Get in touch
555-555-5555
mymail@mailservice.com
Saltzberg Consulting
is not accepting new clients at this time.
The Wisdom of Experience: Sarah Sorensen
Saltzberg Consulting • August 1, 2018
Executive Director of Independence Now
At Saltzberg Consulting we have the privilege of working with wonderful nonprofits that are making a positive difference.
Not only are they doing good work, they’re also excellent examples of how to start, grow, and manage viable organizations. In “The Wisdom of Experience” series, we’ve invited nonprofit leaders to share some of their experience and insights, with the hope that their hard-won wisdom will benefit others in the sector.
Nonprofit Leader: Sarah Sorensen
Organization: I ndependence Now
Role: Executive Director
Saltzberg Consulting (SC): You stepped into the role of Executive Director for an organization recovering from a crisis. Tell us what you encountered when you arrived.
SARAH: A couple of years earlier an employee had embezzled tens of thousands of dollars from Independence Now and stolen money from staff members. I came in at the time when funders didn't trust us anymore and the Board of Directors had lost many members because of the incident. It was particularly hard on the staff, who’d experienced such betrayal by an employee they knew and trusted.
About a month into the job, I shut my office door, broke down in tears and said, “Oh my goodness what have I done?”
SC: Now IN is thriving. How did you turn things around?
SARAH: It helped that I understood how nonprofits operate. I was very familiar with policies and procedures, which may not be sexy, but was just what IN needed.
The other piece was changing the culture. The staff were so beaten down and discouraged by the embezzlement and the fallout with funders. The organization was also very siloed – by which I mean, people were so focused on their own programs they’d almost forgotten that we all work for the same organization.
I spent a lot of time listening to individual staff members, to understand what they needed. We also worked with a consultant who helped us turn the culture around – to make it much more cooperative and inclusive. Now people from different projects have the chance to inspire and learn from each other.
SC: What kind of support has been most helpful?
SARAH : At the beginning I had monthly meetings with our Board’s Executive Committee. These were people who had been around the organization a long time. Many had been through the thick and thin and they were very committed to independent living, to our work and getting things right. Despite people leaving, the Board of Directors was and is very solid. I also have a great network of other Center for Independent Living Directors for peer support.
I've always used Maryland Nonprofits as a resource. I was involved with them before I came to Independence Now, and IN has been a member since its inception. I use them for things like personnel policy samples and sometimes legal things that I'm wondering about, and just general nonprofit related questions. I also belong to a similar, but more locally-focused organization in Montgomery County.
SC: What advice do you have for someone coming in from the outside to lead an established organization… whether they are in crisis or functioning well?
SARAH: I would say to anyone taking on an Executive Director position – particularly for an organization that’s been through difficult times and needs to be righted again – there's a lot of patience involved.
It’s also important to be fully engaged in the financial piece of the organization. That means you've got to understand budgets: You've got to know how to develop budgets or be willing to learn those skills. You need to always be watching your budgets, because ultimately you are responsible. Understanding the financial piece also leads to making better decisions, because you know what the organization really needs.
Again, I encourage patience, because understanding the financials takes time. For me, it took two years to really learn our budget. IN’s financial situation is very complex, with money coming from many sources. Even a simple budget will probably take a year to master, because you need to understand the full 12-month cycle.
SC: Thank you Sarah. Do you have anything else you’d like to share?
SARAH: I really believe that the success of an organization depends less on the work of the Executive Director and more on the people she hires – since they’re on the ground doing the work. That said, I am proud that I was able to turn a negative workplace into a positive environment where great things happen and we can help so many people.
