It’s time to change the future of funding for youth action

This year’s International Youth Day provided an opportunity to recognize how young people have endured the pandemic and to celebrate their actions for community recovery and resilience. It was also a call to the global community – including funders – to recognize the importance of the meaningful, universal, and equitable engagement of young people.

A pivotal first step is increasing the amount of flexible funding supporting the leadership and power of young people in local communities.  The Development Alternative’s 2019 report on the state of youth civil society described youth civil society as fragile, with the norm being short-term, non-continuous funding for youth-led organisations. With the ongoing challenges presented by the COVID-19 pandemic, the sustainability of youth civil society is even more at risk.    

We must break down barriers between youth and funders and together build a more equitable and accountable funding ecosystem.  Toward that vision and in celebration of International Youth Day 2021, Global Fund for Children, CIVICUS, and Restless Development brought together more than 100 youth leaders, youth organisations, and funders from all over the world for a virtual event on August 9 to reimagine the future of funding for youth action.

Here is what we heard and what we ask you to reimagine with us:

Reframe grantmaking as partnerships

Youth want more out of grantmaking than just funding. They want true partnerships that recognize time, creativity, networks, tools, and friendships as valuable resources. They can thrive with deep and equitable relationships built on trust and authentic connection in which they can communicate their values and share their challenges openly and honestly. Youth leaders are eager to move beyond seed funding with sustainable funding partnerships built for the long-term. 

Meet youth where they are

Some of the biggest barriers youth-led groups face are burdensome donor requirements.  Funders must start by meeting youth where they are and work toward engaging them meaningfully in design and decision-making in both planning and grantmaking cycles.

Decolonise the grant application process

Co-creating and sharing power with youth is an opportunity to disrupt extractive grantmaking processes. Funders can decolonise application processes that exclude grassroots groups in marginalised communities with jargon, the English language, and expectations of technical skills that are unfairly prioritised by the Global North.  Funders must recognize that their criteria can force youth groups to formalize and conform to donor expectations. Youth organizations should be able to develop in ways that stay true to their vision and values. 

Connect to amplify the power of youth

Funders can build spaces and networks where youth organisations can share their know-how and generate connections to build long-term collaborative relationships. Youth attending the event were eager to connect with others from their region working on similar issues.  Funders can help organise meetings and networking opportunities for youth-led organisations to build solidarity among movements.

Other critical questions came up at the event, including:

  1. When a funder cannot award funding to a youth-led organisation, what other resources or connections can they provide to be a partner to youth civil society?
  2. How can funders increasingly invest in art, culture, and storytelling as core social change strategies for youth movements?
  3. How can we amplify funding for healing to strengthen the resilience of youth movements?
  4. How can funders influence bilateral and multilateral agencies to leverage their resources for youth action?’

Will you join us not only to question and reimagine established practices, but also to act? How can we take steps toward more equitable resourcing for this generation of changemakers and the next?

Inspiring youth leaders, youth-led groups, and funders who are questioning grantmaking practices and demonstrating the power in new possibilities were part of the virtual event. They include the Compact for Young People in Humanitarian Action, Women Win, the Global Resilience Fund, CHOICE for Youth and Sexuality, and  La Múcura Arte y Transformación Social.

You can explore tools and recommendations for re-envisioning funding partnerships that were developed by young people, such as CIVICUS’s Resourcing youth-led groups and movements playbook and Restless Development’s Working Better Together

You can also find more resources at our growing Resources Map for Youth-Led Organizations and Donors and join a future Donor Dialogue with Restless Development’s Youth Collective.

We concluded the event with a poetry reading by a young spoken word artist and activist from Nigeria named Bukumi, who left us with this message: ‘They say it is a downer that we are young / But I say our power is our youth.’

Vanessa Stevens is the Program Manager for Advocacy and Movement Building at Global Fund for Children. Elisa Novoa is Youth Engagement Coordinator at CIVICUS, and on Twitter at @elisanovoa116. Freya Seath is Head of Strategy at Restless Development, and on Twitter at @RestlessDev and @FreyaSeath. And Sonya Friel is Program Development Intern at Global Fund for Children.

