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Collection: Congressional Research Service Reports
Child Welfare: Program Reauthorizations and Recent and FY2006 Proposed Funding Levels
Date: November 29, 2005
Creator: Stoltzfus, Emilie
Description: This report discusses current funding levels for child welfare programs, intended to protect children from abuse and neglect and to ensure their well-being. In FY2005 the federal government appropriated $7.8 billion for these purposes. Most of this funding is made available to states through open-ended entitlement programs or as formula grants and is authorized under Title IV-E and Title IV-B of the Social Security Act or under the Child Abuse Prevention and Treatment Act (CAPTA).
Contributing Partner: UNT Libraries Government Documents Department
Head Start: Background and Issues
Date: February 15, 2005
Creator: Gish, Melinda
Description: This report discusses the federal "Head Start" program that has provided comprehensive early childhood development services to low-income children since 1965. The Head Start program has received increases of varying levels over the past two decades.
Contributing Partner: UNT Libraries Government Documents Department
The Child Care and Development Block Grant: Background and Funding
Date: April 7, 2003
Creator: Butler, Alice & Gish, Melinda
Description: This report discusses several federal programs support child care for low-income families, the principal being a federal block grant program: The Child Care and Development Block Grant (CCDBG). The CCDBG is administered by the Department of Health and Human Services (HHS) and provides allotments to states, according to a formula, which are used to subsidize the child care expenses of low-income families with children under age 13.
Contributing Partner: UNT Libraries Government Documents Department
Temporary Assistance for Needy Families (TANF): Size and Characteristics of the Cash Assistance Caseload
Date: January 29, 2016
Creator: Falk, Gene
Description: This report examines the Temporary Assistance for Needy Families (TANF) cash assistance caseload, focusing on how the composition and characteristics of families receiving assistance have changed over time.
Contributing Partner: UNT Libraries Government Documents Department
Unaccompanied Alien Children--Legal Issues: Answers to Frequently Asked Questions
Date: January 27, 2016
Creator: Manuel, Kate M. & Garcia, Michael J.
Description: This report addresses the questions regarding the number of children arriving at the United States southern border, their reasons for coming to the United States, and current and potential responses of the federal government and other entities to their arrival.
Contributing Partner: UNT Libraries Government Documents Department
State Considers Amendment to Protect Human Life at Any Stage of Development
Date: October 30, 2014
Creator: unknown
Description: This legal sidebar discusses a proposal in North Dakota that would amend the state constitution to address the right to life. If adopted, the North Dakota constitution would state: "The inalienable right to life of every human being at any stage of development must be recognized and protected."
Contributing Partner: UNT Libraries Government Documents Department
Early Childhood Education: Preschool Participation, Program Efficacy, and Federal Policy Issues
Date: January 19, 2006
Creator: McCallion, Gail
Description: This report examines what we currently know about preprimary programs, including numbers of children served and their family characteristics; as well as data on the efficacy of preprimary programs in enhancing later learning and other life skills. It also discusses federal programs that serve preschool age children are described, and policy issues which may arise as the federal role in early childhood education.
Contributing Partner: UNT Libraries Government Documents Department
Juvenile Justice Funding Trends
Date: January 8, 2016
Creator: Finklea, Kristin
Description: This report provides a brief overview of the juvenile justice grant programs and the overall appropriation administered by the Department of Justice's (DOJ's) Office of Juvenile Justice and Delinquency Prevention (OJJDP). There is no federal juvenile justice system, however the government uses federal juvenile justice entities and grant programs in order to influence the states' systems. Eligibility for some of these grant programs is tied to certain mandates that the states must adhere to in order to receive federal funding.
Contributing Partner: UNT Libraries Government Documents Department
Distribution of Child Support Collections
Date: March 4, 2003
Creator: Solomon-Fears, Carmen
Description: This report discusses child support distribution policy. The general rules in effect as of October 1, 2000 are that child support collected during the time a family receives cash welfare belongs to the state; current child support and arrearages (past-due payments) that are owed to a family that is no longer receiving welfare belongs to the family; and child support owed to a family that never received welfare belongs to the family.
Contributing Partner: UNT Libraries Government Documents Department
Child Welfare Issues in the 110th Congress
Date: February 26, 2008
Creator: Stoltzfus, Emilie
Description: As the U.S. Constitution has been interpreted, states have the primary obligation to ensure child welfare. However, Congress provides significant federal funds to help states exercise this responsibility ($7.9 billion appropriated in FY2008). Most of this support is provided for children who are in foster care and who meet specific federal eligibility criteria. This report discusses the federal framework for child welfare policy; reviews the scope of activities, and children and families served, by state child welfare agencies; summarizes several child welfare-related hearings that were held in 2007; describes child welfare and related legislative proposals that have been introduced in the 110th Congress; and reviews child welfare programs for which funding authorization has expired or is set to expire on the last day of FY2008.
Contributing Partner: UNT Libraries Government Documents Department


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Time For Tease is an awesome yet very different way to spend an afternoon. Imagine having high tea served to you by 'Tease Maids' and watching burlesque cabaret at the same time.
If you really want to push the boat out, you can have Afternoon Tea and a Burlesque 'Make & Do'. This teaches you the tricks of the trade such as making your own nipple tassles, learning how to do your hair Dita Von Tease style, or simply how to apply false eyelashes without ending up with an eyeful of glue.
This is the perfect package before embarking on a glamorous night out.
If you want to do something different on a rainy wintering weekend afternoon, then this is the one for you.
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Current Time: 07/28/2016 07:34:35 Pacific Daylight Time (14:34 GMT)Last Updated: 2016-06-28T19:25:24Z on 06/28/2016 12:25:24 Pacific Daylight Time (19:25 GMT) Rendered From:UnknownCoordinates are in the WGS84 datum


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Performance Management for Every Nonprofit: An Interview With Isaac Castillo
In today's Social Velocity interview, I'm talking with Isaac Castillo, Director of Outcomes, Assessment, and Learning at Venture Philanthropy Partners, where he leads VPP's approach to data collection, data reporting, and outcome measurement.
Prior to coming to VPP, Isaac served as the Deputy Director for the DC Promise Neighborhood Initiative (DCPNI). At DCPNI, Isaac led efforts to improve outcomes in the Kenilworth-Parkside community in Ward 7 of the District of Columbia through the strategic coordination of programmatic solutions and research-based strategies. Prior to his time at DCPNI, Isaac served as a Senior Research Scientist at Child Trends where he worked with nonprofits throughout the United States on the development and modification of performance management systems and evaluation designs. In addition, Isaac was also the Director of Learning and Evaluation for the Latin American Youth Center (LAYC) where he led the organization's evaluation and performance management work.
You can read interviews with other social change leaders here.
Nell: You have spent your career using data to improve the performance of the nonprofits for which you worked. Why do you think performance management is so important for nonprofits? Do you think all nonprofits should pursue performance management? When does it make sense and when doesn't it?
Isaac: I believe that every nonprofit should pursue some form of performance management because they owe it to the clients they serve. Most nonprofits will assume that they are making a positive difference in people's lives, but in the vast majority of cases they are just guessing. Using some form of performance management will allow every nonprofit organization to confirm this thinking and to identify areas that can and should be improved so that the next cohort of participants can get better services than the last.
Unfortunately, one of the greatest challenges preventing a nonprofit from implementing some form of performance management isn't a lack of resources, expertise, or time. It is fear. The fear that they will find out that their work isn't having a positive effect. This fear is what nonprofit leaders need to overcome, not for the benefit of themselves or their organization, but because they owe it to the clients they serve today and the clients they will serve in the future. I believe that every nonprofit should strive to serve tomorrow's clients better than today's clients, and one of the only ways to ensure that this happens is the sustained use of performance management.