We’ve all heard the saying: If you give a man a fish, you feed him for a day; if you teach a man to fish, you feed him for life. This tidy little phrase promotes the idea that teaching self-sufficiency is better than providing short-term solutions. It’s tempting to embrace the idea that empowering people with skills is the key to long-term success, but this aphorism oversimplifies the real world. What if the water is polluted or overfished? What if we’re teaching people to fish who are struggling with personal challenges like addiction, mental health issues, or family trauma? Without addressing external barriers or personal struggles, teaching someone to “fish” is like handing them a roadmap to a journey filled with blocked roads and dead ends. For grant professionals focused on supporting workforce development or social service programs, the challenge is clear: How do we effectively address complex social issues that call for far more than "teaching skills" or carrying out other types of limited-impact interventions? The nonprofit and governmental sectors address deeply entrenched issues like poverty, systemic inequality, and lack of access to resources. These problems are multifaceted and interconnected, making them difficult to address with any single solution. It can be tempting to shift focus to less complicated projects—planting trees, painting murals, or organizing community events. While these kinds of projects improve the quality of life in small ways, they don’t hold the potential for transformational change that addressing systemic social problems can bring. As Thomas Kuhn outlines in The Structure of Scientific Revolutions , true progress isn’t achieved through incremental adjustments to a failing system. Instead, it often requires a paradigm shift—a complete overhaul in thinking when the old models can no longer accommodate the complexities or anomalies we encounter. Kuhn’s theory suggests that societal change mirrors scientific progress: we can’t continue working within outdated systems expecting better results. At some point, the structures must be challenged and, where necessary, replaced. Failure, in this context, isn’t something to fear—it’s something to embrace. Every “failed” grant project, every initiative that doesn’t quite achieve its goal, offers valuable data. This data helps us refine future approaches, allowing us to get closer to real solutions. We must also acknowledge that change often comes from the margins, not the center. Kuhn argues that scientific revolutions don’t come from within the existing power structures but from innovators and thinkers on the edges, those willing to challenge the prevailing norms. The same holds in social work. Grant professionals often work with underfunded, grassroots organizations—groups that are pushing boundaries and trying new approaches. These are the organizations that can disrupt the status quo and create real change, even if they don’t follow the linear, measurable outcomes funders might expect. The results of our work may take years to manifest or may appear in unexpected ways. This is where the creativity and flexibility of grant professionals come into play. We can guide our organizations to see beyond immediate, short-term metrics and focus on the broader, long-term impact. Ultimately, real change isn’t about teaching people to fish in polluted or empty waters. It’s about challenging the systems that led to contaminating or overfishing of those waters in the first place. As grant professionals, we’re in a unique position to push for that change—working at the edges, fostering creativity, and helping to spark the paradigm shifts that make true progress possible.
According to a 2023 Donor Advised Fund (DAF) report by the National Philanthropic Trust, more than $229 billion is currently held in DAFs, with donors giving nearly $86 billion to DAFs in 2022, compared to $45 billion to private foundations. The report indicates over a quarter of all individual giving now goes to DAFs, far surpassing private foundations as the favored charity vehicle for the wealthy. This trend presents a significant challenge for charitable nonprofit organizations that rely on philanthropic giving. Once funds are contributed to a DAF, the DAF is not obligated to distribute them to charitable nonprofit organizations. Donors benefit from a tax deduction upon contributing to the DAF, but no further tax incentives are tied to actual disbursements. Thus, billions continue to accumulate in DAF accounts without benefiting anyone other than the financial managers of these portfolios, which typically keep a percentage of the assets. Despite the growing popularity of DAFs, most Americans are unaware of how the lack of accountability for DAF distributions is diminishing the ability of charitable organizations to address urgent societal needs, as large sums of money in DAFs are either delayed or may never fully reach nonprofits. To raise awareness around these issues, 60 major nonprofit organizations are leading the effort to organize the first-ever DAF Day on October 10, 2024. Saltzberg Consulting is sharing the link here for nonprofits to register for DAF Day. On the DAF Day digital platform, nonprofits can list and describe themselves in the participant directory and be eligible for DAF gifts. Just as important, DAF Day offers DAF donors/advisors the chance to actively promote the distribution of the $229 billion currently held in DAF accounts in a highly visible, public manner. Once registered , donors can browse a directory of participating nonprofits, choose organizations to support, and make their contributions. Donors will be encouraged to disclose the amount they give on DAF Day and the nonprofits they support, promoting transparency. By taking part in DAF Day, donors will play a crucial role in mobilizing these funds for philanthropic action and contributing to solutions for pressing societal challenges.