The post It’s time to change the future of funding for youth action appeared first on Alliance magazine.

* This article was originally published here

Charity begins at Home Town: The amazing love that would not abandon a small city and its downtown

Where the Neon Lights Are Pretty

“How can you lose?” sang Petula Clark, about this welcoming place, beckoning to all, offering community and camaraderie. It had a pulse and vibrancy, with movie shows and even some “little places to go to.” The lights, she crooned, were “so much brighter there,” affording the lonely opportunity and enjoyment and escape. It was even therapeutic: You could “forget all your troubles, forget all your cares.”

All it took was a walk, a short drive, to Downtown.

As a young girl, Karen Buchwald Wright surely heard the massively popular hit that topped the charts and echoed through the years.

Little did she know it might be the anthem for her passion.

You May Find Somebody Kind

Herewith, the story of a determined woman who said: not in my town; not on my watch.

It begins at the intersection of happy memories and harsh present realities—of warm remembrances of a communal America with vibrant commerce bordering the public squares, where churches and libraries stood watch over war memorials and band grandstands on the village green, before the age of malls and man-caves and basement video-gaming took root, and the current cold realities, harsh realities, of bypassed and left-behind and bedraggled squares, of abandoned factories and empty storefronts whose dusty lunch counters serve no soda and sell no local papers (because the newspaper was shut down a dozen years ago).

These are the all-too-familiar places populating—marring—the American landscape, the downtowns of small towns. Their aging, bygone memories remain vivid. Those memories arouse their occasional champions, be they public gadflies or Chamber of Commerce executives, who extol the virtues of new lampposts and brick sidewalks and economic development and all the panaceas they promise, but rarely deliver on.

But rare means real, means possible, means actual. And what happened—and what continues to happen—in one small Ohio city, and its lovely downtown, is quite real.

Industrialist, business leader, and philanthropist Karen Buchwald Wright’s remarkable passion and avalanche of charitable commitment to Mount Vernon, Ohio has saved it from a fate endured by many an American community, whose yesteryear vibrancy has given way to shuttered shops and weedy village greens.

The commitment started innocently enough: with a pool.

“I think one of my first projects was the Hiawatha Water Park Pool, probably 15 years ago, before the foundation,” she says, referring to the 2009 creation of the Ariel Foundation, the private charity endowed by the family-run and -owned Ariel Corporation. Based in Mount Vernon, and founded in 1966 by her father, engineering visionary James Buchwald, the incredibly successful Ariel Corporation has become the world’s largest manufacturer of gas compressors.

“I read in the local paper that the Hiawatha Community Swimming Pool would have to close,” says Wright, “because it needed serious renovation and there wasn’t any money. I called the mayor and said, ‘let’s not close it. Let’s do the upgrade because there needs to be a community pool.’”

As for the money, she had it: The boostering came with a $500,000 contribution to bankroll the fix. “That started a great partnership with the mayor,” she says.

It got greater. Wright joined the board of the Knox County Foundation, with which the newly created Ariel Foundation “often partnered on local projects, particularly on Mount Vernon projects.”

Often? Are there any Mount Vernon projects Wright and the Ariel Foundation haven’t supported? A 2013 Columbus Dispatch profile of the local philanthropist said she “shovels millions of dollars into her hometown.” Seems like a payloader would be required to transfer the immense amount of generosity: Foundation executive director Jen Odenweller calculates that since 2009, “in excess of $70 million has been granted toward enhancing the quality of life in Mount Vernon through more than 500 grants to 80 local community partners.”

And that’s just the Ariel Foundation. A separate source of largesse comes from “Ariel Corporation’s philanthropic generosity,” says Odenweller, which includes “investments made in significant health- and education-focused community developments.”

What makes the cut? The non-sexy and municipal, for starters: Wright underwrites Mount Vernon’s costs for tree plantings and pruning, for snow removal and playgrounds (in particular, the fully inclusive Harmony Playground), the local Head Start, and even general support of the city schools. And there is the small and fun and whimsical, like the dog fountain at South Main Plaza, and a series of grand murals throughout the downtown.