The type of performance management that each nonprofit should pursue should vary by the size and scope of their work. At a minimum, small nonprofits should be tracking basic demographic and attendance information on their participants, and hopefully at least one meaningful output or outcome. Whether this occurs in a computerized system or in a spiral paper notebook is up to the nonprofit. But it doesn't have to be costly, and it doesn't take expertise. It only takes the will and desire to improve as a nonprofit.
Nell: In the nonprofits in which you've worked how have you been able to secure resources to fund performance management? What is the case you and your colleagues have made to funders and what do you think it will take to get more funders investing in performance management?
Isaac: Raising funding for performance management work usually takes a mix of several different strategies and approaches for potential and existing funders.
First, I strongly encourage nonprofits to include some percentage (1 to 5 percent – possibly more) of funding in each grant submission or proposal dedicated to supporting performance management and outcome measurement work. By placing this small percentage into each proposal, a nonprofit can begin to raise funds for internal evaluation and performance management activities. It may not seem like a lot, but it can add up, and eventually generate enough funds for a half-time or full-time position to support in-house performance management work.
Second, I also strongly encourage nonprofits to engage in regular 'funder education' – where a nonprofit proactively meets with their funders to have ongoing conversations about outcome measurement and evaluation. This allows both the funder and the nonprofit to come to agreement on measurement expectations and to ensure that both groups are focused on the same concepts. I often suggest that the first of these types of meetings focuses on each group's definitions of three commonly misunderstood terms: outputs, outcomes, and impact.
Finally, I would recommend that the nonprofit and funder have an honest discussion regarding expectations of results and the funding necessary to support the related evaluation work. If a funder is expecting an random control trial (RCT) to be completed to determine 'impact,' then the nonprofit should be willing to push the funder to support a large investment to pay for a high quality evaluation. If the funder is only willing to support a small amount for outcome measurement, then the nonprofit should clearly articulate what is possible.
Nell: Ken Berger and Caroline Fiennes recently argued that we may have gone too far by asking nonprofits to produce research about their own outcomes. What's your response to that argument?
Isaac: I fully support Ken and Caroline in their argument that most nonprofits should stay away from trying to produce impact research. The desire for 'impact' is something that has been (and continues to be) pushed unfairly (and without financial support) by the funding community.
I honestly think a lot of confusion in this space comes from inconsistent use and understanding of the term 'impact'. The term 'impact' has a precise definition among researchers but is often used in a much broader context among funders, nonprofits, and the general public. In the research and evaluation world, impact is used to describe the effectiveness of a program while eliminating as many potential confounding factors as possible. That is why the use of random control trials (RCTs) is usually the cornerstone of impact research – RCTs are the easiest way to control for and eliminate confounding factors.
When most non-researchers use the term 'impact' however, they are usually just asking if the program or organization works and if it is making a difference for its intended service population. That is a much lower bar to set, and yet it is a critical distinction in this discussion. If you are thinking about 'impact' as a researcher, you will need a large amount of resources and expertise to determine 'impact,' which usually means completing one or more formal evaluations. If you are thinking about 'impact' in the more general sense and less strict way, then pursuing some form of performance management system will allow a nonprofit to determine if their efforts have been successful.
I do think every nonprofit should pursue some form of performance management to ensure that their work is having a positive effect as a complement to existing research that others have done. Relying only on the use of others' research does not guarantee that a nonprofit will provide effective services and achieve positive outcomes. This type of research is a like a recipe – it shows what has worked in the past and provides a guide for the nonprofit – but a recipe can still be ruined with poor implementation or planning.
Every nonprofit has an obligation to the people they serve (and not to their funders) to ensure that their programming is having a positive effect (or at the very least not causing harm). Without some form of performance management system in place (even one that just uses paper and pencil), a nonprofit will never know if they have strayed too far from the recipe provided by previous research.
I also think there are a growing number of very sophisticated nonprofits that should be using AND producing research on effective programs. Every year, I see more and more nonprofits that hire talented and unbiased researchers dedicated to internal evaluation and outcome measurement work. These individuals are just as talented and unbiased as their colleagues working in traditional research and evaluation organizations. They can, and should, produce original research that can help inform the nonprofit field. The real challenge comes in nonprofit organizations finding the resources to support the hiring and retention of these individuals. Not every nonprofit will have the resources or capacity to hire one or more of these individuals – but those that do should absolutely be trying to produce original outcome and impact research to provide 'recipes' for effective programming that nonprofits with fewer resources can use in the future.
Nell: Your former organization, DC Promise Neighborhoods, is part of the national Promise Neighborhoods Initiative launched by the US Department of Education in 2010 and modeled after the famous Harlem Children's Zone. How successful has this national replication of a successful local model been? Have you been able to replicate outcomes? And what hurdles, if any, have you and other replication sites found?
Isaac: I think that there has been some initial success among the Promise Neighborhoods. Part of the challenge that all the Promise Neighborhoods face is that the Harlem Children's Zone did not achieve their success overnight. They have been working in Harlem for decades, so it would be unrealistic to believe that the Promise Neighborhoods would be able to create large scale change in a matter of a few years.
However, there are signs of progress across all of the Promise Neighborhoods. Each of the Promise Neighborhoods started to address a few outcomes with the initial round of funding, and these outcomes varied. Some focused on math and reading proficiency for students, some focused on obtaining medical homes for young children, and others sought to increase the amount of healthy food consumed by residents. In DC, we focused on improving school attendance.
I do think that most of the 12 Promise Neighborhood Implementation grantees were able to make progress on the outcomes they identified as initial focus areas. However, the very nature of the work (creating community level change) doesn't lend itself to the rapid accomplishment of multiple outcomes in a short period of time. Each of the Promise Neighborhoods had to prioritize certain outcomes for their respective communities, and only several years later are they able to claim success and begin to identify the next set of outcomes to be addressed. So while certain outcomes haven't necessarily been replicated across all the Promise Neighborhoods, that is due to the differences in priorities and community conditions rather than any problem with the model itself.
Photo Credit: Venture Philanthropy Partners
What Will Be Philanthropy's Next Chapter?
I am often asked by nonprofit leaders, "Where are the funders who understand what nonprofits really need?" Well, they were at the Grantmakers for Effective Organizations conference (#2016GEO) last week in Minneapolis.
After attending the conference and curating a great group of bloggers who recapped each day (you can read Phil Buchanan's Day 1 post here, Trista Harris' Day 2 post here, and Mae Hong's Day 3 post here), I have lots of my own thoughts percolating and wanted to share my takeaways from a great conference.
GEO is made up of 500+ member foundations that strive to be better philanthropists. They are a thoughtful bunch who seek to invest better in the nonprofits leading social change. As Linda Baker from the David and Lucile Packard Foundation said in her session on Real Costs for Real Outcomes, "We want to have authentic, trusting relationships with our grantees. We want them to have the impact they want to have in the world because that's the only way we will have impact. It's critical to our success."
And that, in essence, is what GEO and its member foundations are all about. They view themselves and their money in service to those nonprofits creating social change. It is a different model than the traditional philanthropic model of nonprofits in supplication to those who hold the purse strings.
And because GEO is on the cutting edge of where philanthropy is and should be going, the conference this week encouraged philanthropists to push their work in some exciting new directions.
Here is what I saw emerging at the conference:
Philanthropy Must Embrace the National Call for Equity
From the #BlackLivesMatter movement, to student protests on college campuses, there is a growing demand across the country for equity — a level playing field — for all. And philanthropy has to get better at responding to this in the moment. As Alicia Garza founder of the #BlackLivesMatter movement said in her session, "Philanthropy is missing the opportunity to support the very change they are set up to resource."