Suppose you have decided to hire a grant writing company or freelancer. In that case, you may wonder about the best way to pay. First, your organization and the grant writing company will need to agree to the scope of the services and how much you will pay and sign a contract with the terms of the agreement. One of the details outlined in the contract is the payment terms. When is payment for grant writing expected? Grant writing companies differ a lot in when they take payment. They may require all or a portion of the price at the beginning. They may send you an invoice at the end of the project. They may offer a payment plan or a retainer fee for a certain amount of services provided. At SGR, we charge either all or 50 percent of the payment for federal grants before a project begins. The length of the project determines the remaining costs. When the project is near completion, the final payment is due. Our retainer packages have quarterly payments. How is payment received? Grant writers and grant writing companies may take payment via check, money order, or electronic payment. There is little difference between paying a grant writer and another service provider. At SGR, we send and accept electronic payments via ACH, bank transfer, or credit card. Are grant writers paid on commission or a percentage of the grant award? We can guarantee that most grant writers expect payment when services are delivered. Which means grant writers do not work on contingency (paid if the grant is awarded) or commission (paid a percentage of the grant award). This is because many grantmaking organizations only allow grant funds to pay for services provided after the award, which excludes grant writing. Therefore, nonprofits should pay for grant writing services whether a grant application is accepted or declined. As members of the Grant Professionals Association, our organization adheres to the GPA Code of Ethics , which states the following regarding compensation.: "Compensation: 17. Members shall work for a salary/wage or fee. Pro bono work is also allowable. 18. Members may accept performance-based compensation, such as bonuses, provided such bonuses are in accordance with prevailing practices within the members' own organizations and are not based on a percentage of grant monies. 19. Members shall not accept or pay a finder's fee [3], commission [4], or percentage compensation based on grants and shall take care to discourage organizations from making such payments. 20. Compensation should not be written into grants unless allowed by the funder." How can my organization afford a grant writer? Nonprofits may pay for grant writing services from cash on hand, unrestricted funds, individual donations, general operating funds, earned income, or from their salary accounts. In addition, some organizations can apply for capacity-building grants to hire a grant writer. The majority of SGR's grant-writing customers are established organizations with multiple sources of revenue. They pay for grant writing with cash on hand, operating funds, and unrestricted funds. Key Takeaways Knowing how and when you will need to pay for grant writing is as important as picking the right grant writer. How to pay for grant writing will differ by each company or freelancer The details will be outlined in your contract or agreement. A few things to remember: 1) Grant writers are discouraged from working on commission or contingency, so most charge an hourly rate or flat fee; 2) You can expect to pay for a portion or all of the fee upfront before services start. There may be payment plans available or retainer packages for long term projects; and 3) Your organization should set aside funds to cover the cost of the contract from an approved expense account.
I wanted to share this article by Alan S. Davis, president of the Leonard and Sophie Davis Fund and board chair of the Excessive Wealth Disorder Institute, which appeared in Candid's Philanthropy News Digest . It points out that while involvement of the ultra-wealthy in philanthropy can bring tremendous positive change, this generosity should be accompanied by a sense of responsibility and civic duty. This isn't always the case. Davis describes the situation this way: Many Americans generously contribute to various philanthropic causes, driven by the desire to make a positive impact, whether through small acts of kindness or significant monetary donations. However, the concept of charity can have a different meaning for the ultra-rich, often becoming a calculated strategy to accumulate wealth disguised as philanthropy. While contributions made by the wealthy play a crucial role in supporting nonprofit organizations, hospitals, and educational institutions, it comes at a substantial cost. For every $100 donation made by a wealthy donor—with at least $2 million in annual income—they can receive $40 in tax breaks and up to $90 if they donate certain types of stock. Americans in lower income brackets, if they itemize charitable deductions at all, receive considerably less for their charitable giving. Visit Candid's Philanthropy News Digest to read the full article, which points out how remarkable progress could be achieved in addressing the world’s most pressing challenges, if more of the ultra-wealthy engaged in genuine philanthropy.
