The Ultimate Guide to Charitable Donations

Ultimate Guide to Charitable Donations Image

You are interested in giving to charity. But you might not know exactly where to start. What are the rules around tax deductions? What organizations are true charities? And how can you be sure your money is being used effectively? This Ultimate Guide to Charitable Donations will walk you through all the ins and outs of charitable giving, specifically from an individual donor perspective. 

What follows is a step-by-step process for making sure your hard-earned money supports the causes and organizations that mean the most to you.

If you don’t have a lot of time, and you’re just looking for how to find out a specific charity is eligible for tax-deductible donations, download a comprehensive list here.

 

Topics covered will include:

1.  Charitable donations market and trends

2.  Tax deductions: rules and watch outs

3.  How to choose a charity

4.  How to tell if a charity is legitimate

5.  How much to give and to which cause

6.  Which platforms to use to make charitable donations

This guide will discuss donations, primarily from a cash perspective. To dive into specifics around donating physical goods, check out this guide by Beverly Bird at the Balance.

For a comprehensive guide on volunteering your time visit this blog post from Zelos, and for a guide on volunteering your time abroad, Kiersten Rich runs an excellent blog called The Blonde Abroad full of details based on her personal experience.

And if you’re a nonprofit leader, you may do better to refer to Spera Connect’s Ultimate Guide to Nonprofit Fundraising.

Hopefully, this guide to charitable donations can serve as a decision guide for your philanthropic efforts. Whether big or small, new or experienced donor, your efforts go a long way toward making our world a better place!

Because nothing remains static, as you’re reading this, if you come up with new ideas or things that should be added to this guide, please contact us to contribute to an update to the article.

1. Charitable Donations Market and Trends

Americans donated almost $450 billion in 2019 to charitable causes, according to the National Philanthropic Trust. To understand the magnitude, the 1.5 million public charities registered with the IRS spend approximately $2 trillion per year – this means almost a quarter of all expenses are enabled by donations.

Of this, approximately 70% of charitable donations came from individuals, while 13% came from corporations and 3% from foundations. High-net-worth individuals average almost $30,000 per year, while general population households give closer to $2,500.

Where do charitable donations go?

 
Giving USA Trends Image
Source: Giving USA

According to Giving USA:

Giving to religion increased 2.3% between 2018 and 2019, with an estimated $128.17 billion in contributions. Adjusted for inflation, giving to religion was essentially flat, increasing 0.5% in 2019.

Giving to education is estimated to have increased 12.1%, to $64.11 billion. Adjusted for inflation, giving to education organizations increased 10.1%.

Giving to human services increased by an estimated 5.0% in 2019, totaling $55.99 billion. Adjusted for inflation, giving to human services organizations increased by 3.1%.

Giving to health organizations is estimated to have increased by 6.8% to $41.46 billion, an increase of 4.9%, adjusted for inflation.

Giving to public-society benefit organizations increased an estimated 13.1%, to $37.16 billion. Adjusted for inflation, giving to public-society benefit organizations grew 11.1%.

Giving to arts, culture, and humanities is estimated to have increased 12.6% to $21.64 billion. Adjusted for inflation, giving to the arts, culture, and humanities subsector increased 10.6%.

Giving to environment and animal organizations is estimated to have increased 11.3%, to $14.16 billion. Adjusted for inflation, giving to the environment/animals subsector increased 9.4% percent. This marks the category’s sixth consecutive year of growth.

A donor profile

The average donor in the United States is 64 years old and makes two charitable gifts a year. Additionally, data by Double the Donation indicate:

–  31% of worldwide donors give to organizations located outside of their country of residence.

–  Female donors are more likely to make a donation because of social media marketing, while male donors are more likely to give because of email messages.

–  Generational differences between donors can have considerable impacts, as well, as evidenced in the findings to the right.

–  67% of worldwide donors also choose to volunteer locally in their communities, and 56% regularly attend fundraising events.

How does giving look by generation?

Millennial Charitable Donations (born 1981-1996)

  • Make up 25.9% of US population
  • 40% are enrolled in a monthly giving program
  • 46% donate to crowdfunding campaigns
  • 16% give through Facebook fundraising tools
  • 55% attend fundraising events
  • 11% of total US giving comes from Millennials
  • 84% of Millennials give to charity, donating an annual average of $481 across 3.3 organizations
  • Millennials are active on their phones and respond best to text message and social media, but rarely check personal email or respond to voice calls
  • Millennials are most likely to contribute to work sponsored initiatives, donate via mobile and watch online videos before making a gift

Gen X Charitable Donations (born 1965-1980)

  • Make up 20.4% of US population
  • 49% are enrolled in a monthly giving program
  • 45% donate to crowdfunding campaigns
  • 19% give through Facebook fundraising tools
  • 56% attend fundraising events
  • Gen Xers are most likely to fundraise on behalf of a cause, make a pledge, and volunteer their time to an organization
  • Gen X prefers text messages or voice calls. These donors regularly check email and stay up to date on social media feeds
  • Email prompted 31% of online donations made by Gen Xers

Baby Boomer Charitable Donations (born 1946-1964)

  • Make up 23.6% of US population
  • 49% of Baby Boomer donors are enrolled in a monthly giving program
  • 35% donate to crowdfunding campaigns
  • 21% give through Facebook fundraising tools
  • 58% attend fundraising events
  • 24% of Boomers say they were promoted to give an online donation because of direct mail they received
  • 72% of Boomers give to charity, donating an annual average of $1,212 across 4.5 organizations
  • Boomers answer voice calls, check email regularly, and also use text messaging and social media; though initially slow to adopt new technology, they take to it quickly once they do
  • Boomers are most likely to make recurring donations on a monthly, quarterly or yearly basis

Greatest Generation Charitable Donations (born before 1946)

  • Make up 11.8% of US population
  • 30% of donors aged 75+ say they have given online in the last 12 months and on average give 25% more frequently than younger generations
  • 88% of the Greatest gen gives to charity, donating an annual average of $1,367 across 6.2 organizations
  • They represent 26% of total US giving
  • Greatest prefer voice calls and direct mail; these donors are late adopters of email and do not typically use text messaging or social media
  • Greatest are most likely to give through direct mail campaigns and donate physical goods
Global trends in giving by generation graphic
Source: 2018 Global Trends in Giving Report, by Nonprofit Tech for Good

2. Charitable Donations and Tax Deductions

As you explore your giving options, pay attention to tax implications. A strong incentive for many, donations are often tax deductible for donors, and as a result, more giving occurs in December than any other month – to prepare for tax season.

What do tax rules mean for you?

Donations to qualified charities are tax-deductible expenses that can reduce your taxable income and lower your tax bill. You must itemize your tax deductions to claim them, however, and this is typically in your best interest only if the total of all your itemized deductions exceeds the amount of the standard deduction you would receive for your filing status.

Note: not ALL organizations are eligible to receive tax exempt charitable donations.

Tax law classifies charities and nonprofits according to their mission and organizational structure. Each group must register with the IRS for the section of the law that applies to it.

Religious and charitable organizations typically fall under section 501(c)(3) and can receive tax-deductible donations.

Not every section allows these deductions. For instance, social welfare and civic organizations registered under section 501(c)(4) don’t qualify.

However, two types of 501(c)(4) organizations—veterans’ organizations with 90% war vet membership and volunteer fire departments—do qualify for charitable deductions.

Because the IRS allows deductible donations to some entities that are not registered as a 501(c)(3), donors can get confused.

For example, taxpayers often have the mistaken belief that civic and employee associations, such as certain retired worker associations and sports groups, qualify as charitable groups.

Asking the organization about their qualification before making a contribution is recommended.

TurboTax provides additional ground rules that are helpful for determining if your gift is tax deductible, and this quick article is worth your time if unsure of your potential gift’s status.

