousafzai that focus on gender equality, women empowerment and girl education. (4) Blake Mycoskie is the founder of TOMS Shoes that donates one pair of shoes for every one sold by their organization and raises awareness on issues like global poverty and health. TOMS has donated 100 million pairs of shoes as of 2020. (5) Scott Harrison founded Charity: Water in 2006 that works on providing clean water to people in developing nations and funds projects like building wells and sanitation facilities. He is the author of the book 'Thirst: A Story of Redemption, Compassion, and a Mission to Bring Clean Water to the World.' (6) Muhammad Yunus founded Grameen Bank in 1983 and popularized the concepts of microfinance and microcredit. He was awarded Nobel Prize in 2006. Grameen Bank provides funding to villagers to bring them out of poverty and as of May 2022, 90% of its about nine million borrowers are women. (7) Jeffrey Hollender is a consultant, speaker, activist for CSR and author of several books including 'How to Make the World a Better Place'. He is co-founder and CEO of Hollender Sustainable Brands and former CEO and co-founder of Seventh Generation, a popular business for natural products. (8) Xavier Helgesen, Christopher 'Kreece' Fuchs, and Jeff Kurtzman are co-founders of Better World Books , an online bookstore that funds global literacy. (9) Marc Koska introduced a non-reusable, inexpensive syringe that can be used in underfunded clinics. He founded SafePoint Trust in 2006, which delivered four billion safe injections in 40 countries via his auto-disable syringes. (10) Sanjit 'Bunker' Roy founded Barefoot College in 1972, that is a solar-powered college for the poor. Read on...

Investopedia: The 10 Most Successful Social Entrepreneurs
Authors: Shoshanna Delventhal, David Kindness, Jiwon Ma

Mohammad Anas Wahaj | 31 oct 2023

Online education has become an integral part of education delivery around the world. COVID-19 pandemic further boosted the expansion of remote learning. Online learning provides higher education students flexibility to study and work due to its convenience and accessiblity. To find out student preferences in online learning models and what aspects of remote education does students value most, McKinsey surveyed 7000 students across 17 countries in the Americas, Europe, Asia, and the Middle East. The research covers eight dimensions of the online learning experience encompassing 24 attributes. This provides a broad view of student expectations with online higher education. DIMENSIONS AND ATTRIBUTES - SEAMLESS JOURNEY -> (1) Clear Road Map (Online program structure; Readiness assesment and leveling; Online course preview) (2) Easy Digital Experience (Mobile user experience; Omnichannel; Digital Access Offline). ENGAGING PEDAGOGY -> (3) Balanced Learning Formats (Asynchronous classes; Synchronous classes; Peear-to-peer learning in online setting; Multiple multimedia resources (4) Captivating Delivery (Up-to-date content and faculty relevance; Digital-content attractiveness; Short and dynamic content; Visual content as film) (5) Practical Learning (Skills certification and portfolio building; Virtual reality and simulation; Apprenticeships and internships (6) Adaptive Learning (Intelligent personalized platform). A CARING NETWORK -> (7) Timely Support (Academic success; Coaching; Nonacademic support; Career support; IT support) (8) Strong Community (Institution- or student-led networking). HIGHLIGHTS OF THE RESEARCH - All students surveyed did online classes during pandemic and 65% of them agree to continue aspects of their virtual learning experiences; Students value flexiblity and convenience of online learning and out of 11 learning features that should remain virtual the top 3 mentioned by them are - recording classes and making them available to watch later, easy access to online study materials, and flexibility that enables students to work and study; Top 3 reasons cited by students who do not intend to enroll in online education programs include fear of distraction, lack of discipline, and lack of motivation; In 80% of the countries surveyed, students said the top reason they prefer face-to-face education is that getting help from instructors is easier through in-person rather than online learning; Students' satisfaction with their online learning experiences varies significantly across countries; Three core tenets of successful online education (The basics such as timely content, course structure, and faculty relevance still matters; Expensive features such as virtual reality (VR), simulations, and sophisticated visual content are not necessarily valued; Student age and program type do not significantly influence the perception of online learning experiences' quality); The three steps that help higher education institutions successfully transform their online education programs to boost student satisfaction and engagement (Listen to students, set transformation goals, and evaluate the broader online learning landscape; Combine core attributes of an online program with differentiating elements; Design an action plan and governance structure for implementation and adoption); There are six criteria for higher education institutions to consider when redesigning the online student experience (Scale; Customization; Talent; Speed to market; Regulation; Investment). Read on...

McKinsey: What do higher education students want from online learning?
Authors: Felipe Child, Marcus Frank, Jonathan Law, Jimmy Sarakatsannis, Brenda Affeldt, Mariana Lef

Mohammad Anas Wahaj | 09 sep 2023

Social enterprises aim to overcome socio-economic issues, but face myriad challenges themselves due to lack of resources and limited funding. In recent times many social enterprises got started around the world but as the sustainability issues remain their failure rate is also high. The recent research, 'Social Enterprise Performance in South Africa: The Role of Strategic Planning and Networking Capability' (Authors: Willie Tafadzwa Chinyamurindi of University of Fort Hare, Motshedisi Mathibe of University of Fort Hare, Progress Hove-Sibanda of Nelson Mandela University), published in Taylor & Francis Online on 15 May 2023, finds that for social enterprises to enhance their performance, network capability and strategic planning are key. Addressing these challenges can help their owners and managers respond to the challenges such enterprises face. At the core of this is addressing the challenge of funding and sustainability. This research provides new insights into the management for performance of social enterprises, especially in a developing country context. The research included 147 social enterprises in Eastern Cape province of South Africa, one of the poorest regions. Social enterprises were divided into three groups - (1) Focus on poverty alleviation through empowerment projects. (2) Focus on improving livelihoods of communities through agricultural support mechanisms. (3) Focus on assisting communities to respond to health challenges such as HIV/AIDS, the COVID-19 pandemic and tuberculosis. The survey questions focused on asking about how each social enterprise made strategic decisions; the relationship between the social enterprise and its networks; and the enterprise’s continued value creation amid challenges. A model was developed to see how these three issues related to performance. The results showed that three important capabilities were needed to enhance social enterprise performance - (1) The need for strategic planning that involves clearly defining the direction in short and long term, what are goals and tactics, and how to achieve them. (2) The need was for strong networks. Building networks involves continued interaction between the social enterprise and its stakeholders. Networking capabilities allow the social enterprise to remain relevant to other important role players in the community. (3) The need for the social enterprise to keep a focus on its main business, the social aspect mandate of value co-creation. Resarchers recommend - Be proactive in improving their internal processes and structures; Channel financial and non-financial resources such as tangible assets and intangible assets to support strategic planning, networking capabilities and value co-creation; Need clear channels for sharing essential information with stakeholders, including communities, towards achieving the social goal of the enterprise. Read on...

The Conversation: Businesses that address social or environmental problems often struggle to survive: 3 things that can help them
Authors: Willie Tafadzwa Chinyamurindi, Motshedisi Mathibe, Progress Hove-Sibanda

Mohammad Anas Wahaj | 27 aug 2023

The survey of more than 1000 nonprofit CEOs and 100+ funders on the state of US volunteer engagement by Do Good Institute (School of Public Policy, University of Maryland) and partially funded by the Initiative for Strategic Volunteer Engagement, found that even though volunteers are the lifeline for nonprofits and more so during and after the pandemic as they struggle with increased demand, limited resources and reduced staffing, but those volunteers are now harder to engage. HIGHLIGHTS OF THE SURVEY - 64.4% of nonprofits reported an increase in demand for their organizational services in 2022; 51.1% expanded their delivery of services, and 48.5% boosted staff workloads to help meet demand; 28.7% of nonprofits are operating with less funding and paid staff than they had before the pandemic; 46.8% of CEOs say that recruiting sufficient volunteers is a big problem for their organizations; Many nonprofits reported they were retaining very few volunteers, and their volunteers were doing less; Nonprofits seem more convinced of the benefits of volunteer engagement (Volunteers allow the organization to provide more detailed attention to the people served ballooned from 37% in 2019 to 65.6% in 2022. Volunteers increase the organization’s return on resource investments increased from 43%to 68.4% over the same time); There is a gap between funders and nonprofits on both the value and challenges surrounding strategic volunteerism (72.2% of nonprofit leaders and only 25.2% of funders felt that volunteers improve the quality of services or programs. 65.6% of nonprofit leaders and ony 29.3% of funders report volunteers provide more detailed attention to people served). Nathan Dietz, researcher at the Do Good Institute and School of Public Policy at UMD, says, 'This gap in funding and staffing makes volunteers even more important for many mission-driven organizations. Nonprofits will likely face staff burnout or service delivery issues if this continues...' Prof. Robert Grimm, director of Do Good Institute, says, 'While nonprofits are putting more effort behind engaging volunteers today, they are experiencing the triple whammy of greater demand for their services, fewer volunteers and few funders with a track record of supporting volunteering, These troubling trends must be reversed.' Jeffrey Glebocki and Betsy McFarland, co-directors of the Initiative for Strategic Volunteer Engagement, say, 'This research will be used to spark a national conversation for greater philanthropic investment in strategic volunteer engagement - and to equip more nonprofits to embrace strategic volunteer engagement for greater impact.' Read on...

Maryland Today (UMD): New Research Reveals Nonprofit Volunteers More Valued Than Ever, But Scarce
Author: Kaitlin Ahmad

Mohammad Anas Wahaj | 28 jul 2023

Self-care or wellness is an important topic for years and to have self-care policies in organizations for their employees is becoming a necessary consideration. COVID-19 also exacerbated the issue for businesses and organizations. Joseph F. Duffy, author of the book 'Being a Supervisor 1.0.', SVP of Recruitment at the nonprofit leadership search firm of Dennis C. Miller (DCM) and former president of Catholic Charities in the Diocese of Paterson (New Jersey, USA), says that in the post-pandemic scenario the organizational leaders face the challenge of 'great resignation' phenomenon that includes increased instances of employee stress and burnout, and self-care is an important thing needed. According to Mr. Duffy, 'Too often this topic has been referred to Human Resource Departments with the intent of addressing employee self-care needs by modifying employee benefits packages, offering programs/activities such as diet, smoking cessation, exercise classes, stress management etc.' Mr. Duffy suggests a more systematic approach to promoting emplyees' self-care needs and having a proper mechanism to create, maintain, manage and measure it - (1) Include self-care in every employee's job description, up to, and including the CEO. (2) Include it in every employee's annual performance review. (3) Have it as a standing agenda item for supervision meetings. (4) Have it as a standing agenda item for team meetings. (5) Develop a formal written policy and procedure on self-care, definition, statement of importance, expectations, and resources. (6) Consider having this policy and procedure require every employee to have a written self-care plan. (7) Include this self-care policy and self-care education in the new employee orientation program. (8) Include self-care in ongoing employee training offerings. (9) Include self-care opportunities in your employee benefits offerings e.g. exercise, yoga, meditation, mind-fulness classes, nutrition couseliing, smoking cessation, EAP (Employee Assistance Program) etc. Read on...

The NonProfit Times: 9 Steps Toward Staff 'Self-Care' Policies
Author: NA

Mohammad Anas Wahaj | 28 jul 2023

Nonprofit sector's human resources departments had been facing challenges, specifically in recrruiting and retaining talent, in the COVID'19 years and after. Nonprofit HR's Annual Talent Management Priorities Survey 2023 provides insights into the concerns of social sector organizations related to human resource management. HIGHLIGHTS OF THE SURVEY FOR 2023 - 80% organizations are prioritizing talent acquisition; Top 3 recruitment priorities (66% are attracting/hiring diverse talent; 44% are strengthening employer brand to attract better talent; 50% increasing recruiting budgets); 93% are prioritizing culture and employee engagement; 73% are prioritizing performance management; 79% are prioritizing learning and development; Top 3 learning and revelopment or training efforts (Leadership - 67%; Supervisory Skills - 66%; Diversity, Equity and Inclusion - 73%); 66% are prioritizing total rewards (compensation and benefits); 61% are not prioritizing talent analytics/metrics; 70% are not prioritizing talent-focused technology; 65% have a formal talent management strategy/plan that will guide its work in 2023; Top 3 elements included in formal talent management strategy/plan (Talent acquisition like branding, recruitment, hiring, onboarding - 84%; Retention planning like culture management, employee engagement, feedback management - 84%; Learning and development like staff development, leadership development, mentoring, shadowing - 82%). Read on...

