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In philanthropy, as we look at our sphere of influence in society today it has a wide range of entry points. Foundations are called upon to make important and tactical decisions every day. These decisions often have influence on multiple people and organizations. A great many of these decisions are internal and are based on a program, process or an initiative or an intentional direction that a foundation is headed. Boards and staff decide on size and types of grants that are awarded, a process and decision around strategy, how much to invest in program evaluation, how much to invest in communications, etc.
The sphere of influence, referenced earlier, is changing for foundations and it should be. Philanthropy is a significant contributor to communities and to society as a whole and, therefore, has a major stake in how we effect community change. So do a lot of other entities such as government, business, schools, hospitals and various other organizations. If foundations are not looking for ways to influence thinking around issues that can impact their community, region and state, then they are missing an important dimension of their work and an opportunity to get to necessary change.
For example, if a decision is being made by a municipality that will move homeless people 10 miles out of town without adequate transportation and they become isolated, shouldn’t we speak up? It is our job to look at all the issues that affect society and, in particular, see how decisions are going to affect those indigent and low-income people. Alone, these members of society do not have the power or voice to influence the decision makers.
Furthermore, decision makers are often influenced by non objective outsiders that have a vested interest in the outcome of the decision, preventing this influence from being pure and unbiased. Foundations should be objective, and their resources and connections should position them to ask difficult questions and to demand “the little guy” gets his just due in the process.
Whether we are asking tough questions of government, business or other people of influence within our societal sphere, we must step forward and be willing to play a role. Philanthropy has a lot of responsibility and it wields a significant amount of power and influence. It is our responsibility to use that influence for the greater good and let our external opportunities be just as important as our internal decision making. Foundations can no longer live and work in isolation. What we do and what needs to be done reaches far beyond the walls of our office and local town or city. Now is the time for all foundations to step forward and advocate for their grantees, constituents and those in the greatest need. If we don’t aggressively move in this direction then shame on us when the outcome is not to our liking and negatively impacts our state. Tom Keith is the president of the Sisters of Charity Foundation of South Carolina
Philanthropy is often perceived as the all knowing, all deciding sector that can really change the world through strategic decision making and private funding. Foundations have high expectations of grantees including measurable outcomes and the desire for a realistic sustainability plan. However, I am not sure foundations do a good enough job of really surveying the landscape and understanding the depth and breadth of the nonprofit community and, more specifically, the organizations they fund.
Do we really know what other funders are doing for an organization that we fund and do those funds compliment what we are funding or does it work in contrast to what we are funding? It is a deeper question than most foundations won’t necessarily want to tackle, but I believe it is an important one. As an investor in the nonprofit world, we must do everything within our power to protect our investment, clearly understand the pathology of the organization we are invested in and measure our success to insure our investment is providing the return that we expect and deserve.
Long gone are the days when foundations could put money out in the community with the hope that something good happened. With the tough economy and dwindling resources, we are forced to be more focused and intentional with our grants and decision making. This has never been more apparent to me than now as we work on the Sisters of Charity Foundation of South Carolina’s Strategic Plan for the future. It requires us to maximize and leverage our funds, have a knowledge based approach to decision making and information sharing and it requires us to do a smaller number of things well. It did not have to be that way ten years ago but it has to be that way today.
Part of the equation is to have our own plan and strategies in place to insure that we know where we are going, but we must also understand the plan and strategies of our nonprofit partners. Where are they going? Do they have the resources to get there? Do they have the infrastructure to take them there? Are we on the same page as other funders or are the investments totally different and possibly contributing to the nonprofit’s organizational schizophrenia?
Our recent hiring of a full time senior research and evaluation director should tell you a lot about where we are headed. Success and failure are measured all the time. It is measured in the classroom, board room, ball fields and in our own personal performance evaluations. We, as a Foundation, are going to measure it more and understand it better. But, we should not live in a vacuum. We must also understand our nonprofit partners and know where they are going and who is helping them get there. If not, we are merely exacerbating the problem and enabling organizational ambiguity. This is not the time for anyone to be doing that.
Tom Keith is the president of the Sisters of Charity Foundation of South Carolina
The ongoing debate around access to health care continues. People have become vocal with varying opinions and emotions are running high. I will be the first to say that I don’t think we need huge government and I don’t know how we are going to pay for a lot of what has already been spent via the recent bailout of several financial institutions. However, there are people in this country─some poor and some who simply have unusual circumstances─that need access to health care. They need it because they are sick or suffering.
I recently heard a story about a 59-year-old construction worker who could no longer work due to bad knees. He could barely stand. When he visited a Federally Qualified Health Center, the doctors worked with him. The treatment: give him pain medication until he reaches the age to qualify for Medicare; then, he can get the two knee replacements he needs. So for the next few years, this gentleman is going to suffer in pain, struggling to walk and he will wait. Guess what? He is waiting for government senior care to kick in.
