Finally, Some Leadership

by Gary Snyder

Kudos to The Robert Wood Johnson Foundation joining the Center for Creative Leadership by launched a national program to train the next generation of nonprofit leaders. Its focus is to boost the skills and capabilities of early-to mid-level professionals working in health and health-related organizations in nine U.S. communities.

Health care is one of the largest segments in the nonprofit world. Based on Nonprofit Imperative, my monthly e-newsletter, it is certainly one sector that needs attention. As a former hospital administrator, I can attest that there are substantial weaknesses in the staffing skills, but more importantly, its governance. Healthcare institutions are very complex organizations. Reimbursement and other financial matters are very unique and require a skill set on the part of staff and board that is atypical to any other nonprofit.

Because of the heavy involvement of government in regulating the institutions, another set of unique skills is needed. Depending upon the size of the institution and the staffing complement, financial and regulatory issues could easily consume an inordinate amount staff.

Unknown to most of the general public, healthcare has a small margin in which to work. With recent changes, the revenues over expenses are increasingly narrowing. This presents problems relating to acquiring capital and maintaining cutting edge technology. It’s a tough challenge!

This new program is, hopefully, a thoughtful response to a critical need within the overall charitable world. A lack of leadership in the nonprofit sector has resulted in a growing number of abuses and poor practices.

A study reported in the New York Times showed that an estimated cost of fraud was $40 billion or 13 percent of the $300 billion donated. Other studies have similar results.

With these egregious offenders getting growing press coverage, the public’s confidence in our charitable organizations is diminishing. Harris Interactive Polls, for 2005 and 2006, have indicated that barely one-tenth of those surveyed believe that charities do a very good job spending money wisely.

There is a growing perception that all nonprofits lack accountability. Without trust, the backbone of our charitable organizations cannot be preserved, therefore compromising contributions.

In most instances, healthcare organizations have minimal standards to which they must adhere. If other nonprofits do not subscribe to a set of principles and practices that are generally acceptable to the public, the Internal Revenue Service, Congress, and state attorneys’ general will force adherence to a new regulatory code.

While I applaud the RWJ Foundation/Center for Creative Leaderships plans, the linchpin for success is going to be the content of the program and the degree to which it will change current practice.

I wish them well.

Gary Snyder is the author of Nonprofits: On the Brink (iUniverse, February, 2006) and articles in numerous publications. He is also a board member of NCRP. His email: gary.r.snyder@gmail.com; website: www.garyrsnyder.com; phone: 248.324.3700.

Is the Close Relationship Between the Charitable Sector and the Government Healthy?

by Gary Snyder


In a rare pleading, the American Red Cross has asked the U.S. Congress for $7 million to fulfill its obligations to main staff to coordinate state and federal disaster resources. While I am not sure of the merits of such a request, I find it chilling that the nonprofit sector is getting tight…. maybe too tight, with the government as its banker.

This request is made in the face of a similar request from the Smithsonian Institution for a $34 million bailout. Both have similar issues.

Both are well known for having poor governance. This has lead to on-going scandals, turnover in leadership and a total lack of transparency. The Red Cross has had 10 CEOs in just 12 years…several of which have left with significant golden parachutes. At the Smithsonian, nearly half dozen secretaries or deputy secretaries (CEOs of museums) have terminated employment in just the last year.

Both groups are noted for poor fiscal management with the American Red Cross admitting recently to a $200 million deficit. They are laying off (35%) staff and reevaluating office space. The Smithsonian, according to the Inspector General, failed to report expenditures and underreported millions of dollars income to favorable employees. For example, the director spent $1.15 million of donor and government money on housekeeping services. Despite paying excessive benefits and salaries, they are still in need of $2.5 billion to fix its facilities.

Both have been under the scrutiny of congress with many investigations. Because of the close relationship with the federal government (the Smithsonian gets 70% of it budget from the federal government and the Red Cross was stripped of its national first responder status and is a congressionally chartered organization), I wonder if the Congress has the wherewithal to punish these two stalwart organizations by not acquiescing to their funding requests.

Seventy percent of the charitable world is made up of small, struggling organizations. Is it good practice to indulge the two formidable organizations when they have evidenced decades of misdeeds and when the others are unable to tap similar resources to meet their important missions?

Gary Snyder is the author of Nonprofits: On the Brink (iUniverse, February, 2006) and articles in numerous publications. He is also a member of NCRP's board of directors. His email: gary.r.snyder@gmail.com; website: www.garyrsnyder.com; phone: 248.324.3700.

