"Turning Outsiders Into Insiders"

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+“Turning OutsidersInto Insiders”Reggie WooleryArts4Good

+Turning Outsiders into Insiders


1. Thinking about our Business Model – Participation

2. Thinking about our Resource Strategy – Financials

3. Thinking about Branding a Program - Communications


“In order to run a successful nonprofit you need a compelling cause. But let’s face it, some causes like some products are simply more compelling than others.

Just because YOU are passionate about a certain issues, ideology or identity doesn’t mean people will pay for it and or work with you to realize your vision. If you want donors and volunteers to jump out of bed in the morning to help you, you’ve got to have a compelling cause.” -- www.marketingfornonprofits.org


+Turning Outsiders into Insiders 1. Thinking about our Business Model – Participation

Q1. If you could choose, which would benefit your program more?

More money OR more volunteers.

Q2. Which would benefit your program more?

More money OR more exposure.

Q3. What would you do with more Money?

Create more programs. Give raises to staff. Fund start-up loans.

Q4. What could you do with 500 volunteers?

Get more exposure and raise more money.


Maybe what you need is more PARTICIPATION? Are people ‘engaged’ with your organization?

Is there an opportunity to develop ‘participatory’ programs?


Case Study: HABITAT FOR HUMANITY

If you were to evaluate Habitat only by the number of houses it built, you might be underwhelmed. Their true goal is elsewhere.

They give people the opportunity to say, “We helped build that house.”

Habitat for Humanity International is one of the most successful nonprofits of our time – although not for the reasons we might think.

Profile: - $1 Billion budget - Top 25 Chronicle of Philanthropy 400 Built 200K houses in 100 countries.



The mission of Habitat for Humanity International is to eliminate poverty housing and homelessness from the face of the earth by building adequate and basic housing.

To do this:

They inspire hundreds of thousands of middle-class volunteers to help build Habitat houses – to change how they think, how they act, and how they vote.


+Turning Outsiders into Insiders 1. Thinking about our Business Model –

ParticipationHabitat for Humanities, business model: Engagement

Volunteers Build Houses

Alongside Sweat Equity by Homeowner

Hands-on approach

Concrete results


Habitat for Humanities, business model: Engagement

They actively mobilize the public for greater social change.

Individuals receive something in return:

They are connected, inspired, and transformed in the process of working for a cause.




It’s not that they don’t ask donors to attend dinners and ask volunteers to help with mailings as everyone else does. But they transcend these more mundane tactics and create opportunities for people to actively participate and to experience what the nonprofit does.

They make it an organizational priority, carefully crafting a strategy for engagement and deliberately committing the time and resources to create meaningful relationships.



Communicate your values: Share your mission, vision and values, not through marketing, but through messaging and storytelling

Provide meaningful experiences: Create interactive, sensory, consumer experience with your product or service

Enlist High-profile evangelists: They attract attention, create legitimacy and serve as powerful role models, taking the organization to the next level.

Develop a community: Build a community, social networks committed to the organization. These later can be leveraged for even greater good.




“Habitat has not chosen the easiest way to build houses.” says Eric Duell, an international partner. “The easiest way is like the construction companies do it, with paid skilled labor and lots of it. Habitat does not work this way because the ultimate goal is not the house, but [to transform] the people who participate in the building of that house, the families who will live in that house, and the society that they are a part of.”

+Turning Outsiders into Insiders 2. Thinking about our Resource Strategy – Financials Engaging individuals can also be central to a group’s

resource strategy. Large numbers of individual donors can provide a

relatively stable, sustainable, and flexible funding base, unlike such sources as the government or grants from foundations and businesses, which usually come with restrictions.

Give BIG is a great opportunity to cultivate younger, mobile-friendly donors; also regional, national and international support!

+Turning Outsiders into Insiders 2. Thinking about our Resource Strategy – Financials

Article #1 Fundraising Isn’t About Money…Neither is Giving Simone Joyaux, April 24, 2015

“Giving is about the hearts and minds and values of donors. And donors are the heroes of the story.

