Darian Rodriguez Heyman's Blog, page 9

FORUM2015: How Democracy Can Lead To Water Coverage

BRIDGING WATER AND POLITICS TO ACHIEVE SCALE

FRI, APRIL 17, 2015; 11:45 – 13:00

Of all the money spent on water, sanitation, and hygiene, only a small portion comes from aid and philanthropy. The vast majority comes from government. So politicians must be part of the solution.

“No movement in the world ever succeeded by counting beneficiaries,” Ned Breslin explained. “Movements that change the world say, ‘We’re going to pick an area of scale and reach full coverage.’  Every family and every clinic gets water, and it’s a success if the area never needs aid or philanthropy again.” The key is to unlock government funding.

To do this, Water for People works with ambitious mayors to prioritize and deliver on reaching full water coverage. Once accomplished, mayors promote that success to prove their ability to deliver on other areas as well – and not only is the national government more likely to invest in their district, but other mayors seek to emulate them. “This has spread to 128 other districts without a single penny from us.”

Raul Gauto of Fundación Avina spoke of strengthening the democratic governance of water in Latin America. Avina helps community-managed water organizations take the lead on solving water issues in their areas. In countries with a history of dictatorship, they are “creating a more participatory democracy in these self-organized, self-governed organizations.”

John Oldfield explained, “It’s all about building capacity, not just poking holes in the ground.” Invite a political leader to participate in the design phase of the project; it’s infinitely more likely be sustainable and scalable. Integrate advocacy and community-based organizations to strengthen the dialogue between the community and its political leaders. Pick winners and use them to drive the momentum.

 

FORUM2015: Young Voices

THE AGE BEFORE IMPOSSIBLE: YOUNG VOICES, BIG DREAMS

FRI, APRIL 17, 2015; 13:15 – 14:30

“It’s not the years in your life, it’s the life in your years” –Noam Angrist, age 23

At this session, inspirational young leaders shared their personal stories. We met Misan Rewane, CEO of West Africa Vocational Education (WAVE) in Nigeria. At a young age she realized that while millions of people dream of a positive future, not all can achieve those dreams.

“My hope for a better world is one in which young people are equipped with the skills, opportunity, and mindset to shape their own destinies.” Misan founded WAVE to train self-motivated youth, then place them in entry-level jobs in high-growth industries.

She seeks to teach youth how to think, not simply regurgitate. “If you cannot think, you cannot solve problems for your employer; you cannot solve problems for your nation.”

We met Jimena Vallejos, Poverty Stoplight Coordinator at Fundación Paraguaya. Faced with the extreme poverty in her country, Jimena dreamed of making Paraguay an example for the world.

“I learned that it is possible to create a change, to inspire families to redefine their condition…We make them the main protagonist in their action plans.” Jimena realized that perhaps it’s not just a question of money, but of how to “unleash the potential trapped within the families, so they can come out and accomplish for themselves.”

We met Joseph Opoku, who at age 22 has founded the Youth Impact Workshop to fund and build capacity for young people as social entrepreneurs in rural Ghana. As a boy, Joseph was fortunate to move to the city and see a classroom for the first time. He saw the poverty, youth unemployment, and hunger that persist today – challenges he believes must be faced head-on through entrepreneurial approaches.

“When I look at the various powerful stories of my colleagues and what they are doing across the continent, I believe the future of the continent is bright…I believe young people will be at the heart of driving change in Africa.”

We met Noam Angrist, 23-year-old co-founder of Young 1ove. “I think I found a way to save a million girls’ lives. The answer is simple. Tell girls that older men are nine times more likely to pass on HIV. They think it’s the opposite.”

Noam learned that if you dispel this myth, you can reduce pregnancy – a proxy for unprotected sex and HIV transmission – by almost a third. To expose the myth, Young 1ove harnesses the pizazz of youth to connect with and educate young people in Botswana.

We also met slightly less youthful experts who support young leaders: Fred Swaniker of the African Leadership Academy, Pamela Hartigan of the Skoll Centre for Social Entrepreneurship, and Ahsan Jamil of the Aman Foundation.

They spoke of building business leaders who bring together “making money” and “doing good,” the importance of soft skills alongside vocational training, and the three ingredients for creating good leaders: potential, practice, and opportunity. “Put all three ingredients in and let the magic happen.”

Tip of the Week: Think Differently (It?s Time to Shift & Reset)

Written by: Brian Reich, author of SHIFT & RESET: STRATEGIES FOR ADDRESSING SERIOUS ISSUES IN A CONNECTED SOCIETY

There is an abundance of ideas and suggestions for how to address serious issues. There are new formulas and models, platforms and groups emerging to take on the challenges that exist in our society. But our tendency?and humans are creatures of habit?is to focus on the elements we can control. Too often, individuals return to what they know. Organizations repeat what they have done before. In the face of the serious issues that threaten every facet of our existence, which are growing worse by many accounts, we do not have the luxury of looking back or repeating what we have done before. If what we are doing isn?t working anymore, we have to do something different.

