When I’m good, I’m very good. But when I’m bad, I’m better.
Dear reader, you know me. I like to talk. When I talk to people I get ideas. Mostly they are other people’s ideas that I simply steal. But I do have my pride: I only steal the best ideas.
In this three-part series, I want to share three terrible, horrible, no good, very bad ideas that I think could make a difference for the nonprofit sector, and for the vulnerable people we are committed to support:
Idea the first: Teaching nonprofit leaders to be tech innovators;
Idea the second: Planning succession by not planning succession; and
Idea the third: Using social impact investment to lose huge amounts of money.
As a special bonus, read all the way to the end for a special Man About Town discount code to the TechBoost for Nonprofits conference on April 23rd!
Everybody knows that if you want to restore integrity to your downtown business corridor or your local industrial park, if you want to create jobs and point your community towards the future of the workforce, or if you want to capture the hearts and minds of DIYmakers and social entrepreneurs, you had better have a plan to lure tech related businesses into your community. Who wouldn’t want the many benefits that a thriving digital workforce can bring? Growing wages, agile thinking, jeans and ping pong in the office! Oh, but wait, you say, isn’t that the same industry that’s driving up real estate costs, sucking up huge amounts of power, and mining my personal privacy for profit? And, hey, don’t they have a little problem with diversity in the workforce? Well… yes.
So I was talking to a friend of mine at a very large nonprofit organization – as in over $100 million in annual revenues. They serve thousands of clients every year with job development, alcohol and other drug abuse treatment, affordable housing, psychological counseling and a variety of other supports. As a result of the many contracts and grants they have to do this work, they operate in excess of 15 databases to track operations, case management, finance, etc. They have a full time IT staff, desktops, laptops, and handheld devices out the yingyang. So naturally I said, what are you doing with all that data? “Actually,” my friend said, “we don’t do anything with the data.” #OMG. Continue reading →
It used to be that the idea of one nonprofit taking over another was simply anathema. Nonprofits didn’t, you know, do that to one another. Mergers and acquisitions were the territory of national banks, energy companies and pharmaceutical giants with oversized ambitions and possibly malevolent intent. Nonprofits weren’t motivated by “creating efficiencies,” particularly at the expense of their own staff members – many of whom came from the very low-income communities those same nonprofits were seeking to serve.
But, oh, the times they are a-changin’. Nonprofit mergers are on the rise in NYC, and we’re going to see many more of them. Whether you like the reasons or not, you’d better know what they are because this, my friend, could happen to you. Continue reading →
Domestic social impact investment is stuck. Each year a few deals trickle through, but despite the potential and promise, impact investments in the US are rare, complex, and entirely bespoke. To be sure, there are structural challenges to growing the market in the US – just look at Tracy Palandjian’s recent SSIR article on the state of the social impact bond sector – but I can’t help feeling that we’re suffering as much from a failure of imagination as infrastructure. The problem is, few social entrepreneurs can clearly describe their impact capital needs, while few potential investors understand how to place impact capital into deals. I mean, if neither side really knows how to go about its business, how can we expect them to do business with each other?
In the callow youth of the nonprofit sector, you needed two kinds of capital: (1) financial capital, because money does, after all, grease the wheels of change, and (2) social capital, because proving you could fill the courthouse steps or get the Governor to answer your call was a way to make up for not having enough money. But the NPO sector is burgeoning, the capacity for evaluation is still limited, and the power of social media has grown. Now there’s a new kind of resource you need: conceptual capital. It’s the stuff that drives your visibility in a crowded marketplace. So what is it, why do you need it, and where do you get it?
Big Car in Indianapolis, IN is a former auto service center.
Dear Reader,About a year ago the Naturally Occurring Cultural Districts (NOCD) working group asked your Man About Town to write a nice, juicy case study about what happens when cultural organizations buy non-cultural facilities and fix them up. This three part series details my findings, although it’s well worth checking out the original report to see case studies from nearly a dozen cultural organizations across the country. You can also read Part IandPart IIof this series to learn more about the unique opportunities and challenges of adaptive reuse. Continue reading →
Dear Reader,About a year ago the Naturally Occurring Cultural Districts (NOCD) working group asked your Man About Town to write a nice, juicy case study about what happens when cultural organizations buy non-cultural facilities and fix them up. This three part series details my findings, although it’s well worth checking out the original report to see case studies from nearly a dozen cultural organizations across the country. Check out Part I of this series to learn more about the unique opportunities and challenges of adaptive reuse. Continue reading →
All that’s left of the Dodo. Luckily, CSH, NFF, Enterprise and LISC are all still around.
Dear reader,as part of a special report for Shelterforce I sat down with the heads of four of the largest community development intermediaries in the country and asked a simple question: Are you still relevant?
This six part series looks at the evolution of their role in the community development sector and their strategies for the future.