Ahh, there is that word. What Wright is most proud of is “revitalizing the downtown by repurposing and renovating many buildings, and keeping the Victorian charm of the downtown intact.” Frequently on the road, it’s this collective sight that brings Wright contentment at the Mount Vernon homecoming. “Just seeing how vibrant and nice the downtown looks makes me happy.”

So does the bookstore, which is not a recipient of tax-sensitive philanthropy, but nevertheless the beneficiary of personal affection. Mount Vernon’s local bookstore was going the way of all local bookstores: oblivion. But, again, not on bookworm Karen Wright’s watch. She invested in the money-loser because the matter at hand had nothing to do with money-making. It had to do with the vibrancy of her community: “Every town needs a bookstore. It’s one of those things that makes the downtown complete” says Wright. “I love our little bookstore. It makes me, and lots of other people, happy.”

She also loves those things about which Joyce Kilmer gushed. “And I love the trees everywhere.”

Through the many trees her generosity has helped plant (thousands!) all over Mount Vernon, one can see the impact of Karen Wright’s revitalization crusade. Also, all over. It seems to know no boundaries or considers no excess. For examples: The old Buckeye Candy and Tobacco Building has become, courtesy of Ariel Foundation millions, an annex for nearby Kenyon College, which uses it for classrooms, offices, and the Science Play-Space Initiative (which is dedicated to exposing children to science and technology). Another local college—Mount Vernon Nazarene University—has also been the beneficiary of Wright’s downtown revitalizing, with the main thoroughfare, South Main Street, now the home to the Buchwald Center, Hunter Hall, and the Stephen W. Nease Center, home to the school’s Department of Engineering.

All this is in the neighborhood of the Ariel Foundation-rehabilitated Hull Building (now the administrative home for Knox Community Hospital), a just-completed “loft-apartment project” providing numerous housing units (on the upper floors of renovated Victorian buildings on South Main Street) for college and hospital personnel, the Knox Memorial Theater, the historic Woodward Opera House, and the Grand Hotel.

Actually, it wasn’t always grand. It didn’t even exist until five years ago.

Out with the Inn

What reigned on the site, located smack dab on Mount Vernon’s town square, was the Curtis Inn. Its owners called it “historic.” Not the descriptor most people used for an establishment that arced decidedly toward seedy.

By coincidence, few travelers found it a destination. So came the debtors, and with bankruptcy, solid odds of abandonment and blight.

But Karen Wright fixed the odds. Hatching a plan with Nazarene University, she donated both the funds to buy the Curtis Inn at auction (the price tag was $430,000) and then underwrite its demolition and rebirth as something spanking new: a classy, boutique hotel—an appropriately named Grand Hotel—owned and operated by the college.

After all, says Wright, a great little city needs “a great place to stay so people can enjoy visiting Mount Vernon.”

There is another reason to visit this place. It’s but a 20-minute walk from the hotel. Not too long ago, however, it was a reason to stay away from Mount Vernon.

When Life Gives You Lemons

The famous preacher, Archbishop Fulton Sheen, is said to have coined the aphorism, a tonic against despair and for optimism, “Let the sour note become the first note of a new symphony.”

The spiritual guidance offers worldly inspiration too.

The people of Mount Vernon would need that. The sour note that made their small city of some 14,000 people wince came in the mid-1970s when Pittsburgh Plate Glass decided to close its massive plant. It was a significant blow to the community. With PPG’s departure went its many specialty jobs.

Not everything departed. Left behind on a 70-acre sprawl was a classic American manufacturing facility, worn and grim, smashed and buckling, boasting a cacophony of brick expanses and steel girders, of countless glass windows and towering smokestacks and outbuildings, of one million square feet of workspace that had provided generations with goodly wages and plentiful employment.

In a story too often repeated, giving this broad strip of America its “Rust Belt” sobriquet, the PPG plant shuttering was a case study in manufacturing hard times. And though the site remained home to a series of warehouses and other diminishing uses, time turned it derelict and blighted. As the millennium came, so did complete abandonment. The ghost was given up.