How good a story listener are you? How about your board members and your staff? How effectively do you celebrate your donor heroes? How effectively do you tell their story?”

+Turning Outsiders into Insiders 2. Thinking about our Resource Strategy – Financials

Article #2 Nonprofit Donor Newsletter brings in $2M / The Power of Storytelling

“In 2012, the Nashville Rescue Mission served over 665,000 meals and provided over 220,000 nights of safe shelter to those in need. The Mission doesn’t receive any government funds and in fact, over 85% of funds come from individual donors. The Mission exists simply through the generosity of donors.

I started working for Nashville Rescue Mission in 2008. My focus then and still is, to tell the Mission’s story. So what does that mean? Well, because of the support of donors, the Mission provides services that change people’s lives.”

+Turning Outsiders into Insiders 2. Thinking about our Resource Strategy –

Financials

“We are talking about lives changed from homeless to hopeful, from addicted to recovered, from broken to made whole. The people who support the work of Nashville Rescue Mission want to know, and need to know their gifts make a difference in the lives of the people who are hungry, homeless, hurting and in need.

My job is to make sure these stories are told in newsletters, annual reports and any other marketing communication pieces (including press releases, emails and on the web).” -- Pamela Grow, August 13, 2013


+Turning Outsiders into InsidersArticle #3

“Three Ways to Engage Millennials”

Stanford Social Innovation Review

+Turning Outsiders into Insiders-- Kathleen Kelly Janus

“In 2004, I co-founded Spark (www.sparksf.org) a nonprofit organization to support global women’s issues. Starting with six women in our 20’s, Spark is now a network of 11,000 members and the largest network of millennial donors in the world.

Over the past ten years we have raised more than $1.5 million in relatively small contributions (for our causes).”

http://www.sparksf.org/

+Turning Outsiders into Insiders1. Create various channels for engagement. “Millennials want to see a variety of ways to get

involved in an organization. When we asked Spark members why they join, they all say the same thing: They want to be involved. And yet when we dive deeper to understand what they mean by involvement, the answers run the gamut – from donating $10 to running a committee.

Thus, we’ve created many opportunities for our members to contribute. By providing a broad buffet of options for involvement, nonprofit organizations allow members to customize their participation satisfying the millennial desire to get the hands-on experience they want.”

+Turning Outsiders into Insiders2. Develop networks. “Millennials are pioneers of social networks for social change. They like to make their own decisions and take ownership over their results. How does a nonprofit create a network for millennials to experience a more structured donor community? By facilitating the building of connections, both in-person and online.

These in-person interactions allow our members to feel like they are part of a cause that is bigger than themselves, a key millennial desire. We also have an extensive online presence, through FB, Twitter and wiki-sites, which provide additional touch points. As a result, we’ve been able to grow into a network of 11,000 members with just two staff people.”

+Turning Outsiders into Insiders3. Talk about multiple social issues. “Millennials tend to be concerned about many social issues. When surveyed, young adults between the ages of 20-28 cited eight issues they cared about the most. This is in part because they perceived that the underlying causes of social problems are complex and that many problems are interrelated. It’s therefore crucial for nonprofits to address multiple issues and their interconnectedness.”

+Turning Outsiders into Insiders3. Thinking about Branding a Program - Communications

Chronicle of Philanthropy, March 09, 2015Case of Share our Strength“Reaping Big Rewards by Doing the Unexpected”

“What has always been most expected of us is helping to feed hungry kids. That’s our highest priority. But scaling our efforts to reach as many of those hungry children as possible required doing what was least expected of us: investing funds in building the brand of our No Kid Hungry campaign - precisely the kinds of expenditures in marketing, communications, and promotions that give donors pause and may mean feeding fewer people in the short term. But what we learned is that a better-known and better-trusted brand attracts more supporters and yields record levels of funding support and thus greater impact.”


“In 2008, when our strategy shifted from grant making to helping coordinate and support a campaign to end childhood hunger, we needed a more accessible way of describing our new approach. Our board of directors understood that like most enterprises, whether profit or nonprofit, brand building was not an expertise of ours.