To determine if a specific organization is eligible for tax deductible gifts, consult the Internal Revenue Service database, which is regularly updated with nonprofit statuses. Click on the download for Publication 78 Data.

Charitable Contribution gif
Source: The Balance

How to claim a deduction

William Perez in The Balance offers great insight on how to claim your tax deduction:

You can claim a tax deduction for charitable giving on Schedule A.2 The total of Schedule A then transfers to line 9 of the Form 1040. You’d claim the total of your Schedule A deductions in lieu of claiming the standard deduction. You can’t itemize and claim the standard deduction as well.

The schedule isn’t just for claiming charitable donations. It includes and calculates all itemized deductions you’re eligible for. Other possible itemized deductions include things like medical and dental expenses you paid for yourself or for your dependents over the course of the year, including insurance premiums. They also include state and local taxes you might have paid and home mortgage interest.

Tax deduction brackets

Rules for claiming the charitable tax deduction

The IRS imposes several rules for claiming a deduction for charitable contributions:

You must actually donate cash or property. A pledge or promise to donate is not deductible unless and until you actually pay.

You must contribute to a qualified tax-exempt organization.4 Charities will let you know if they have 501(c)(3) tax-exempt status, but some organizations, including churches and other religious organizations, are not required to obtain 501(c)(3) status from the IRS. They count as qualified charities regardless, as do certain trusts and non-profit volunteer fire companies. The IRS provides a search tool so you can check the status of an organization you’re considering donating to, or check with a tax professional.

You must meet several recordkeeping requirements. This includes saving canceled checks, acknowledgment letters from the charity or charities, and sometimes appraisals that confirm the value of donated property.

Keeping records of your charitable donations

Your written records must indicate the name of the charitable organization, the date of your contribution, and the amount that you gave.

Canceled checks work well because the name of the charity, the date, and the amount of the gift all appear there. Bank statements are good, too, when they show a gift paid by debit card, and credit card statements work when they show this same information.

Charitable organizations will often provide donors with written letters of acknowledgment or receipts. The IRS can disallow charitable donations of $250 or more if you don’t have a written acknowledgment from the charity to document your gift, in addition to your other records.

Limits on your charitable contribution deduction

Generally, you can deduct contributions up to 30% or 60% of your adjusted gross income (AGI), depending on the nature and tax-exempt status of the charity to which you’re giving. You can deduct contributions of appreciated capital gains assets up to 20% of your AGI.

The limit for cash donations was 50% of your AGI through tax year 2017. The Tax Cuts and Jobs Act (TCJA) increased this threshold to 60% as of 2018 through at least the end of 2025 when the TCJA potentially expires.

You can carry the excess over to subsequent tax years if your gifts exceed these thresholds. Excess contributions can be carried over for a maximum of five years.

It used to be that your deduction could be affected if your AGI was too high, but this rule was repealed by the TCJA.

Other watch outs

It is important to know that some contributions are not tax-deductible, even if by following the above guidelines they may appear to be. These include gifts made to:

–  Political parties, political campaigns or political action committees (PACs)

–  Individual people (as opposed to organizations)

–  Labor unions, chambers of commerce or other business associations

–  For-profit schools or hospitals

–  Foreign governments

For more information on estimating your charitable giving tax savings, check out Fidelity’s free calculator.

Fidelity Deduction Calculator
Source: Fidelity

3. How Much to Give and to Which Cause

For the next step in this Ultimate Guide to Charitable Donations, let us return to our earlier question we asked ourselves: which cause is my money likely to do make the most social impact toward?

This is a dangerous question that risks spiraling a potential giver into indecisiveness and shame, especially if discussing with others about issues important to them. This might sound crazy, but think about how realistically some of these questions could pop up in a conversation about donations:

“Why would you give to an animals organization with so many starving people around the world?”

“How could you ignore the homeless people in our community but support local scholarship funds?”

“Child education isn’t NEARLY as important as getting high schoolers off the streets at night… what are you thinking?”

Not so unrealistic, is it?

If you’re unfortunate enough to be put in this place just remember: your dollars going ANYWHERE is more than not doing anything. There will always be higher ROI type ventures than others, and that is usually highly dependent on people, place and circumstance. But your decision to give should supersede any judgment attached to its motive.

According to Meera Jagannathan:

Most agree on one point: Charitable giving is an incredibly personal choice. “It’s what you feel like you can afford, how much a particular cause or charity means to you, how deeply affected you are by something and how much you want to help, and what you feel your responsibility to a community is,” consumer psychologist and “Decoding the New Consumer Mind” author Kit Yarrow told MarketWatch. “It’s just a very personal equation that everybody works out for themselves.”

Factors that play into that equation, Yarrow added, might include your personal-financial constraints like credit-card debt and loans; how passionate you are about a certain cause, issue or institution; and whether you’ve actually been engaged by an organization or charity’s outreach efforts.

But while “we all have an obligation to contribute to others,” Yarrow said, that contribution doesn’t always have to be monetary. “This is particularly true for those that are struggling with their own debt,” she said, suggesting donating time or energy instead. Palmer noted that some people may choose alternate, more informal ways of giving, like helping family members or a needy person next door — acts, in other words, that “might be just as legitimate a way to help others as writing a check.”

8 Tips for Finding the Right Cause Infographic
Source: Inc.

So, how much to give?

Everybody’s personal budget and circumstances will ultimately determine their specific giving patterns, but here are some general guidelines, according to Kristine Gill:

Just like housing, car insurance, and groceries, charitable donations should be factored into your budget, says Kristine Stevenson Seale, a financial coach in Temple, Texas. “Base the amount you give on your monthly income,” she advises. If you can afford it, make charitable giving about 10 percent of your budget. And get in the habit of donating once a month rather than at the end of the year. To maximize your donation, opt out of the incentive gift, like the tote bag or coffee mug, Buchanan says.

If a cash donation is a stretch one month, ask the organization if you can donate time or skills instead; you might do IT work for the website or organize a food drive. Remember, too, that you can give goods instead of money— bring tools to Habitat for Humanity, say, or personal-care products to a shelter.

Once a gift budget is determined, you will then ask is it better to give less money to more charities, or more money to fewer? Typically, your money goes further with larger donations to fewer organizations. The reason is typically due to the transaction fees, which are often fixed and become more economical the higher the donation.

Jason Franklin, PhD, founder and principal at Ktisis Capital advises giving based on a 50/30/20 rule:

You could dedicate 50 percent to one cause that you care deeply about, 30 percent to ones that you feel connected to but that aren’t top priority, and 20 percent to unplanned donations, like those random requests to sponsor your friend’s trivia team at a fundraiser. 

4. How to Choose a Charity

You may ask yourself, “Which cause is my money likely to do make the most impact toward? And how do I identify charities that would help me make this impact?”

Many of us hold causes deep in our hearts that mean something to us. It is easy for us to identify our desire to help children, or invest in cancer research, or whatever. But it is not always easy to pinpoint an organization that will best use our charitable donations for this purpose.

We have already discussed the IRS master list of eligible organizations. But looking at a crazy-long spreadsheet with just names of organizations is hardly helpful.

If you don’t want to search through the database, fee free to download the complete list immediately here. You can search and filter based on location, category, and size of organization to help you in your search!


Click here for your free CSV file download.

Next up in this Ultimate Guide to Charitable Donations is a list of some of the top resources for researching charities and nonprofits in a more useful manner. While useful for potential donors, these tools also serve nonprofits looking to fundraise. For more information on nonprofit fundraising, check out The Ultimate Guide to Nonprofit Fundraising.

GuideStar

GuideStar (now called Candid) is one of the most popular nonprofit databases. Styling themselves as “the most complete source of information about U.S. charities and other nonprofit organizations there is,” the website allows users to search its database to find a charity to support, benchmark your own nonprofit’s performance, research the sector, and more.

The site aims to connect nonprofits, foundations, and individuals to the resources they need to do good, by leveraging research, collaboration, and training.