And the plenary panelists Peggy Flanagan, Michael McAfee, Doug Stamm and Starsky Wilson would perhaps agree and take it even further, encouraging philanthropist to re-examine the institutional racism inherent in the system. As Michael McAfee said, "I am deeply frustrated at our leadership. At the moment where consciousness about equity is elevated, we shift our priorities, our initiative, we do something to avoid the real work for this moment. We could do something if we could be more courageous." In this moment where our country is grappling with issues of equity, philanthropy must step up and invest in the hard work of change.
Philanthropy Must Invest in Stronger Organizations
GEO members have always been on the forefront of understanding that it takes strong organizations to create real outcomes, but this conference took that to another level. From a session on unrestricted operating support, to one on supporting fundraising capacity, to one on funding nonprofits' real costs, GEO was pushing its members, and philanthropy as a whole, to recognize that real change will only come when we support organizations, not just programs.
As one attendee put it, "The project funding paradigm ignores the health of the nonprofit organization in which the project lives." Yes, absolutely. GEO members are recognizing–and perhaps leading the rest of philanthropy to begin recognizing–that you cannot have effective programs, strong outcomes, and ultimately social change without strong, effective organizations behind them.
And that means that philanthropy can and should lead the way in funding the full costs, including program AND operating costs, along with working capital, fixed assets, reserves, and debt. And at the same time, philanthropy must be a partner with nonprofits in figuring out how to overcome their capacity constraints, like lack of fundraising expertise, lack of management knowledge, and lack of adequate systems and infrastructure.
Philanthropy Must Humble Itself
There is no doubt that GEO members are a humble bunch; they view their role as supportive to the real work of social change, which is different than traditional philanthropy that viewed itself as all knowing. But, perhaps there is still work to be done.
Vu Lee, blogger from Nonprofit With Balls and Executive Director of Rainier Valley Corps, spoke eloquently of philanthropy's "trickle down" approach to working with communities of color and encouraged philanthropists to take a better approach: "We have to start changing philanthropy's perception of what communities of color are. Instead of infantalizing communities of color, recognize that communities have the solution, they are the solution, they are the light."
And Deepak Bhargava from Center for Community Change spoke of the typical grantor/grantee relationship being similar to a feudal relationship, where the philanthropist is the Lord and the nonprofit is the serf. Instead, he encouraged the social sector to move to a place of "public friendship" between grantor/grantee where both sides are:
- United by a vision of big change
- Accountable to each other
- Thinking of themselves as custodians of organizations leading to a better place
- Engaging in creative, generative conflict
He spoke of this ideal as something that we must "persuade a new generation of philanthropists is possible."
And perhaps this new philanthropy is possible. GEO certainly seems to think so. So let's hope that this new vision for philanthropy is embraced by the growing GEO membership and that that membership in turn leads philanthropy as a whole to a more effective way of investing in social change.
As Alicia Garza put it, "Effective grantmaking is moving resources to change agents AS change is happening and getting out of the way." Amen!
Photo Credits: publicdomainpictures.net, #2016GEO
Blogging the Grantmakers for Effective Organizations Conference
I'm really excited to announce that I will be doing something a little different on the blog next week. I am attending the Grantmakers for Effective Organizations (GEO) conference in Minneapolis May 2nd – 4th, and GEO has asked me to curate a set of bloggers to report on the conference.
I have rounded up a rockstar group of bloggers who will be sharing their insights from the conference with you here on the blog. And the blog series will be reposted to the Minnesota Council on Foundations blog, which is a co-host of the conference.
GEO is made up of 500 member grantmakers who are working to reshape the way philanthropy operates and promote strategies and practices that contribute to grantee success.
The GEO conference is held every other year and brings together philanthropic leaders from across the country who all share a common vision for advancing smarter grantmaking practices that enable nonprofits to grow stronger and more effective.
Some of the sessions in this year's conference that I am particularly excited about include: "Can Foundations Help Grantees Build Fundraising Capacity?," "Real Costs, Real Outcomes. What Funders Need to Know," and "Supporting Leadership Development in Social Justice Organizations." In addition, there will be some really interesting plenary sessions about things like culture in philanthropy and philanthropy's role in overcoming inequity.
It promises to be a fascinating conference.
So, starting next Tuesday, May 3rd you'll be hearing from this great group of guest bloggers:
Phil Buchanan, President of The Center for Effective Philanthropy
Phil is a passionate advocate for the importance of philanthropy and the nonprofit sector and deeply committed to the cause of helping foundations to maximize their impact. Hired in 2001 as CEP's first chief executive, Phil has led the growth of CEP into the leading provider of data and insight on foundation effectiveness. CEP has been widely credited with bringing the voice of grantees and other stakeholders into the foundation boardroom and with contributing to an increased emphasis on clear goals, coherent strategies, disciplined implementation, and relevant performance indicators as the necessary ingredients to maximize foundation effectiveness and impact. Phil is no stranger to the Social Velocity blog — I interviewed him here, and he guest blogged last summer here.
Trista Harris, President of The Minnesota Council on Foundations
In her role at MCF, Trista helps award more than $1 billion annually. Prior to joining MCF in August 2013, she was executive director of the Headwaters Foundation for Justice in Minneapolis, and she previously served as program officer at Minnesota Philanthropy Partners. Trista earned her master's of public policy degree from the Humphrey Institute of Public Affairs, University of Minnesota, and her bachelor of arts from Howard University, Washington, D.C. She is a passionate national advocate for the social sector using the tools of futurism to solve our communities' most pressing challenges and is a member of the trends in family philanthropy task force for the National Committee for Family Philanthropy.
Mae Hong, Vice President of Rockefeller Philanthropy Advisors
Mae is responsible for building RPA's presence in serving individual donors, foundations and corporations throughout the Midwest. Bringing 18 years of nonprofit and philanthropy experience to RPA, she previously served as Program Director at the Field Foundation of Illinois. Mae actively participates in local and national philanthropic associations and networks, serving in leadership roles on committees, engaging in public speaking opportunities, and facilitating planning and execution of philanthropic initiatives. She currently serves on the boards of GEO, the Illinois Humanities Council and the Daystar Center. She is a past chair of the board of Chicago Foundation for Women.
And once the conference is over, I will plan to do a wrap-up blog post on my thoughts and insights from the conference.
If you plan to be at the conference, please let me know, I'd love to see you there! And if you can't make the conference but want to follow the content from afar, follow the Twitter feed at #2016GEO.
Do You Know Your Nonprofit's Target?
When I work with nonprofit leaders to create a strategic plan, one of the first things we do together is create a Theory of Change. A Theory of Change is an articulation of why your nonprofit exists — what you ultimately hope to accomplish. The Theory of Change is the culmination of answers to a set of 5 key questions, the first of which is, "Who is Your Target Population?"
Your Target Population is the individuals or groups that your nonprofit is seeking to benefit or influence. So if you are a social services nonprofit, your target population is probably your clients. If you are an advocacy group, your target population is probably lawmakers. But often a nonprofit has multiple target populations. For example, a school that works directly with both children and their parents would have both groups as separate target populations.
When a nonprofit exists just to do good work, its leaders are less clear and less disciplined about exactly who they are seeking to benefit or influence. But it is absolutely essential that your nonprofit get crystal clear about who your target population is, in order to better create change for those targets, more effectively encourage funders to invest in what you are doing, put your limited resources to their highest and best use, and, most importantly, to really understand how best to create change with your target.
But figuring out your target population is not easy.
First, let's start with who is not your target population:
Not Your Funders
Your target population is not individuals or groups who fund your work. While funders are absolutely critical to your success, they are not core to your mission-related work. So while you would love to influence them to give you more money, their doing that will not by itself create social change. They are not your target population, rather they are a means to an end.