Nonprofit HR: 2023 NONPROFIT TALENT MANAGEMENT PRIORITIES SURVEY RESULTS
Author: NA

Mohammad Anas Wahaj | 30 may 2023

Collaborations between philanthropic community (nonprofits, NGOs, social enterprises etc) and science & technology leaders and organizations can help solve some pressing problems that world is facing like hunger, poverty, disceases, climate change etc. Here are four ways this collaboration is trying to bring necessary change - (1) Fighting 'Legacy' Diseases in Low- and Middle-Income Countries: Example - Bill and Melinda Gates Medical Research Institute (Gates MRI) recently partnered with Calibr, a division of Scripps Research, to study and potentially commercialize a compound that may improve upon current TB treatments. (2) Recruiting Gamers to Advance Medicine: Example - Scientists at Dotmatics, an R&D software development firm that partners with research universities like MIT and the University of Oxford, worked with gaming companies to develop an online video game that recruited thousands of willing 'citizen scientists' to analyze cellular-level changes in patients with COVID-19 and other diseases of the immune system. This took just days instead of weeks and provided reams of data that will be used to make softwares work even faster in future. (3) Growing Sustainable Food Solutions: Example - Good Food Institute (GFI) in partnership with alternative protein developers like Fishtown Seafood and UPSIDE Foods and many others, is working to commercialize and scale cultivated or plant-based meat products and as a result reduce global greenhouse emissions related to agricultural activities and meat production. (4) Electrifying Transportation in Latin America: Example - The Green Climate Fund, a major funder of low-carbon solutions, is partnering with local governments and other stakeholders across Latin America in a large-scale effort to speed the region's transition to EVs (Electric Vehicles). Read on...

Forbes: 4 Ways Technology And Philanthropy Are Supporting Innovation
Author: Serenity Gibbons

Mohammad Anas Wahaj | 23 mar 2023

As the world is becoming more divided and tussle-oriented, the usual development strategies with a top-down approach driven by international trade and investments are losing their effectiveness. Prof. Andrew Sheng of University of Hong Kong and Prof. Xiao Geng of The Chinese University of Hong Kong Shenzhen, explain that in such a scenario a systemic bottom-up approach can yield progress. According to them, 'Poverty, inequality, climate change and environmental degradation are complex systemic challenges. Yet prevailing policy approaches focus on devising separate solutions to specific problems, or even specific facets of problems, with little to no regard for how their solutions - and the underlying problems - interact...Only by recognising the interconnected nature of our social, ecological and economic systems, and addressing problems holistically, can we optimise their functioning and ensure human and planetary well-being.' They quote environmental scientist Donella Meadows's definition of a system as 'an interconnected set of elements that is coherently organised in a way that achieves something.' Prof. Sheng and Prof. Geng further elaborate, 'Multilateral action - implemented by nation-states - tends to be even less efficient...What is needed instead are bottom-up strategies underpinned by community-based and non-profit social enterprises.' According to Peter Drucker, successful non-profits, 'dedicated to "doing good"', but also 'realise that good intentions are no substitute for organisation and leadership, for accountability, performance and results.' Authors suggest harnessing the power of already-existing tools and resources. They explain, 'Micro, small and medium-sized enterprises (MSMEs) are far better equipped than their large counterparts to deploy the mission-driven management social enterprises require. MSMEs - 90% of all businesses globally - account for 70-80% of total employment...Yet, MSMEs do not have access to formal capital markets, let alone the holistic policy and institutional framework - including supporting infrastructure and a consistent legal environment - that would enable them to act as effective social enterprises...technology has enabled the creation of a 'global knowledge commons', through which social enterprises can access the knowhow - and, through trusted accreditation, the financing - they need.' Read on...

IPS Journal: A social-enterprise development model
Authors: Andrew Sheng, Xiao Geng

Mohammad Anas Wahaj | 24 feb 2023

The COVID-19 crisis brought many challenges to the organizations in the nonprofit sector. Lisa Brown Alexander, president and CEO of Nonprofit HR, says, 'Since 2020, nonprofits have seen decreases in revenue, decreases in funding, decreases in opportunities to host fundraisers, which for many organizations is a revenue lifeline.' The crisis lead to financial challenges to nonprofits on one side while on the other there was increase in demand for their services and hiring requirements. According to the Nonprofit HR's 2023 Talent Management Priorities Survey of leaders in social impact organizations, HR leaders identified talent acquisition, performance management and talent-focused technology as their top three priorities this coming year. In 2022 the focus was on culture, learning and development, and performance management. Rebecca Dixon, executive director of the National Employment Law Project (NELP), says, 'The priority shift to a focus on finding and keeping employees makes sense.' Ms. Alexander and Ms. Dixon suggest 5 tactics for social impact organizations for talent management in coming months - (1) Focus on strategies to keep great talent. (2) Keep pace with your competitors. (3) Invest in technology, particularly tech that supports your staff. (4) Be competitive in pay and benefits. (5) Integrate diversity, equity and inclusion into your organization's talent management. Read on...

WTOP News: 5 ways nonprofits can win at talent management in 2023
Author: Vanessa Roberts

Mohammad Anas Wahaj | 31 dec 2022

Technology brings out innovative ways for nonprofits to raise funds. Online tools add a new layer to the fundraising mechanism and expands the reach to vast pool of potential donors. As the technologies and strategies for fundraising are maturing, merely a website is not enough. Nonprofits have to differentiate themselves to attract donors. A select group of Forbes Nonprofit Council members provide strategies to effectively utilize online fundraising - (1) Aaron Alejandro, Texas FFA Foundation: Establish a digital presence beyond just a website to gain a competitive advantage to attract audience attention. (2) Tony Siebers, Catholic Charities Community Services (AZ): Know what your target audience want by using data analytics and customizing communication and interaction. (3) Sterrin Bird, Salesforce: Use data to personalize engagement that assists in the acquisition and retention of donors. (4) Francisco Tezén, A Better Chance: Have a consistent and integrated communications strategy that engages with audience on multiple channels. (5) Sarah Evans, WellBeyond: Reduce digital friction by providing smooth digital experience and focusing on usability and simplicity during audience interaction. (6) Robin Ganzert, American Humane: Use social media effectively to engage with supporters, increase brand awareness and promote fundraising campaigns. (7) Jessica Hall, American Eagle Foundation: Don't suffice with the traditional online platforms and also engage with emerging ones as users often shift with new technologies. (8) Betsy Chapin Taylor, FAHP, Accordant: Utilize storytelling and audio-visual communication to make connect with audience and make an impact. (9) Rob Harter, CCPC: Conduct audit of the website to make sure that donation is simple, easy and user-friendly. (10) Kristen Jaarda, American Council on Gift Annuities: Create engagement opportunities like volunteering, educational and learning interaction etc, by using tools to enable direct user response. (11) Victoria Burkhart, The More Than Giving Company: Create a user-friendly donation process that is easy, simple and hassle-free. (12) Jesse Bethke Gomez, Metropolitan Center for Independent Living: Effectively communicate the impact that donor contributions make to encourage future donation possibilities and build trust. Read on...

Forbes: Fundraising Online? 12 Strategies To Adopt For Nonprofit Success
Author: NA

Mohammad Anas Wahaj | 30 nov 2022

Asian Impact Leaders Network (AILN), launched by Asian Venture Philanthropy Network (AVPN) in partnership with Rockefeller Foundation, intends to highlight the efforts and contributions of Asia's social leaders (social innovators, investors and policy makers). As G20 was recently hosted in Indonesia and next turn would be of India in 2023, Asian social impact leaders too require a place at global stage providing solutions to world problems. Tamara Abed, AILN member and MD of BRAC, is one such exemplary leader making an impact through Bangladesh Rural Advancement Committee (BRAC), world's largest NGO. It was founded in 1972 by Fazle Hasan Abed with a mission to empower people and communities in situations of poverty, illiteracy, disease and social injustice. BRAC launched its social enterprise Aarong in 1978 that sells products made by women and other artisans in rural areas and has become an upmarket fashion brand. BRAC Enterprises now has 10 social enterprises in its portfolio, ranging from agriculture and farming to retail and craft making. Ms. Abed started her career with Aarong in 2002 after graduating from Columbia Business School and working for a short period in investmenet banking in New York. She says, 'My hope is that with all of the things the world is going through, there's a collective realisation amongst leaders that more of the same isn't going to take us to the future, that we really need to rethink, re-strategise and re-prioritise, and redo allocations in our budgets for what's important to people - like health and education for example.' Talking about the value of AILN, she says, 'I'm excited about the Asian Impact Leaders Network because it's a good place to network with impact leaders in the region, and see what kind of opportunities and collaborations are possible. It opens up doors and it's also good to know what others are doing. It gives ideas for what can be done. It's a great way to meet, interact, network and collaborate and look at possible opportunities to collaborate.' Read on...

Pioneers Post: The Asian Impact Leaders profiles: Tamara Abed
Author: Laura Joffre

Mohammad Anas Wahaj | 31 oct 2022

According to the new report 'Giving in the Gulf Cooperation Council (GCC): Evolving Towards Stretegic Philanthropy' by University of Cambridge and LGT Private Banking Group, 'Philanthropy and charitable donations by private individuals and families in the Gulf Cooperation Council is estimated at US$ 210 billion and expected to grow...Wealthy individuals and family offices in the region are increasingly deploying capital with a focus on social or environmental impact...As Millenial and Generation Z family members emerge to take the helm of family businesses and philanthropic activities, their aspirations will shape the evolution of the sector in the coming years.' H.S.H. Prince Max von und zu Liechtenstein, Chairman of LGT, says, 'What the study has shown is that there is plenty of opportunity and there is a need to go deeper in this segment.' Professor Mauro Guillén, Dean of Cambridge Judge Business School (UK), says, 'A particularly noteworthy finding is the growing interest in strategic philanthropy, inspired by the view held by philanthropists that more strategic, collaborative and evidence-based approaches can have a greater impact in society.' Read on...

Reuters: Gulf's $210 bln philanthropy pot expected to grow - Study
Authors: Rachna Uppal, Josie Kao

Mohammad Anas Wahaj | 21 sep 2022

Technology startups have different sets of thought and work processes that differentiate them from the ways of traditional corporations. They often work with tight budgets and keep a high focus on fulfilling customer needs. They work with an out-of-the-box solution approach. Many times nonprofits work in the same environment and face similar challenges. 15 Forbes Nonprofit Council members suggest ways through which nonprofits can adopt 'tech startup mentality' to better serve their communities - (1) Dominic Kalms, B Generous: Have an agile mindset. (2) Kimberly Lewis, Goodwill Industries of East Texas, Inc.: Do your due diligence. (3) Gloria Horsley, Open to Hope: Assess the user experience. (4) Jennifer Hill, Refugee Protection International: Be ready to wear multiple hats. (5) Christopher Dipnarine, 4MyCiTy Inc: Create a flexible work environment. (6) Deidre Lind, Mayor's Fund for Los Angeles: Prioritize your staff's needs. (7) Sepideh Nasiri, Women Of MENA In Technology: Pay your staff well. (8) Jono Anzalone, The Climate Initiative: Embrace failure. (9) Pablo Listingart, ComIT: Understand how society is being impacted. (10) Jennifer Thompson, National Association of Social Workers New Jersey/Delaware: Take risks. (11) Albert L. Reyes, Buckner International: Lean on your team's rookiness. (12) Victoria Burkhart, The More Than Giving Company: Make technological investments after careful thought. (13) Jesse Bethke Gomez, Metropolitan Center for Independent Living: Commit to lifelong learning. (14) Betsy Chapin Taylor, FAHP, Accordant: Let go of past traditions. (15) Jose Luis Castro, Vital Strategies: Be adaptable. Read on...