Users can set up a free profile, which grants them instant access to basic search functionality. A simple nonprofit search will field a list of organizations, including their locations, gross receipts, total assets, and other organizational information.

Further, users can search for “causes” by geography, organization, or financial characteristics. This is helpful when you don’t quite know who you’re looking for, but you know what.

GuideStar Sample Page Image
Source: GuideStar

For those financial inclined out there, GuideStar offers the most comprehensive repository of tax forms (990) out there. Click on any organization and find instant access to recent years’ 990 forms. This provides users with detailed financial summaries of organizations, outlining specifics related to income, expenses, assets, directors compensation, and more.

Who is this site ideal for? 

Users looking for a comprehensive list of charities (over 1.8 million) in the United States. A special emphasis is placed on financial information, with the site’s repository of 990 tax forms serving as the foundation for much of its information.  While all features described above are free, the site offers a “Pro” version which allows users more pointed search functionality (the ability to mine 990 forms for specific data across the universe of nonprofits, a feature not available with free access).

Charity Navigator

Charity Navigator (https://www.charitynavigator.org/) is a charity assessment organization that evaluates hundreds of thousands of charitable organizations based in the United States. It provides insights into a nonprofit’s financial stability, and adherence to best practices for both accountability and transparency.

Importantly, it is the largest and most-utilized evaluator of charities in the United States. According to the website:

Since 2001, we’ve been empowering millions of donors by providing them with free access to data, tools, and resources to guide philanthropic decision-making. Through our ratings, nonprofits are equipped with the nonprofit sector’s premier trust indicator and a powerful platform to raise awareness and funds.

Accessed more than 11 million times annually, donors can give with confidence knowing the organizations that are highly rated on Charity Navigator efficiently steward donations and are accountable and transparent. While we have a large footprint and an established, trusted brand, our team of approximately 25 considers itself small-but-mighty.

Charity Navigator image

 

Source: Charity Navigator

The site’s organizational pages are among the most detailed in this list, with comprehensive sections on finance/accountability, impact/results, program detail, leadership/adaptability, and culture/community. It uses numerical ratings for each of these categories and is very transparent with the math behind the scores (as can be seen here).

Charity Navigator image

 

Source: Charity Navigator

Who is this site ideal for?

Users who are looking for a focused answer to the question, “where should I start?” Its series of top-ten lists give a great starting point for research, and the credibility backing the reviews and ratings, along with the organization’s reputation as an industry leader allow users to give confidently. Also for users looking for a deep dive into the operations of each organization — this site is as good as it gets.

CharityWatch

CharityWatch is a nonprofit charity watchdog and rating organization that works to uncover and report on wrongdoing in the nonprofit sector by conducting in-depth analyses of the audited financial statements, tax forms, fundraising contracts, and other reporting of nonprofit.

They only review 600 charities out of almost 2 million in the US, with a focus on quality rather than quantity. CharityWatch encourages donors to give to charities that will allocate most of their contributions to program services that benefit the people and causes that donors wish to support. CharityWatch also promotes charity accountability and transparency through its research on the rapidly changing nonprofit field (like others in this list) and through its work with investigative journalists uncovering wrongdoing within the nonprofit sector.

CharityWatch rates nonprofits on an A+ (best) to F (worst) scale and provides data on charity executive salaries, governance, public transparency, donor privacy, asset reserves, and other information uncovered by its analysts during their evaluation. It publishes this information on its website and in its biannual Charity Rating Guide & Watchdog Report. CharityWatch also publishes lists of Top-Rated Charities, charities with high assets, and a report of top compensation packages paid to charity executives.

The site has limited browse criteria, having only an alphabetical list (with category filter) or curated lists of “top charities.”

CharityWatch does boast one of the more robust donor resources sections in this list, providing regulatory and watch out type information for interested donors.

One of the more interesting features on the individual charity pages is the ability to click and view “similar charities” to the one being viewed. This allows users to browse a specific cause and float across different organizations that might best serve their need.

CharityWatch page image

 

Source: CharityWatch

Who is this site ideal for?

Users looking performing due diligence before donating their money. This site takes a purposefully negative approach to charity accountability, styling itself as a “watchdog” in the industry. This should provide donors the peace of mind that their dollars are going to legitimate causes and operations. The one drawback to the site is its limited browse functionality, with the inability to browse by geography. Fortunately, this is something that can be achieved with other sources on this list.

Give.org

“Helping donors give wisely, helping charities build trust,” is Give.org’s mission.

According to Consumer Advocate:

Give.org is the website for the BBB Wise Giving Alliance (WGA), an organization dedicated to evaluating national charities and reporting on their practices. Just as the Better Business Bureau focuses on consumer protection and industry self-regulation, the Wise Giving Alliance performs the same function for charitable organizations. They do the research and compile the data so donors can make informed decisions when selecting a charity to support. And they promote high standards of conduct for charitable organizations. Local Better Business Bureaus similarly report on regional charities.

The BBB Wise Giving Alliance helps donors make informed giving decisions and promotes high standards of conduct among organizations that solicit contributions from the public. It produces reports about national charities, evaluating them against comprehensive Standards for Charity Accountability, and publishes a magazine, the Wise Giving Guide, three times a year.

BBB WGA does not rank charities but rather seeks to assist donors in making informed judgments about those that solicit their support. Evaluations are done without charge to the charity and are posted for free public access on give.org. National charities that are found to meet all BBB Charity Standards have the option of signing a license and paying a fee for the use of a BBB Accredited Charity Seal that can be displayed on their websites and in their fund-raising materials.

BBB WGA reports on nationally soliciting charities that the public has most often asked about as well as charities that request to be evaluated. Give.org reports on about 1,300 nationally soliciting charities. In addition, about half of the 112 Better Business Bureaus in the United States and Canada cumulatively produce reports on over 10,000 locally soliciting charities using the same BBB Charity Standards as BBB WGA.

Users can access evaluation reports that show if a charity meets the BBB Charity Standards, learn about wise giving and issues addressed by BBB Charity Standards and find out how BBB Wise Giving Alliance completes reports on charities.

Give.org image

 

Source: Give.org

If you know what organization you are looking for more information on, the alphabetical list or standard search feature are perfect for you. Search functionality is limited to organization name or stated cause – in other words you cannot narrow in on a specific geography, org size or any other criteria.

The site’s BBB Charity Standards offers descriptions of its rating system for the charities in the database. Using a set of 20 metrics across governance, operational effectiveness, finances, and informational materials, the site rates each of the charities in its database. This gives users insight into a relatively trusted audit of each organization’s ability to meet each of these standards.

Each nonprofit’s page offers a breakdown of BBB’s analysis, as well as a link to the organization’s website, where users can then make donations.

Who is this site ideal for? 

Users looking for a more detailed analysis of specific charities, with a BBB-like stamp of approval to guide their donation-making decisions. The site has a lower population of organizations than others on this list, but the detailed profile pages give donors an in-depth look at what they’re giving money to.

GreatNonprofits

GreatNonprofits.org is a comprehensive search/filter service that allows users to find charities by focused causes and locations. More importantly, it is a developer of tools that allow people to find, review, and share information about great – and perhaps not yet great – nonprofits.

The site has more causes than most other services and will focus your search to nearby municipalities as a default. You can then adjust these filters to find organizations that fit your search criteria. The site contains detailed information about an organization’s causes, mission, target demographics, number of beneficiaries served, geographies served, and even program detail.

Organization pages also promote social sharing and the ability to donate directly to the charity, should the mood strike.

GreatNonprofits Infographic

 

Source: GreatNonprofits

Marketed as the “leading platform for community-sourced stories about nonprofits,” GreatNonprofits benefits from crowdsourcing information about charities in order to give potential donors a real picture of what they’re giving to.

What makes this database unique to others in this list is its ability for users to rate nonprofits on a five-star scale as well as the ability to earn “Top Rated” awards.