Not The Targets of Your Competitors or Collaborators
Your target population is also not individuals or groups that are being better benefitted or influenced by other organizations or entities. This is where your Marketplace Map comes in (another key part of a strategic planning process). As a nonprofit you will be most successful when your 1) core competencies (what you do better than anyone else) uniquely position you to address 2) a community need, apart from your 3) competitors or collaborators. So once you figure out who your competitors and collaborators are, you should avoid target populations that are being more effectively served by those other entities.
Not Those Who You Cannot Change
Your target population is also not individuals or groups who you really want to help, but are simply not well-positioned to do so. This is the case with nonprofit leaders who are so big-hearted that they continue to add new groups to serve until they realize that their services and the people they serve range much too far and wide. This approach often spreads a nonprofit too thin and ends up providing diminishing returns for the organization and their clients. While it often goes against a nonprofit leader's ethos, sometimes you have to turn some people away in order to better serve those who you can serve really well.
So who is your target population?
Your target population then are those people who you are uniquely positioned to benefit or influence and in doing so you will move closer to achieving your nonprofit's long-term vision for change. When you get clearer about who you are best positioned to benefit or influence, you will be better able to direct your precious resources (staff, board, funders, volunteers) toward achieving that ultimate goal.
In other words, when you are clearer about who you want to change, you will become better at actually creating that change.
If you want to learn more about a Theory of Change, download the Design a Theory of Change Guide, or if you want to learn more about the strategic planning process I take clients through, download the Strategic Planning Benefit Sheet.
Photo Credit: vizzzual.com
When Individual Donor Fundraising Goes Well
This week the Evelyn and Walter Haas, Jr. Fund released the second in their series of reports about fundraising. Their Fundraising Bright Spots report, by Kim Klein from Klein & Roth Consulting and Jeanne Bell from CompassPoint, joins their Beyond Fundraising report, released last month.
These two reports are part of the Haas, Jr. Fund's larger "Resetting Development" effort "to 'learn out loud' about how to…help put the sector on a surer path to sustainability and long-term success." Given my concerns about their Beyond Fundraising report, the Haas, Jr. Fund very graciously asked me to review this latest report.
This new report analyzes 16 social change organizations that have been successful at individual fundraising to determine what the sector can learn from them.
I am always a huge fan of case studies. I think there is much to be gained by looking at others who have done things well, so I applaud the Haas, Jr. Fund for moving from theory into practice to see what is working in individual fundraising.
But first, we have to understand this report for what it is. This report only looks at nonprofits that have been successful with individual donor fundraising, which is just one of several ways that nonprofits bring money in the door. And the report only looks at "progressive organizations with limited budgets and small staffs." So I would argue that this report and the case studies contained within it will only be applicable to similar types of nonprofits that have individual fundraising as part of their financial model.
Nevertheless, the report finds four themes present in these 16 social change organizations, which are that fundraising:
- Is core to the organization's identity
- Is distributed broadly across staff, board and volunteers
- Succeeds because of authentic relationships with donors
- Is characterized by persistence, discipline, and intentionality
Many, if not all, of these themes make up the "culture of philanthropy" that the Beyond Fundraising report described.
There were several things I liked about the Bright Spots report.
First, I love the report's focus on making fundraising part of the job of an entire organization's board and staff. Two case studies in particular, Jewish Voice for Peace and Mujeres Unidas y Activas, demonstrate how major donor fundraising should be shared among senior staff and board members. For example Jewish Voice for Peace "has 57 portfolio managers from across the staff, board, and volunteers who together manage 600 major donor relationships in addition to other roles they play within the organization."
Indeed the report points out that in these 16 organizations the head fundraiser's role is to marshal staff, board and other organization resources toward fundraising, which I love: "Time and again, we heard from the development directors at these organizations that their job is to coordinate, to teach, to coach, and to inspire. The individuals in this role are highly relational and they take deep satisfaction in enabling staff, board, volunteers, and members to be successful fundraisers."
Second, I really appreciate the Breast Cancer Action case study, which emphasizes creating a give/get fundraising requirement for the entire board:
At Karuna [Jaggar]'s first in-person board meeting as the new executive director, she laid out her desire to establish a board give-and-get policy to her board members, each of whom had been told explicitly upon recruitment that they did not have to participate in fundraising…After an in-depth discussion, they set a give-and-get policy of $10,000 per board member. "Maybe we lost some potential board members who felt they couldn't do it," said [board chair] Tracy [Weitz], "but only in the first year. Now, our veteran board members can share their fundraising stories with prospective members and say, 'I've been fine, and you're going to be fine.'" It's important to note that BCAction does not prioritize personal wealth now more than it did before this policy change, but rather invests the time to support board members' success, regardless of personal financial capacity, in the fundraising program."
Yes! That's exactly the way to get every board member involved in fundraising, of which I am a huge proponent.
Third, the Bright Spots report points out the need to fully integrate marketing and fundraising in a nonprofit: "A critical aspect of building and refining an individual donor program is tending to the intersection of communications and fundraising…development and communications are inextricably linked and staff driving these efforts work extremely collaboratively." Agreed, fundraising can not sit on the sidelines of anything an organization does, but must be fully integrated throughout the organization.
Now, let's get to where I think the report falls short.
First, I would have liked to understand better how these 16 organizations were selected as "bright spots." I think in holding up organizations as exemplars it is critical to understand in what ways they are exemplars. While the beginning of the report describes what these organizations have in common: "a deep commitment to and strong track record with raising money from individuals," and "individual support is a consistent part of their overall revenue strategy," and the report highlights some of their individual donor fundraising successes, it is unclear why these 16 organizations in particular are held out as bright spots.
In my mind, I would select case study organizations that achieved: individual giving growth year over year, and/or higher than average donor retention rates, and/or more profitable than average fundraising activities, and/or demonstrated long-term financial viability. While some of the 16 organizations had significant individual donor growth, not all of them did, so I'm not sure what selection metrics were used. I would like to understand how the Bright Spot organizations' fundraising metrics compare to their most fundraising-successful peers.
It is particularly important to understand what makes these organizations bright spots when the report points out that some of the 16 social change organizations are struggling with scaling or making sustainable their individual fundraising efforts:
"We heard from the Bright Spot leaders who want to grow their organizations that they are grappling with how to scale this organizational highly relational approach to fundraising. And many of them acknowledge how dependent their success is on long-time leaders, despite their distributed approach to fundraising…Many of the Bright Spots will soon have to adapt to very long-time leaders moving on."
Second, the report does not make a clear distinction between small donor fundraising (one-to-many cultivation and solicitation of donors) versus major donor fundraising (one-to-one cultivation and solicitation). I wonder if the four themes that the report uncovers differ, and if so how, between fundraising activities targeting many small donors versus fundraising activities targeting a few large donors.
Third, the report touches briefly on the 16 organizations' fundraising systems and use of data and metrics, but not in a robust way. I would have loved to understand better the kinds of systems these bright spot organizations use and what metrics they are tracking and trends they are seeing. While I understand the report's overall emphasis on some of the "soft" skills of fundraising ("authentic relationships with donors," "culture of philanthropy") I also think that understanding the "hard" skills (systems, metrics) is key to replicating fundraising success (and overall financial sustainability).
Fourth, just as the Beyond Fundraising report did, the Bright Spots report continues to leave the problems (and in this case, the successes) with fundraising largely in the hands of individual nonprofits and their leaders. I am still hungry for case studies and research about how nonprofits (and their funders) can overcome the more systemic financial flaws inherent in our social change sector.