Forbes: 15 Simple Ways To Adopt A 'Tech Startup Mentality' In Your Nonprofit Organization
Author: NA

Mohammad Anas Wahaj | 25 jul 2022

Nonprofit governance is a challenging issue and typical measures like reducing boards size, identifying best practices etc arent' able to assure better quality governance. According to 2021 'Leading with Intent: BoardSource Index of Nonprofit Board Practices' survey, board performance receives average marks for key responsibilities. Researchers from UC Berkeley's Haas School of Business, Prof. Paul Jansen and MBA student Helen Hatch, conducted a research for Center for Social Sector Leadership and explored the new idea of having a dedicated Chief Governance Officer (CGO) who is a board memeber. They interviewed 30 experienced nonprofit directors representing over 100 nonprofit boards and found that CGO could catalyze improved board performance. Researchers summarize here the common sources of inconsistent governance quality and outlines the expected benefits of appointing one director as a CGO. EIGHT SOURCES OF INCONSISTENT GOVERNANCE: (1) Nonprofit directors often lack a shared understanding of what good governance means. (2) Nonprofit boards do not always have the right voices in the boardroom. (3) Pressure to help organizations meet annual fundraising targets shifts attention away from governance. (4) Boards fail to regularly assess governance performance and develop improvement plans. (5) Poor governance processes push boards to underinvest in critical issues and governance activities. (6) A low-accountability board culture leads to inconsistent effort by individual directors. (7) Confusion between the board’s role and that of management. (8) Governance has gotten tougher (Challenges - Financial complexity; Technology; Sociocultural shifts; Increased public scrutiny; Evolving legal duties). DEFINING THE CGO ROLE: (1) Ensure compliance with legal and social expectations. (2) Champion the adoption of proven governance practices that enable the board to help the organization fulfill its mission effectively and efficiently. Anne Wallestad, CEO of BoardSource, in her 2021 SSIR article 'The Four Principles of Purpose-Driven Board Leadership', defines 'Purpose-Driven Board Leadership', a mindset characterized by four fundamental principles, mutually reinforcing and interdependent, that define the way that the board sees itself and its work: (1) Purpose before organization. (2) Respect for ecosystem. (3) Equity mindset. (4) Authorized voice and power. The CGO should play a hands-on role in four activities: (1) Leading a bi-annual review of governance effectiveness and monitoring initiatives to improve board performance. (2) Driving new director governance training and shaping supplemental training and education over time. (3) Monitoring external governance-related developments pertaining to the law, regulations, and social expectations on behalf of the board. (4) Engaging with the CEO on how staff can best support high quality governance. The best suited candidate for CGO role should have a certain set of skills that should include - an independent, objective, organization-first mindset and willingness to ask hard, sometimes uncomfortable questions is essential to this role; legal skills; communication and persuasion skills; trained in board governance. Organizations should find their own way of implementing the CGO role. Some suggestions are - Recruit the skill set; Make CGO an officer of the board; Have the CGO report to the board; Sponsor the CGO to receive governance training and certification; Support the CGO's membership in good governance forums; Arrange for access to outside counsel; Consider adopting the role on a temporary basis. Read on...

Stanford Social Innovation Review: Does Your Nonprofit Board Need a CGO?
Authors: Paul Jansen, Helen Hatch

Mohammad Anas Wahaj | 26 may 2022

According to the research paper, 'Leveraging Creativity in Charity Marketing: The Impact of Engaging in Creative Activities on Subsequent Donation Behavior' (Authors: Ravi Mehta of the University of Illinois at Urbana-Champaign, Lidan Xu of the University of North Texas, Darren W. Dahl of the University of British Columbia), published in Journal of Marketing, 'engaging potential donors in creative activities can positively influence their propensity to donate money to a charitable cause.' Prof. Ravi Mehta says, 'Participating in creative activities such as drawing or cookie decoration in support of a charitable cause induces a sense of autonomy in participants, which leads to a positive affective state, resulting in 'enhanced donation behaviors' - that is, a greater likelihood of donating to the cause and a greater monetary amount donated.' Prof. Mehta further explains, 'Charities are constantly looking for new and more effective ways to engage potential donors in order to secure the resources needed to deliver their services. This paper demonstrates that creative activities are one way for marketers to meet this challenge. We think that this research will have substantive implications for understanding how creativity can affect subsequent behavior, and how marketers and advertisers can incorporate creative activities into fundraising efforts, charity events and social media campaigns as a viable fundraising strategy.' Read on...

Illinois News Bureau: Paper: Engaging donors in creative acts can boost charitable fundraising
Author: Phil Ciciora

Mohammad Anas Wahaj | 27 apr 2022

Nonprofits, with their limited budgets, have to implement human resource management strategies with great care, more effectively and efficiently. Nonprofits generally hire only essential full-time employees and are more dependent on short-term temporary workers and volunteers. To seamlessly manage diverse set of human resources for maximum output would require HR technology tools. Moreover, nonprofits on a growth trajectory would need a well thought out long-term planning and ulilization of HR technology. This would require analyzing what technologies are used currently and what new technologies are needed. Engaging staff is necessary to evaluate benefits of implementing a new HR system. There are six ways nonprofit can utilize HR technologies for a long-term - (1) Reduce manual workload: Integrated HR software would reduce time spend in compiling and aggregating separate spreadsheets for various purposes. It helps to easily import and export data for reporting. (2) Prevent manual errors: Managing different set of employees (full-time, contract, short-term, volunteers etc) may lead to manual errors in onboarding, payroll, benefits and compensation. HR systems prevent manual errors as they automate calculations. (3) Track your budget in real-time: This helps in anticipating and managing funds for nonprofit's growth and explansion. Guarantor requests, compliance and audit needs are also managed well with budget tracking. (4) Provide important data for grantors' reporting: Well managed payroll reporting helps to provide grantors essential data to release grants that fund employee salaries in a nonprofit. (5) Reduce audit errors: HR technology can identify payroll budget variances or duplicate employee records and helps in preventing fraud, and also ensures cleaner audits in long-term. (6) Improve employee access to benefits, payroll and information: Nonprofits, just like other organizations, need to attract and retain talent for growth and success. HR technology can assist in providing information regarding benefits, compensation and W2 tax form, whenever and wherever they need it. Read on...

Employee Benefit News: How nonprofits can leverage the benefits of HR technology
Author: Neil Taurins

Mohammad Anas Wahaj | 29 dec 2021

Many nonprofits had been ray of hope for people during the COVID-19. But as the sad saga continues, it keeps on bringing more challenges to the sector. On one side of the spectrum are health and welfare related organizations with high demand for their services and subsequently getting funding attention from donors but on the other side are art and culture nonprofits that had been hardly hit and continue to struggle. But overall, getting sufficient funding to fulfil the required demand is not an easy task for all nonprofits during tough times like these. Kenneth Cerini, Managing Partner at Cerini & Associates LLP, provides innovative suggestions to get ahead in the virtual funding game in COVID times - (1) Monitor messaging in funding campaigns and adapt to changing scenarios. (2) Do targeted campaigning and select audience and design campaings accordingly. (3) Videos are a great tool to reach out to audience effectively. (4) Focus on retention and convince those who gave once to give again with pursuasive messaging of how their earlier contributions were utilized. (5) Personalize and customize the communication to the donors. (6) Continue to diversify revenue streams as the pandemic changes the standard funding processes. (7) Learn from the experience gained from the challenges of the last couple of years and, elevate and improve on what worked. Read on...

Long Island Press: OpEd: Nonprofits Must Use Innovative Fundraising Methods in Covid Times
Author: Kenneth Cerini

Mohammad Anas Wahaj | 29 nov 2021

Online education has been part of education strategy for many institutions and organizations even before COVID-19. According to National Center for Education Statistics (US Department of Education) website (nces.ed.gov), more than 30% of all students enrolled at postsecondary institutions took at least one online course in the fall 2016 term. Moreover, online education advocates suggest that departments offering online courses can support their students through the ease of access to coursework. But, 2013 research study 'The impact of online learning on students' course outcomes: Evidence from a large community and technical college system' by Di Xu of Columbia University and Shanna Smith Jaggars of Columbia University, indicates that students perform slightly worse and have lower course retention within online learning compared to traditional face-to-face classes. Recent study published in the journal Educational Evaluation and Policy Analysis titled 'Increasing Success in Higher Education: The Relationships of Online Course Taking With College Completion and Time-to-Degree' (Authors: Christian Fischer of The University of Tübingen in Germany, Rachel Baker of University of California at Irvine, Qiujie Li University of California at Irvine, Gabe Avakian Orona University of California at Irvine, Mark Warschauer University of California at Irvine), examines how online courses relate to students’ four- and six-year graduation rates, as well as time-to-degree-completion for students who graduate college within six years. According to the findings of the study, 'Online course-taking is associated with more efficient college graduation. Students who are given the opportunity to take classes online graduate more quickly compared to students in departments that offer fewer online courses. We also find that online course-taking is associated with a higher likelihood of successfully graduating college within four years. Importantly, our findings seem robust for students who are generally considered at-risk in college environments.' Even though Online education may not be as effective as face-to-face education but the study suggests that there are other benefits that help in overall long-term educational success of students. Keeping online education portfolio, even after the pandemic, is a valuable proposition for educational institutions. Read on...

Brookings: Access to online college courses can speed students' degree completion
Authors: Christian Fischer, Rachel Baker, Qiujie Li, Gabe Avakian Orona, Mark Warschauer

Mohammad Anas Wahaj | 29 sep 2021

With changing donor behaviors and perceptions, nonprofits should modify their fundraising strategies to stay successful and impactful in the communities they serve. Annual galas, glossy annual reports, generic charity requests etc have been norms in charity fundraising. But, according to a new report, 'Transforming Partnerships With Major Donors' by the Leadership Story Lab, wealthy donors are now seeking new relationships and expecting innovative fundraising approaches from nonprofit organizations before donating. The report found that donors seek more personalized and customized pitches from nonprofits. Moreover, the report found that many self-made givers avoid public recognition of their donations and are more focused on making an impact and solving social problems that are close to their heart. Joe Pulizzi, a marketing and communications entrepreneur in Cleveland, got disillusioned with traditional ways of nonprofit fundraising and after joining the board of one nonprofit he found that much of the donated money was going to pay debt and covering significant overhead. This prompted him to start his own nonprofit and focus more on spending money where it is needed the most - in solving the social problem that nonprofit was set out for. Esther Choy, the president of the Leadership Story Lab and author of the report, said that gift officers didn't always know the potential donor's story and, instead of asking specific questions, led with a pitch about the greatness of their organization. Ms. Choy says, 'Sometimes everything feels too polished. If they can make their solicitation as human as possible, it would work better. It shouldn't be about putting someone on a pedestal.' Michael Wagner, co-founder of Omnia Family Wealth, says, 'People are really looking for something more than a transaction. It's about building a partnership based on a relationship. People used to be OK with just giving the money and being done with it, but that isn't the case anymore.' Mr. Pulizzi says, 'Many nonprofits have a kind of salesmanship that needs to go away. If the nonprofit is calling on someone with means, I think they need to form a better communication strategy so it's not a commercial. They need get to know that person and invest some time.' Many donors want a more educational approach to fundraising from nonprofits then just plain marketing. Tyson Voelkel, the president and chief executive of the Texas A&M Foundation, says, 'The more trust we can earn, the more money donors will give...We have to convince them that we're the best place to put their philanthropic dollars.' Read on...

The New York Times: Raising Money for a Nonprofit? Try a Personalized Approach
Author: Paul Sullivan

Mohammad Anas Wahaj | 28 aug 2021

Corporate Social Responsibility (CSR) is becoming an essential tool for businesses to not only participate in a greater good but also differentiate themselves in a highly competitive business environment. Businesses can utilize CSR as a source of competitive advantage by strategically applying CSR in the communities they work. Companies with serious CSR planning and implementation signify that they operate in ethical and sustainable way and care for the environment and are sincere about their social impacts. Particularly for companies that work in developing world with poverty related challenges, CSR is a great tool to demonstrate that they care and contribute for a better world. Here are few points that represent the value of CSR for businesses in today's world - (1) Creates Greater Job Satisfaction: As per the study published in HBR in 2018, 9 out of 10 workers are willing to earn less income to do more meaningful work. Companies with strong CSR culture can increase employee satisfaction and can attract better employees. (2) Encourages Customer Loyalty: Customers are now more interested in how the companies operate with respect to society and environment. When customers find out about CSR aspects of a company they trust it more and would buy products from them. Millenials as customers are more inclined towards such aspects of companies before they buy products from them. (3) Makes Businesses More Sustainable: When companies apply more sustainable practices then their models become more sustainable too and they will reap the benefits in the long run. Read on...