Imagine you’ve earned a competitive bonus at work. You’ve spent time demonstrating your worth and value to the organization, and finally, your hard work has paid off. Then, your supervisor tells you—as if you must have known—sure, you’ll earn an extra $8,700, just as soon as you pay us $1,800 of your own money. This scenario parallels what happened to my organization when applying for a federal grant—multiplied by 10. After months of effort on my part as a development professional, and that of my colleagues, we were ecstatic to receive nearly $87,000 in funding from the Federal Emergency Management Agency (FEMA). I worked at a synagogue, and we planned to use the funds to renovate our building so as to be more secure and protected from antisemitic attacks (which increased by 275% in NYC in 2021). Later, we were informed that $18,000 of the total grant originally awarded was no longer permissible under the terms of the grant. That amount was to be used for maintaining compliance with landmarks rules—a requirement for renovation of any building with historic significance—which FEMA said was not directly applicable towards preventing terrorism. As that budget line was integral to the execution of the project, if we wanted to complete it and receive the remaining funds, we would have to pay. Fortunately, I worked for a large organization, and they were able to provide the additional $18,000 from the capital budget. Yet, if it were a small grassroots organization, what would we have done? Due to the investments required, the unfortunate reality is that those organizations which most need the funding may be least likely to receive it. For many small organizations, this cash outlay would be impossible. Furthermore, the scenario described above only becomes an issue if an organization is able to receive the grant in the first place. This itself would be extremely difficult without funds to hire a professional grant-writer and/or the capacity to devote staff hours towards development. Grants should not only be accessible to large, established groups. The disparity between large and small organizations is also related to race and diversity, as leaders of color report smaller budgets on average than white nonprofit leaders. Also, unrestricted net assets of Black-led organizations are on average 76% smaller than those of white-led organizations. Edgar Villanueva, author of Decolonizing Wealth, has coined the term “racial philanthropy gap.” There is abundant evidence that this funding disparity is pervasive, both between large and cemented organizations when compared to small and grassroots ones, as well as between white- and BIPOC-led organizations. For instance, only 9 to 12% of funding from the 1,000 largest U.S. foundations goes towards projects that are intended for minority populations. The barriers to entry for fruitful grant applications are quite high. There is a capacity paradox whereby an organization with small capacity can’t apply for and receive a grant, and therefore can’t use the funds to increase their capacity, thus perpetuating this cycle. A smaller organization would be faced with much tougher choices than mine was: should they invest the money to hire a grant-writer to increase the chances of receiving the grant, or should they delegate the responsibility of grant writing and additional work hours to a singular development professional, or even their executive director? Worst of all, even if they do receive the grant, will there be sufficient flexibility in the budget to produce the additional resources needed? To be clear, I do believe that funders genuinely want to distribute their money to those applicants who propose the best ideas and the strongest projects, and not just the most visible candidates or established organizations. In fact, in the last two decades, FEMA has distributed over $54 billion to organizations across the country, large and small, to prevent domestic terror attacks. I urge funders—whether governmental or as trustees of a foundation—and the philanthropy sector as a whole, to actively combat the ways in which the cards are stacked against small organizations. One of the most effective ways for funders to do so is by diversifying their boards of directors and ensuring they are representative of the target population. Homogenous boards are susceptible to groupthink, which makes them less effective in serving their communities. I also recommend that when reviewing grant proposals, funders group organizations by the size of their annual budgets and select winners from each category. This way, small organizations are compared to one another rather than to larger organizations, and we can begin to level the playing field. When traditional power structures are challenged in this way, barriers to entry for receiving equitable funding fall away. Increasing representativeness among those who distribute the resources should result in a more equitable distribution of those resources, and ultimately, that the true recipients will be those people we set out to serve. It is my hope that, beginning with this small step, grassroots organizations run by people of color could be funded as thoroughly as larger organizations with pre-existing resources. The original posting, can be found on the Wagner Review website.