In the end, I would say that the Bright Spots report gives us a glimpse into a piece of what works to bring money in the door. For social movement, individual donor fundraising at small nonprofits, the Bright Spots report provides some important and useful insights. But for more broadly understanding what contributes to overall financial sustainability in the nonprofit sector, this report falls short.
But as I have said before, I don't fault the Haas, Jr. Fund for exploring these issues. Indeed, they are one of very few funders contributing to the knowledge base about what creates a more financially sustainable nonprofit sector. We just need more of them.
Photo Credit: Evelyn and Walter Haas, Jr. Fund
Building Better Nonprofits: A Podcast
Last month I was asked by Ted Bilich, CEO of Risk Alternatives — a Washington, DC firm helping nonprofits manage their organizational and financial risks — to participate in a podcast. This is part of their ongoing podcast series "About Risk" which talks to thought leaders about risk management and process improvement for nonprofits, small businesses, and startups.
In the podcast Ted and I talk about:
- How the nonprofit landscape has become more competitive
- Why nonprofits need a theory of change
- How and when to engage in strategic planning
- How nonprofits can determine if they are applying best practices
- The benefits of a financial model assessment
- How to address common risks involving a board of directors
- And much more
You can listen to the podcast below, or click here.
And you can see all episodes in the "About Risk" series here. And if you want to listen to more podcasts about the evolving nonprofit sector, go here, here or here.
Photo Credit: Patrick Breitenbach
10 Great Social Innovation Reads: March 2016
March was a whirlwind in the world of social change. From successful nonprofit advocacy efforts, to new ways to measure fundraising effectiveness, to finding inspiration in small American cities, to a disconnect between civic engagement funders and activists, to new technology to serve the homeless, and a lot more in between, there was much to read.
Below are the top 10 things that caught my eye in the world of social change in March. If you want to see the longer list, follow me on Twitter @nedgington. And if you want to see past months' 10 Great Reads go here.
- SeaChange Capital Partners put out a stunning report about the depressing state of financial risk management in health and human services nonprofits in New York, but their insights could really be applied sector-wide. As the report cautions: "Trustees must strive to maximize the good that their organization does while managing its risks. Balancing these can be challenging because of the passion they feel for the organization and its mission. Nonprofits lack the indicators of organizational health that reach the directors of for-profit businesses, such as stock prices or credit spreads…In this context, nonprofit trustees in leadership positions must ensure that well thought through risk management processes are in place. In a challenging operating environment, the status quo is no longer acceptable."
- Perhaps help is on the way. A fascinating conversation happened between the head of the Nonprofit Finance Fund, Antony Bugg-Levine and Fred Ali, head of the Weingart Foundation and champion of the movement to cover full costs and give nonprofits unrestricted flexible funding. Ali is a huge proponent of investing in nonprofit capacity, as he describes: "The incessant [funder] focus on restricted programmatic grants has come at a huge cost to our sector. When we were considering a shift to unrestricted grants, we took a look back and found that many times the organizations we were supporting were not producing the outcomes we were looking for because they didn't have the ability to invest in the kind of infrastructure that is necessary to produce those outcomes. So when I hear foundations object to our approach, I have to ask, 'What are you trying to accomplish? Does your grantmaking approach help or hinder the development of capacity and sustainability?' It is pretty clear that we have a lot of nonprofit organizations that are doing incredible work, being asked to do even more work, and they are not getting the kinds of support they need to that work effectively." Yep.
- Pew Research is really knocking it out of the park lately. Every day they come out with fascinating data slices that are relevant and topical. Like their infographic on the 10 demographic trends that are shaping the U.S. and the world, which blew my mind. And if you want to dig into data just on the nonprofit sector, check out this in-depth report from The Bureau of Labor Statistics, which The Nonprofit Quarterly calls "required reading for leaders and board members of nonprofits and philanthropy."
- On Monday, the governors of both California and New York signed legislation raising the minimum wage in their states to $15 per hour. Apparently we have the advocacy efforts of nonprofits to thank for this social change.
- But economics professor Mark Hendrickson doesn't see a lot of value in the nonprofit sector. If you feel like getting justifiably incensed, take a look at his eye-popping read in Forbes where he is responding to what he calls the "turf war" between philanthropy and capitalism. Hendrickson provides many stunning quotes about the nonprofit sector, including this whopper: "Many non-profits do good work (albeit without the efficiencies imposed by the profit-loss calculus). However, they have no moral standing to criticize or condemn those who create the wealth that the non-profits spend. Non-profits essentially are professional mendicants trying to do good with other people's money. It's time for the non-profits to abandon their petty turf war and to muster enough grace at least to keep silent if they can't bring themselves to express gratitude for the dominant, indispensable role of the profit-makers in advancing human welfare." Wow.
- So now that you're mad, let writer James Fallows inspire you. He and his wife Deb have been on a three-year journey across the country visiting small cities to understand what contributes to their cultural and economic resilience. What they found is that despite political dysfunction at the national level, there is some very inspiring progress happening at the local level: from urban renewal, to bipartisan compromise, to educational reform, to state-of-the-art job training and much more. As Phillip Zelikow, a professor at the University of Virginia and quoted in Fallows piece put it: "In scores of ways, Americans are figuring out how to take advantage of the opportunities of this era, often through bypassing or ignoring the dismal national conversation. There are a lot of more positive narratives out there—but they're lonely, and disconnected. It would make a difference to join them together, as a chorus that has a melody."
- And speaking of innovation, some nonprofits have developed apps to better serve the homeless, to varying degrees of success.
- Writing about civic engagement in The Nonprofit Quarterly Austin Belali bemoans the disconnect between those who are leading a new surge in civic movements (like Black Lives Matter) and the philanthropists funding civic engagement efforts, noting: "While the leaders of what could be described as a twenty-first-century movement for inclusive democracy are largely women and people of color, civic engagement philanthropy and the organizational leadership it supports is stubbornly the opposite." And looking at a specific kind of civic engagement (voter turnout among young people), Abby Kiesa and Peter Levine might agree when they argue in the Stanford Social Innovation Review: "We must ask whether society supports youth engagement, and, if it does, how that support can be made equal for all youth, regardless of education, race, and income. We believe that encouraging youth to engage and to contribute their skills and values can help improve the political culture, but major institutions—educational, governmental, political, and civic—must actually want that to happen."
- Adding to what has been a scarce (but hopefully growing) body of research on fundraising effectiveness, The Bridgespan Group released a new study about calculating the fundraising effectiveness of each affiliate within a national nonprofit network (like Big Brothers Big Sisters or the YMCA). They created a calculation they call "share of wallet," which they define as "current fundraising performance compared to fundraising potential as gauged by the pool of donor dollars you draw from." This fairly simple calculation of how much each site raises vs. what is possible to be raised can help a national nonprofit uncover which sites are more successful and why, and then hopefully help lower performing sites raise more.
- And finally, social media maven Beth Kanter urges us all to take a digital detox day. Sounds fantastic…how about a week instead?
Photo Credit: David McSpadden
Social Change Requires a New Nonprofit Leader
Note: Earlier this month I was asked by the Philanthropreneurship Forum to write a piece about nonprofit leadership, which follows. The piece originally appeared on the Forum here.
The new millennium has been a difficult one. A struggling global economy, threatening climate change, crumbling education and healthcare systems, and a widening income gap are just a few of the social problems we face. And as our social challenges mount, and the government increasingly offloads services, the burden shifts to the nonprofit sector.
Now more than ever nonprofit leaders must step up to the plate. In fact, it is time for a new kind of nonprofit leader, one who has the confidence, ability, foresight, energy, and strength of will to find and deliver on solutions. It is time we move from a nonprofit leader who is worn out, worn down, out of money and faced with insurmountable odds, to a reinvented nonprofit leader who confidently gathers and leads the army of people and resources necessary to create real, lasting social change.