They urged us to spend money we did not have to hire a branding and communications firm. Though that seems counter to the more conservative approach one might expect from a traditional board, our board of businesspeople believed if you had a story to tell, a story that could help more children, you had an almost moral obligation to tell it.”


The firm we hired, SS&K, helped us see the power in the clarity and simplicity of the words No Kid Hungry. No Kid Hungry said what we were about and what we aspired to achieve. We put those words on everything we did, everywhere we could.

We made subsequent investments internally in brand and communications expertise, including the creation of a chief communications and brand officer position. Most importantly, we worked to make sure all of the activities of the organization, all that we were spending money and time on, were aligned with that priority of ending childhood hunger.


As consumers began to recognize the No Kid Hungry brand, corporate partners and brands outside of our traditional culinary-industry sweet spot became interested in working with us. For example, we developed highly successful partnerships with Uber, American Girl, and Citi to name a few. As our revenues nearly doubled from 2008 to 2014, we saw dramatic program impact.

In collaboration with numerous local partners, we saw participation in school-breakfast programs reach its highest levels in history. Six of the 10 states with the greatest increases in summer meal participation were states in which we’d waged No Kid Hungry campaigns. Governors of both parties embraced our work, including Republican Gov. Brian Sandoval of Nevada and Democratic Gov. Terry McAuliffe of Virginia.


“Most successful businesses – like Apple and Walmart – would not conceive of scaling up their potential without investments in their brand and the lift it gives to their products.

Nonprofits need to think that way as well and get past the misperceptions that investing in brand somehow takes away from their mission rather than advancing it.”

Case of Share our Strength“Reaping Big Rewards by Doing the Unexpected”

+Turning Outsiders into Insiders3. Thinking about Branding a Program – Communications

Example of FSA Mobile Fresh

Family Service Association of Moreno Valley that grew one of its new programs into a cause. It grew out of their work providing food.

Their Senior Nutrition program provided over 600,000 warm meals annually either at their centers or direct to homes. Their Commodities program assisted 200 families having emergency needs with grocery gift cards.



Through everyday services provided to FSA clients, staff saw that the recent recession had exacerbated problems related to eating healthy.

(1) Many of FSA’s clients lived in Federally recognized food deserts where the closest place to buy grocery was a local convenience store. Many of these don’t have fresh produce.

(2) Seniors and those shut in are unable to get out shopping as often as they needed or wanted to.



Program staff came up with the idea of a delivery vehicle that could go to neighborhood locations like a mobile farmers market and sell fresh produce. This produce was purchased at discount providing financial value and great nutrition.

The program began with a van with EZ-Up tent that traveled between 6-10 sites. The success and customer friendly nature of the program led to coverage by Press Enterprise and later ABC7 as well as NBC.



FSA upgraded their vehicle from a van to a retrofitted commuter bus given by the RTA.







+Turning Outsiders into InsidersExample of FSA Mobile Fresh

-Attending Conferences-Post messages on Social Media



Initial grants came in from Kaiser Permanent, Cal Freshworks and $50k from Walmart to have their logo on the vehicle. After the launch and rollout of the new retrofitted bus, ABC7 came out interviewed customers at the Country Village Senior Apartments in Jurupa Valley.

The benefit of this program is that it is very visual and fun while being effective; perfect for PR and highlighting our customers. After this, more small grants came in for Mobile Fresh for $5K, $10K, $25K and $50K.



In June of the first year, a grant application went into NBCUniversal. Their foundation awards innovation grants to nonprofits working in 10 urban markets including New York and Los Angeles, Chicago and Philadelphia.

In December 2014, FSA received notice that Mobile Fresh had been awarded $100K for nonprofit social innovation in the Los Angeles market for providing creative solutions to pressing social problems!


Family Service Association staff with Mobile Fresh and NBCUniversal $100K check for Nonprofit Social Innovation


“Visualize Impact”


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"Turning Outsiders Into Insiders"