In February 2022, Elise Saltzberg and several other nonprofit professionals testified in support of Maryland Senate Bill 245, which would provide much needed funding to the NIMBL program. (To learn more see our 2018 post Interest-Free, Micro Bridge Loans Now Available for Maryland Nonprofits! ) Nancy Easterling is the Executive Director of Historic Sotterley, Inc. Her testimony before the Senate was so compelling that we invited her to share her experience of NIMBL with our readers. For the past 13 years I have served as the Executive Director for Historic Sotterley, Inc., a 300-year-old National Historic Landmark, UNESCO Site of Memory for the Slave Route Project, and historic museum site which interprets our complex, and often difficult, shared history. Sotterley offers a full range of programming to include education programs and field trips, tours, cultural events, recreational opportunities, a working farm that donates produce to our local community, our Common Ground Initiative supported by our Descendant community, and much more. Historic Sotterley is truly an exceptional educational and cultural resource for our community, our State, and our Nation. Historic Sotterley is unlike many museums, however, in that it is not owned by a county, state or federal government, and its does not have an endowment to support its operations. This means we need to earn and work for every dollar to support our efforts and our mission, and this makes for a pencil-thin budget with often no reserve accounts to serve as a cushion. Despite our challenges, we have never wavered in our dedication to improving how we serve our community, and we have made many advancements over the years of which we are incredibly proud. Generous grants have been responsible for many of these important projects and advancements. There are many grants which I have hesitated to apply for, however, because I know that most governmental grants work on a reimbursement basis which is difficult for small organizations like ours. Cash flow is everything for a small nonprofit, and we typically do not have funds in reserve to fall back on. It can sometimes take months and months after paying a bill to work our way through the reimbursement process, and we have had to draw on our operational line of credit which then incurs interest payments we will not be reimbursed for, as well as tying up our line of credit and making it unavailable for critical operational expenses such as payroll. We have even had to delay paying other bills when funds became too tight, hoping somehow that the people to whom we owe money will be understanding. When the Nonprofit Interest-Free Micro Bridge Loan (NIMBL) program became available, needless to say I was ecstatic, and to date we have used it twice. The first time was for a $100,000 Bond Bill from the State, and while we were about halfway through the project at the time we applied, it was getting harder and harder to make cash-flow work. The NIMBL funds did not see us entirely though the project, but it helped us through a difficult period. We applied for our second loan to support our $100,000 African American Heritage Preservation Program grant, and this time we had to wait until others repaid their loans before funds could be made available since the pool of funds was so small. I quickly went through the $25,000, but I had to pay it back as soon as I received our grant reimbursements and could not continue to recycle these funds throughout the course of the grant. I was incredibly grateful to have received both loans, but if more funds become available for NIMBL, perhaps the loan amounts can be increased, or repayments delayed, allowing for continued use of loan funds. NIMBL has been a godsend to Historic Sotterley and it can offer the same relief for other nonprofits, all of which are serving our communities and making them a better place, but which need help with cash flow during their governmental grant projects.
UPDATE: October 2021: Henry Bogdan, Director of Public Policy at Maryland Nonprofits, has identified some of the drawbacks to the ACE Act. In the interest of reining in the for-profit companies that have zero incentive to encourage donors to ever give money to charities out of their DAF’s, the ACE Act may also hurt some community foundations, Jewish federations, and other organizations that do have a charitable mission. Read his statement here: https://www.marylandnonprofits.org/ace-act-highlights-the-problem-of-commercial-actors-in-donor-advised-funds/ In our December 2020 blog post ( “It’s Time for Foundations and Donor Advised Funds to Give More!” ) we urged readers to sign a petition asking Congress to change the tax code to channel billions of dollars to worthy causes – dollars that are warehoused in Donor Advised Funds (DAFs), where they can remain forever under current tax rules. The GOOD NEWS is that a bipartisan bill has been introduced in the US Senate known as the “Accelerating Charitable Efforts Act” or the “ACE Act,” which will change the rules for DAFs. What’s In the Act The ACE Act goes right to the heart of the issue with DAFs. Under the current Internal Revenue Code, donors receive a tax deduction when they contribute money to their DAF. But there is no incentive for them to ever distribute these funds. As a result, this money is only benefitting the financial institutions that manage it, not the charitable organizations that should receive it. According to the Associated Press: “That criticism has helped drive a Senate bill that would tighten the rules for DAFs and aim to speed the transfer of donations to charities. The bill, introduced by Sens. Angus King, a Maine independent, and Chuck Grassley, an Iowa Republican, appears to be gaining bipartisan support in Congress.” The provisions of the ACE Act are hardly onerous, and only apply to DAFs over $1 million. Wealthy donors will still be able to take tax deductions upfront, but they must distribute DAF funds in a timely manner. Why it Matters As the holder of a DAF myself, I’m mystified that any donor would choose not to distribute their funds, especially as the money can’t be use for anything else. But that’s what’s happening: There’s an estimated $142 billion sitting idle in DAFs – money that could be doing so much good in