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How nonprofits can thrive in challenging times

The four organizations receiving the Allen Foundation’s first annual Creative Leadership Awards reflect five basic leadership principles.

Sustaining a nonprofit is a new kind of challenge these days. Reports from The Chronicle of Philanthropy, the National Council of Nonprofits, and Guidestar regularly and urgently tell nonprofit leaders that American attitudes, needs, and patterns of charitable giving are changing. It’s not only because of a stubborn recession. The U.S. economy is undergoing a structural reset, federal and local governments have cut longstanding commitments to nonprofit funding, demographics are shifting, and new technologies are revolutionizing the ways we live, learn, and work.

What kinds of leadership help nonprofits thrive in a world marked by such changes? The Paul G. Allen Family Foundation has been exploring this question. On Thursday (Nov. 1), the foundation announced the first in an annual series of Creative Leadership Awards (CLA) to Pacific Northwest organizations that have demonstrated what it views as exemplary success in adapting to changing times.

Four recipients — Deidre Holmberg, principal at Delta High School in Richland, Washington; Sandra Jackson-Dumont, deputy director of education and public programs at Seattle Art Museum; Literary Arts in Portland, Oregon; and Portland YouthBuilders — were selected from among 134 nominees gathered through a public process open to nonprofits in five Pacific Northwest states. Each recipient organization will receive $50,000 from the foundation.

“Too much in the media was about what wasn’t working,” said Sue M. Coliton, Allen Foundation vice president. “We wanted to shine a light on what was.” CLA recipients combined originality of thinking with extreme practicality and diligence shaped by a clear sense of mission and purpose, she said. “It was a combination of lack of fear — seeing uncertainty and change as opportunities — and doing it in a very informed way.”

The work of award recipients reflected five principles the Allen Foundation sees as central to creative leadership in the Pacific Northwest. Below are notes on how each principle is reflected in the work of one or two of the four recipients, and then on how the principle informs operations at other nonprofits in the Puget Sound region that I happen to know through my writing or volunteering.

"A clear purpose and compelling vision" come first, of course. This principle is embodied today in leaders who “regularly ask themselves why they and their mission are relevant in this place and time,” said Coliton. For instance, CLA recipient Deidre Holmberg leads “a new kind of school” designed around a vision of education for the 21st century. Delta High is grounded in hands-on learning and real-world experiences combined with rigorous academics. Teachers collaborate, and the school partners with businesses and other local entities to give students learning opportunities in the wider community, Coliton said.

Similarly, Creative Leadership Award recipient Sandra Jackson-Dumont of SAM “has a very strong vision of what the museum can be in the future and how the museum can be part of the fabric of the community,” said Coliton. Using a variety of approaches that include young people in the planning, Jackson-Dumont has boosted the size of young audiences at the museum. For instance, she has created special night-time events such as Remix, a late-night occasion that attracts youth with its combination of music, socializing, art-making, and exhibit tours led by local celebrities and artists. According to Coliton, Jackson-Dumont “sees the museum as a citizen of the city.”

Clarity of purpose and a timely relevance of vision have strengthened Plymouth Healing Communities, too. PHC provides housing and companionship for formerly homeless individuals with mental illnesses. At a time when homelessness is rising and American life is increasingly fast-paced, stressful, and individualistic to the point of social fragmentation, companionship helps people with mental health issues move toward recovery and a better quality of life, said executive director Gary Southerton. PHC’s trained volunteers form individual relationships with each vulnerable client so that each has a stable personal connection for sharing activities offered in the city’s theaters, parks, and concert venues, or just cups of tea at a friendly café. The critical relevance of PHC’s mission has enabled this nonprofit to grow staffing in response to increased need during a time of economic decline, said Southerton.


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Comments:

Posted Sat, Nov 10, 7:02 p.m. Inappropriate

The number of nonprofits rose dramatically in the go-go-go years since the late 1980's. There are far too many duplications, and too many that exist but caonnot find proof they accomplish. When salaries out percentage programs, that's a problem.

Will the majority of nonprofits survive? Doubtful, unless they merge and join forces,and focus. Darwins' theory always works, survival of the fittest, the most needed, or the smartest and sometimes it boils down to survival of the most cagey, the quick.

Lean, mean, and earning (ie, results focused) $$$$ funding must rule. Nothing is for free, and nothing is sacred. This recession isn't over by a longshot.

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