But not for some Mount Vernon citizens who had a far-fetched idea—or at least, an idea about an idea—about the enormous, in-your-face blight that they were determined to not let define their town.

As a series of ensuing legal actions dragged out over the fate of entangled property ownership, there emerged the outlines of a plan which saw in dilapidation an opportunity to repurpose the abandoned site—even to actually expand it—to create a unique public park. Whatever jagged path this vision would need to take, no one doubted this: If there were to be a restoration and rebirth of the PPG site, it would cost many millions of dollars.

Who, in Mount Vernon, had the loot?

The key player in converting this dream to reality—to take this rusting hulk and debris-strewn acreage and to regenerate it as a locus for communal benefit and enjoyment—was the quiet but engaged local philanthropist. Through the Ariel Foundation, Karen Wright provided the Foundation Park Conservancy—the eventual owners of the enlarged PPG property—major allotments of funds to design, remediate, expand, and create what is now known, because of the singular generosity she bestowed, as Ariel Foundation Park.

To date, Ariel Foundation—which continues to provide annual support for the Park’s staffing and upkeep—has granted $8 million to this exceptional project which has become a destination for travelers.

And it is exceptional. And visionary. The grim before-and stunning after images—of the once utter disrepair and present meticulous beauty—of the PPG site are pleasantly shocking. The thoughtfulness that went into salvaging and remaking the 225-acre public space is a testament of the community’s love for Mount Vernon, and of a testament of Karen Wright’s not-here determination to keep Mount Vernon from a fate borne by too many other American communities.

As it stands today, Ariel Foundation Park, which opened in 2015, pays homage to the molten and dangerous work of manufacturing plate glass that had thrived at this site—that had to some measure defined Mount Vernon—for seven decades. Much of what was remains on site from its manufacturing past – rendered ugly and brute by the decades and dilapidation—has been turned into something collectively handsome and serene. A fascinating drone tour shows the thought, imagination, and care that went into preserving the site’s legacy, and the adaptive reuse of what—in too many similar situations, in too many American communities—would otherwise be a defining and festering scar.

Sitting alongside a series of boat-worthy, fishable small lakes and the Kokosing River, Ariel Foundation Park is festooned with reflecting pools, manicured terraces, pavilions, and trails, including a testimonial labyrinth that echoes the massive ribbons of glass once manufactured here (not to be outdone: a coral-blue, modern-artish “River of Glass”). The scene of numerous community events, such as July 4th concerts, the Park’s hallmarks are its observation tower (constructed in 1951, at 280 feet it is the tallest structure in Knox County) and its factory and foundry ruins—the brick walls and steel bones, still very much on display, are strangely beautiful, and a series of with old buildings, spared from the fate of utter demolition—remain, bringing a Stonehenge vibe and permanence to central Ohio, posing as stark obelisks that quietly honor the time when the Park grounds glowed with industrial might.

Be It Ever So Humble

The list of things on the receiving end of Karen Wright’s charity (per the Dispatch: “I feel like it is not an obligation but something I should . . . that I want to do”) may not be inexhaustible, but it comes close. In addition to major support for a slew of yet-unmentioned projects, including the Kokosing Gap Trail, the major capital renovation of the Mount Vernon YMCA, and The Winter Sanctuary, providing emergency shelter and self-sufficiency help for local homeless, it is the new Wright Family Medical Pavilion at Knox Community Hospital that brings her particular pleasure.

Who can blame her? After all, “It has a state-of-the-art birthing center where my most recent granddaughter was born.”

It’s hard to top that as a reason for joy, but the fact that the Center provides the community much-needed bed space, and a facility for offering special medical services, comes close.

It had been the case that Karen Wright’s ill neighbors would have to drive hours to Columbus or Cleveland for specialized care.

But not anymore. All that is now found at this new and sparkling and welcoming place Karen Wright rightly calls “a wonderful facility.”

If you’re looking for directions, it’s only a short five-minute drive from. . .

Downtown.