South Coast Herald: Why Corporate Social Responsibility is Essential for Businesses
Author: NA

Mohammad Anas Wahaj | 31 jul 2021

According to the report, 'Volunteering as a Pathway to Employment: Does Volunteering Increase Odds of Finding a Job for the Out of Work?' (Authors: Christopher Spera, Robin Ghertner, Anthony Nerino, Adrienne DiTommaso) by Corporation for National and Community Service (CSNA, USA), there is a statistically significant and stable association between volunteering and employment and irrespective of economic conditions volunteering may add an advantage to the out of work seeking employment. The study found that volunteering is associated with a 27% higher odds of employment. Moreover, more than 77 million Americans volunteer a total of 6.9 billion hours a year doing everything from fighting fires to raising funds for cancer research. These efforts help others and support communities, and also benefit the volunteers themselves. Prof. Jennifer Amanda Jones, scholar of Nonprofit Management and Leadership at University of Florida, suggests four ways in which volunteering benefits volunteers - (1) Boosting your health, especially if you assist others: According to a long-term study, researchers at the University of Wisconsin found that volunteering was linked to psychological well-being, and the volunteers themselves said it was good for their own health. Researchers have suggested public health officials educate the public to consider volunteering as part of a healthy lifestyle. A team of social scientists combed through data collected in Texas and they found that people who volunteered in ways that benefited others tended to get a bigger physical health boost than volunteers who were pitching in for their own sake. (2) Making more connections: Volunteering done on a regular basis provides volunteers to develop strong networks and relationship as compared to those who do episodic volunteering. In making connections through volunteering consistency is important. (3) Preparing for career moves: Volunteering helps to gain and strengthen variety of skills and develop professional networks. This actually can provide opportunites to get paid jobs and advance careers. Volunteering adds to resume and when done in the field related to volunteer's professional qualification and prior experience will help build careers. (4) Reducing some risks associated with aging: According to various studies, older people who engage in mentally stimulating leisure activities on a regular basis may have better memory and executive function than those who don't. Volunteering can be considered as a highly stimulating leisure activity. Read on...

The Conversation: 4 ways that volunteering can be good for you
Author: Jennifer A. Jones

Mohammad Anas Wahaj | 26 may 2021

Social entrepreneurs are impacting the world by doing good in various fields. Here is the list of 40 social entrepreneurs that stood out and are to be followed in 2021 - (1) Ruben Harris (Founder of Career Karma): Career Karma is a member of Y Combinator's 2019 class and since then has been helping people that want to become software engineers by matching them with the right coding bootcamp and supporting them throughout their careers. (2) Robert Luo (Founder of Mi Terro): Mi Terro is a biotechnology company that reengineers leftover milk into sustainable fibers that can replace plastic in the fashion, medical and packaging industries. (3) Tiila Abbitt (Founder of Aether Beauty): Aether Beauty is a cosmetics and beauty products company with focus on clean organic cosmetics and sustainable packaging promoting zero waste concept. (4) Bonnie Gringer (Founder of Sharethelovely): Sharethelovely is reimagining wedding shopping through a multi-sided resale marketplace providing consumers and the bridal industry sustainable products and services for fairytale weddings at a fraction of the cost. Through an online concierge resale model with an offline 'try-before-you-buy” shopping option, it is bridging the online and offline shopping experience critical to brides. (5) Topaz Smith (Founder of EN-NOBLE): EN-NOBLE, by using an international network of independent travel suppliers, offers customers the opportunity to experience local cultures, safe in the knowledge that their money is also strengthening those communities: the company pledges 1% of its revenue will be be reinvested with local partners. (6) Quinn Fitzgerald and Sara Dickhaus de Zarraga (Founders of Flare): Flare makes beautifully designed, modern safety jewelry that empowers wearers to get out of uncomfortable situations at the push of a button. Each piece of jewelry has a hidden button that triggers text messages and GPS tracking to friends, a pre-recorded call to your phone, or even connecting with the police. (7) Brendan Brazier and Mark McTavish (Founders of Pulp Culture): Pulp Culture is a healthy alcohol brand that blends alcoholic beverages that use 100% raw, fresh juices that naturally ferment over three months. Called 'wild fermentation', the result is a zero-additive, zero-sugar, bone-dry beverage with 6 billion naturally-occurring probiotics, B vitamins, and 4.9% ABV. (8) Dinesh Tadpalli (Founder of incrEDIBLE): incrEDIBLE is the first company to mass-produce edible cutlery and help alleviate waste from 100 million plastic utensils used every day in America. (9) Alexandre Koiransky (Founder of FAIR): FAIR is a spirit brand on a mission to support farmers in developing economies for the last decade. When you buy Fairtrade certified spirits, it makes sure that workers who grow the crops are paid a fair price. Fairtrade standards promote direct and meaningful impact within key Sustainable Development Goals (SDGs) areas. (10) Shireen Jaffer (Founder of Edvo): Edvo is a venture-backed startup in Los Angeles that empowers people with the tools to think better and live better. It provide the tools for a life full of meaningful learning, critical thinking, and better results. (11) Maya Mutalik (Founder of Hope Sews): Hope Sews is an impact-driven fashion brand that creates contemporary clothing made from artisanal fabrics from around the world and provides women entrepreneurs in developing communities with the resources they need to grow their businesses. (12) Garik Himebaugh (Eco-Stylist): Eco-Stylist is an online marketplace for eco-conscious and ethically made men's clothing. Everything at Eco-Stylist is eco-friendly, socially responsible, and ethically sourced. At Eco-Stylist all ethical and sustainable brands are first researched with Remake’s sustainable brand criteria. (13) Laura Alexander and Liza Moiseeva (Founder of Brightly): The Brightly platform focuses on brand + product recommendations, actionable + research content, and authentic community connections to empower people to make a difference for the planet. (14) Abdullah Choudhry (Co-founder of Arbor): Arbor is a platform that brings conscious information to consumers at the forefront of purchasing. Arbor helps users patronize companies that align with their values. (15) David Simnick and Daniel Doll (Founders of Soapbox): Soapbox is a company whose mission is to empower customers with the ability to change the world through everyday, quality purchases. For every product sold, the company gives back through bar soaps, health, and hygiene initiatives in communities both domestically and around the globe. (16) Julia Pennington and Allison Lange (Founder of Hera The Dog Vodka): Hera The Dog Vodka is crafted from 100% organic wheat non-GMO distilled 7 times slow-filtered using gravity through walnut husk carbon distilled. The founders have devised a more sustainable way to raise funds for animals in need and to help these driven, boots on the ground rescue organizations. When they formed the benefit corporation, Animal Spirits, they also created the Animal Spirits Foundation as a separate non-profit entity. A percentage of the funds raised through the sale of Animal Spirits’ products will be donated to the Animal Spirits Foundation to help support rescue groups, sanctuaries and individuals needing help with their four-legged family member through financial grants. (17) Spencer Arnold and Tim Hollinger (Founders of Bathing Culture): Bathing Culture is designed for the adventurous, the design-driven, and the sustainably-minded. Featuring everything that bathing ritual needs, the collection is highlighted by its hero product, the Mind and Body Wash - an organic, biodegradable, all-purpose and concentrated soap. They use plastic bottles made from 100% pre-existing recycled material. (18) Adila Coker (Founder of The Good Tee & Source My Garment): 'Source My Garment' is an essential book written on how to responsibly offshore manufacturing. The Good Tee's mission is to make it easier for any size brand to sell responsibly made products. The Good Tee is a collection of sustainable basics which are a blank canvas for brands to print on. The Good Tee champions responsible manufacturing - slower production schedules, ethical working conditions, and fair deals for all. It has a Fairtrade certification. (19) Kathy Hannun (Co-founder of Dandelion Energy): Dandelion Energy is the largest residential geothermal company in the US. Dandelion transitions homeowners from fossil-fueled to geothermal heating and cooling using their custom geothermal drilling suite and Dandelion Air heat pump. (20) Paul Shapiro (Founder of Better Meat Co.): The Better Meat Co. is creating the future of food sustainability through technology and cellular agriculture. He is the author of the national bestseller 'Clean Meat: How Growing Meat Without Animals Will Revolutionize Dinner and the World'. (21) Dr. Lydiah Kemunto Bosire (Founder of 8B Education Investments): 8B Education Investments is a fin-tech company that aims to facilitate affordable financing to African students in leading global universities. (22) Jonny Crowder (Founder of Cope Notes): Cope Notes sends daily mental health support via text message to the subscriber in order to help train their brain to combat negativity, stress, anxiety, anger, and doubt. All the texts are written by peer support advocates, so these are people with lived experience with hardship or trauma, illness, and loss. (23) Chami Akmeemana (Founder of Blockchain Learning Group and Convergence): Convergence has successfully deployed several blockchain projects in the developing world to connect individuals to simple human rights and create new businesses in areas never thought possible. (24) Priya Prakash (Founder of HealthSetGo): HealthSetGo integrates technology and health care to empower parents, schools, and governments to make data-driven decisions to improve the health and lives of children. (25) Roberto Milk (Co-founder of NOVICA): NOVICA is a marketplace for artisans and features the work of more than 20000 artisans for sale, improving the economic prospects of artists in some of the world's most remote areas. Showcasing their products on NOVICA, offers artisans fair prices, no binding contracts and the freedom to make a success of their craft by building a sustainable business. NOVICA also gives artisans access to no interest microcredit loans that help build their businesses. NOVICA has empowered global artisans through greater access to international customers, freedom to set their own prices, and the ability to focus on their craft, creating a visible and profound impact on the communities around them. (26) Ryan Shearman (Co-founder of Aether Diamonds): Aether is a public benefit corporation that extracts harmful CO2 from the atmosphere and transforms it into valuable raw materials and consumer products. (27) Lucy Ashman (Founder of Tierra & Lava): Tierra & Lava produces skincare products using only purest form of ingredients (aka just whole plants and minerals). It now offers over 70 natural products with no fillers and only natural preservatives. (28) Matt McPheely (Partner of Chapel): Chapel is a 43000 sq ft office, event, and restaurant space in the heart of a mill village community with a mission of changing the way real estate projects are financed, built, and operated, as a force for good in the neighborhoods. Working with the community is the focus and will include job training, investment into local entrepreneurs, providing a safe space for kids, and offering our flex space as a resource for the neighborhood. (29) Chad Hickey (Founder of Givsly): Givsly is a for-purpose company built around the belief that as the world around us evolves, so should our options to create social impact. Givsly turns business meetings into opportunities to support the favorite nonprofits. Givsly platform introduces a portfolio of ways for professionals to give back, while doing business. (30) Ian Rosenberger (Founder First Mile and Day Owl): First Mile has redirected over 96 Million plastic bottles from landfills and the ocean and transformed them into consumer goods for global brands trying to find value in authenticity, transparency, and responsibility. Day Owl is a direct-to-consumer brand that has created a backpack out of First Mile materials that the team feels will prepare everyone to take on the world. (31) Yasmin Grigaliunas (Co-founder of World's Biggest Garage Sale): World's Biggest Garage Sale is activating the circular economy and resource recovery of dormant goods for good, powered by purpose to provide meaningful employment and pathways for disadvantaged youth. (32) Christian Shearer (Co-founder of Regen Network): Regen Network is an ecological agreements platform working to accelerate the adoption of Regenerative Agriculture. The platform is serving to align economics with ecology to drive regenerative land management. (33) Reese Fernandez-Ruiz (Co-founder of Rags2Riches): Rags2Riches's (R2R) focus is on community sourcing, community-based weaving, and sustainable market access. In addition to providing a sustainable livelihood for partner community artisans, R2R has also co-developed an artisan academy, a savings and micro-insurance program, and opportunities for full-time employment. (34) Margaret Andriassian (Founder of Life Originelle): Life Originelle is a shopping platform where women can shop from beautiful small businesses, and support a cause, all in one transaction. As an impact based shopping website, Life Originelle donates 10% of their proceeds from each order to their cause of the season. Read on...