In my mind, here is what the new nonprofit leader should look like:
Unlocks the Charity Shackles
"Charity" is more than a word, it's a destructive mindset that keeps the work of social change sidelined and impoverished. "Charity" harkens back to the beginnings of philanthropy, which was largely the purview of women and viewed as tangential to and less valuable than the more important "business" of the male-dominated world. While charity was an afterthought, social change is rapidly becoming an integral part of the economy. As social problems mount, we must shift from the "charity" of our predecessors to an understanding of social change as part of everything we do. And nonprofit leaders must confidently and assertively articulate the critical importance of their work and why it requires real investment, because social change is about changing larger systems. So it takes real, significant investment of resources, not the pennies that charity requires.
Moves From Misplaced Gratitude to Impregnable Confidence
In the nonprofit sector there is such a pervasive power imbalance that misplaced gratitude, or gratitude for acts that are actually NOT helpful, often gets in the way of real work. If a nonprofit leader acts grateful when she should actually voice frustration or disappointment (with a delinquent board member or a meddlesome funder), she is cutting off authentic conversations that could result in more effective partnerships. Nonprofit leaders must rise from bended knee with confidence in themselves, their staff, and their social change work to articulate what they really need. To be truly successful, a nonprofit leader needs a board that will move mountains, donors who fully fund and believe in the organization, and a staff that can knock it out of the park. And they get there by being honest about, not grateful for, the roadblocks in the way.
Lives, Breathes and Leads Strategy
Real social change is only a pipe dream if it is not connected to smart strategy. To get there a nonprofit leader must ask board and staff to answer some key strategic questions like:
- What change do we want to create?
- Where do we fit in the external environment?
- How do we measure if that change is happening?
- What are the right activities to get to there?
- What is the most sustainable financial model to get there?
- What people and networks do we need with us?
These are not easy questions, and finding the right answers is even harder. But that is true leadership.
And part of that strategy may involve a (formerly feared) move into advocacy. 501(c) 3 organizations have long been told to stay out of politics. The myth is that charity is too noble to be mired in the mess of pushing for political change. But the fact is that simply providing services is no longer enough to solve the underlying problems. Nonprofits are increasingly recognizing that they can no longer sit by and watch their client load increase while disequilibrium grows. Nonprofits must (and many already are) advocate for changes to the ineffective systems that produce the need for their existence.
Uses Money as a Tool
Without money, a compelling, inspiring, world-changing vision for social change is only a sentence on paper. As much as we might like to deny it, nonprofits exist in a market economy, and without a smart plan for how a nonprofit will secure and use money there is no mission. So instead of dreaming up magic bullet fundraising schemes, a nonprofit leader must develop an overall financial model for her work that fully integrates with the organization's mission and core competencies. And because money is so central to mission, you cannot make decisions about the organization, about programs, about staffing, really about anything without understanding the financial implications of those decisions.
Embraces the Network
If instead of building an institution, a nonprofit leader built networks, she could be much more effective at creating long-term social change. A true leader leaves her ego, and the ego of her organization aside in order to assemble all necessary resources (individuals, institutions, funding) to chart a path towards larger social change. Instead of thinking just about her organization, her staff, her mission, her board, her donors, the nonprofit leader must analyze and connect with the larger marketplace outside her walls, the points of leverage for attacking the problem on a much larger scale than a single organization can. A nonprofit leader understands that the network approach — particularly for nonprofits that are so resource-constrained — can create a much larger effect than a single entity can.
I believe that what separates great leaders from mediocre leaders is an ability to inspire others to greatness beyond what they thought possible. A true leader asks us to rise above our current circumstances – and in the nonprofit sector where more and more is being asked of organizations with less and less, those circumstances are often dire — to do more and be more than we ever thought possible. It is with that kind of real leadership that lasting social change can happen.
Photo Credit: Chuck Abbe
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(Nov. 12, 2013) -- The UTSA Downtown Campus community honored those who serve and served our country in the armed services at an 11 a.m. ceremony on Veterans Day, Nov. 11.
As military representatives and dependents read the 250 names from the 2013 National Roll Call of those who gave their lives, a bell was sounded in their honor. Each name was read, knowing that they were someone's son, daughter, father, mother, brother, sister, aunt, uncle, cousin, loved one, friend, co-worker, classmate or battle buddy. Each of the fallen leaves behind unfulfilled dreams, and we are humbled by the sacrifice they made.
Additionally, speakers expressed their gratitude and support for veterans who now are UTSA students. At the ceremony, UTSA staff distributed yellow ribbons and provided an opportunity to write thank-you notes to be distributed to veterans across the city.
The UTSA Student Veterans Association, the UTSA Veterans Services Advisory Committee, Army ROTC and Air Force ROTC planned a series of UTSA events for Veterans Day. Paul Benevides, a social work graduate student and the Downtown Campus representative for the Student Veterans Association, took the lead in planning the National Roll call and wreath laying ceremony at the Downtown Campus.
"It's important that we stay connected with our UTSA community because the SVA supports and advocates for the student veterans of UTSA," said Benevides. "The SVA membership was honored to participate in the roll call by calling out the names of service men and women that gave the ultimate sacrifice in serving our country."
The readers of the names of fallen veterans included SVA members Staff Sgt. Julie Gilmore, U.S. Army; military dependent Gary Ibave; Specialist Tessa Marsh, U.S. Army; Hospital Corpsman Second Class Matt Hachman, U.S. Navy; and Petty Officer Third Class Jason Anthony Rose, U.S. Navy.
The historical significance of Nov. 11 is that in the 11th month on the 11th day at the 11th hour, the peace treaty was signed to end World War I, which was called "the war to end all wars."
Originally called Armistice Day to mark the end of World War I, it was changed to Veterans Day in the United States in 1954 to honor all veterans and the war dead.
President Dwight Eisenhower's Veterans Day announcement: "I, Dwight D. Eisenhower, president of the United States of America, do hereby call upon all of our citizens to observe Thursday, Nov. 11, 1954, as Veterans Day. On that day, let us solemnly remember the sacrifices of all those who fought so valiantly on the seas, in the air and on foreign shores to preserve our heritage of freedom, and let us reconsecrate ourselves to the task of promoting an enduring peace so that their efforts shall not have been in vain."
>> View more photos on the UTSA Facebook page.
The UTSA Interactive Technology Experience Center camps are for curious youth who are interested in STEM and related topics. This week, campers will study environmental science, robotics and computer science.
UTSA Main Campus
In four sessions of this weeklong day camp for 9 to 13-year-olds, campers will participate in indoor and outdoor activities while exploring ancient technologies from around the world and the new technologies archaeologists are using to discover them.
UTSA Center for Archaeological Research, Main Campus
Campers will investigate how museums use artifacts, oral histories, and research to unravel stories about our past.
UTSA Institute of Texan Cultures
The exhibit "Girl's Eye View" was produced by students who documented life on San Antonio's East Side with photography, poetry and film.
UTSA Institute of Texan Cultures
Experience a very different summer camp! The UTSA East Asia Institute is teaching kids Japanese through language, culture, art, crafts, music, cooking and more. For kids age 6-12. For more details, email email@example.com.
Main Building (MB 1.126), Main Campus
7 to 12 year-olds will explore Mayan Culture in a three-day sessions, concluding at the Witte museum, where campers will have the chance to see the new "Maya: Hidden Worlds Revealed" exhibit.