No maybe about it: Mount Vernon is small as cities go. But thanks to Karen Wright, it is where a generous person of means, looking for inspiration, will find one of the most outstanding demonstrations of all that can be accomplished by heartfelt philanthropy that is committed to the local, zealous about the native, and passionate about that place where charity begins, and has always begun: home.

Before Your Leave . . . 

At the kick-off conference for the Center for Civil Society – it will take place on November 17th in Scottsdale, Arizona, and its theme is “Restoring American Community” – attendees (good people who fit can rightfully be described as givers, doers, and thinkers) will be able to hear from Karen Wright and other philanthropists who have made it their passion to strengthen civil society with a profound home-sweet-home focus, as well as young leaders (who are optimistic about America!), wise folks who are adept at providing consequential help to veterans, and some big brains who speak passionately and convincingly about the virtues of voluntary associations (indeed, they are so important  to defining American exceptionalism) and the differences between “philanthropy” and “charity.” It’s going to be a great day, a great undertaking, one that will impact attendees. Consider attending. You’ll find more information, and a means of registering, right here.  

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* This article was originally published here

What makes a “major donor”?

Major donors are the people who give the most money to a specific nonprofit. The amount they must donate to attain that status varies, depending on the nonprofit’s budget.

If you gave US$500 to your neighborhood food pantry, you would probably become one of its major donors. With a large university, hospital or any other nonprofit with a multimillion-dollar budget, however, it may take an annual gift of $100,000 to land in its top tier of supporters.

The largest category of giving posted on a nonprofit’s website is a good way to see what it considers a major gift. These levels often have splendidly pompous names. The Seattle Opera designates donors with “Visionary Circle” status for giving $1 million, for example. The Pittsburgh Opera considers donors giving $3,500 or more to be members of its “Galaxy Society.”

Billionaires and others who give away millions of dollars at a time can be called philanthropic “megadonors,” a term also common for political funders with deep pockets.

Why major donors matter

In addition to amassing many donors who give on a monthly or annual basis, fundraisers consider major gifts a huge priority for campaigns centered around a big project, such as the acquisition of a new building. These campaigns rely on substantial gifts from the very rich people who fundraisers and bankers call ultra-high-net-worth individuals.

In the past, fundraisers would anticipate seeing 80% of campaign gifts coming from 20% of all donors. What they used to call the 80-20 rule of thumb has changed, however, in tandem with growing economic inequality. Today, nonprofits raise closer to 90% or more of their funds from roughly 10% of their donors.

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Researchers have found that other people may follow the lead of a major donor. That is, when a major donor makes a huge donation to a fundraising campaign, smaller donors become more likely to support it, too. And they tend to make larger donations than they otherwise would have.

Concentrated influence

Large donations from the richest Americans are growing in size, and their proportion of total giving is rising as well.

The 0.1% of U.S. households with income exceeding $2 million annually donate approximately 30% of all the money given to nonprofits each year. This trend is bound to continue because billionaires are becoming even wealthier.


This article was originally published at TheConversation.com and is re-published here under a Creative Commons license. Read the original here.

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* This article was originally published here

Meet the Team: My Nonprofit Journey – Bilal Taylor

Welcome to our Meet The Team series, where each month we will introduce a member of the Charity Navigator team to our readers. Millions of visitors come to
Charity Navigator annually, and they may be surprised to learn that we're a staff of 25! We often proudly state that we are a "small yet mighty team"– achieving a lot with the resources we have, while staying focused on our mission. We are extremely honored to be a part of the nonprofit community where our footprint (and our ratings!) have expanded, and we are incredibly appreciative of the support received from our donors and users, nonprofits, and funders. We hope this series will be enlightening and entertaining. Click here for other profiles.

My name is Bilal Taylor, and I have served as the Vice President of Culture & Community at Charity Navigator since late June 2021.  In this role I have primary responsibility for building out the Culture & Community “beacon” in our new Encompass Rating System.  In time, our team will grow this beacon to rate charities/nonprofits based on how they center the voices of their staff and constituents in building equitable, inclusive organizational practices, and transformative programs in the communities they serve.