CauseArtist: 40 Social Entrepreneurs to Watch for in 2021
Author: NA

Mohammad Anas Wahaj | 23 mar 2021

According to a survey by The Conference Board, 61% of major global companies spent more on philanthropy in 2020 than budgeted, with 58% of respondents using incremental funds for COVID-19 efforts, and 54% of respondents using incremental funds to help address racism in the US. Moreover, more than 2/3rd of the surveyed companies said they plan to maintain or increase their total level of giving in 2021. A 2017 Cone Communications CSR study found that 87% of respondents will purchase a product because a company stood behind an issue they cared about. And a 2016 Cone Communications study on millennial employee engagement found that 64% of millennials consider a company's social and environmental commitments when choosing a workplace. There is a win-win relationship when corporates focus on long-term social and community involvement. This activity benefits communities and helps improve and build brand value, and also achieve business objectives. Cheryl Goodman, Head of Corporate Communications/Corporate Social Responsibility at Sony, provides key steps that needs to be taken for strategic long-term CSR - (1) Identify Causes To Support: For strategic CSR choose causes to support that reflect company's ethos. Determine tangible societal benefits of the CSR efforts. There need to be a correlation between the beneficiary of the CSR efforts and the business that company is involved in. Survey employees to find causes to support. This helps employee to be more involved and engaged in the charitable efforts as they feel heard. (2) Determine Proper Structures To Achieve Success: To determie the structure, companies should think diligently what will make a long-term impact on communities. Companies should have systems in place to measure the impact and success of their efforts. Quantitative key performance indicators (KPIs) won't reveal themselves immediately, but qualitative measures are essential from the beginning. Companies should evaluate their resources and determine time and financial commitment they will be able to make to achieve desired outcomes. (3) Give Nonprofit Partners Space To Lead: Create an action plan to work with nonprofit partners. Develop trust and understanding with these partners, as they have experience working on the ground and know better how to serve communities. Collaborate early, communicate often and support each other authentically to achieve desired outcomes of the charitable efforts. (4) Get The Good News Out Without Missing The Mark: Secure strategic press coverage by involving the right internal and external stakeholders. Involve the right people from the company and nonprofit that can deliver the message right, and establish solid relationships with members of the media. Messaging should also include any relevant data points and stories that help explain why the cause is pressing. (5) Practice Humility And Transparency: By exercising humility, companies can decrease the likelihood of appearing opportunistic. Read on...

Forbes: How Companies Can Strategically Build Purposeful Corporate Social Responsibility Programs In Five Steps
Author: Cheryl Goodman

Mohammad Anas Wahaj | 18 feb 2021

Charities often work under limited resources and specific set of pressures. Moreover, COVID-19 pandemic has further exacerbated their operational challenges. Use of performance metrics and marketization, lack of resources, increased visibility due to social media etc further add to the pressure. It is reported that at present one-in-ten charities remain at immediate risk of closure in UK. Considering the state of financial management in charity sector, studies of impact reporting have found that a concerning number of nonprofits are producing insufficient reporting. A Charity Finance Directors' Group study found that whilst more than half of charities reported on output and outcome, broader impact reporting was a far less common practice. A recent report published as part of the Organizational Financial Literacy Project - a collaboration between Charity Digital and Sage Foundation, in consultation with Solid Base Non-Profit Support, examines the current state of organisational financial literacy and impact reporting in the UK charity sector. The report delves into the root causes and proposes solutions. During the pandemic public trust in charities have increased and to maintain this trust nonprofits need to work responsibly and transparently, and with more accountability. Organizations that have better financial management and impact reporting will attract more funds. In charities, particularly smaller ones, the financial reporting tasks are handled on a part-time basis and often deprioritized. There is huge reliance on the use of Excel and paper-based accounting methods, resulting in infrequent and insufficient records. Impact in nonprofit sector is measured in terms of engagement with service users and meeting targets set by trustees and this information is needed by stakeholders to assess whether operations are succeeding or not. This information is critical for governance and to secure funding. The main reason for charities not able to have better financial management and reporting is due to limited resources available to accomplish such tasks. Moreover, well trained finance professional are generally not hired and the tasks are undertaken by non-finance professionals that find accounting and finance software tools complex and difficult to operate. The report identifies a four-part framework for overcoming or mitigating these obstacles - (1) Practical: Software and Processes (2) Educational: Training and Resources (3) Supportive: Extended Support Service (4) Social: Networking and Best Practices. Automation is at the core of this digitization strategy. Read on...

Charity Digital: The state of finance management in the charity sector
Author: Aidan Paterson

Mohammad Anas Wahaj | 25 dec 2020

Corporate volunteering is an important part of employee development with a reason to facilitate their engagement with local communities and to demonstrate corporation's social commitments. Currently there is special focus on corporate social responsibility and many organizations are pursuing it as an essential component of their strategy. According to the 2020 Deloitte Global Millennial Survey, employees have been re-examining the companies they work for with an eye toward purpose and impact on society. Research suggests that businesses benefit when they integrate employee volunteering programs with corporate giving, and these programs improve employee satisfaction, foster employee engagement, and boost retention. Macquarie University Graduate School of Management (Australia) research study undertaken as part of the MGSM Corporate Social Responsibility (CSR) Partnership Network, led by Dr. Debbie Haski-Leventhal, found that 93% of employees who volunteer through their company report being happy with their employer, and 54% of those who are proud of their company's contributions to society are engaged at work. In August 2019, the Business Roundtable (US) redefined their statement on the purpose of a corporation from a shareholder only focus to a larger commitment to stakeholders - customers, employees, suppliers, communities, and shareholders. Beth Bengtson, CEO and Founder of Working for Women, provides an approach to establish corporate volunteering programs with a long-term focus and avoid short-term 'once-and-done' experiences. She explains, 'This new approach requires having your team help a nonprofit solve organizational or operational challenges and/or deliver specialized resources to the population served by the nonprofit. This involves identifying a nonprofit where your employees can lend their skills and expertise over a designated period of time or on a series of connected events...In this strategic model, a tangible and sustained relationship is created between the corporate and nonprofit partners...The result in this model is that mutually beneficial skill-based volunteering adds up to a quadruple win when done right. Purposeful partnerships allow for impact to be measurable for all parties involved.' She developed following guidelines at her organization, Working for Women, - Identify and match the needs and the skills on both sides; Once there's a well-defined project and two willing partners, develop a detailed brief for each engagement; Do the work to understand what your nonprofit partner does and who they serve; Measure impact after each engagement, and before planning next steps; Replicate and scale as needed. Read on...

Harvard Business Review: Reimagine Your Corporate Volunteer Program
Author: Beth Bengtson

Mohammad Anas Wahaj | 30 nov 2020

Nonprofits are facing challenging times during COVID-19 pandemic and they need any kind of help to pursue their mission. Laura Plato, chief solutions officer at VolunteerMatch, says, 'Traditional in-person volunteering has dropped off precipitously since the pandemic began, while need has only grown. Our nation's nonprofits are having to really get creative and reinvent what volunteering looks like.' Research on teens and adults finds that volunteering has many benefits like for example reduced rates of depression and anxiety, and meaningful improvements in life expectancy. Akua Boateng, a psychotherapist, says, 'But for children volunteering can also be a positive component of their developmental process - helping them understand their place in the social fabric - and is associated with a higher sense of self-esteem.' Prof. Peter Levine of Tufts University's Jonathan M. Tisch College of Civic Life cautions that how parents frame volunteering is important and suggests, 'It's crucial to talk about social inequity in the right way with children to avoid communicating a sense of superiority.' Karen Daniel, VP of programs at Youth Service America, says, 'We have a project ideas database on our website...We really believe in helping kids start with something they love so that the project is fun for them, too.' Pandemic has lead to the mainstreaming of work from home culture and kids can volunteer along with their parents. There are also programs to help kids reach out to military personnel and first responders, or to write letters and cards to older people separated from their loved ones. Moreover, kids can also help by informally volunteering within their local community. Virtual volunteering can also be a good volunteering aveneue for kids. According to Katie Stagliano of Katie's Krops, a nonprofit that helps children start gardens across the United States, community gardening can continue in the colder months with winter crops such as cabbage, carrots, kale, turnips and collard greens, which can then be distributed to families struggling with food insecurity. Lydia Elle, a writer in Los Angeles, and her 10-year-old daughter, London, have started partnering with organizations in 2019 to donate books to children in need. Ms. Elle says, 'During the summer, because we couldn't get out and distribute books in person like we normally would have, we made a huge donation of books to our local food bank instead.' Read on...

The Washington Post: Volunteering can give kids purpose in uncertain times - and there are still ways to do it
Author: Connie Chang

Mohammad Anas Wahaj | 26 oct 2020

Pandemic, combined with politics in many countries, is creating uncertainty for both for-profits and nonprofits. In US, racial protests and electioneering, is adding to the instability. Philanthropic activity is at the crossroads and future seems uncertain. Understanding the change by analyzing past trends and anticipating the future by listening to the wisdom of experts can help nonprofits prepare better for their fundraising needs. PAST TRENDS: According to the 2019 survey of philanthropy 'Giving USA: The Annual Report on Philanthropy' - Individual giving remains the largest source of contributions (69%); Looking at growth in sources, corporate giving increased by 13.4% (includes gifts-in-kind), and giving by individuals increased by 4.7%; Recipient sectors who benefited most were ones where high-net-worth individuals tend to concentrate their giving, with public-society benefit increasing 13.1%, arts, culture, & humanities increasing 12.6%, and education increasing 12.1%; Philanthropy often thrives on economic results, and 2019 was a strong year with the S&P 500 increasing by roughly 29%, personal income growing by 4.4%, and GDP growing by 4.1%. But now 2020 is altogether a different year, with pandemic impact and struggling economy, the future holds uncertain challenges. FUTURE TRENDS: By utilizing Delphic Panel Approach, in which you ask to a team of experts to consider future questions and offer their opinions on likely outcomes based on their experience and insight, a select group of 20 fundraising experts share their predictions on philanthropy and fundraising in coming years. HIGHLIGHTS OF THE SURVEY: 61% were reasonably confident that philanthropy overall would grow during the next 3 years. A decline in giving is not likely to be long-lasting and there is hope for growth; 67% suggested that their organizations or clients would be investing more in fundraising during the next three years. Respondents were fairly evenly split regarding retaining fundraising staff and hiring more fundraisers. So, despite the short-term news of layoffs, there should be opportunities in development; Individual donors will continue to remain essential in future fundraising while no change or reduction is expected in other streams of fundraising revenue. Community/event fundraising will expect a reduction; Digital will be a main fundraising acquisition channel in which organizations are expected to spend. Other growth areas identified by the survey include DM (direct mail), DRTV (direct response television), and a resurgence in telemarketing. Print advertising channel is expected to retreat. Read on...

Nonprofit Quarterly: Crisis Crystal Ball: The Future of Fundraising?
Author: Alan R. Hutson Jr.

Mohammad Anas Wahaj | 20 sep 2020

Senior citizens often find themselves struggling with latest consumer technologies that are evolving at a rapid pace. These technologies on the other hand, are a normal part of the daily life of the new generation. If senior citizens can be made to learn these technologies in an effective senior-friendly way, they can benefit from them immensely and improve their quality of life. COVID-19 pandemic has also brought the issue to the fore with social distancing norms and extra vulnerability of senior citizens to viral infections. A nonprofit, AnewVista, founded by Shalini Gupta and Eric Gee, has been working for the last couple of years with senior citizens to help them overcome the barrier to using latest technologies. Before the pandemic the nonprofit hosted in person workshops at senior centers, retirement communities and centers of trust locally. But now most of the learning classes are happening virtually through video conferencing apps. AnewVista offers 40-50 topics, such as cleaning out email folders, navigating social media and finding reliable news and podcasts, as well as some higher-level concepts. Ms. Gupta says, 'When it comes to these simple devices, which are made for younger people, they struggle. Intellectually, they are very smart, but it's just the hands-on part that gets very hard sometimes - and once you open the wall for them, it's all there for them to enjoy. Basically, we cover all bases, like how they can be safe, how they can be creative, how they can be social and how they can enjoy more things for fun, communication wise.' Mr. Gee says, 'The trick is to really find what's the obstacle for older adults to engage with technology or engage with the digital economy. We invite everybody to enjoy and just learn a little bit more, especially in these times of sheltering in place, which isn't going to end anytime soon.' Read on...