Tip of the week: Be in the Giving, not the Getting, Business

Guest post By Katya Andresen

Did you know that we, as human beings, are inherently generous?

Turbo Charge Your Fundraising with Social Media!

 

Guest Tip of the Week Blog Post by Dave Boyce, CEO Fundly   Facebook just announced that 800 million people have logged on in the last 30 days, solidifying its spot as the equivalent of the world's third largest country, and growing fast. But how can nonprofits harness the power of Facebook, Twitter, YouTube, and other social media to turbo charge their engagement and fundraising efforts?   In short, the answer is using readily available, sometimes even free, technology to turn your donors into fundraisers.   You should never allow a donor to drop off a check and then just drive away. When they come to your website to donate to your cause, they already have their hearts and wallets open— this is the peak of engagement and it's crucial to seize the moment.   Which of these would you rather have: a donor ready to give you his money, or a supporter ready to introduce his friends to your cause? We would all like both, but are we letting him know that?   The old saying goes, "You don't ask; you don't get."   Think about your website— are you clearly spelling out how folks can support your efforts? Take an objective look and ask if visitors can easily figure out how to:   1)    Join the cause, i.e. subscribe to your newsletter, etc. 2)    Donate within three clicks from any pointon your website 3)    Let their friends know they gave, and invite them to follow suit Most nonprofits get in their own way online, forcing people to search around to donate or spread the good word once they do—always remember to streamline the online experience; your website should act like ball bearings for donors and supporters.   Ask everybody who comes to your site to donate, subscribe for updates, and share a Facebook or Twitter update; and turn every one gift into ten! Here at Fundly, a platform for online and social giving, we call this the "Social Multiplier Effect". May it serve you as well as the thousands of nonprofits we've helped!   For more tips and tricks, see Fundly's Social Fundraising blog .

 

Tip of the Week: Make specific and direct asks for money

By Caroline Poland

As Andrea MacManus discusses in Chapter 18 of Nonprofit Management 101, the key to raising money is making specific and direct asks.

Personally, the most powerful and inspiring lesson I have learned about fundraising is the importance of taking pride in your ask. There is no better tool to elicit giving than a compelling and direct ask for money. Consider being asked for money, and what makes you personally inclined to give. Are you more motivated by someone sheepishly and indirectly sharing with you the merits of a cause, or are you inspired when someone shares their passion without reservations or fear, and communicates the powerful impact your donation will make? Being direct, confident, and specific, makes asking for money an engaging experience.

You must excite and inspire a prospective donor as much as you must listen to them. Make sure that you learn about their personal connection to the cause - this is crucial when asking for money. You need to know why they are interested in your mission, and what they want to change with their donation. Asking these questions opens up a deeper connection with the donor, and is part of the important process of building loyal donor relationships.

Never forget that giving is personal; it is all about the donor?s philanthropic goals and passions. When you make a direct ask for money, honor the depth behind giving, inspire, and compel the donor to give a specific amount.

And as the relationship progresses, share the impact their gifts have made, and encourage them to make a stretch donation, larger than they did the year before. These strategies are all part of the successful fundraising cycle of cultivation, solicitation, and stewardship.

Tip of the Week: Hold a volunteer reflection event

Drafted by Caroline Poland

As Michelle Nunn discusses in Chapter 33 of Nonprofit Management 101,
holding a volunteer reflection event will enhance your volunteer
program by it opening up communication among your volunteers and
allowing your organization to reflect on the important role these
individuals play within your organization.

The first agenda item of a volunteer reflection event is to formally
thank your volunteers and honor the work they have done. Let them know
the impact they have contributed, and how their efforts have helped you
accomplish your mission. This is best done by the person who works
directly with them (the volunteer coordinator) AND the leadership.

It is important for the leadership of the organization to be at the
event and recognize and show their appreciation for the these
individuals that give their time, knowledge, and experience to the
organization. After all, they are ambassadors for you and will
encourage others to learn and become impassioned with your cause. Also,
make sure that all staff attend the event, and are getting to know the
individuals your organization depends on and is honoring.

The second agenda item of a volunteer reflection event is to ask for
feedback about your volunteer program. Be sure to ask both specific and
generic questions. You?ll want to gather specific feedback about the
tasks and work the volunteers do, things they like, and things they
would improve. Are they being effectively managed, and are the tasks
they do rewarding? Also make sure to get their feedback about
volunteering with your organization as a whole. How does it make them
feel, and do they feel a part of your organization, or like an
outsider? In addition to a dialogue, using a survey is a great way to
get overall satisfaction rates and feedback about your volunteer
program.

A volunteer reflection event will yield more meaningful
relationships with volunteers, while also informing your volunteer
program. The information you glean from this process will be extremely
valuable to the development of your volunteer program and will inform
your strategy for engaging volunteers in the future. Remember,
volunteers are one of your organizations most valuable assets; they are
champions, donors, and friends. If you treat them as such and cultivate
these relationships properly, you?ll build loyal volunteers who are
deeply connected and devoted to your organization and your volunteer
program will thrive.