the hands of charitable organizations. Opposition to the Act Sadly, not everyone supports the ACE Act. An appalling number of foundation and nonprofit leaders want to retain what amounts to a pointless tax deduction for wealthy donors – instead of channeling much needed funds to organizations that support the most vulnerable among us. Opponents of the Act claim that tighter restrictions on DAFs are unnecessary because the average annual payout rates are around 20% – way above the 5% that’s required for private foundations. But that 20% number is deceptive. Some donors send a large percentage of their funds to charities every year, and their DAFs are essentially a pass-through. Others give nothing at all, and legally they can do nothing for decades. Again, according to the Associated Press, “A June report by the Council of Michigan Foundations showed that 35% of DAFs sponsored by Michigan community foundations distributed no money in 2020, a year marked by enormous need because of the viral pandemic.” Revising DAF tax breaks is more important than ever. In the past decade, there’s been a 300% growth in DAF accounts. More than 12% of charitable donations now go into DAFs. The more money that flows into DAFs, the greater the need to require disbursement. From what I’ve seen,, the bill’s main opponents are for-profit companies and other entities that garner a percentage of every dollar that is sitting in a DAF. If DAFs paid out more money, there would be less money to collect these fees on. Personally, as a DAF holder, I want my money to go to worthy causes, not financial institutions! Voice Your Support on Social Media If you agree that the ACE Act is ultimately in everyone’s best interest, show your support on social media. Raise awareness by publicly calling out the ACE Act’s opponents in Congress. Here are suggestions for what to say and which representatives to focus on: https://bit.ly/3lW005M
Fundraising is challenging enough without application forms that waste time and cause confusion. #FixTheForm is an international, grassroots movement aimed at streamlining the grant seeking process for the benefit of funders and fundraisers alike.
2020 was a tough, even devastating, year for so many people in the US and around the world. And those of us who work in the nonprofit sector have seen first hand the suffering that so many have experienced. At the same time, billions of dollars are sitting, unused, in foundation accounts and donor advised funds. As shocking as that fact is, these foundations and funds are within their rights to do so; they are simply following rules put in place by the federal government. Change Must Start with Congress As a development consultant for nonprofits and as a holder of a donor advised fund, I’m well aware that U.S. tax rules award substantial benefits to the wealthy when they donate to their foundations and donor advised funds. At the same time, these rules allow the foundations and donor advised funds to stockpile funds – in some cases for decades – with little or no mandate to channel the money to actual working charitable organizations. The U.S. tax code has long recognized the societal benefits of charities and the need to incentivize wealthy donors to support them. But the balance between the two has never been perfect. Over time, the tax code has been modified multiple times to close loopholes and rectify situations where charitable donations were used in ways that were inconsistent with the spirit of the laws that governed them. It is time for Congress to once again address systemic flaws that currently allow foundations to limit the grantmaking to 5% of total assets and to shield their grant activity from public scrutiny by granting dollars to donor advised funds. Additionally, there is no distribution mandate whatsoever for donor advised funds, whose assets now total over $120 billion, according to the National Philanthropic Trust. The "Rainy Day" Is Here Many foundations and donor advised funds have responded to the challenges of this year’s unprecedented pandemic. However, their grantmaking doesn’t come close to meeting the needs of the current crisis – as the pandemic rages and unemployment remains stubbornly high, people are pulling money out of their retirement savings to pay for current expenses, and others are faced with impossible choices between food and heat or medicine. Whole communities, especially communities of color, are suffering needlessly, while more than a trillion dollars in assets are sitting idle, waiting for a “rainy day.” Folks, the “rainy day” is here – and it’s torrential. Now is the time to channel a much higher percentage of donated funds to front-line charities serving those in desperate need. Time for a Sector-Wide Effort It’s heartening to see that some wealthy donors and foundations are pressuring Congress to act. Billionaire philanthropists, including John and Laura Arnold, Seth and Beth Klarman, and Kat Taylor, as well as the heads of the Ford, Hewlett, Kellogg, and Kresge foundations, announced that they have joined forces to press Congress to take action to speed up distributions from foundations and donor-advised funds. And MacKenzie Scott has shown tremendous leadership by giving away 6 billion dollars this year, mostly to small charities and non-profits. I say, let’s make this a sector-wide effort. Each of us can commit to doing our part to raise awareness and encourage Congress to see that tax deductions for the wealthy lead to genuine benefits for the individuals, families, and communities that are struggling like never before. Please Sign the Emergency Charity Stimulus Petition If you agree that it’s time for Congress to act, please sign the Emergency Charity Stimulus petition , created by the Institute for Policy Study’s Charity Reform Initiative. Increasing the required annual payout from foundations from 5% to 10% and increasing the required payout from donor advised funds from 0% to 10% would redeploy $200 billion to charities over the next three years. And this will cost the U.S. Treasury nothing since these dollars have already benefited from the tax deductions that they received in prior years. I encourage you to post a link to the petition on your website and/or social media. (Feel free to share this blog post.)