Los Altos Town Crier: Nonprofit helps seniors stay connected with evolving technologies
Author: Marie Godderis

Mohammad Anas Wahaj | 29 aug 2020

COVID-19 pandemic has affected art and culture sector, and significantly impacted talent associated with it. Audrey Azoulay, Director General of UNESCO in her message on World Art Day (15 April 2020), celebrated on the birthday of Leonardo da Vinci, said, 'Bringing people together, inspiring, soothing and sharing: these are the powers of art, the importance of which has been made emphatically obvious during the COVID-19 pandemic.' The art community is adapting to the new challenges and finding innovative solutions to keep the spirit alive. The program, 'Arts and Culture Education Change-Up', a collaboration between South Korea's Ministry of Culture, Sports and Tourism, the Korea Culture and Arts Education Service and the Seokyeong University Arts Education Center, has come up with something positive during the pandemic. The program teaches and supports creative people who are interested in social entrepreneurial projects in the field of arts and culture education. Han Jeong-seop, professor and dean of the Seokyeong University Arts Education Center, says, 'If it were not for COVID-19, we might not have brought those international guest speakers or have participants from Jeju Island due to geographical factors...We wanted to showcase how overseas cultural social enterprises play a role in resolving social problems between the public and private sector.' The participants in the online interaction included representatives from STEPS (Canada-based charitable public art organization that develops one-of-a-kind public art plans, installations and engagement strategies that foster vibrant communities), and Starcatchers (Scotland-based art organization specializing in creating performances and exploring creative activities for babies, toddlers and young children up to the age of five and the adults who care for them). Anjuli Solanki, program director of the STEPS Initiative, says, 'Applying our multidisciplinary expertise, we strive to develop a strong contextual understanding of the neighborhoods and sites we are working in for all our projects. Our goal is to create iconic public works that attract widespread attention by transforming underutilized public spaces.' Bebhinn Jennings, program manager at STEPS, says, 'The pandemic has highlighted our need to connect, to be inspired and to contribute to our communities. As such, art and public art in particular are increasingly important as they offer numerous entry points for engagement. Public art can both beautify a space, and ignite dialogues around important issues such has climate change, public health and systemic inequalities - all conversations that have been active throughout the pandemic.' Rhona Matheson, chief executive of Starcatchers, says, 'We know we are not going to be able to tour any of our productions until at least spring 2021 so our focus is on providing a range of activities that parents or childcare settings can share with very young children. Retaining a connection with audiences has been very important and making the offers through our online activities has been essential. Similarly, being able to retain connection with the families who participate in our community engagement programs has been very important - this has been a means to offer support to young families who experience social and rural isolation and have been negatively impacted by COVID-19.' Lee In-kyung, an art instructor at an alternative school on Jeju Island, says, 'If it were not operated online, it would be very difficult and time-consuming for me to participate in a training program held in Seoul. Now I can communicate with other social entrepreneurs while on Jeju...We made environmental picture books and tried junk art, campaigning for environment. I realized that students could learn better through empirical art education.' She developed such experiences into an idea for a social enterprise, aiming to support teenagers to cultivate creativity, problem-solving skills and empathic abilities. Kim Soo-jung, CEO of Open Your Arts and in the second year of Change-Up program, says, 'I wanted to provide sustainable art education for socially disadvantaged children, but it was impossible to solve the problem as a volunteer. So I came up with this art educational kit developed in collaboration with artists...Their (Starcatchers and STEPS) business model is not based nor suitable for online, but it was interesting to see the possibility of online platforms, transcending physical or regional limitations.' Read on...

The Korea Times: Social enterprise bridges art, community amid pandemic
Author: Kwon Mee-yoo

Mohammad Anas Wahaj | 11 jul 2020

According to the survey conducted to find out impact of COVID-19 pandemic on 567 small businesses and nonprofit organizations in US by the research team of Prof. Samantha Paustian-Underdahl of Florida State University, 15.2% of its participants closed permanently, and 14.5% of participants closed temporarily. Another 31% of participants are operating below 40% capacity, while close to 40% of participants are operating at 40% or higher during COVID-19. The survey also found that 46.7% laid off their employees during COVID-19, while 51% reported that they did not. The average number of employees laid off was 10.5. Prof. Paustian-Underdahl says, 'Small businesses and nonprofits have taken a huge hit during this time, with nearly 30 percent of our sample needing to close temporarily or permanently as of early May. The good news is that most organizations are getting some help.' The survey revealed that 92% received some type of financial assistance from the government's Paycheck Protection Program (PPP) and/or Economic Injury Disaster Loan (EIDL). 75.5% applied for one or both types of government aid. Of participants who applied, 28.9% received PPP funding only, 26.8% received EIDL only, 11.3% received both PPP and EIDL, and 8.3% did not receive anything. Moreover, researchers also found that business owners and nonprofit leaders are experiencing different effects of COVID-19 on their overall well-being and performance, depending on their gender. Prof. Paustian-Underdahl says, 'Consistent with recent research by Gallup , we found that women who own small businesses are experiencing higher levels of stress and burnout during COVID-19 compared to men. While some may assume this could be due to higher work-family-conflict, we found the men surveyed are reporting higher work-family-conflict than women.' Some of the strategies and solutions that respondents have implemented to meet the challenges faced during COVID-19 include - increased communication with employees; an increased focus on implementing technology and creating online content; creating unique ways to contact and keep existing clients instead of seeking new one; increased focus on healthy living, exercise and mental health for their employees and customers. Read on...

Florida State University News: Survey reveals COVID-19's impact on small business, nonprofits
Author: Calvin Burrows

Mohammad Anas Wahaj | 25 jun 2020

User-Generated Content (UGC) is getting more prominence for charity marketing and communications in the COVID-19 pandemic turbulence. Charities are struggling with funds and resources and have substantially reduced marketing and advertising spends. UGC helps charities in creating content to promote their brand, do fundraising, and advertise their accomplishments. Content created by those who were directly supported by charities is more authentic and relatable. When users share their stories they connect better with potential supporters. Following are the ways UGC benefits charities - (1) Marketing budgets are shrinking and UGC can provide a practical, cost-effective solution amid cuts, through users becoming charities' ambassadors online through videos, blogs, podcasts and social media posts. Hiring marketing agency is costly and current social distancing norms are restricting professionals to do location filming. The National Council for Voluntary Organisations (NVCO) has estimated that UK charities lost around £4 billion in the first three months of the COVID-19 crisis. According to COVID-19 Marketing Report by Influencer MarketingHub, more than 2/3 (69%) of brands expect they will reduce their advertising spend in 2020 due to COVID-19. 3/4 say they are posting less on their social media accounts as budgets shrink. (2) Charity's frontline staff, beneficiaries and volunteers are able to enhance their digital skills during lockdown. Charities are certainly keen to empower their workforce to support users in creating content. The 2020 Charity Digital Skills Report found that half of charities would welcome guidance on helping their staff adjust to change and stay motivated and productive amid the pandemic. (3) UGC is more authentic and relatable. Last year's Stackla survey found that the public believes UGC is 2.4 times more authentic compared to brand created content. However, too often the power of UGC is not being realised by marketers. The survey showed that marketers are 2.1 times more likely to believe that brand created content is more authentic compared to UGC. Read on...

Charity Digital: How and why User-Generated Content is changing charity marketing
Author: Joe Lepper

Mohammad Anas Wahaj | 31 may 2020

During Covid-19 related lockdown many countries faced issues related to providing food to where it is needed the most. There were huge challenges in food distribution and logistics from farms to markets to homes. In many cases farmers had to dump their produce due to the broken supply chain. Moreover, farmers lacked the resources to transport their produce themselves as markets were unwilling to buy that at reasonable price. Amid all this, in Philippines, one social enterprise led by Cherrie Atilano has found a way to get food from farms to consumers and enabled farmers sell their produce that otherwise would have been wasted. Agrea, her social enterprise, in normal times intended to end rural poverty by helping farmers move from subsistence to small-scale commercial farming. But, during pandemic crisis farmers and the food distribution networks collapsed, so Ms. Atilano started #MoveFoodInitiative to overcome the produce dumping by farmers. She used her extensive network to appeal to private truck owners to help ship the food to consumers in towns, villages and the capital. In addition to moving fruits from farmers to families, the initiative is also donating food to community kitchens set up to feed frontline medical staff treating people with coronavirus. 'Movers', as the workers associated with the project are called, have created impromptu community fresh food markets at various locations. Ms. Atilano also plans to encourage the development of urban farms and says, 'It is time to learn how to produce food near to you. This is the new normal that we need to prepare for.' Dom Hernandez, COO of Philippine fast food chain Potato Corner, is another entrepreneur helping to get food from farms to urban consumers. He has set up a scheme to allow farmers in his home province of Benguet to sell directly to consumers through the use of social media and his family owned bus network. Read on...

World Economic Forum: This entrepreneur is helping farmers get food to consumers during lockdown
Author: Douglas Broom

Mohammad Anas Wahaj | 30 apr 2020

In the digital era, it is imperative for nonprofit leaders to embrace technology and adapt to change effectively. Practicing concepts of 'change management' helps in the technological transformation. Aparna Kothary, director of technology operations at Global Citizen Year, had to implement new technology to help her nonprofit, which organizes gap year study-abroad programs for high school seniors, measure the impact of their work. She says, 'When you put a lot of work into building something, you think it's great and you want everybody else to think it's great, but approaching it with humility is so important...If our end goal is user adoption, it's our responsibility to train people in a way that that works for them.' Setting expectations for new technology adopters is also important. She adds, 'Instead of saying - Here's this shiny new tool we are going to use forever - maybe say - This is phase one of a three-year project, and every year w're going to improve a little bit more...' According to the second annual Nonprofit Trends Report produced by Salesforce, leadership must not only lead the adoption of new technologies but also help nurture a culture that is open to embracing new technology in the first place. But 45% of nonprofits state that they lack the flexibility and adaptiveness that the adoption of new technology demands. Prof. Alva H. Taylor of Tuck School of Business at Dartmouth College says, 'Leadership has to understand it and know the importance of it, and also communicate (that importance) to everybody in their organization...might involve showing how the new tool is compatible with how they've done their work in the past, while 'really trumpeting the benefits' of adoption.' The Nonprofit Trends Report also shows that, on average, different departments have different rates of adoption of new technologies, and suggests that without full adoption of technology nonprofits may not get the maximum return on investment. Planning is essential along with leadership. 85% of the nonprofits surveyed in the report say that technology is key to the success of an organization like the one they work for, but only 23% say they have a long-term vision for the technology they plan on implementing. Sarah Angel-Johnson, CIO at the education nonprofit Year Up, says that it leads to 'rocks and pebbles' problem. She comments, 'Let's not talk about the technology or the architecture first. Let's talk about the human on the other side (experiencing a digital innovation). If you have a jar and you fill it with sand first, then pebbles and rocks, it won't all fit. But if you fill the jar first with rocks and the pebbles and then finally sand, it will all fit.' This means that leadership needs to establish priority projects and execute on them before pivoting to anything else. Developing nonprofit-wide strategy requires leadership buy-in and is necessary for long-term success. Jarrod Bell, CTO at Big Brothers Big Sisters of America, says, 'Painting what the vision was for technology at our organization, tying that to the mission, having that message come from our president and CEO, having that message resonated by our board...reverberate those messages as well, and then repeating it over, and over, and over again.' Rebeca Johnson, VP of constituent experience and digital transformation at the American Heart Association, says, 'Transformation is difficult, because transformation is change, and change is hard. But the world has changed and we have to change with it.' Read on...

Stanford Social Innovation Review: Being a Digital-First Leader
Author: Adrienne Day

Mohammad Anas Wahaj | 26 apr 2020

It is important to be selective and careful while choosing which nonprofits to support and promote. Even more so during times of crisis or economic recession as every dollar of contribution or effort needs to be most effective. In such situations, like the present COVID-19 pandemic, nonprofits are expected to serve more while facing resource challenges. Prof. Amanda J. Stewart of NC State University, whose research focuses on nonprofit organizations and foundations, suggests what to consider while supporting nonprofits during disasters like COVID-19 - (1) Nonprofits that provide essential services: Sustained support is needed for nonprofits that respond directly to human suffering in crisis and also essential human services and local community needs. (2) Nonprofits that need cash: Financial donations are critical as they support nonprofits to pay their bills etc and gives them freedom to provide services where most needed in whatever form. (3) Generosity can be specific to these times: Creativity in generosity becomes valuable. Like for example face masks being sewn, remote volunteering options, socially safe distant blood drives etc during current pandemic. Consider what generosity looks like in your neighborhood or what is within your capabilities during crisis time. (4) Give responsibly: While doing so be aware that some 'responsible giving' criteria are biased. Before donating use your best judgment and look for signs of legitimacy and accountability. Smaller niche nonprofits with more grassroots efforts can be effective and responsive in crisis times. (5) Nonprofits are often local businesses: After the crisis has passed many nonprofits just like local businesses would need support to get back to start working. Consider the nonprofit causes you want to see sustained and support the nonprofits to resume functioning after the crisis. Read on...