UTSA Center for Archaeological Research, Main Campus
Other Calendars
» UTSA Events | » Academic | » Institute of Texan Cultures
The University of Texas at San Antonio is dedicated to the advancement of knowledge through research and discovery, teaching and learning, community engagement and public service. As an institution of access and excellence, UTSA embraces multicultural traditions and serves as a center for intellectual and creative resources as well as a catalyst for socioeconomic development and the commercialization of intellectual property - for Texas, the nation and the world.
To be a premier public research university, providing access to educational excellence and preparing citizen leaders for the global environment.
We encourage an environment of dialogue and discovery, where integrity, excellence, inclusiveness, respect, collaboration and innovation are fostered.


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I secretly like to celebrate my half birthday. And I couldn't be more thrilled to share it with our country's day of mobilization towards a new green economy. Green jobs in fields such as renewable energy, sustainable agriculture and green building, championed by Van Jones and his organization Green For All, will make our economy stronger, greener and make Americans living in poverty part of a revitalized middle class. Today, September 27, is our national day of action to build this new economy. Check out events happening nationwide here. You can start supporting this movement with a simple signature on the petition of Green Jobs Now, to urge our elected officials in the creation of these jobs and a Clean Energy Corps. Then check on Van Jones' new book, "The Green Collar Economy" hitting shelves on October 7th. Plus keep an eye on his co-founder of Green For All, Majora Carter, and her speaking engagements. She is a total star in the truest sense of the word and learning about green collar jobs and how they will change our economy through her is a blessing.
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The 4 Stages of a Good Divorce. A Letter to my Children: You do not come from a Broken Home. Men, Let's Stop Fooling Ourselves: Size Matters. Mom, can I Call her Mom, Too? To the One Who Tried to Break Me. An Open Letter to the Fixers. How your Stored Memories in the Amygdala can lead to PTSD. Jon Stewart makes first appearance since retiring—"it's not your country." Waylon shares 10 transformingly beautiful Quotes about Love. 40 Things I've Learned in 40 Years.


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text: Copyright Information close Fair use rationale: it is a historically significant artwork the image is only being used for informational and educational purposes the image is readily available on the internet the image is a low resolution copy of the original artwork and is unsuitable for commercial use More… WikiArt.org allows unlimited copying, distributing and displaying of the images of public domain artworks solely. We use here Copyright term based on authors' deaths according to U.S. Copyright Law, that is 70 years. In other countries, the duration of copyright term may differ. Please check here copyright length according to your country's legislation before you consider reproducing images borrowed from Wikipaintings.org Artworks protected by copyright are supposed to be used only for contemplation. Images of that type of artworks are prohibited for copying, printing, or any kind of reproducing and communicating to public since these activities may be considered copyright infringement. Kiki Smith FairUse ← → Untitled Kiki Smith Date: 1987-1990 Style: Feminist Art Genre: installation Location: Museum of Modern Art, New York, USA File Source: www.moma.org In this work, twelve water-cooler bottles, silvered to a mirror surface, are each engraved with the name of a different bodily fluid: blood, tears, urine, milk, and more. The piece was inspired, Smith has said, by the medieval book of hours, the volumes of Christian observance that provided "some kind of meditation, something you could think about or believe in," for every hour of the day. Choosing "fluids everyone knows about that come out of the body," Smith found physical substitutes for the intangibles of religious belief. She also created a provocative friction between the scale and uniform shape of the bottles and the intimate and internal processes evoked by the words they bear. For Smith, the human body, even more than human consciousness, is "our primary vehicle for experiencing our lives." A more consistent presence in Smith's art than any format or medium (her materials range from concrete to glass, and she has also produced many prints), the body is a widespread concern in the art of the 1980s and 1990s. This focus is partly aesthetic, reflecting a need to break from immediate precedents—the dematerialized linguistic propositions of Conceptual art, or the hard, machine-made, geometric surfaces of Minimalism. But the period also saw intense public debate on issues of sexuality and health, and on their convergence in the AIDS crisis. Kiki Smith: Artworks by date LIST OF WORKS Featured works (6) All Artworks by Date (46) All Artworks by Name (46) STYLES Feminist Art (42) GENRES animal painting (4) figurative (13) installation (7) literary painting (2) photo (2) sculpture (16) self-portrait (1) Kiki Smith Featured works (6) All Artworks by Date (46) All Artworks by Name (46) Feminist Art (42) animal painting (4) figurative (13) installation (7) literary painting (2) photo (2) sculpture (16) self-portrait (1) Second Choice Smith Kiki Untitled Smith Kiki Untitled Smith Kiki A Man Smith Kiki Worm Smith Kiki Virgin Mary Smith Kiki Untitled (Body Trailing Blood) Smith Kiki Tailbone Smith Kiki Lilith Smith Kiki My Blue Lake Smith Kiki Untitled Smith Kiki Tattoo Print Smith Kiki Little Mountain Smith Kiki Las Animas Smith Kiki Peacock Smith Kiki Blue Girl Smith Kiki Gang of Girls and Pack of Wolves Smith Kiki Cat Smith Kiki Litter Smith Kiki Wolf Girl Smith Kiki 1 Load more


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* 13 big companies agree on uniform say-on-pay resolution
* Cooperation, not legislation, contrasts with U.S. trend
* Nonbinding compensation votes set for 2010
By Andrea Hopkins
TORONTO, Oct 26 Canada's largest companies, including its big banks and insurers, have agreed to give investors a nonbinding uniform vote on executive pay, avoiding the legislative battle facing U.S. shareholders who are trying to have a say on pay.
Thirteen of Canada's largest companies have agreed to allow shareholders to vote on a common resolution on executive compensation, and more are expected to sign up before the annual meeting season begins in the spring, shareholder and investor groups said on Monday.
Stephen Griggs, executive director of the Canadian Coalition for Good Governance, which represents most of Canada's largest institutional shareholders, said he expects the voluntary move by the biggest companies to trickle down to smaller publicly traded corporations.
"The goal is to have every listed company in Canada have a say-on-pay resolution," Griggs said in an interview.
While the resolution is nonbinding, it will be identical at each company, helping shareholders compare pay schemes.
The hot-button issue of pay and bonuses -- particularly at Canada's big banks -- have simmered for years, but popular anger about executive pay is less intense in Canada than in other countries.
The voluntary move by the biggest companies will allow activist shareholders to measure the compensation plans of each, and reject or approve each. It would then be up to the boards of directors -- who are voted into office by shareholders -- to decide whether to approve the pay schemes.
Griggs contrasted the growing cooperation to the uphill battle between U.S. legislators, shareholders and companies to control executive compensation in the United States after a year of government bailouts and bankruptcies.
"In Canada we've been able to work cooperatively between large shareholders and large issuers to develop a level of engagement and a reasonable form of resolution," Griggs said.
While shareholder anger about executive pay in recent years had prompted several companies to promise shareholder votes on compensation beginning in 2010, the fact that the biggest companies are voluntarily signing onto a uniform resolution for those votes takes the pressure off forcing legislation.
In Canada, where regulations vary from province to province and there is no federal securities regulator, legislation would have been a piecemeal and uneven process.
While not all of the 13 companies -- which include seven of the eight biggest seven banks and two big insurance companies -- would confirm they will put the resolution to shareholders in 2010, Canada's No. 2 bank, Toronto Dominion Bank (TD.TO) was among those who said they are ready to recommend its board adopt the resolution.
"It was a very collaborative process and we're very pleased with how this process has gone," TD spokesman Mohammed Nakhooda said. "The policy goes a long way to achieving consistency among Canadian issuers who decide to adopt a say-on-pay vote."
Socially responsible investing company Meritas Mutual Funds said even more companies would probably sign on as the practice goes mainstream.
"It's viewed as good governance," Meritas Chief Executive Gary Hawton said.