Like most of my colleagues in the nonprofit sector, I was outraged by the brutal killing of George Floyd who died, like so many others, because of the color of his skin. The focus on Black Lives Matter sparked by Floyd’s death has gotten me thinking a lot about racial equality in different areas of my life, particularly in the nonprofit world. One of the questions I’ve contemplated is this: How does it feel for a person of color to work in the nonprofit sector, where white women are the dominant culture? That question planted the first seed for this blog. I’ve been thinking about this for the past few months and decided that now is the time to write this post. Now is the time to dig deeper, not to look the other way. In fact, this moment in history reminds me of a speech that most people have never heard or long ago forgotten. Before Martin Luther King inspired the world with his Dream speech, during the 1963 March on Washington, a lesser known man took the stage. Rabbi Joachim Prinz called on this audience to look at what was happening in the United States and take action. Rabbi Prinz told the thousands gathered on the Mall that day: As Americans we share the profound concern of millions of people about the shame and disgrace of inequality and injustice which make a mockery of the great American idea... When I was the rabbi of the Jewish community in Berlin under the Hitler regime, I learned… that bigotry and hatred are not “the most urgent problem.” The most urgent, the most disgraceful, the most shameful and the most tragic problem is silence… America must not become a nation of onlookers. America must not remain silent. Not merely black America, but all of America. Rabbi Prinz’s words ring as true today as they did over half a century ago. Silence and inaction are unacceptable. Especially in the nonprofit world. My friends and colleagues in the nonprofit sector are among the most good hearted and open-minded people I know. But, when it comes to race and equity, many of us (and I definitely include myself) are still waking up to how much work there is to do. If you’ve read this far, you’ve probably been involved in conversations in recent months about the realities of race in the US, your local community, and the nonprofit sector. Talk may be cheap, but it is often an essential first step in the right direction. Some of your conversations may have been spontaneous, others may be by design. I’ve had both. In June, I invited two Saltzberg Consulting Associates, Monica McCann and Dondra Ward , who are both African American, to join me for open conversation on Zoom about our personal experiences with race in the nonprofit sector here in Maryland. The conversation was so inspiring that I wanted to share a few of the highlights here. Self-Segregation Among Nonprofits I asked Dondra and Monica how they felt about being Black women working in a field where white women are the norm. I was surprised by their answers. They basically said the same thing: It wasn’t an issue for them, because they grew up in Prince George’s County, which is predominantly African American, and most of the nonprofits they’ve worked with are made up of people of color. That gave me pause – and got me thinking about how self-segregated many nonprofit are. I know of a number of organizations where the entire staff and board are all white or all Black or all Jewish. Segregation Between Leadership and Staff While most nonprofits aren’t uniformly one race, religion, or ethnicity, there’s a troubling pattern in many of the nonprofits I’m familiar with. All too often, upper-management and board members are predominantly white, while middle-management and support staff are more likely to be people of color. Dondra, Monica, and I discussed why we think these different forms of self-segregation happen and agreed that in the past it may have been somewhat unconscious. As human beings, we seem to be wired to surround ourselves with people we have something in common with – a tendency that gets reflected in hiring practices. But with increasing emphasis on the importance of diversity, it’s hard to imagine that nonprofits are unaware that this is happening. But being aware isn’t always enough. Many of these organizations have been sweeping the issue of diversity under the rug for years – because they don’t want to talk about it, don’t want to prioritize it, and/or they don’t know what to do about it. Benefits of Diversity What’s unfortunate about the lack of diversity in the nonprofit sector is that it’s not benefiting anyone (outside of creating cozy comfort zones). There’s plenty of research to prove that diversity leads to greater innovation and efficacy. Here’s just one example: An article in the Harvard Business Review described testing that was done over a number of years on the way teams interact. The results consistently showed that diverse teams were able to solve problems faster than cognitively similar people. And other studies have shown that workers in diverse workplaces are more engaged and turnover is lower. This is all great news for the non-profit sector! By inviting greater staff diversity, organizations could increase effectiveness and deliver better outcomes. Creating More Diverse Nonprofits One of the valuable aspects of our conversation were the concrete ideas that came up for addressing some of these issues (most of which came from Monica and Dondra) including: Address White Privilege Skillfully: It’s good to keep in mind that people may not notice when they have privilege. An example was given of people who rely on lipreading and how they are having a really hard time with everyone wearing masks due to COVID-19. Being able to hear is a privilege that most people have and probably don’t think about. Talking about white privilege can make people defensive. It’s ok to talk about it anyway. Stay Open: The main tools for addressing ignorance and injustice are an open mind and an open heart. Fighting against other people’s opinions generally doesn’t work. Know Who’s at the Table : It’s important to have people with diverse points of view “at the table” – so one group of people isn’t trying to guess what another group of people needs. It’s valuable for nonprofits to literally look around the table at management and board meetings and see how well the communities they serve are represented – to see who’s missing and figure out how to include those missing voices. Follow the Money: Grant makers are playing an important role in advancing systemic change simply by asking nonprofits to respond to questions about equity and inclusion. Nonprofits that don’t take this seriously may disappear in the long run, due to a lack of funding. Enlist a Diverse Interview Panel: To achieve greater diversity among staff and board, start with a diverse panel of interviewers. Create Affirmative Action: Nonprofits can institute their own version of Affirmative Action, where they set quotas to intentionally diversify their organizations. Empower People to Grow into Their Roles: Instead of saying, “We can’t find a person of color to take this high-level position,” consider hiring someone with the training, potential, and enthusiasm to grow into the job. Create a Career Ladder: To create long-term, lasting diversity, nonprofits can create career ladder training opportunities for workers in entry level positions and support them as they move up through the organization. Empower Expression: To help convince leadership of the need to give more people a voice within the organization, nonprofits can create forums where staff can express the challenges they face because of a lack of diversity and lack of opportunities for advancement. Start Small: It’s important to keep in mind that this is a huge issue. It’s ok to take little steps, as they will eventually lead to larger change. Book Clubs… and Beyond Another Zoom conversation I participated in recently was hosted by the Maryland Chapter of the Association of Fundraising Professionals (AFP). It was an informal gathering of fundraisers and nonprofit executives who wanted to talk honestly about our experiences with race and equity and our aspirations for the future. The first thing that struck me about the group was how small it was – less than a dozen people. I expected such an important discussion would be well attended. I realize that everyone is busy and not everyone is excited to add another Zoom call to their schedule. Nonetheless, I think it’s telling that this was not the conversation that most white people were prioritizing. That said, it was a great discussion with a wide range of experiences and perspectives presented. I came away feeling both inspired and hopeful. Towards the end of the call, we talked about practical action steps that nonprofits, and the businesses that serve them, could take to raise awareness and shift organizational culture towards greater diversity. The reality is that Maryland nonprofits fall along a very broad spectrum, in terms of their interest and willingness to embrace change. Some organizations are ready to invest in consultants to help them move towards greater diversity or have already done so. Others are barely aware of the issues. For them, just starting a book club to discuss titles like So You Want to Talk About Race, White Fragility, and How to Be an Antiracist would be a major breakthrough. I applaud AFP for prioritizing this issue and hosting this discussion. They also did a great job of curating resources that organizations can use to move forward – regardless of their starting point. You’ll find their list at the bottom of this post. Final Thoughts I wrote this blog to remind myself and my readers that creating greater diversity and equity in the nonprofit sector is a big job, but we need to make it happen. I may not have an answer to the question that prompted this post, but I do know that we need to keep raising issues and moving forward until lasting change has been achieved. Resources Recommended by the Maryland Chapter of the Association for Fundraising Professionals: https://www.patreon.com/thegreatunlearn/posts https://www.smithsonianmag.com/history/158-resources-understanding-systemic-racism-america-180975029/ https://www.racialequityinstitute.com/ https://www.racialequitytools.org/glossary# Associated Black Charities ( http://www.abc-md.org ) What Do You Think? I’d love to hear your thoughts about race and equity. Please use the Contact Form to reach me directly.