NC State University News: How Can I Tell Which Charity to Support During This Crisis?
Author: Matt Shipman

Mohammad Anas Wahaj | 28 mar 2020

According to the Global Entrepreneurship Monitor's (GEM) 2019-20 Global Report, more than 40% of entrepreneurs in 35 of 50 countries agree or strongly agree that their motivations to launch a business are to make a difference in the world. Fifty economies participated in the GEM 2019 Adult Population Survey (APS) and more than 150000 individuals took part in extended interviews as part of the research. Entrepreneurs are trying to blend profits with social good and environmental sustainability, giving rise to innovative business models. In 2006 a company called TOMS popularized social entrepreneurship with a 'One For One Model' to provide a free pair of shoes to someone in need for every pair purchased. Jake Strom, co-founder of TOMS, now invests in and consults companies that intend to incorporate social business models into their existing businesses. He termed this as 'Profit + Purpose Model' that encourages for-profit ventures with deeply woven social benefits. Following are key takeaways from this approach - (1) Create Evangelists, not Customers: Company's story is key branding element. Emphasize the social good aspect to inspire customers to become brand champions. It eventually becomes a competitive advantage. (2) Popular Perception Has Shifted: The idea that a for-profit business could do well and do good at the same time has become substantially acceptable. Profit + Purpose model will further grow in future. (3) Purpose-Driven Brands Can't Take Shortcuts: Effective business planning is essential. Do whatever is needed to provide best products and services and work to gain profits. Purpose would provide added motivation. (4) Think Long-Term: Balance the demands of Profit vs. Purpose. Making a sincere effort to put people, planet and long-term sustainability before short-term gains. (5) There is Never a Perfect Timing: The great idea to do good shouldn't wait. Start with whatever knowledge, resources and expertise is available. Keep learning, growing and evolving along the way. Scale-up when the concept is proven in the market. Read on...

Entrepreneur: 5 Takeaways From an Entrepreneur's Profit + Purpose Social Business Model
Author: Jared Polites

Mohammad Anas Wahaj | 29 feb 2020

Volunteer time off (VTO) is the new concept in employee benefits in which a company offers paid time off for its employees to volunteer with nonprofit organizations. According to the Society for Human Resource Management (SHRM) around 21% of American companies offer VTO, while Chief Executives for Corporate Purpose (CECP) says that more than 60% of enterprise-level companies are going all-in on VTO. Organizations implementing VTO can benefit in many ways - (1) Recruitment: According to the Bureau of Labor Statistics, the number of employees who are voluntarily quitting their jobs is higher than ever. VTO can help attract the attention of young, fresh talent. A report from Fortune showed that Millennials were more likely to work for a company that has a proven history of social activism and corporate volunteerism. (2) Retention: The 2019 Global Talent Trends Study showed that 51% of employees wish their company offered more flexible work options. VTO is the most desired option that companies can give to philanthropic employees. According to NP Source Charitable Giving Statistics For 2018, employees who engaged in corporate giving programs tended to have 75% longer tenures with the company. (3) Corporate Visibility: According to NP Source stats, 90% of companies indicated that partnering with reputable nonprofit organizations enhances their brand and 89% believe partnering leverages their ability to improve the community. Turning employees into employee brand ambassadors empowers them to represent your company in a positive light. (4) Company Culture: Companies are highlighting their workplace culture as a way to retain current employees and recruit top talent. A 2017 study from Project ROI showed that companies investing in corporate responsibility are seeing the fruits of their labor - Turnover reduced by 50%; Employee productivity increase by up to 13%; Employee engagement increased by up to 7.5%. A 2017 Glassdoor survey showed that 75% of employees expect their employer to get involved in charity work either through donations or volunteer efforts, and nearly half of all employees surveyed expect their employers to allow them to company time to advocate for social change through volunteering. (5) Employee Growth: Employees seek growth opportunities. Volunteering has become popular to build resume and sharpen skills, thus making VTO attractive to employees. NP Source showed that 92% of surveyed HR executives agree that contributing business skills and expertise to a nonprofit can be an effective way to improve employees' leadership and broader professional skill sets. Following are some tips to effectively implement VTO - (i) Organize your time-off request process. (ii) Communicate with employees. (iii) Use software to optimize (corporate volunteering platform). Read on...

G2.com: Here's Why VTO Is the Next Big Thing in Employee Benefits
Author: Lauren Pope

Mohammad Anas Wahaj | 09 jan 2020

Tackling climate change and protecting environment is critical for the better future of our planet. Current agricultural practices and economic policies that surround it have substantial impact on the natural environment. Prof. Benjamin Houlton, director of the John Muir Institute of the Environment at the University of Califoria at Davis and champion of the One Climate Initiative, says, 'Agriculture might just be the single most important industry on the planet for creating negative carbon emissions under current economic policy. Carbon farming is the key to help solve climate change. Farmers and ranchers can capture carbon and store it in the soil. They can create negative emissions, which means the amount of greenhouse gases that are going into the air from their industry is lower than the amount that they're drawing out of the air.' Prof. Houlton plans to further develop the carbon farm project through One Climate. He explains, 'The One Climate vision is about transforming society in a way that is sustainable, produces the jobs we need, trains the next generation of leaders and creates a climate-smart workforce. And one of the centerpieces of One Climate is creating the world's most innovative carbon farm.' Carbon farming involves using resources such as compost, biochar and pulverized rock, and using enhanced weathering - basically, accelerating Earth's natural processes - to reduce greenhouse gas emissions. Explaining about biochar, Prof. Houlton says, 'We've teamed up with industry partners to use biochar, which is taking organic carbon like trees, vegetation and manure, and burning it slightly at a high temperature. It becomes more resistant to breakdown and helps with water and nutrient use, while also storing carbon for longer periods of time.' In California, biochar can reduce wildfires by removing trees that could be a fire risk and putting it into the soil. Similarly, compost deposits green waste or food waste into the soil to create a carbon sink. Read on...

UC Davis Magazine: How Can Agriculture Be a Part of the Climate Solution?
Author: Ashley Han

Mohammad Anas Wahaj | 27 nov 2019

Philanthropy is a huge industry and technology is enabling it's transformation. It's contribution to the U.S. economy is significant. According to The 2019 Nonprofit Employment Report (2019), authored by Lester M. Salamon and Chelsea L. Newhouse of the Center for Civil Society Studies at Johns Hopkins University, nonprofits account for roughly one in 10 jobs in the U.S. private workforce, with total employees numbering 12.3 million in 2016. Over the decade since 2007, nonprofit jobs grew almost four times faster than the for-profit ones. Madeline Duva, CEO of Fluxx, provides insights into technological transformation of philanthropy and the positive impact it has on overall growth of nonprofit sector. She says, ' The philanthropic space has begun to adopt new technologies in earnest in order to increase capacity, improve employee job satisfaction and accelerate long-lasting impact. This transformation is further helped by the tech industry entering the space both as a funder of nonprofits and provider of improved tool sets. The innovations that made Amazon a world leader in supply chain optimization are now being repurposed to help nonprofit organizations work more efficiently and collaboratively with their own data, ultimately driving more dollars and hours toward solving long-entrenched societal and systemic issues in the U.S. and beyond.' Philanthropy is on rise and tech industry and their employees are major contributors. According to 'Giving USA 2019: The Annual Report on Philanthropy for the Year 2018', researched and written by the Indiana University Lilly Family School of Philanthropy at IUPUI, in 2018 Americans gave nearly US$ 428 billion to charity, with US$ 76 billion of that coming from foundations and another US$ 20 billion coming from corporations. Tech industry's interest in philanthropy and nonprofit sector is seeing increase in specifically designed tech solutions. Ms. Duva explains, 'I've seen a steady increase (but slower industry adoption) in solutions that help foundations leverage data and efficiency and manage teams, all while scaling their work. Grantmakers (both public and private) and grantseekers (nonprofits and charities) have begun to streamline their operations through SaaS solutions, using data and workflow best practices to create more efficient processes and free up time and resources.' For tech companies seeking to work and design solutions for the philanthropic sector, she suggests - Prioritize flexibility and usability in your solutions; Understand that most nonprofits operate on extremely thin financial margins; Recognize the huge variance in the philanthropic space. One-size-fits-all approach doesn't work this space that covers and touches so many industries. Read on...

Forbes: Technology Improves Nonprofit Sector Growth
Author: Madeline Duva

Mohammad Anas Wahaj | 30 oct 2019

Nonprofit organizations and employees operate in a challenging environment and the human resources issues can be different from the for-profit sector. According to the 2017 Nonprofit Employment Practices Survey of 420 nonprofits by nonprofitHR, 28% of nonprofits said the top challenge they faced was hiring qualified staff, and 81% of nonprofits said they can't get the staff they do hire to stay. Moreover, nonprofits are unable to do much to address the human resources problems. According to 2019 Talent Management Priorities for Nonprofits survey of 488 nonprofit leaders and HR professionals by nonprofitHR, three reasons employees give for leaving nonprofits are - dissatisfaction with their career opportunities, compensation and benefits, and workplace culture. Prof. Kim Brimhall of Binghampton University, The State University of New York, explains her research on nonprofit human resources and finds out that when employees feel valued and that their colleagues and bosses appreciate them, talented staff members become more likely to stick around. Lower salaries and compensation in nonprofits are not the only factor that makes it difficult to retain talent. Prof. Brimhall says, 'I recently completed a study regarding how managers at hospitals can improve employee performance through greater inclusivity. Inclusion...is also about helping employees feel appreciated as unique individuals and helping them feel valued as key members of their team.' According to 2018 State of the Nonprofit Sector Survey of about 3400 nonprofit leaders by Nonprofit Finance Fund, more than half of all nonprofit jobs are in the health care field and even though nonprofit hospitals generally pay their workers better than other nonprofits, they also have trouble hiring and retaining qualified staff. Prof. Brimhall recommends nonprofits to make their workplace more inclusive and to adopt the following best practices - Engage and involve employees in important work-related decision-making; Appreciate feedback of all employees irrespective of their position; Consider and treat each employee as a unique individual and provide regular training and opportunities to enhance their career; Communicate a shared sense of purpose and inspire a collective vision of the future. Read on...

The Conversation: Making employees feel welcome and valued can pay off - especially for nonprofits
Author: Kim Brimhall

Mohammad Anas Wahaj | 27 oct 2019

For CPAs (Certified Public Accountant) to successfully transition from the for-profit sector to the nonprofit sector requires a specific mindset and skill sets. Even though their for-profit experience will highly benefit and enhance the value of nonprofit finance department, but they would need add-on soft skills - (1) Adaptability: Understand and adapt to the new organizational culture. (2) Flexibility: Ability to multitask. With resource challenges nonprofits lack support staff and CPAs would need to handle administrative tasks. (3) Leadership and the ability to drive change: Emphasize the value of accurate financial reporting and use of latest processes and technologies for effective and efficient finance department. Explain that doing so will enhance chances of funding. Implement change through collaborative approach. Nonprofit organizations can benefit from for-profit CPA's in many ways - (1) Technology implementation: Many nonprofits are not fully equipped with latest financial and accounting technolgoies. For-profit CPAs bring the experience to do so. Implementation of online technology maximizes productivity, increases transparency, facilitates document flow and approvals, and improves accuracy and timeliness. (2) Documented policies and procedures: The implementation and maintenance of a documented accounting policies and procedures manual ensures continuing operational efficiency and governance, accuracy, and reliability of financial statements, as well as well-defined roles and responsibilities. (3) Effective and efficient internal controls: The system of internal controls is necessary to mitigate risk, increase transparency, and safeguard the organization's assets. For-profit CPAs are familiar with identifying and evaluating internal controls and aware that the process requires understanding and documenting the step-by-step processes that staff members follow to perform their jobs. (4) Audit management and oversight: CPAs with auditing background are familiar with the types of schedules and documents the auditors will request. The books and records of the finance department should be maintained throughout the year so that when the books are closed, only year-end adjustments are needed. Although CPAs spend most of their time with numbers, processing transactions, generating financial reports, and racing to meet numerous internal and external deadlines, but in nonprofits it is more than that - a mission to improve the lives of those in need and to make the world a better place. The transition to nonprofit career can be highly rewarding both professionally and personally. Read on...