The GreatNonprofits Top-Rated Awards is the one and only people’s choice award where volunteers, donors, and people served by nonprofits are asked to share stories of inspiration, express their appreciation, and potentially help nonprofits earn a spot on the prestigious GreatNonprofits Top-Rated Nonprofits List.

These stamps of approval are placed on any nonprofits that can rally 10 positive stories and maintain an average rating of at least 3.5 stars.

With endorsements coming from the likes of Bill Gates, this is a legitimate site with a large following, making the network effects of its reviewer community impactful.

Who is this site ideal for?

Users looking for a more social experience, encountering real-life stories about charities and subjective ratings to help guide donation decisions. The stories component adds a level of personality to the organizations that help resonate with different people attached to specific causes. The detail attached to each charity page really gives users a sense of what they are giving to.

GiveWell

GiveWell is a nonprofit dedicated to finding outstanding giving opportunities and publishing the full details of our analysis to help donors decide where to give.

Unlike charity evaluators that focus solely on financials, assessing administrative or fundraising costs, GiveWell conducts research aiming to determine how much good a given program accomplishes (in terms of lives saved, lives improved, etc.) per dollar spent. Rather than try to rate as many charities as possible, they focus on the few charities that stand out most (by our criteria) in order to find and confidently recommend high-impact giving opportunities (our list of top charities).

This site works best for users looking to maximize their donation dollars. Updated annually, GiveWell’s list of “Top Charities” directs users to “high-impact, cost effective charities.” These short lists are comprised of different causes, generally in global impact areas such as extreme poverty, childhood vaccines, fighting malaria, etc. For those looking for more local causes, you might not get what you’re looking for here.

GiveWell image

 

Example of a high-impact charitable cause (GiveWell)

Users can donate directly to any of the charities on the site or through its Maximum Impact Fund. Using the latter method, GiveWell takes zero fees and will apply its judgment to allocate the Maximum Impact Funds among its recommended charities. They take into account charities’ funding needs and donations they have received from other sources. They then make these grants to the highest-value funding opportunities among the recommended charities.

GiveWell is more focused on channeling donations than providing a repository for nonprofits to research. Users looking to donate can do so through the Maximum Impact Fund which makes use of the site’s program research and evaluation, or can choose among a list of the site’s top ranked charities for a given cause.

Who is this site ideal for?

A great option for knowing what you want to donate to, but not who. The unique aspect of this site is that users can give to a specific cause, whose impact is quantified by GiveWell. This directs dollars to high-impact areas and gives donors the confidence that they are contributing to a solution, without having to research specific charities to do so.

5. How to Tell if a Charity is Legitimate

Using the sites in the previous section is a great start. The first step should always be to identify the organization in IRS’s exempt database. It is not enough that a charity is organized as a 501(c)3 – it must have exempt status per the IRS.

Once a charity is identified and you are reasonably certain of its success as a going concern, there are other tips for donors, as outlined by Mike Montali in the Huffington Post:

“Be careful with giving your credit card number over the phone or to an organization that only wants cash donations. Legitimate organizations typically have options for donating securely.

Understand that charities have administrative costs. If an organization claims that 100 percent of your donation will go straight to victims or resources, you may want to investigate further.

Trust your instinct; you should feel good about making a contribution.

Be careful about donating via text. Make sure you know what organization is receiving your donation follow the instructions.

When in doubt, consider making a non-cash donation such a food, clothing, or other goods.”

Donate Wisely Infographic

 

Source: SeniorNavigator

What about receiving calls for charitable donations?

If someone calls you asking for a donation, the FTC advises you ask the following questions:

  • What is the charity’s exact name, web address, and mailing address? Some dishonest telemarketers use names that sound like large well-known charities to confuse you. You’ll want to confirm this information later.
  • How much of my donation will go directly to the program I want to help? The caller is most likely a paid fundraiser, not the charity itself. So after the fundraiser gives you their answer, call the organization directly and ask them, too. Or see if the information is on the charity’s website. What else does the charity spend money on? Some fundraising can be very expensive, leaving the charity with little money to spend on its programs.
  • Are you raising money for a charity or a Political Action Committee (PAC)? Not every call seeking a donation is from a charity. Some calls might be from a PAC where donations are not deductible and the PAC will use the money in a different manner than a charity would.

Other tips for avoiding charity scams

  • Don’t let anyone rush you into making a donation. Scammers rush you so there’s no time to research their claims or think it through.
  • Don’t trust your caller ID. Technology makes it easy for scammers to fake caller ID information. Calls can look like they come from your local area code, or from a specific organization, even if they don’t. In reality, the caller could be anywhere in the world.
  • If the fundraiser says you already pledged, stop and check. They may lie and say — in a phone call or a mailer — that you already pledged to make the donation, or that you donated to them last year. They think that means you’ll be more willing to donate.
  • Listen carefully to the name of the charity, write it down, and then research it. Some scammers use names that sound a lot like other charities to trick you. Do some research before you give.
  • Watch out for sentimental claims with few details. Be suspicious if you hear a lot of vague sentimental claims, for example, that the charity helps many families that can’t afford cancer treatment and veterans wounded at war who can’t work, but don’t get specifics about how your donation will be used.
  • Don’t donate with a wire transfer or gift card. Anyone asking you to donate this way is a scammer.
  • Sweepstakes winning in exchange for a donation? Nope. If someone guarantees you’ll win a prize or contest if you contribute, that’s a scam. You won’t win anything, and your donation money will go to a scammer.

6. Which Platforms to Use to Make Charitable Donations

After a cause has been identified, and a charity chosen, the next step is to find a channel through which to donate.

The online marketplace

Online giving grew 20.7% in 2020, and 13% percent of all funds raised came from online charitable donations, the largest share as a percentage of total giving in the history of the Charitable Giving Report.

The report also found that nonprofit organizations of all sizes saw positive growth in online giving in 2020, with large organizations (total annual fundraising of more than $10 million) reporting an average increase of 15.0%, midsize nonprofits (annual fundraising between $1 million and $10 million) reporting an average increase of 24.9%, and small nonprofits (annual fundraising of less than $1 million) reporting an average increase of 22.3%.

Average donation amounts also increased, with the average overall donation clocking in at $737 (a $120 year-over-year increase) and the average online donation coming in at $177 (a $29 year-over-year increase).

Online Giving Trends Image

Data, and changing economics due to Covid, suggest that this trend will continue, if not accelerate over the coming years.

Key Metrics:

  • $128 dollars is the average online donation amount.
  • $326 dollars is the average annual donation total for recurring donors.
  • 67% of nonprofits across the globe are set up to accept online donations.

How do I make charitable donations online?

Many online retailers, social media hubs, crowd-funding sites, and other online platforms offer “giving portals” that provide a list of charities people can choose to support directly from the online platform. These giving portals have created new ways for people to donate, allowing donors to support causes they care about and charities to get the financial support they need.

Donors using giving portals may mistakenly believe that their charitable donations are going directly to their designated charities. But they may first go to an organization that accepts the donation and issues the donor’s tax receipt. That intermediary organization might keep a service fee from the original donation before sending the rest to the designated charity.

Online giving portals should give clear information to donors about what happens with the money donated through the platform. This helps donors understand how the process works. It also helps ensure that the giving portal doesn’t violate advertising law principles.

To help users navigate this complicated world, the Federal Trade Commission offers the following guidelines for donating online:

Donating Through Crowdfunding Sites

Crowdfunding is a way to raise funds online, person-to-person. Online platforms like GoFundMe, Kickstarter, and Indiegogo let people create crowdfunding campaigns. They’re easy to set up, and the organizers get the funds quickly. Here are a few things to know:

The campaign organizer sets the goal of the crowdfunding campaign. The organizer can set up the crowdfunding campaign to help specific people, like a family that lost everything in a house fire, or a veteran who needs help paying for medical bills. Or they can set it up to help a larger group or cause, like people who’ve been through a natural disaster in a particular area. Sometimes, crowdfunding campaigns have a business purpose, like raising money for a new invention or business project. The campaign organizers often ask for donations in social media posts or on crowdfunding sites.

There are many crowdfunding platforms, and each has its own set of rules. Platforms have different rules on how to set up the fundraising campaign, how much the platform will keep in fees, and how and when it will disburse the money to the campaign organizer.

The money raised goes to the campaign organizer. In a crowdfunding campaign, the money goes to the campaign organizer, not directly to the people or the cause it’s set up to help. The organizer is expected to tell you the truth about what the money raised is for and how it will be used, but it’s up to them to deliver on that promise. Scammers and dishonest businessperson can set up crowdfunding campaigns to raise money for themselves.

Only donations to a charity are tax deductible. Sometimes charities will set up crowdfunding campaigns. If it’s important to you that the donation is tax deductible, confirm that the organization is registered with the IRS as a charity. Look up the organization in the IRS’s Tax Exempt Organization Search

Avoid donating to a crowdfunding scam 

It’s important to do your own research before you give because later it might be impossible to know whether a crowdfunding cause was real and if the money actually got to the intended recipient. Here are a few tips:

Find out who’s behind the crowdfunding request. If a friend posted, shared, or “liked” the request on social media, contact your friend offline. Ask what they know about the post. Do they know the person or group who’ll get the money? If not, try finding out who the campaign organizer is and look them up online. The crowdfunding platform should tell you who the organizer is. If you can’t find them online, or the details you find don’t match what they’re saying on the campaign page, be suspicious.

Do a reverse image search of the photos used on the crowdfunding campaign page. Search on your web browser how to do a reverse image search and see if the campaign images are associated with other names, or whether the details don’t match what the crowdfunding campaign is saying. Do a reverse image search of the campaign organizer’s social media profile picture, too. Scammers often use stolen photos and copy and paste other people’s stories. If you find anything suspicious, you can always help in a different way.

The safest way to give through a crowdfunding campaign is to donate to campaigns organized by people you actually know.

Crowdfunding campaigns to fund a business project or invention

A businessperson may set up a crowdfunding campaign to fund a project or an invention. They may ask for small contributions — $10, $50, $100 — but these can quickly add up to thousands of dollars in funding. In other cases, the goal is to get individual investors to give large amounts of money, perhaps in exchange for a reward once the project is completed — like getting a prototype of the new gadget or some other incentive.

But a dishonest businessperson might lie about the project or product and its development timeline. And they might lie about the rewards donors will get once the product is finished.

If someone asks you to give money to a crowdfunding campaign to fund a business project or invention:

Do your own vetting. Find out who the campaign organizer is, and look them up online. The crowdfunding platform should tell you who that is. Search for the organizer’s name and the name of the project together with the words “complaint,” “review,” and “scam.” See what you can find out. Ask the campaign organizer lots of questions. Have they launched other products successfully? Have they funded those projects using crowdfunding? Use what you find online to confirm the details.

Find out what happens to your money if the project doesn’t get off the ground. There’s no guarantee that the crowdfunding campaign will be successful and the project completed. Would you get a refund in that case? What risks are involved?

Confirm the production status. Having a 3D photo of the product doesn’t mean that the product is finished. Ask for a production schedule, and be clear on the current stage of development. Some crowdfunding sites don’t let fundraisers show 3D photos of the product on their websites because donors might mistake these for a finished product. Ask the campaign organizer if there is an actual prototype and if you can see it.

Understand the purpose of the campaign. When you give to a business project or invention through a crowdfunding site, you’re not buying the product. You’re simply helping fund its production. Be clear about what the fundraising is for and if you’re getting anything out of it.

Crowdfunding campaigns for medical treatments

If the crowdfunding campaign is for medical treatments, don’t assume those treatments have been tested and are safe. Some medical treatments that are promoted through crowdfunding are unproven and ineffective. Donors to crowdfunding campaigns for the development of medical treatments risk losing the money they donate. Chances are that the medical treatment won’t work. People also can be misinformed about the safety of these unproven treatments and may face serious harm from trying them out.

Donating Through Social Media

If you’re on social media, you’ve probably seen posts from people asking for donations. Pay attention to who’s asking and who’s getting the money. Don’t assume that a request on social media is legitimate, or that hyperlinks are accurate just because a friend posted it.

Check where the donation link goes. Does it go to a crowdfunding campaign? If that’s the case, any money you give will go directly to the crowdfunding organizer. It’s best to confirm with the person who posted the link that they know the person behind the fundraising.

If the link is to a charity’s website, research the charity before you give. Read Before Giving to a Charity to learn more.

Donating Through Other Online Fundraising Platforms

An online fundraising platform, or online giving portal, is a website that lets you donate to one or more charities you select from a list on the site. Companies like eBay, Amazon, Facebook, Lyft, and others have added charitable giving to their services. They’ve done this by creating online fundraising platforms and making them available to their members.

When you donate through an online fundraising platform, your money may not go directly to the charity you chose. Another company — maybe the platform or some other intermediary — may get your money first, take some of it as a fee, and then pass on the rest to the charity. And it may take time for the charity to get the money. That could be an issue if you’re donating to help people with immediate needs, like people affected by a natural disaster.

The best online fundraising platforms will have clear, easy-to-find information on their websites about

Where your money goes. Online fundraising platforms should tell you who gets your donation and how your money gets to the charity or beneficiary you chose. Just remember that even if a charity is listed on an online fundraising platform, you should still do some research on that charity to see how your donation will be used.

Fees. The website should clearly state if the platform or another intermediary will keep part of your donation as a fee before sending the rest to your chosen charity. Consider whether the charity would get more of your donation if you donated directly.

Timing. Online fundraising platforms should say how long it will take for the charity to get your donation.

Follow-through. Just in case your donation can’t be sent to the charity you chose, the website should say what happens to it — and how often that happens.

Your information. Check if you can choose whether or not your information is shared with the charity — or anyone else.

If these details aren’t clear, consider taking your donation money elsewhere. You can always go directly to the website of the charity you want to support.

Finally, what platform should I use?

One of the most convenient tools out there is Charity Navigator’s “Giving Basket.” It is a resource that helps donors manage their giving and includes several attractive features:

  • Donate to multiple charities at once
  • Set up recurring charitable donations
  • Give anonymously
  • Get one tax receipt

The site provides a convenient “how to” video here:

Other popular donation portals include:

America’s Charities

An alliance of more than 120 of America’s best charities. Its high-impact nonprofits are reviewed annually and must meet specific eligibility criteria before they’re approved for membership. This site focuses more on quality than quantity, so if you know what you want to donate to, but not whom, then this is your place. Just be aware of the low overall number of nonprofits in its database. Credit card fee is 3.5% of the transaction.

AmericasCharities Donations Image

 

Source: America’s Charities

Just Giving

A highly effective crowdfunding site, geared toward funding charitable causes. Built on a platform of individual fundraising efforts, it allows users to build a campaign for existing charities, start a completely unique campaign for their own cause, or simply donate to existing charities and campaigns. The site boasts a roster of over 25,000 charities. and the site does not charge a transaction fee (though it encourages top-off donations upon checkout in order to support operations).

Just Giving Donations Page Image

 

Source: Just Giving

BrightFunds

Allows users to search for their favorite nonprofits or browse a list of site-curated funds. On top of that, more ambitious individuals have the ability to start their own fund to raise money for a cause important to them. Given the detailed infrastructure around the curation mechanism and the pooling of donations around causes, the platform charges a 5% transaction fee. 

The site promotes its ability to make you a smarter donor by bringing free donor planning services typically used only by high net worth individuals. Every dollar you commit to a Fund is going to the most effective organizations serving that cause. Each Fund is built to support a holistic solution to big world challenges, rather than taking a fragmented approach. Whereas most platforms require users to select a specific charity, BrightFunds can be thought of as more like a “mutual fund.” Your fund is tailored to your specific “investment objectives,” and each fund is a collection of carefully selected nonprofits.

BrightFunds Donations Image

 

Source: BrightFunds

GoFundMe

One of the first heavily popularized crowdfunding platforms that allow people to raise money for all sorts of events, including charitable causes. The site is also the largest in the world for raising donations, boasting over $9 billion in funding from over 120 million people over the past decade. The site is more flexible than others, in that you can fund things other than nonprofit organizations, including business startups, personal expenses, and just about any other cause a person can think of raising money for. To make sure your donation is tax-deductible, users must ensure they are donating to a charity (something that is pointed out on the page). Transaction fees are 2.9% + $0.30 per donation.

GoFundMe Charitable Donations Image

 

Source: GoFundMe

As you can see there are often transaction fees associated with donations through online platforms. And as Spencer Tierney and Courtney Jespersen point out, processing fees on these types of websites often total 3-5% or more. While they typically offer specific functionality like advanced search and filtering capabilities, detailed profiles of charities or causes, or even just large databases of available options, it is important to make sure you know what you’re paying for and how much of your donation actually passes through to the charity.

A transaction or processing fee may be applied if you use a credit card or a third-party service for nonprofits to make a gift. If you make a $100 donation, the charity may get less than that.

If you want to ensure that as much of your digital donation gets to your charity as possible, here’s what you need to know.

How to deliver 100% of your gift

Some payment companies have programs to pass along an online or mobile donation in full.

Facebook

Facebook covers all processing fees so 100% of a donation will go to the charity you choose, according to Facebook’s charitable giving page.

PayPal Giving Fund

PayPal’s donation platform gives the full amount of a donation to a charity and has no fees or deductions. This is separate from PayPal donate buttons, which have fees mentioned below.

Check

Although it’s less convenient, you can also send money the old-fashioned way by sending a check directly to a charity. Transaction fees won’t kick in, and you have the canceled check as your receipt.

In Conclusion

There you have it. You’re interested in making charitable donations toward a cause important to you. Here are the ins and outs, best platforms, tax watch outs, and hopefully all other high-level details you need to get started.

As you continue to search through your options, keep this guide handy to help you navigate the ever expanding world of charitable organizations and websites tailored to meet their needs. Not every website is the same, both in quality and in legitimacy, so be especially diligent with your research in order to make sure you are protected and that your money makes the best possible impact toward whatever it is you want to support.

Hope this Ultimate Guide to Charitable Donations helps you in your journey, and if you have any suggestions for edits to this article, please don’t hesitate to reach out.

Happy giving!

The Snowball Effect of Data and Nonprofit Fundraising

Snowball effect image Shutterstock

Is your nonprofit’s technology stuck in the 20th century?

Does this hamstring you in executing your ambitious, yet difficult, fundraising strategy?

Data collection and use is a massively growing field with increasingly more technologies and companies dedicated to it. As a nonprofit, you’re often at the mercy of funding constraints that limit you from going out and buying the flashy new system or paying a data engineer to help make sense of all the information available to you.

Big Data

Source: Datameer

But that shouldn’t stop you from trying. There are cultural factors that enable successful data usage, and once employed, can help skyrocket your ability to attract sustainable funding. The following ideas are proposed by Scot Chisholm, CEO of StayClassy.

1. Make data a priority at the top

A shift towards a more data-based operation requires total buy-in from the board all the way down to field-level staffers. By conveying a strong support for making your nonprofit more “data-driven” and “scientific,” all employees need to see the excitement and determination start with you.

Next, data needs to be transparent and accessible for everyone.

The only way (and I mean THE ONLY WAY ) to empower your team to become more data-driven is to let them see, and take ownership of, your company’s data– that means the good, the bad and the ugly.

Once you’ve gotten the hang of the transparency thing, you need to focus on making the right data accessible to each person in your organization (this is the really hard part). To start with, you need make sure that you put the right tools in the hands of the right people. For example, the person in charge of your online fundraising might use a fundraising platform, like StayClassy, to access the campaign data he or she needs to analyze past performance. Or, a Development Director might use a Constituent Relationship Management (CRM) system like Salesforce.com, to analyze and improve the way your organization interacts with donors.

2. Use relevant and actionable metrics

It is critical to not become overwhelmed with the tons of data available to us. Focus on what’s most important to your mission and the clients you serve. Create metrics that align the mission with activities that your team performs. And try to make sure they allow for performance management and improvement.

Every single person in your organization should be responsible for 1-3 actionable metrics that they are focused on monitoring and improving over time (strive to have only one key metric per person, and set a goal around it with the person). Each person’s actionable metric(s) should feed into the organization’s main set of Key Performance Indicators (KPIs) and thus, drive the organization’s progress against its short and long-term goals. When each person takes ownership of their own actionable metrics and understands how they fit in to the larger goals, it becomes much easier for the entire organization to move in the same direction toward a common mission.

Use a combination of inputs, outputs, and outcomes to help align people with mission. For example, it may be easy to track the amount of times an employee engages with a client. That might be one metric to gauge performance.

But do client engagements directly correlate with the outcomes you’re trying to achieve in your mission? Add a second metric related to client outcomes to round out this employee’s performance and impact on the organization.

While outcomes are usually the most impactful type of information we can have, they are also the most difficult to secure with data collection. As a result, continue to develop inputs and outputs as key metrics, but also mix in outcomes to round out the performance management process.

Outcomes Chain Acumen Fund

Source: Acumen Fund

3. Hire experts

This can be tricky, especially when funds are limited. But focus on people with proven experience mining data and translating information into actionable results.

How do you do that?

Not everyone has had the analytical training of an engineer; but that certainly doesn’t mean that they lack the capacity to appreciate and utilize data in their own role. In fact, I’ve found that some of the most “data-driven” people I’ve encountered had “non-technical” roles. The right type of person, regardless of function, will find an appreciation for the role that data should play in any successful organization. A few traits you might look for in a person are:

– Their inquisitiveness (they question everything);

– Their detective skills (once they recognize a trend, they won’t stop until they find a root cause);

– And finally, their decisiveness (their ability to draw a conclusion and a course of action from a set of data, i.e. sales numbers, marketing analytics, etc.)

Now that you’re set up

Once a nonprofit has invested the time and resources into data management, there is a snowball effect of performance and funding improvements.

Dashboards Example Nonprofit Quarterly

You might have dashboards that look like this

Whether a donor writes a check once a month or once a decade, most large gifts are generated because of strong relationship building. A development office that takes time to know each donor and understand each individual’s goals for distributing their hard-earned money will go a long way in helping attract and maintain those gifts.

Donors want to know their funds are being put to good use, and this is where data and metrics become the game changer.

This concept is described beautifully by Jenny Dinnen at MacKenzie Corporation.

Consider two hypothetical charities, both focused on providing fresh water to poverty stricken villages around the world:

Charity-1 works tirelessly to grow their global impact and evenly distributes funding to its different project sites. They send a “thank you” letter after donations are made which includes on-site project pictures and generally states how each donation helps provide water for those in need.

Charity-2 also works tirelessly to grow their global impact, however they employ a detailed data analytics platform tracking metrics such as weekly donation amounts, fresh water distribution distance in miles and total gallons pumped at each location. Not only does this help more accurately distribute funding on a need-by-need basis, they share with donors the statistical support illustrating the impact of their contributions. For example, “Thanks to your generosity, last month’s donation count increased by 15% and as a result over 1,000 additional gallons of water were pumped on top of the area’s average. In fact, the increase in funding equipped one project site with a truck now capable of delivering fresh water to villages up to 10 miles away from the source.”

Both of these hypothetical charities are working toward the same goal; providing fresh water for everyone everywhere. The difference is Charity-2 takes a focused, strategic approach to managing their in-going and outgoing activity. By tracking valuable data metrics, the resulting analytics can be applied to resource allocation, individual project valuation, and fundraising or donor loyalty strategies; thus improving the overall organization’s efficiency and productivity.

Loyalty is built through maintaining the relationship and demonstrating results. When you can accomplish a donor’s wishes, it goes a long way with keeping their checkbook open.

Donor Cycle

Source: North American YMCA Development Organization

The same thing applies to grants. The best grantor/grantee relationships develop on the foundation of strong, impactful data.

This report by Principal Investigators Association on How to Compose a Perfect Data Management Plan for winning Federal grants provides useful information for grants and donations alike. The premise remains the same across all kinds of funding: find out what the funder is trying to accomplish, and demonstrate your ability to achieve it.

How the snowball effect works

You start your data management culture change and collection processes. At the same time your strengthening your donor network by maintaining relationships and demonstrating increasing value.

The actual value doesn’t necessarily have to increase…merely the demonstration of value. That’s where the data comes into play.

As you develop closer relationships with donors, and data continues to reinforce your mission and proof that your donors’ wishes will be satisfied, they will gradually trust you more.

As this trust builds, you will climb the list until you’re eventually top of mind when the donor thinks about next year’s gift. Whatever social cause he wants to support, you will have demonstrated in the past your excellence in that area, and your strong relationship will make it even harder for him to think of someone else to give the funds to.

What once started as a collection of donors with little to no proof of success is now a strong network of reliable gifts reinforced by continued program success. Everyone wins!

Already mastering data management?

Check out these top 11 customer relationship management systems that strengthen donor relations.

Apply to hundreds of open Federal grant opportunities here or read this article to see other top grants databases.

Strategy or Tactics…What’s the Difference and Why Does it Matter?

Pexels Strategy image

Strategy and tactics are often confused with one another. They are used interchangeably by executives trying to sound smart. And while many leaders believe a new strategy is what they need, it isn’t always the case. Fortunately enough has been written about this “strategy or tactics” debate to inform you organizational leaders effectively.

The point of this guide is to help you determine when your organization needs tactical improvements or a strategic overhaul.

Don’t have time to read the whole thing? Sign up for our mailing list and download the free guide to identifying your competitive advantage!

It is important to note that this article does not address the concept of vision statements and goals. It will be assumed that any strategy will be crafted in order to accomplish an organization’s goals and achieve its vision.

Dilbert Strategy

From a military perspective (because business people like to equate their engagements with war any chance possible), strategy is a term that comes from the Greek “strategia,” meaning “generalship.” It refers to maneuvering troops into position before the enemy is engaged.

Tactics, on the other hand, are what happen once the enemy has been engaged.

So how does this relate to business?

Like an army, your business or nonprofit organization has competitors, marketplaces, partners, and other agents that impact the transactions you execute and the results you achieve.

Coming up with a strategy involves two major components:

1.  Selecting your area to operate; or choosing a market to enter

2.  Anticipating actions of outside agents and forming plans to deal with them accordingly

Tactics are the tools, techniques, and processes used to execute on this strategy. They may be internal operations, valuable personnel, or proprietary technologies. But these, in and of themselves, can never be the same thing as strategy. A competitor can hire your best people away. Your technology’s patent will eventually end. Processes can and will be replicated.

Tactics drive efficiency within your organization, which often help to financially achieve the stated strategy.

Examples of strategy and tactics

Catherine Yochum of ClearPoint Strategy outlines the following examples to help differentiate between strategy and tactics.

Strategy is more concrete and long-term—but your tactics can change based on how successful your strategy is. If your marketing strategy is to improve your influence and performance in social media, then you tactics might be to determine what channel is best for your business and what messages work best for your audiences.

Marketing and Branding Strategy or Tactics

Source: Marketing and Branding

Strategy and tactics work together as means to an end. If your strategy is to climb a mountain, one key component of your strategy might be to decide which side of the mountain you should climb. Your tactics would be the gear you’d buy, who you’d bring with you, your complete trip plan, how long it would take to get there, what season you’d go in, and so on.

Strategy and tactics always have to be in-line with one another. You might be really enamored with a particular project (i.e. a tactic), but it’s only worth pursuing if it aligns with your long-term strategy. Thus, your strategy should inform which tactics your organization will execute or fund.

What’s your problem: strategy or tactics?

How do you know whether it’s strategy or tactics that need to be fixed? While the shortcomings of a bad strategy are usually painfully obvious (at least in retrospect), poor performance on a good strategy is a lot harder to spot.

The first question you should ask yourself is: Do you have a competitive advantage in the market you operate in or is your strategy aimed at creating one?

If the answer is no, the answer almost always is to change your strategy. No competitive advantage means commodity-like competition and the need to execute efficiently to produce viable alternative products to the competition.

But if the answer is yes, you can comfortably assume you might have a workable strategy.

Competitive Advantage PM&J

Source: PM&J

Competitive advantage is the lifeblood of a good strategy. A business needs some sort of edge to ensure returns on capital above the cost of replacement in any industry. And since strategy concerns itself with how your business interacts with all other players in the marketplace, this edge comes from two main areas:

1.    Supply – typically deals with production capabilities; the ability to produce at lower costs due to supplier relationships, proprietary technology or any other factors creates competitive advantage for a company

2.   Demand – typically deals with customer captivity; the natural or strategic ability to keep customers buying your products; this can be due to high switching costs, high costs to learn or adapt to the product, or any other factor that might prohibit customers from buying an alternative product

How to tell if you have a competitive advantage

Bruce Johnson compiled a list of 5 tests that determine whether or not you have a competitive advantage. If you can’t answer all these questions positively, then you probably need to adjust your company’s strategy.

Does This Clearly Position Us As Different From Our Competitors?
If everyone is saying the same thing (“We have great customer service”), that “competitive advantage” can’t be an advantage. Nor can being a little bit better. No customer or prospect can tell the difference between a business/product/service that’s 5% or 10% better. Who cares?
Is This Something Our Prospects Actually Value?
In other words, it’s not unusual to find a business that’s in love with their own ideas. “What do we think our customers would like?” seems like an innocent question. However, it’s usually interpreted as, “What would I like?”As the creator of something, we usually fall in love with the thing we’ve created. Widget X can do 734 different things. It has the latest whiz-bang technology.
It “slices, dices and makes thousands of Julienne fries.” but rarely are those the things that prospects value.In general, prospects value the results or benefits far more than the features. They don’t value complexity, they value simplicity. They just want something that works and solves their problem as painlessly as possible.
Is This Specific/Can it Be Quantified?
If you were listening to a pitch and someone said, “We can save you money?” and another person said, “We can save you 22.4% a year on your office supplies,” which one is more powerful? Obviously, the one that’s more specific. So, if you want to create competitive advantages that will move your prospects to take action, make sure they’re specific and quantifiable (if possible).

Is This a Deal Closer?

This is one of the best decision criteria for a competitive advantage. If you suggest that something is a competitive advantage and it doesn’t close the deal, then it’s not a real competitive advantage. On the other hand, when Zyrtec started using the ad campaign that Zyrtec works two hours faster than Claritin, it was a deal closer.

First, because it caused prospects to doubt Claritin’s efficacy and secondly, because it promised to solve an allergy sufferers most pressing problem faster (by two hours over the market leader). If you’ve ever suffered from an allergy attack you know that two hours matters!

That’s when you know you have a great competitive advantage—when it moves someone to choose you and your products and/or services over others in your market space.

So, when you look at your current list of competitive advantages, does each one move prospects to say, “I choose you!” If not, go back and rework each one so that each advantage you list actually moves your prospects to take action.