Read more »

* This article was originally published here

Listening for lasting change

Our organisation formed 15 years ago at the urging of community leaders who wanted to do something about the barriers to better health in rural Guatemala, including language, culture, and discrimination against Maya people. That work continues today with a staff of more than 60, most of them health workers from the Indigenous communities we serve.

While we’ve always considered ourselves community-led, we are constantly learning more about what that means and how to make it true day today. We believe that one of the most effective ways to be community-led is to listen — not only to the most vocal leaders or those with the best English but more importantly to the community members who are in the best position to see the most pressing problems and most practical solutions.

We witness the value of deep listening again and again. One example is our experience launching our diabetes program. Since day one, community members have identified diabetes as a top concern. Diabetes rates have been rising across Guatemala, posing special challenges in poor, rural communities where it can be difficult or even impossible to access treatment. In addition to helping our patients get treated and manage their conditions at home, we designed a program to get at the roots of the problem and reverse the trend. We organised educational classes tailored to local contexts and delivered them in the communities’ Mayan languages, an approach that has been effective in other areas, like women’s health.

This model of listening and encouraging communities to identify the issues of most importance and develop approaches that will work to address them is similar to the behaviour change model used to help individuals make healthy changes in their lives.

But almost no one came to the classes. So, we organised some focus groups to figure out what was going on. In these conversations, we learned that our patients with diabetes felt isolated. They explained that to create new diets and habits, they needed to have their families on board; in order to agree to these changes, the families had to understand why they were important. We pivoted to home-based interventions with families that work much better.

More recently, as part of our Family-Centered Nutrition Program, we began exploring family gardens to meet the need for more diverse and sustainable food sources. Community members liked the idea but noted a critical obstacle: piped water is a scarce resource they couldn’t afford to use on gardens. Our team went to work with community members and came up with a solution: filtering the water from kitchen sinks used for washing. It is more expensive to use the ‘grey water’ filters, but worth the extra cost because it results in a solution that works for families long-term.

This model of listening and encouraging communities to identify the issues of most importance and develop approaches that will work to address them is similar to the behaviour change model used to help individuals make healthy changes in their lives. These exchanges take more time than simply pointing out problems and prescribing solutions, but they are more likely to create lasting change because they are designed by and for the individuals and communities and are viable in the context of their realities. Community members not only have a handle on practical matters like access to water; they bring a nuanced understanding of underlying considerations like the trauma and mistrust that lingers from Guatemala’s deadly 36-year civil war.

In our work with Mayan communities, especially with women, we’ve found that to listen well, we also need to intentionally centre historically disenfranchised people; to see and cultivate their knowledge and make sure they are comfortable speaking and feel heard. We focus heavily on employing women and encouraging them to seek leadership roles. We pay them fairly for their time and expertise. We offer training to help them stick up for themselves, voice their opinions, and lead conversations. This in turn inspires others. Hearing and seeing women with power and agency helps push back on machismo and other damaging practices, with transformative effects on families and communities.

It’s easy to agree on community-led change in concept. Following the lead of the people with the best understanding of the problem and potential solutions just makes sense. But making it a reality — truly shifting access to resources and relationships, dismantling harmful dynamics, and reframing definitions of expertise and success — requires the time, patience, and humility to authentically listen to and hear what may be the softest but also the wisest voices in the community.

This article is part of a series produced with GlobalGiving to explore community-led philanthropy. For more, visit alliancemagazine.org/community-led-philanthropy.

Waleska López Canu is Medical Director at Maya Health Alliance | Wuqu’ Kawoq, and Anne Kraemer is Executive Director at Maya Health Alliance | Wuqu’ Kawoq.

The post Listening for lasting change appeared first on Alliance magazine.

* This article was originally published here

Fondation de France on what its learned from 50 years of climate work

Fondation de France has been committed to funding environmental action for 50 years – the foundation’s moment of awakening was in the 1970s during the oil crisis. Since that time, it has joined the French Coalition of Foundations for Climate; committed millions of Euros annually to climate change interventions; launched France 2i, a social and environmental impact fund; and joined the Internations Philanthropy Commitment on Climate Change.

Axelle Davezac, Executive Director of the Fondation de France.

As Alliance magazine’s June 2021 issue looks at climate philanthropy ahead of COP26 in Glasgow, we partnered with the International Philanthropy Commitment on Climate Change to ask a number of organisations around the world: what is philanthropy’s role in addressing climate change at this critical moment?

Axelle Davezac, Executive Director of the Fondation de France. joined Alliance to talk about the work of Fondation de France, and share what other organisations can learn from their long-standing experience.

Has your organisation made any commitment to climate action or joined a climate pledge? If so, what?

Fondation de France firmly believes that foundations have a vital part to play in the climate crisis. It remains the leading source of support for the cause it committed to – way back in the 1970s. Each year, Fondation de France allocates more than €20 million towards the environment, with its various action programs, including combating climate change and preserving coastlines. It also joined the French Coalition of Foundations for Climate (CFFC), right from its creation in 2020. The Coalition promotes joint and coordinated action from foundations and strongly believes that civil society commitment is paramount. It helps implement innovative solutions, introduce new cooperation models, transform the way we produce and consume goods, and our lifestyles in general.

What encouraged your organisation to start its climate journey?

Fondation de France, which has been committed to the environment for more than 50 years, was prompt to address this issue as early as in the 1970s, against the backdrop of the oil crisis. It then initiated a number of programmes, including coastal area preservation in the 1980s. More recently, it has developed agroforestry and production models that are more mindful of biodiversity. In 2020, it supported more than 900 projects, with its 100 donor-advised funds, also strongly committed to the cause.

Can you share an example of the changes that your organisation has made in its embrace of climate work?

To achieve more impact, Fondation de France encourages nonprofits and other stakeholders to limit the negative impact of their activity. With that in mind, it has developed a specific tool to assist them: ‘e+’. In practice, help takes the form of methodology, to assess a given project’s environmental impact and identify the most sustainable solutions that will limit potential harm to the environment. Solutions offered focus on how the organisation’s routine environmental practices change over time, and on the publication of energy surveys and environmental diagnostic reports.

In this key decade for climate action, many are recognising the intersection of climate with other areas of work. How are you integrating a climate lens into your other focus areas?

Effective action requires that climate change be taken into account in all activities. First, all those involved need to be made aware that the issue of climate change has to be considered in production and consumption patterns, education, housing, lifestyle, the list goes on. Which is why we have incorporated it in all our action programs. Take the example of a nonprofit we support in an underprivileged neighborhood of Marseillles: Pain et Partage, a community baker which distributes organic bread. Not content with making bread and creating jobs promoting inclusion, Pain et Partage contributes to tackling climate change, giving priority to short circuits and preferring sustainably produced raw materials.

Has your work in the climate sphere inspired you to change the way you are investing your endowment? Why or why not?

Fondation de France’s investment policy is aligned with its charitable projects and its core beliefs. In addition to its socially responsible investments, in 2019, we launched a social and environmental impact fund: France 2i, totalling €100 million. Its aim is to invest directly in companies that design new tools to combat climate change, reduce inequality and contribute to sustainable and shared growth. Since it was created, France 2i has invested €32 million in nine companies committed to energy transition, agricultural transition and ocean preservation.

What kind of impact have you seen your climate focus having already? If you have a story, please share it.

In the past two years, the ‘e+’ approach has provided guidance to 217 organisations across France. This involves organising workshops to raise awareness of energy use, sorting and recycling channels, and of the impact of routine office work on the environment. Another very encouraging sign is the growing number of donor-advised funds tackling climate change.

What are some of the challenges you have encountered so far in your climate work?

Mont Clocher in France. Image credit: Unsplash

The level of funding needed and the scope of the problem is enormous. The current challenge for foundations is to identify relevant strategies relating to climate, truly value-adding strategies – beyond the efforts deployed by governments and companies. Because they are able to support innovative projects and they can prove the relevance of new systems, foundations have a specific part to play, including highlighting the results achieved.

