Carlos Serrano-Cinca, Yolanda Fuertes-Callén & Beatriz Cuéllar-Fernández, University of Zaragoza, Spain.
Mission drift is a popular research topic with respect to non-profit organizations and, in particular, microfinance institutions (MFIs). The need for many microfinance institutions to generate profit often leads these institutions to lose sight of their social mission. The consequences of mission drift for borrowers and MFIs have been extensively studied. Mission drift usually reduces outreach, can be detrimental to the poorest borrowers, harmful to women, and disappointing to donors and social investors. However, the effects of mission drift on other stakeholders (employees, government, micro-savers, and banking creditors) have been insufficiently studied, a gap that our study seeks to address.
The nonprofit starvation cycle was named by Ann Goggins Gregory and Don Howard in a popular article in the Stanford Social Innovation Review in 2009. They did a lot to put the ideas on the map, but they are not the originators of the cycle. All the credit for the nonprofit starvation cycle goes to a guy named Ken Wing. Ken Wing? Yes, Ken Wing.
You’re maybe familiar with that SSIR article, or have heard the starvation cycle described. The idea is that too many nonprofits spend too little on administrative capacity like human resource and financial systems, information technology, and fundraising. Their low spending on these overhead costs (or, *ahem* fudging on how they report their spending) reinforces expectations among funders that non-program costs are not essential. This circles back to further disinvestments in administrative capacity.
I was working with Ken Wing when he first articulated his “circle” idea in the mid-2000s. He’s never gotten the credit he deserves for ideas that have been pretty popular over the past couple decades. I’m hoping that changes with publication of a new NVSQ article (ChiaKo Hung, Mark Hager & Yuan Tian), which features the unearthing of the “Wing Model.” However, you don’t get the full rundown of the genesis of model in that paper. So, I thought I’d Zoom with Ken and get more of his recollection.
By Liz LeClair, CFRE. Chair, Women’s Impact Initiative (Association of Fundraising Professionals)
I am a fundraising practitioner with more than 15 years of experience in the charitable sector in Canada. I am also a survivor of workplace sexual harassment and sexual assault by donors. I have been a vocal advocate for safe workplace training as women in the fundraising sector are routinely placed in extremely vulnerable situations to do their jobs. Sexual harassment, bullying, and other inappropriate behaviours against front-line fundraising staff is a serious issue that must be addressed.
I first wrote about my personal experience being sexually assaulted and harassed by donors in January 2019 for the Canadian Broadcasting Company (CBC). Over the last two years I fought my former employers, and a major corporation, to hold an individual accountable for sexually harassing me over a period of four-and-a-half years. In a follow up piece in May 2021, the CBC did an extensive report on how my former employers, and the human rights system, failed.
By Erynn E. Beaton and Megan LePere-Schloop,Ohio State University.
We might not expect nonprofit organizations to be sites of sexual harassment – after all, they exist to do good. However, several high profile examples surfaced during the #MeToo movement, and surveys and polls suggest sexual harassment is widespread. For instance, our own research suggests that 75.8% of fundraisers have experienced sexual harassment ever in their career and 42.1% have experienced it in the past two years. Another survey suggests 55% of female humanitarian workers endure persistent sexual advances by a male colleague. The question is: What can nonprofits do to prevent sexual harassment from occurring in their midst?
To answer this question, you might run a quick Google search and spend hours reading about what the best practices are. Well, we’ve done that for you – and we compare the recommendations you would find to the research so that only validated practices are included. What we found is a set of seven overarching best practices, which we summarise below. Each of these best practices are undergirded by several specific measures that can be taken (see fullarticle).