The CPA Journal: Making the Transition to the Nonprofit Sector
Author: Roberta Katz

Mohammad Anas Wahaj | 29 sep 2019

To tackle complex issues facing the world like environment protection, peace building, human rights, poverty, hunger etc, requires coming together of people, organizations and governments to find solutions through sharing diverse ideas, collaborative efforts and pooled resources. Around the world various platforms are developed to provide just that. At Stanford Social Innovation Review's (SSIR) Nonprofit Management Institute 2019, leaders and experts from diverse fields converged to address the economic and emotional anxieties facing civil society leaders and shared advice for moving forward with confidence. Prof. Tyrone McKinley Freeman of Indiana University said, 'We must pull more people into the philanthropic circle.' Mayor Libby Schaaf of Oakland said, 'We have got to think big and be less afraid of losing something through collaboration.' Jeffrey Moore, Chief Strategy Officer of Independent Sector, said, 'We have to co-create everything with community.' Charlotte Pera, President & CEO of ClimateWorks, said, 'We have to work together in and across philanthropy, civil society, government, academia.' Mayor Michael Tubbs of Stockton said, 'Change in collaboration really only moves at the speed of trust.' Bradford Smith, President of Candid, said, 'Building those relationships will take more than nice memos about teaming up - try joint projects.' The event had various sessions and here are the highlights - (1) THE CHANGING FACE OF AMERICAN PHILANTHROPY: Kim Meredith, Executive Director of the Stanford Center on Philanthropy and Civil Society, and Prof. Tyrone Freeman of Indiana University and co-author of 'Race, Gender, and Leadership in Nonprofit Organizations', discussed common myths of modern philanthropy, the true history of giving by minority groups in the US, and ideas on how to better connect with givers in anxious times. (2) MOVING FORWARD - MERGERS AS A GROWTH STRATEGY: David La Piana, Managing Partner of La Piana Consulting, Rinku Sen, a racial justice activist, author, and strategist, and Bradford Smith, President of Candid, discussed the upsides and risks of nonprofit mergers.' (3) VITAL BALANCE - INNOVATION AND SCALING FOR IMPACT IN THE SOCIAL SECTOR: Christian Seelos, co-author of the best-selling book 'Innovation and Scaling for Impact and co-director of the Global Innovation for Impact Lab at Stanford PACS, examined various 'innovation pathologies' that can derail organizations and 'innovation archetypes' - case study-based models that sidestep these threats, blending innovation with scaling. (4) LEVERAGING TALENT - THE POWER OF SKILLS-BASED VOLUNTEERING: Danielle Holly, CEO of Common Impact, Cecily Joseph, former VP of CSR at Symantec, and Greg Kimbrough, Lead Director of executive development at the Boys & Girls Club of America, shared insights gleaned from their experiences with volunteer programs. They talked about how can skills-based volunteering engage and strengthen your teams amid transitional, high-anxiety, or crisis situations. (5) ACHIEVING GREAT THINGS - THE ART AND SCIENCE OF ASPIRATIONAL COMMUNICATION: Doug Hattaway, President of Hattaway Communications, explored the best ways to use strategy, science, and storytelling to connect with an audience. (6) WORKING TOGETHER - HOW PUBLIC SECTOR AND NONPROFIT LEADERS CAN COLLABORATE TO TACKLE TOUGHEST CHALLENGES: Mayors Libby Schaaf of Oakland and Michael Tubbs of Stockton spoke with Autumn McDonald, Director of New America CA, about the best ways to build successful, mutually beneficial partnerships between local government and nonprofits. (7) TRUST, POWER, EQUITY - TELLING BETTER STORY TO OURSELVES AND THE WORLD: Jeffrey Moore, Chief Strategy Officer of Independent Sector, examined trends with the potential to restore the nonprofit sector's self-confidence and bring back the public's trust in it. (8) WEATHERING THE STORM - LESSONS ON EFFECTIVELY MANAGING THROUGH TOUGH TIMES: Maria Orozco, Principal of The Bridgespan Group, explored lessons from the last recession and drew from her organization's work in the years since to share insight on surviving and thriving in difficult times. (9) ACTIVATING AUDIENCES - PARTNERING BEYOND THE 'USUAL SUSPECTS' TO SPOTLIGHT SOCIAL ISSUES: Jessica Blank, a writer, director, actor, lecturer, and social innovator, Nicole Starr, VP for social impact at Participant Media, Marya Bangee, Executive Director of Harness, and Prof. Courtney Cogburn of Columbia University, discussed how storytelling can expand and accelerate social change and provided advice on how to wield narratives. (10) LEADING WITH PURPOSE - ACCEPTANCE, MINDFULNESS, AND SELF-COMPASSION: Leah Weiss, lecturer at Stanford GSB and the author of 'How We Work', described how to lead with acceptance and resilience using proven self-compassion and mindfulness techniques. (11) CLIMATE CHANGE - THE POWER OF TRANSCENDENT ISSUE TO MOTIVATE AND AFFECT REAL CHANGE: Larry Kramer, President of the William and Flora Hewlett Foundation, and Charlotte Pera, President & CEO of ClimateWorks Foundation, discussed the impact of climate change on society and nonprofits. Read on...

Stanford Social Innovation Review: The Speed of Trust in an Anxious Era: Recap of the 2019 Nonprofit Management Institute
Authors: M. Amedeo Tumolillo, Barbara Wheeler-Bride

Mohammad Anas Wahaj | 27 sep 2019

In the closing speech of United Nations Climate Action Summit 2019, UN Secretary-General António Guterres said, 'You understand that climate emergency is the fight of our lives, and for our lives. I thank young people around the world for leading the charge – and holding my generation accountable. We have been losing the race against climate crisis. But the world is waking up. Pressure is building. Momentum is growing. And - action by action - the tide is turning.' Not so long ago, Ernest Hemingway (Novelist and Nobel Laureate) said, 'The world is a fine place and worth fighting for and I hate very much to leave it.' And now the stern remarks of Swedish teenager, Greta Thunberg, in the UN Climate Summit resonated around the world and were call to action for governments, businesses and all those responsible. Although all humans have responsibility to maintain the environment, but along with governments, businesses have extra responsibility towards the upkeep of environment, particularly those that use natural resources or have direct impact on natural environment. So, what it takes to be a sustainable business? The answers are many and approaches different. In 1987, the United Nations Brundtland Commission defined sustainability as 'meeting the needs of the present without compromising the ability of future generations to meet their own needs.' For businesses to be sustainable would require change in current practices and they come with a cost. They have to evolve strategies towards sustainability by taking all the stakeholders on board. Moreover, one's move to sustainability may impact the environment in some other way. So, there are challenges to attain sustainability. Here are 4 reasons why it's hard for businesses to be sustainable - (1) THERE IS NO SINGLE DEFINITION OF 'SUSTAINABILITY': UN's Mr. Guterres in the recent Summit sets the goal to completely transform the world's economies to be more sustainable and find solutions to climate change. A daunting task considering the slow pace governments and businesses have been moving in that direction so far. Geoffrey Jones, a business history professor at Harvard University and the author of 'Profits and Sustainability: A History of Green Entrepreneurship', says, 'There is a crippling vagueness about what sustainability means. While carbon emissions are receiving much of the focus because of climate change, deforestation, water shortages and soil erosion are also serious problems that should not be ignored.' Lack of clear definition translates to lack of accountability. At present few companies can provide hard evidence that their businesses are not negatively impacting environment. Socially responsible investment funds (Environmental, Social & Governance - ESG) often include oil & gas companies, and also those that have plastics as an essential component of their business model. Businesses are tryig but it is a long way to go before they become truly sustainable. (2) DETERMINING THE VALUE OF SUSTAINABILITY: Switch to sustainability is costly for businesses. Bruno Sarda, President of the Carbon Disclosure Project North America, says, 'Someone can come up with a cost of doing something different much more quickly than determining what is the value to the business.' Sustainability solutions can be complex and expensive. (3) CONSUMING LESS CAN REDUCE PROFITS: Experts suggest that less consumption is road to sustainability. But, it is contrary to the basics of businesses - more consumption, more profits. There are exceptions though. Doug Freeman, COO of Patagonia (an outdoor clothing and gear company), says, 'We hope our existing customers do indeed buy less. But we hope to attract more customers that are interested in our message: to build the best product, to reduce our impact and cause the least amount of environmental harm.' (4) CLIMATE SOLUTIONS REQUIRE COLLECTIVE ACTION: 'Tragedy of the commons', an economic problem, creates a situation of competitive consumption of natural resources thereby depleting them. To overcome this, collaboration and cooperation, is imperative. Companies are now teaming up with each other and with environmental nonprofits. Joanne Sonenshine, CEO of Connective Impact, says, 'By working together, companies gain more leverage in the national and global marketplace and legitimacy in the eyes of consumers. If you have a group of very respectable nonprofits or research agencies saying we are working with this company because we believe they can make a change, that puts a lot of credence behind what they are trying to do.' Read on...

PBS: 4 reasons it's hard to become a sustainable business
Author: Gretchen Frazee

Mohammad Anas Wahaj | 26 sep 2019

Utilizing technology to connect with audience & customers is effective and efficient. But, bringing the human element with personalization & customization, and engaging with them to build long-term relationships is even better. Best organizations often try to do that. Gabe Cooper, tech entrepreneur and nonprofit consultant, have suggestions for nonprofit organizations to build personalized communication strategies and making full use of automation technologies available. He says, 'When it comes to marketing software, in particular, nonprofits have long tried to make square pegs fit in round holes, getting locked into software and marketing practices that are fundamentally designed for for-profit marketing or that are based on legacy fundraising practices. This has resulted in mass marketing efforts that make your donors feel like 'sales opportunities' rather than crucial stakeholders in your cause.' Fundraising is an important activity for nonprofits and considering that they lack resources, it becomes even more crucial to be done right. He says, 'In our modern world, impersonal fundraising is a wet blanket on generosity, and that's a problem when you consider that nearly three-quarters of people who give a single gift never give again. They simply don't feel appreciated. That's where personalization through marketing automation comes in. Personalization allows each and every donor feel as though you're talking directly to them...Great personalization provides every donor with the right message at the right time based on their individual passions, capacity and relationship to your organization. Personalization, in this way, creates extreme loyalty.' He advocates a 3 point approach to apply personalization in nonprofit fundraising efforts - Know; Automate; Amplify. (1) KNOW: Gather as much information about your donors as is possible. (2) AUTOMATE: Use marketing automation software to send tailored messages - at the right time - based on what you know about each donor. (3) AMPLIFY: Use data analytics to understand what the right 'ask' should be. He also provides other ways to personalize marketing efforts: Keep the new donor campaigns running to engage them, and make them repeat donors; Use persona segmentation and apply the personalized content to connect with them; Utilize personalization technology/marketing automation that is designed specifically fo nonprofits. Mr. Cooper concludes, 'Taking a more personalized approach to your nonprofit fundraising efforts can result in more donor engagement, higher average gifts, big increases in donor loyalty, and most importantly, you donors will feel that they're part of your cause.' Read on...

Business.com: Personalization Is the Engine That Drives Today's Givers
Author: Gabe Cooper

Mohammad Anas Wahaj | 29 aug 2019

Technology innovations are often associated with taking up jobs from humans. Consider some experts predicting that Artificial Intelligence (AI) could take over 40% of jobs by 2035. But, there is a brighter side to it. The tasks that are taken away by AI are generally those that are repetitive and monotonous, requiring less human creativity. This would infact provide more opportunities for people to be innovative and creative, making their jobs more fulfilling. Charities too have to take advantage of AI to improve efficiencies and let their workforce focus on doing good better and impact lives. Rhodri Davies of Charities Aid Foundation (CAF), the author of Public Good by Private Means' and an expert on philanthropy and technology for giving, says, 'There are plenty of new jobs that will be actually created in the wake of the AI revolution.' Here are some of the charity jobs that artificial intelligence and machine learning can enhance - (1) Fundraiser: Chatbots can support in fundraising tasks. Organizations are already making use of online platforms to do so effectively and reach out to far-flung donors. (2) Support Services Assistant: Charity chatbots can help in guiding people towards the general information they require. This will help human staff to focus on more complex and sensitive queries. (3) Translator: AI-driven language translation can assist charity workers to communicate effectively with populations they serve and have language barrier with. (4) Conservation Scientist: Data science and machine learning is used in sustainability studies. AI can be used by wildlife and conservation charities to understand patterns such as habitat loss, climate change, water use, poaching etc. This will help better understand human impact on natural world and plan ahead. (5) Medical Researcher: AI and robotics are used in diagnostics and patient care. AI-driven data analysis helps spot patterns in behvior, symptoms and treatment effects. Thus providing effective treatment. Read on...

Charity Digital News: The charity jobs that could soon be enhanced by AI
Author: Chloe Green

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