How did your organisation convince its board to take on climate work or applying a climate lens framing to work in other areas?

The huge challenge of tackling the climate crisis has prompted the Board to ask itself: what is the efficacy and added value of the activities undertaken by Fondation de France? The strategy proposed, based on innovative models such as ‘e+’ support for nonprofits, the coastal program and the launch of the French Coalition of Foundations for Climate, does indeed confirm Fondation de France’s added value in this field.

Do you think philanthropic foundations should be held to account for their climate commitments, such as with an independent climate action tracker? Why or why not?

We have naturally incorporated the 17 Sustainable Development Goals in our charitable projects and in our own organisation. Since 2019, we have identified the SDGs addressed by each of the 10,000 projects supported. These indicators represent a valuable and shared reference point in guiding the work of Fondation de France and its donor-advised funds.  SDG 13, ‘Climate Action’, ranks fifth in the programs we undertake. These benchmarks enable us to define and fine-tune our strategies for action and meet objectives.

Do you have any advice to share with other foundations embarking on their own climate journey?

I encourage all foundations to fully incorporate climate in their work. Every action counts and contributes to essential change. Every one of us can take action our own way, at our own level. I also invite them to join already very active groups such as CFFC, supported internationally by WINGS, through the International Philanthropy Commitment on Climate Change. Taking action is how Fondation de France describes alliances with our partners,  participating in workshops, for instance, to share best practices with other foundations. We are delighted to witness the fact that climate projects are growing steadily at Fondation de France. Urgent action is required, so we must increase the momentum!

This interview is part of a series produced with the International Philanthropy Commitment on Climate Change exploring how philanthropy is supporting the climate crisis. For more, visit alliancemagazine.org/philanthropyforclimate.

The post Fondation de France on what its learned from 50 years of climate work appeared first on Alliance magazine.

* This article was originally published here

Organizational Resilience in An Uncertain World

Listen to a clip above, and tune in to the entire episode at www.NonprofitNationPodcast.com!

Nonprofits are messy and imperfect, and my guest for this episode, Joan Garry, doesn’t hold back in saying so. Annnnd she called us “kindred spirits” – so, #swoon.

Joan is the go-to resource for hundreds of thousands of nonprofit leaders worldwide. Through her blog, podcast and book, Joan Garry’s Guide to Nonprofit Leadership, she has become the ‘Dear Abby’ of the nonprofit sector, advocating for the success of nonprofits, large and small.

As a columnist for the Chronicle of Philanthropy, a contributor to Harvard Business Review and Forbes Magazine, among others, Joan is a preeminent media spokesperson and thought leader on the role of the nonprofit sector in our society and is a sought after voice on issues facing the sector today.

Joan is also the founder of the Nonprofit Leadership Lab, often called the Netflix for small nonprofits, the monthly subscription they can’t live without, it is an online educational and community portal she leads for board and staff leaders of small nonprofits.

Joan has a super impressive bio, but she is also very funny, and open, and warm – and generous with her wealth of knowledge! Here are some of the topics we discussed:

  • How Joan’s history at MTV and Showtime inspired her current work with nonprofits
  • What Executive Directors need to understand as we slowly enter this next normal
  • How to “stretch the innovation muscles”
  • Why the status quo is your biggest enemy and how to fight it
  • How nonprofits can reframe their work – and how they can “market the reframe”
  • How marketing is like writing AND presenting a killer book report

A Joan Garry quotable: “Technology is no longer about just fixing your computers. It is central to your ability to build an army of people who love your organization and want to be a part of it.”

Nonprofit Leadership Lab:
https://nonprofitleadershiplab.com/ 

Connect with Joan:
https://twitter.com/joangarry
https://www.linkedin.com/in/joangarry/
https://facebook.com/joangarryconsulting
https://instagram.com/joangarryconsulting

Joan’s books on Amazon

Do me a favor? Rate, Review, & Follow on Apple Podcasts (or your podcast player of choice) – it helps this podcast get seen by more people that would enjoy it!

The post Organizational Resilience in An Uncertain World appeared first on marketing for the modern nonprofit.

* This article was originally published here