Hawton stressed the resolution is not an attempt to take power away from the boards of directors, who have expertise about things beyond compensation. But even if votes are nonbinding, he expects directors to take them seriously.
"If they walk away from (a 'no' vote) and say 'well, this is nonbinding,' they risk wrath of shareholders on reelection, and worse," Hawton said.
Following is a list of companies who have signed on to the "say-on-pay" vote, according to shareholder group Share:
Bank of Montreal (BMO.TO)
Bank of Nova Scotia (BNS.TO)
BCE Inc (BCE.TO)
Canadian Imperial Bank of Commerce (CM.TO)
Industrial Alliance Insurance (IAG.TO)
Laurentian Bank of Canada (LB.TO)
Manulife Financial Corp (MFC.TO)
National Bank of Canada (NA.TO)
Potash Corp (POT.TO)
Royal Bank of Canada (RY.TO)
Sun Life Financial (SLF.TO)
Toronto Dominion Bank
TMX Group (X.TO) (Reporting by Andrea Hopkins)
Trending On Reuters
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Measuring and evaluating academic innovation


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Weather News
QLD baking in record September heatBen McBurney, Wednesday September 25, 2013 - 17:44 EST
Parts of Queensland are having their hottest September days on record.
A low pressure trough residing over the state's interior is filtering in an unseasonably hot air mass, bringing several days of extreme heat.
Today has been the hottest of this spell so far, with a number of September records being broken over the inland. For many places, this was also the hottest day since January.
Charleville reached 39 degrees today, its hottest September day in 70 years of records breaking the 38.5 set in 1988. Mount Isa maxed out at 39.8 degrees, equalling its hottest September day in 45 years of records.
Roma reached 39.6 degrees, its hottest September day in at least 20 years, while Emerald Airport soared to 38.9 degrees, its hottest September day in 32 years of records.
Further records are likely to be broken tomorrow, although the focus of the heat will be a little further east.
Rockhampton is in danger of breaking its all-time September record tomorrow of 37.1 degrees, with a forecast maximum of 37 degrees. Gatton's September record of 38.5 degrees is also at risk of being broken, with a forecast of 38 degrees.
Brisbane is predicted to reach 33 degrees tomorrow, which will make it the first time the city has seen three consecutive days of at least 31 degrees in September since 1965. This could also be Longreach's third day in a row in excess of 40 degrees, which would be a September record.
The heat should begin to shift north from Friday, ending the south's extreme heat, however places such as Rockhampton and Richmond will still see temperatures close to record territory.
The air mass will begin to cool a little more over the weekend, however much of the state can still expect temperatures several degrees above average.
- Weatherzone
© Weatherzone 2013
More breaking news
ABC News
Sydney Morning Herald
National Nine News
News Limited
Weather News
NSW's Riverina sees a wet and warm month
For the Riverina area, July turned out to be consistently wet and warm.
Workers stem flow of water into flooded Myer redevelopment site in Hobart
Builders at the flooded Myer redevelopment site in Hobart have been able to stop water flowing into retailer's Liverpool Street store.
NSW foggy facade
Parts of New South Wales woke to a blanket of low cloud and fog this morning, reducing visibility dramatically.


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Sour Cherry Muffins
|Pitted sour red cherries
|1 Pound, drained (1 Can)
|Sifted regular all purpose flour
|2 Cup (32 tbs)
|Double acting baking powder
|3 Teaspoon
|Granulated sugar
|1⁄2 Cup (8 tbs)
|1⁄4 Teaspoon
|3⁄4 Cup (12 tbs)
|Grated lemon peel
|1 Tablespoon
|Lemon juice
|2 Tablespoon
|Melted butter/Margarine
|1⁄4 Cup (4 tbs)
|1 Tablespoon
1. Start heating oven to 375°F. Grease well 12 2 1/4-inch muffin-pan cups.
2. Pat cherries dry on paper towels.
3. Sift together 2 cups flour, baking powder, sugar, and salt.
4. Beat egg with milk; add to flour mixture, stirring until just blended. Now stir lemon peel and juice into melted butter; quickly blend into flour mixture.
5. Mix cherries with 1 tablespoon flour until coated; then fold carefully into batter. Divide batter evenly among prepared muffin-pan cups.
6. Bake 30 minutes, or until golden and puffy. Serve warm, spreading with butter or sour cream.
Rate It
Nutrition Rank
Nutrition Facts
Serving size: Complete recipe
Calories 2161 Calories from Fat 513
% Daily Value*
Total Fat 58 g89.7%
Saturated Fat 33.2 g165.9%
Trans Fat 0 g
Cholesterol 344.5 mg114.8%
Sodium 1832.2 mg76.3%
Total Carbohydrates 375 g125.1%
Dietary Fiber 16.2 g64.6%
Sugars 149.8 g
Protein 44 g88.9%
Vitamin A 152% Vitamin C 130.8%
Calcium 147.1% Iron 92%
*Based on a 2000 Calorie diet


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Join us for regular weekend family workshops, where we invite families to be creative and learn together, alongside artists, illustrators and designers. Explore Somerset House and our exhibitions and displays though an exciting range of activities, from painting and model-making to fashion design and animation. Each workshop is designed to inspire and encourage creative discovery, and spark fresh activities to try at home.
Here's what people have been saying about our workshops:
Allowed children to be very creative... Great quality materials.
Excellent staff - encouraging and creative.
Super activities.
A fantastic day out!
(PG, 86 mins)
A beautiful and stirring animated feature from director Brad Bird, who went on to direct The Incredibles and Ratatouille for Pixar. Inspired by the Ted Hughes book of the same name, and with strong echoes of Spielberg's E.T., the film tells the story of a young boy who befriends a gentle-giant robot that he discovers in a junkyard. Some traditional hand-drawn animation helps to bring a warm, homemade feel to this family-friendly adventure.
Radical Robots
Embrace your inner automaton, and design and make the robot you'd like to see, or even be. Be inspired by robot heroes past and present of the big screen, before making your costume come to life with nuts, bolts and superhuman skills. In association with this summer's Behind The Screen programme.
A must-see science-fiction favourite featuring the famous Robbie the Robot, one of the genre's most instantly recognisable icons. When a scientific colony on a distant planet falls silent, a crew of space explorers goes to investigate. What they discover bears a striking resemblance to Shakespeare's The Tempest, albeit done in classic 50s sci-fi style with a rampaging monster, innovative special-effects and a wonderful - and rather cool - electronic score.
Join us every weekend in the Treasury to take part in Utopia 2016 a year of imagination and possibility.
Make & Do with the Treasurers: fun and creative activities that explore utopian ideas from the past, present and future. Suitable for all ages, materials provided.
Tell us about your Utopia; contribute a post it note with your thoughts and help us to disseminate lessons for how we might live, make, work and play better.
Meet the Treasurers; have a chat about the original text Utopia by Thomas More and the Utopia 2016 programme.
Or simply relax and enjoy the Treasury; browse our micro library of Utopian literature and play songs on A Jukebox of People Trying to Change the World by Ruth Ewan.
Activity Sheet
The spirit of the River Thames runs through Somerset House, in fact the river used to flow directly into the building before Victoria Embankment was built. When entering the building via the Great Arch you can see Somerset House's unofficial mascot: Father Thames, London's own watery guardian, overseeing the river from its source all the way through London to where the river meets the sea.
Click here to download our ather Thames Activity Sheet
Suitable for families with children aged 6-12years.
If you would like to find out first about events, see pictures from workshops or if you've already enjoyed a workshop, why not like Somerset House Learning on Facebook?
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Somerset House supports the 2010 Kids in Museums Manifesto: