Building a movement to advance diversity, equity and inclusion in philanthropy

Special to Philanthropy Journal

Kelly Brown

D5 is a coalition of organizations committed to making philanthropy more diverse, inclusive and equitable in its practices. But we are more than just that. We are a movement of dedicated people. And we are taking action.

As demonstrated in D5’s State of Work 2013 report, our movement continues to grow, as more people—from foundations large and small, individual donors, regional and national associations, and organizations that focus on diverse communities—recognize that advancing diversity, equity, and inclusion in philanthropy is critical for achieving meaningful impact. The new voices and ideas they bring to the table help to strengthen our work—by asking new questions, suggesting alternative approaches and bringing fresh enthusiasm to striving for a goal that many of us have been working towards for decades.

It is important to challenge each other to tackle tough questions and to inspire each other to take the next steps. As we keep expanding beyond our original core of foundations and philanthropic infrastructure groups, we must recognize the progress we’ve made, while doing the hard work of reaching consensus on strategies for increasing diversity, equity and inclusion.

As a movement, we have a mandate—and an exciting opportunity—to pause at regular intervals and reflect on our progress. That’s been the purpose of the State of the Work reports dating back to the first major D5 publication in 2011. Once a year we show how this movement is unfolding and share the lessons learned from the successes and setbacks along the way. These lessons can help all of us who are interested in advancing diversity, equity, and inclusion determine the first step (or the next step) that is right for our organizations.

This year’s report profiles a variety of foundations who have taken action, so that we can all learn from our peers in the field. The featured learning profiles were drawn from a deeper analysis of the best policies and practices. They reflect the growing range of institutions that engage diversity and inclusion as an essential component of excellence and effectiveness. And, they answer the all-important question that many people ask when they hear our big goal:  “Where do I start?”

The profiles highlight the urgency of action. D5 is working with our partners to build collective will for increased diversity, equity and inclusion in philanthropy. We plan to remain a source of information and guidance by continuing to raise awareness and providing tools and resources for people who are ready to take action.

But the success of this movement ultimately depends on all of you. To increase the impact and relevance of our field, more and more individuals must take on this work in their organizations. We all know that a report, after all, is just that: a report on our collective progress—which we hope will provide inspiration and ideas. But it’s not the “work” itself.

This is hard work. But it is a vital effort, and together we are making progress. Regardless of whether this cause is new or familiar to you, I would urge you to reach out to others—the Joint Affinity Groups, your regional association, the Council on Foundations or population-focused funds—to share what you’re learning and to strengthen the community of people who have come together with common purpose.

Our collective action on diversity, equity, and inclusion put us on a path toward greater impact in advancing the common good. We hope you will join us in this movement to strengthen philanthropy.

Kelly Brown is the director of D5 Coalition, a five-year effort to increase diversity in philanthropy. The 2013 State of the Work profiles the many leaders across the country who are taking important steps toward diversity and inclusion. Featuring insights from executives of the American Express Foundation, the Baltimore Community Foundation, Access Strategies Fund, the Silicon Valley Community Foundation, Lloyd A. Fry Foundation, Capek Consulting, Russell Family Foundation, and FSG, the report lays the groundwork for a more diverse sector going forward.

Keep Up a 24/7 Momentum for Charitable Giving

Jean Butler, Executive Director, Toy Industry Foundation

The holiday season is often the time of year when many charitable organizations receive the bulk of their donor contributions, but most non-profits and foundations realize that it’s important to keep the fundraising momentum going throughout the year.

As the philanthropic arm of the North American toy industry, the Toy Industry Foundation (TIF) knows that any day can be a holiday when a new toy or game lights up the face of a deserving child. Year-round at TIF, we rely on a steady stream of product donations from toy companies and monetary contributions from supporters to sustain our mission of making play possible for disadvantaged kids, bringing a sense of normalcy and fun to their lives.

For organizations that may also be struggling to maintain the momentum for year-round giving, we’re pleased to share some tips and suggestions used by TIF to keep donors engaged:

·         Reach Donors “Off Peak” When your messaging reaches a potential donor during a time when they aren’t being inundated with other charity solicitations (think summer vs. holiday), they are more likely to “hear” what you are saying.

·         Make a Connection Stay true to your mission, but consider how working with other organizations or donating where there is an extreme need can help make your undertaking part of a larger story.

TIF’s Play Comforts partnership with Boys and Girls Club Military Services, for example, has taken us to dozens of U.S. military bases – focusing first on those with the highest deployment rates – to deliver toys to children dealing with the stress of having a parent in the military. A strong emotional connection to our troops drives the outpouring of support from the toy industry and from others who want to know how they can help us say “thank you” to the soldiers and their families.

·         Develop a Personal “Call to Action”
Give people the opportunity to actively get involved in your organization and it will help them feel like they’re personally making a difference.

For toy companies – who are in business to make kids happy – this has been incredibly special because they know that the toys they donate are going directly into the hands of children who may not otherwise have the opportunity to play.

For the public, TIF recently launched “Make a Stand for Kids” to encourage children (and communities) to set up and run their own lemonade stands. Proceeds are donated to support the Foundation’s efforts to get toys into the hands of deserving kids – empowering kids to help other kids.

·         Leverage Other Gifting Occasions Encourage donors to give a gift that gives back. Mother’s Day, Father’s Day, birthdays and holidays are all great opportunities for a contribution to be made in a loved one’s name to a charity they’re passionate about … and much more appreciated than the extra kitchen gadget or tie that mom and dad don’t need.

·         Don’t Be Shy Whether it’s through updates on your website, mailings, e-newsletters or through social networks, it’s important to communicate with donors – and potential donors – about the successes and struggles you’ve had throughout the year. Remind your donors that their contributions are making an impact. Detail the milestones, quantify your impact, and post press coverage you may have received. And remember… a picture or video is worth a thousand words.

There are many ways for nonprofits to connect with their donor base throughout the year. Some of the techniques that work well for your organization won’t work well for others, and vice versa. But one common thread runs through all our organizations … it’s vitally important to remain connected with your donor base, to keep a conversation going with your supporters, and to let them know just how important their support and involvement is in advancing a cause where you share a mutual passion.

Imagining the Future

By: Dr. Mary Tschirhart

Wolfgang Bielefeld and I recently asked thought leaders to tell us what the future would hold for nonprofits. I share some of their ideas in this article.

We heard a lot about accountability. Putnam Barber, author and nonprofit advisor, wrote:"Accountability is only going to get more and more important. Nonprofits of every size and type are going to be asked – by governments, by ratings groups, by actual and potential grantors and donors, and, most importantly, by those they seek to serve – to demonstrate publicly the strengths and value of what they do. With thought, determination, and – let's face it – a little luck, this emphasis can be a plus for everyone.

It's going to be up to nonprofits, though, to change the rules of the game. Let's call it proactive accountability. Here's what's needed: First, board commitment to efforts like "charting impact" that structure the definition and description of the work (www.chartingimpact.org). Second, complete and accurate transparency about finances, including doing what is required and expected by government agencies with responsibility for oversight and regulation. Third, rejection of game playing in fundraising appeals and other communications – no more bragging about meaningless "stars" or presenting results that distort reality in pursuit of support or acclaim. Fourth, active engagement in efforts to break the pattern of wasteful and misleading forms of "accountability" that have been tolerated and ignored – while growing ever more burdensome for way too long. In other words, commit to being known and respected for doing good work and candid and clear about what it takes to do it."

To follow Barber’s advice, nonprofit leaders should publically and programmatically recognize their nonprofit’s dependency on other actors to achieve mission outcomes. It is unlikely that nonprofits addressing entrenched, complex, social problems can be effective working alone. Leaders should recognize the growing sophistication and interconnectedness of those evaluating their nonprofit’s efforts. Information may be accessible from multiple sources, not all controlled by the nonprofit. Honest, authentic communication will, as always, be critical to maintaining stakeholders’ trust.

John Graham, the CEO of ASAE: The Center for Association Leadership, noted changes in the workforce. He commented:"As the workforce continues to evolve, nonprofits’ ability to maintain relevancy in a changing demographic landscape will be more important than ever. We now have a multigenerational workforce that includes Gen X workers, Millennials, and Baby Boomers who are postponing retirement. With multiple generations in the workforce, we face the challenge of reconciling a range of professional development needs, work-life balance expectations, and value propositions. The workforce is also becoming more ethnically diverse, so managing and encouraging a diverse and inclusive workplace – with pathways to management and other leadership positions – is essential for the future success of associations."

More than ever, we are in a world where quick and easy categorizations of the generations may lead us down faulty paths. The members of Generation Y are more diverse than previous generations. This means that we should be careful about making assumptions about their specific work styles, interests, and values. Leaders who can treat each worker as an individual with unique motivations and abilities will have a leg up over those who want to compartmentalize their workforce, limiting their workers’ potential contributions.

Jonathan Reckford, chief executive officer of Habitat for Humanity International, also shared his thoughts. He told us:"One of the challenges that nonprofit groups must sometimes address is the assumption that we are somehow less than professional—that we are driven by passion for a cause rather than a bottom line. This is not an either/or. Nonprofits often arise out of grassroots movements where people are motivated by a sense of calling and mission. However, we are also accountable to donors, to the community (in the case of Habitat for Humanity, a global community) and to those whom we serve. We are using other people’s money to help those in need. We need to have higher standards than businesses because more is at stake. The same skills that make leaders successful in the private sector are needed in the nonprofit world. You can’t run a nonprofit like a business, but all nonprofits require leaders with great competence, drive, humility and character."

Mr. Reckford suggests that while for-profit business tools and orientations may be helpful, they must be tempered with an understanding of the limits of their applicability to the nonprofit setting. It may be difficult for the public to understand the distinctiveness of a nonprofit provider from one in another sector. There is a responsibility to honor the trust and discretion afforded nonprofit organizations by virtue of their legal status. To preserve the integrity of the nonprofit sector, its leaders must uphold high standards.

As the future unfolds, new developmental needs for nonprofit sector leaders will be revealed. Just as someone getting a MBA twenty years ago was not exposed to the value of social media in building business relationships, there will always be innovations that change how nonprofits touch lives and make positive differences. An orientation to continual learning will help ensure that worthwhile opportunities are not missed and nonprofit leaders remain open to possibilities for new, more effective ways to forward their missions.

This article is adapted from a chapter in Managing Nonprofit Organizations by Mary Tschirhart and Wolfgang Bielefeld (San Francisco: Jossey-Bass, 2012). Mary Tschirhart is the director of the Institute for Nonprofits and a professor of public administration at NC State University. Wolfgang Bielefeld is professor emeritus at Indiana University-Purdue University Indianapolis.