Abramoff Back in the Limelight

by Yna Moore

Links between Jack Abramoff and the White House makes the news once again.

According to an Associated Press story by Peter Yost , a new report compiled by the House Oversight and Government Reform Committee, chaird by Rep. Henry A. Waxman (D-Calif.), noted that:

"The White House conducted an inadequate and incomplete internal review of its
involvement with convicted influence peddler Jack Abramoff and his lobbying
team. ... that President Bush had personal contact with Abramoff, that White
House officials solicited Abramoff's recommendations on policy matters and that
Abramoff's lobbying team offered White House officials expensive tickets and
meals, at least some of which were accepted."

Abramoff is serving time after pleading guilty to several felony counts in two separate federal court cases related to corruption of public officials and defrauding Native America tribes.

In many instances, Abramoff inappropriately used his Capital Athletic Foundation to channel bribe money into the hands of politicians like Rep. Bob Ney. Other politicians who allegedly had inappropriate ties with Abramoff include former Texas congressman Tom DeLay (here and here)and Rep. John Doolittle (R-Calif.)

The Abramoff scandal is a classic example of foundations being abused for personal and political gain. Since then, there have been efforts at better government oversight of charities by the Senate Finance Committee, the House Oversight and Government Reform Committee, and the IRS but more needs to be done. For a fully accountable charitable sector, we'll need to provide the IRS and our state attorneys general with adequate budgets and staffing to carry out their functions of overseeing charitable organizations. We will also need to close regulatory loopholes, and encourage substantive self-regulation by foundations and nonprofit institutions such as setting up and implementing conflict of interest and disclosure policies to prevent insider dealing. Click here for more on accountability in the philanthropic sector.

Kristina ("Yna") Moore is communications director at the National Committee for Responsive Philanthropy.

Reports on ROI for Supporting Community Organizing; Katrina's Impact on Lower-income and African-American Families

by NCRP

Two new reports highlight important work undertaken by research director Niki Jagpal and senior research associate Lisa Ranghelli prior to joining NCRP's research team. The methods and results of these research efforts will inform NCRP's own work to promote philanthropy at its best.

The Solidago Fund recently released a report quantifying the community benefits achieved by its grantees and the return on investment of its funding for community organizing. Lisa Ranghelli worked with Jeff Rosen and other Solidago staff to develop the methodology and gather and analyze data for the report. She had previously worked with the Needmor fund to do a similar analysis of its community organizing grantmaking (see below). In calculating community benefits, the Solidago methodology allowed for differentiation between shared and full credit for grantee accomplishments. It also determined the foundation’s contribution to these accomplishments by calculating each grant as a proportion of the group’s budget. The report concluded that collaborative strategies yielded the greatest impact and found a return on investment for Solidago of $1 to $59. [Link]

In 2003, Lisa worked with the Needmor Fund, a small family foundation focused on social justice, to collect grantee data on organizational development. Lisa’s work found that the 18 surveyed grantees had collectively grown their membership by more than 30% and their leadership by 53% over four years. The most striking thing she found was that the aggregate dollar amount of their accomplishments during the four year time horizon was more than $1.37 billion. This meant that Needmor’s investment of $2,688,500 effectively generated a return of $1 to $512. [Link]

These two reports, which were preceded by independent research from the Jewish Funds for Justice, provide some of the framework for NCRP’s impact of advocacy and organizing work. For foundations seeking to maximize impact, NCRP wants to show the social and monetary value of investing in community organizing as a way to achieve lasting social change.

Meanwhile, research director Niki Jagpal did extensive post-Katrina research with Jim Carr, former Senior Vice President for Financial Innovation, Planning, and Research for the Fannie Mae Foundation who currently serves as Chief Operating Officer at the National Community Reinvestment Coalition. Her work focused on the disparate impact on lower-income and African American communities in New Orleans both immediately after the storm and following the one-year anniversary. The Joint Center for Political and Economic Studies recently announced the publication of a series of reports calling for a new model of disaster response, one that considers “historic patterns of discrimination and inequality.” Niki’s work is featured in one of the reports, “In the Wake of Katrina: The Continuing Saga of Housing and Rebuilding in New Orleans.” [Link]

Niki’s previous work addressing the distinct impact of Katrina and the subsequent recovery efforts on traditionally marginalized communities sets the backdrop for NCRP’s work on developing criteria for Philanthropy at its Best (PAIB). Promoting philanthropy that explicitly identifies and seeks to remedy structural barriers to equality are integral components of PAIB