What a sad commentary for a country with supposedly the best health care in the world. We may have the best health care but it says a lot about our system when these types of scenarios occur. Insurance companies are unhappy, doctors are unhappy and pharmaceutical companies are unhappy. Why? Because it threatens their bottom line and it weakens their market share and they will make less money, pure and simple. If I were a doctor or a big insurance company executive, I might not like that either.
However, health care should not be a privilege but a human right. People were put on this earth through no decision that involved them, and everyone’s health should be something we all care about – mine and yours. Right now, our uninsured are wandering into hospital emergency rooms and seeking assistance where medical care is at its highest cost. Hospitals are then forced to write off the expense and those that are insured end up paying more. What is right about that system?
I do not know what the answer is and do not profess to be a health care expert by any stretch of the imagination. However, as caring and compassionate human beings, we need to do some serious thinking about what is the “right thing to do.” Families are struggling through tough economic times and so are businesses. We don’t need bigger government, but we do need a plan that will allow any human being on this earth the opportunity to have or buy health care and not break the budget doing it. Cut through all the spin, scare tactics and opinions and this should be where we end up. Life is filled with challenges and sacrifices. People’s health should not be number one on the sacrifice list, particularly if your wallet is really thin. It’s just not right.Tom Keith is the president of the Sisters of Charity Foundation of South Carolina.
Foundations must find a way to create balance during difficult economic times. It is without question that all foundation assets are down significantly since mid 2008. It was an unavoidable consequence of the U.S. economic downturn. Here is the dilemma. Should foundations spend into their corpus to maintain a consistent spending level when they know their assets have dropped by several million dollars? This is where the balance part comes into play.
Foundations have to spend into the corpus at some level but cannot afford to spend too much and, as a result, put the foundation’s long-term viability at risk. If a foundation is going to survive and thrive for decades to come, then it must be realistic and pragmatic about its funding decisions. On the other hand, nonprofit organizations cannot be left “high and dry.” Thus, foundations are finding creative ways to provide some funds─albeit reduced─and also provide other services to enhance the work of nonprofit organizations and their leaders. An example of these supplementary services is the Sisters of Charity Foundation of South Carolina Learning Academy’s leadership tract, offering nonprofit executive directors graduate-level training and credit in effective leadership strategies, and its forthcoming distance learning opportunities throughout the state.
Foundations have to partner too. The Sisters of Charity Foundation collaborates with the South Carolina Department of Social Services, University of South Carolina School of Medicine, Columbia College, Columbia Chamber of Commerce, United Way of the Midlands and the Central Carolina Community Foundation. The two latter partners and the Foundation are working to leverage a Bank of America grant to assist and address issues around the merging of struggling and failing nonprofits.
It is certain that our Foundation’s available grant funds will be less in 2010 than they were in 2009. However, through creativity and balance we plan to accomplish as much or more than ever next year. Through capacity building, listening sessions, knowledge sharing, distance learning opportunities, social media and other communications tools and more workshops for nonprofit staff and volunteers, we will make an impact next year. This is all in addition to the grant funds that we will still distribute. Though, fewer funds will force us to be more focused and have even higher expectations and a higher level of confidence in our potential grantees.
We must continue to be willing to shift out of our own comfort zone and capture opportunities in a new and different way. There is a fine line for foundations between protecting their existence and accomplishing their mission. The Sisters of Charity Foundation of South Carolina and other foundations must be proactive and strike the perfect balance between our missions and long-term survival. We understand the complexities of this situation and that a lot of other people and organizations are effected by our decisions. The Sisters of Charity Foundation will continue to be a foundation of mission and purpose. That is our first and most important priority. Survival is important too, and we are putting the necessary tools in place to insure that a fine balance is reached both for 2010 and long into the future.
Tom Keith is the president of the Sisters of Charity Foundation of South Carolina
In speaking with several nonprofit executives over the past few months, it is evident that nonprofit organizations, as are others, are still struggling. Money is really tight and fund raising is down. As we hit the halfway point for the year, many organizations are facing the reality that this is not going to be a successful year and certain changes are going to be necessary. Some of these changes may include staff layoffs, downsizing of office space, reducing or eradicating projects that involve printing and mailing costs and eliminating travel, conferences, training and other opportunities that would enhance the organization. I will share what I believe are important elements for surviving these difficult economic times.
• Go back to your core annual donors (both present and lapsed) and ask them to support you again. If the ask was made through an annual donor letter campaign in the past, you may want to make a personal phone call this time. Who knows, a $100 gift might turn into a larger gift if you have an opportunity to explain your circumstances.
• You should already have personal contact with your major gift donors, but I would use the same approach. If they gave $5000 last year or in previous years, have a frank conversation with them about your situation. It may help shore up the same amount of the previous gift or even secure a larger gift. But you need to walk away with something from these core supporters.
• Explore partnerships that may involve government dollars. There are a lot of funds are out there through the federal government and they are from a variety of sources. There is stimulus money, faith-based funds and other sources through various governmental agencies. Learn about these opportunities and see if there is a good fit for your organization. Do your homework and find a partner if that is what it takes.