Tip of the Week: Write an Op-Ed

By Karen Topakian

If you like to rant, why not write an op-ed? An op-ed is not a rant per se. But it gives voice to a sound argument from your personal/professional perspective.

If you work for an agency or organization that feeds hungry people. Or for an organization that protects the environment. Or provides health services to low-income women. Then you probably have first hand knowledge, experience and opinions about governmental or corporate policies and practices that affect your work.

We would all benefit from hearing your perspective.

Your viewpoint and vantage point could open up a debate. Expand an argument. Shed new light on an issue.

If you?re a non-white woman, chances are your perspective is not being reflected in our newspapers. According to The Op Ed Project, most of the voices on the opinion pages are mostly western, white, privileged and overwhelmingly male.

Plus newspapers are hungry daily for copy to fill their opinion pages. Check out these examples of printed op-eds.

If I?ve convinced you that you have something to say, let me share a few successful suggestions for writing an op-ed. (Thanks to The Op Ed Project)

First, find a news hook, commonly known as the lede (yes, it?s spelled correctly) to make your piece topical and relevant. Here are a few lede ideas.

The anniversary of a court decision - 34 years ago today, the Supreme Court re-instated the death penalty, now our state is considering banning it. The anniversary of a death or birth of a leader ?Roger Nash Baldwin, the founder of the American Civil Liberties Union, couldn?t have predicted the civil rights issues facing this country, 30 years after his death.An upcoming national or international meeting or forum  - As bluefin tuna ply the deep waters of the Atlantic Ocean their ultimate fate lies in the hands of the members of CITES.Connect to popular culture - High school singers and dancers may entertain us on ?Glee? but most teenagers in public school lack access to performing and visual arts programs. Cite a study that supports your position or refutes it - If you?re worried about why your teenage son won?t discuss his problems, look to his genes. A new University of Missouri study shows?

Don?t worry about repeating items covered in other sections of the newspaper. You will be reinforcing or supporting their pieces with your own perspective.

Next step, state your argument or thesis. Either explicitly or implied.

Follow that with an argument based on evidence, i.e. statistics, news, reports from credible organizations, expert quotes, scholarship, history, first-hand experience. If you base it on the latter, you will surely express a new voice.

Follow that with one to three points backed up by evidence and a conclusion.

Your penultimate paragraph should be your ?To Be Sure? section where you acknowledge legitimate points made by your critics and any flaws in your argument. Also include any bona fide counter arguments.

Close the piece by circling back to your lede.

Tip of the Week: Implement a Comprehensive Evaluation System

As Emmett Carson discusses in Chapter 3 of Nonprofit Management 101,
?On Leadership in the Nonprofit Sector,? evaluation systems are
critical to an organization?s ability to meet its strategic objectives
and goals. We must always take the time to ask ourselves, ?What does
success look like?? and then hold ourselves accountable to that
standard.



Too often, an organization?s evaluation system stops at middle
management staff and merely serves as a means for justifying (or
turning down) raises and promotions. But who evaluates the CEO? And who
evaluates the board, or how does it size up its own efforts? Who makes
sure that everyone is asked how effectively the organization is
operating and how they see each part contributing to the whole?



Our tip to address this predicament is to implement a comprehensive
evaluation system (sometimes known as a 360 evaluation process), in
which all levels of the organization are able to provide feedback on
their perception of the organization?s effectiveness, and others? role.
This is a great forum for employees to bring problems AND solutions to
the table.



To accomplish a proper comprehensive evaluation, first outline
strategic goals and key metrics for all areas of the organization, such
as program development, fundraising, finance, etc. Then each and every
staff and board member must provide candid self-assessments, as well as
evaluations of other staff members and departments, including gauging
how well they?re working towards achieving these strategic goals.



Read more and discover related resources in Chapter 3 of Nonprofit Management 101.

Tip of the Week: Name a single person to take point in a particular partnership

by Caroline Poland



As David La Piana and Bob Harrington discuss in Chapter 6 of Nonprofit Management 101, partnerships are complicated and have many moving parts and players. Establishing
one person from each organization to take the lead and be the point
person is vital to the success of any collaboration.



This is an important tactic and will help avoid any cross-communication
issues or other bumps that may happen along the way. After all, you
don?t want too many cooks in your partnership kitchen!



This individual is like a project manager for all intent and purposes.
They represent the group effort, and provide parameters to ensure the
partnership is meeting its collective goals. They are responsible for
being the point person on all communications, and for relaying that
information clearly to their own team.



They need to demonstrate adaptable and effective leadership within the
partnership, and ensure that all voices are brought to the table, and
that each entity is fulfilling their collaborative responsibilities.



It is important to stress, that the point person is not the voice of
the entire group, but is responsible for ensuring that all of the
voices are heard. This will lend for a much more clear dialogue between
you and your partners, and ensure that details and tasks are
accomplished.  This will build trust with your partners, and lead to
more successful, fruitful collaborations.