• Build relationships with foundations whose mission coincides with your mission. Let them hear from you and learn about you. Communicate throughout the year and not only when you are seeking funding. A foundation feels much more comfortable providing funds to an organization it knows and trusts.
• Push your board and other internal stakeholders to give and to help obtain funds. They are as close as anybody to your mission. Fund raising should never be a complete staff function, but staff can facilitate ways for others to find donors. I would start with your board.
The economic climate is troublesome and there are many external factors that are affecting success, but make sure you are doing everything you can with your organization’s internal decisions and strategies. The year is only half over and there is still time to have some successes in the second half of the year. Good luck with your efforts.Tom Keith is the president of the Sisters of Charity Foundation of South Carolina.
The fifth and last core value of the Sisters of Charity Health System and the Foundation is compassion. I saved it for last, because compassion is at the very essence of every single thing we do as a ministry. It is an awareness and understanding of the human pain and suffering of others and the desire to do something about it.
I believe that each of us has a sense of compassion. The extent of a person’s compassion varies from individual to individual. In the Bible, God demonstrates his compassion and graciousness in scripture. For example, in Psalm 145:8 and Isaiah 54:8 reference is given to God’s everlasting kindness for each one of us. One of God’s greatest messages to us is that he is compassionate and he expects us to be compassionate as well.
Compassion is a human quality that is divinely inspired. When we see someone that is in distress and we feel their pain as if it were our own and strive to eliminate or lessen it, then this is compassion. Compassion also comes out of having a true understanding of one’s self. We can really see the needs of others more clearly when we truly understand ourselves and can apply that understanding in a compassionate and unselfish way.
I see compassion for the sick and suffering in our hospitals. I see it through our outreach ministries to help low-income fathers and uninsured children. I see it through the work in our Foundation as we reach out to help the poor and underserved of all ages and in every community.
In the New Testament, there is the parable of the Good Samaritan. He happened by a man who had been beaten by robbers. The man was hurt and was avoided by two religious men who walked on the other side of the street. Along came a common man who cared for him and tended to his wounds.
We see those suffering every day in our own lives. Seeing suffering and acting on it are two different things. I feel like we all have the capacity to be compassionate in both big ways and small ways and, to me, it really does not matter which way you choose. What matters, is recognizing the need that someone else has and acting upon that need with whatever means you have.
The best thing of all is that compassion for others is free of charge. It does not cost one single penny to act compassionately towards someone or in some situation. I have been blessed to work with compassionate Sisters and fellow servant leaders. Compassion is one of our core values and it is at the root of all of our work every day.Tom Keith is the president of the Sisters of Charity Foundation of South Carolina
Collaboration is another core value of the Sisters of Charity and the Foundation. The definition for collaboration is pretty basic. It is to work with others to achieve a common goal.
When I was in Boy Scouts we had a “tug of war” contest. There were eight guys on one side, eight on the other and a huge mud pit in the middle. When the contest began, the pulling began. I was on the front of the team and I became acutely aware of the muddy pit only a few feet in front of me. I yelled back to my team members to pull harder. One guy on our team was bigger and stronger than the rest of us. He gave a big heave and that was all it took. The guys on the other side lurched forward and half of them plunged into the mud pit, much to our delight.
It was my first known experience where collaboration was pretty clear to me. I could not have done this task alone but with seven other guys helping me pull in one direction, the mission was easier and it was more achievable. This same concept can be applied to so many other things. For example, I have witnessed hundreds of volunteers clean an entire town in one day by working together picking up trash.
When foundations and other organizations collaborate, several things occur. It gives you added human capacity, it gives additional financial resources and it also gives focus to a bigger goal that will better the community. This has also been accomplished through partnerships with business and government.
Collaboration is a great concept but it is not always easy to implement. It requires flexibility, group thinking, a willingness to give up control and a belief that the “greater good” will benefit from multiple partners. Collaboration really works when we become less about territory and more about opportunity.
I have seen more and more nonprofit organizations willing to collaborate during these difficult economic times. It makes sense financially, organizationally and some times it can be the only way they will sustain themselves and survive over the long run. With philanthropic dollars as scarce as we have ever seen, collaboration is a “must” in today’s nonprofit world.
We must be willing to put our own self interests aside and find common ground that will benefit more people and communities. It is not only the way to survive this economic storm, but it is the right thing to do and the right time to do it.
Collaboration is an important core value of the Foundation and the Sisters of Charity Health System as a whole. It is basically working together to maximize your potential to meet your mission and goals. Here is hoping we can find new ways to all work together collaboratively both now and in the future.
Tom Keith is the president of the Sisters of Charity Foundation of South Carolina
In philanthropy, as we look at our sphere of influence in society today it has a wide range of entry points. Foundations are called upon to make important and tactical decisions every day. These decisions often have influence on multiple people and organizations. A great many of these decisions are internal and are based on a program, process or an initiative or an intentional direction that a foundation is headed. Boards and staff decide on size and types of grants that are awarded, a process and decision around strategy, how much to invest in program evaluation, how much to invest in communications, etc.