Is this Difficult for Our Competitors to Duplicate?
One of the great cries of the competitive advantage movement is, “Is this sustainable?” meaning, is this a competitive advantage that will last for some time vs. something that will be easy for others to replicate. For example, the TD Bank competitive advantage is difficult to replicate. Not because it’s hard to expand hours, but because few banks are willing to spend the money to pay for extended hours and hire additional staff.

The cost related to those extra hours is a strategic choice very few are willing to make—which is why few have even tried to replicate it since TD Banks started doing it years ago.

Competitive Advantage the Mod Media

Source: The Mod Media

To ensure your business is delivering on its competitive advantage it is important to:

–  Develop functional strategies that deliver on this advantage.

–   Maintain cross-functional alignment and communication around the differentiator.

–   Align with the marketplace and constantly validate the strategy.

“Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” – Sun Tzu

Right strategy, wrong tactics

If you’ve gone through the previous section and believe you have a competitive advantage (or are building toward one), then there should be certain indicators available. There should be favorable operating margin comparisons against competitors, favorable market share, or favorable growth characteristics in a specific market.

If these data seem to support your strategy, but you find them slipping year-over-year, you probably have an execution problem…you need to adjust your tactics.

Tactics Image UNMCOC

Source: UNMCOC

Take an example of a hypothetical company selling a software program. After a large up-front R&D investment it is able to scale its sales due to low marginal variable costs and spread its unit costs over greater and greater sales. This fixed-cost model creates economies of scale while the nature of the software program creates customer captivity due to high learning and switching costs.

Now assume that customer service is a key function performed by the company. Because the learning curve for the software is so high, service reps are invaluable to keeping customers satisfied and buying more.

While the strategy might be solid (participating in a profitable market with substantial competitive advantage with no immediate threats to profitability), profit margins may be sliding due to loosening hold over customers. A thorough analysis of the company’s operations might show customer service levels slipping.

By neglecting to excel in this particular operation, part of the company’s competitive advantage may begin to fade, opening the door for potential competitors who may have the resources to produce its own products, educate the public, and create economies of scale of its own. This would be a tactical adjustment that the company needs to make to improve its customer service operations.

Erica Olsen elaborates on strategy implementation and outlines some of the major pitfalls most companies face who fail to prioritize execution.

The strategic plan addresses the what and why of activities, but implementation addresses the who, where, when, and how. The fact is that both pieces are critical to success. In fact, companies can gain competitive advantage through implementation if done effectively. In the following sections, you’ll discover how to get support for your complete implementation plan and how to avoid some common mistakes.

Because you want your plan to succeed, heed the advice here and stay away from the pitfalls of implementing your strategic plan.

Lean Methods Strategy Model

Source: Lean Methods Group

Here are the most common reasons strategic plans fail:

Lack of ownership: The most common reason a plan fails is lack of ownership. If people don’t have a stake and responsibility in the plan, it’ll be business as usual for all but a frustrated few.

Lack of communication: The plan doesn’t get communicated to employees, and they don’t understand how they contribute.

Getting mired in the day-to-day: Owners and managers, consumed by daily operating problems, lose sight of long-term goals.

Out of the ordinary: The plan is treated as something separate and removed from the management process.

An overwhelming plan: The goals and actions generated in the strategic planning session are too numerous because the team failed to make tough choices to eliminate non-critical actions. Employees don’t know where to begin.

A meaningless plan: The vision, mission, and value statements are viewed as fluff and not supported by actions or don’t have employee buy-in.

Annual strategy: Strategy is only discussed at yearly weekend retreats.

Not considering implementation: Implementation isn’t discussed in the strategic planning process. The planning document is seen as an end in itself.

No progress report: There’s no method to track progress, and the plan only measures what’s easy, not what’s important. No one feels any forward momentum.

No accountability: Accountability and high visibility help drive change. This means that each measure, objective, data source, and initiative must have an owner.

Lack of empowerment: Although accountability may provide strong motivation for improving performance, employees must also have the authority, responsibility, and tools necessary to impact relevant measures. Otherwise, they may resist involvement and ownership.

It’s easier to avoid pitfalls when they’re clearly identified. Now that you know what they are, you’re more likely to jump right over them!

Right tactics, wrong strategy

Now maybe there are instances where your company is executing flawlessly but it is struggling to maintain competitive margins. You are likely not operating with a competitive advantage, so your priority should be refocusing on your strengths and opportunities and recrafting your strategy.

Determine your company’s strengths and opportunities. Enough has been written and said about SWOT analyses. By understanding these big-picture characteristics of your business you have the information you need to make key business decisions now and in the future.

The importance of strengths and opportunities is obvious. Maybe over time, what you thought were your company’s strong traits, have actually slipped over time, creating a competitive environment that doesn’t favor your business. This could be resulting in poor financial performance and lack of competitive advantage.

Or maybe what once was an opportunity—let’s say for example, selling products online—has now become the standard across all industries.

A reassessment of where you company stands today is the first step in adjusting your strategy. Lisa Furgison outlines a series of questions you should ask yourself to find your company’s strengths:

Starter questions:
–  What do you do well?
–  What do you do that your competition can’t?
–  Why do customers come to you?
Financial:
–  What kind of financial resources do you have?
–  Is your revenue diversified?
–  What kind investments do you have for the future?
Physical:
–  What kind of assets do you have?
–  What are the benefits of your company’s space and building?
–  What kind of equipment do you own?
Intellectual:
–  What kind of intellectual property do you have in your business? List trademarks, patents, etc.
Human resources:
–  What kind of human resources do you have?
–  Are there vital players in your company’s hierarchy?
–  What kind of programs do you have that improve your business and employees?
Company workflow:
–  What kind of processes do you have in place that makes your company efficient?
Company culture:
–  What kind of working culture has your company created in the workplace?
Thrive Global Company Culture
Company reputation:
–  How does your clientele or community view your company?
–  How did you achieve your reputation?
Market position:
–  Does your company have an edge in the marketplace that your competitor doesn’t?
–  What plans do you have in place to improve your market position?
Growth potential:
–  What plans do you have for growth?
–  Do you have potential to grow in certain sectors where your competitors don’t?
–  What’s the main reason you’re able to grow?

Understanding your strengths is a good place to start when evaluating where to move next as a business. The main point of a strategy is to understand where you want to operate and how you plan on dealing with external parties.

The first part, knowing where to operate, is partly based on your strengths—obviously it makes more sense to operate in the transportation industry if you have a fleet of trucks than if you don’t.

It’s also based on opportunities. It may not make sense to enter the transportation business if there are already two dominant competitors who have a stranglehold on the market.

Business Opportunities image

Source: Brand Pro Blog

Here are some questions to ask yourself to help find your company’s opportunities:

Economic trends:
–  Is the economy in your area looking up?
–  Will the economy enable your audience to make more purchases?
–  Are economic shifts happening that impact your target audience?
Market trends:
–  How is your market changing?
–  What new trends could your company take advantage of?
–  What kind of timeframe surrounds these new trends? Could it be a long-term opportunity?
Funding changes:
–  Do you expect an increase in grant funding or donations this year?
–  How will funding changes help your business?
Political support:
–  Do you anticipate a shift in political support this year?
–  What opportunities could be created with new political partnerships?
Government regulations:
–  Are any regulations shifting that could lead to a positive change?
Changing relationships:
–  Are there positive changes happening within any of your outside business relationships?
–  Are vendors changing or expanding?
–  Has your partner decided to move on, creating an opportunity to work with someone new?
Target audience shift:
–  How is your demographic shifting?
–  What opportunities can you think of that can move with these changing demographics?
–  Is your audience expanding? If so, how can you capitalize on this increase?

A full SWOT analysis would give you even more insight into decisions your business should make, but this is a good start.

Focus on your company’s strengths and any current opportunities to decide where you want to operate. From there it is critical to have plans in place to deal with potential competitors, market to customers, manage relationships with suppliers, and manage changing environmental and governmental factors.

When you’ve considered all these things, you can come up with a reasonable plan that creates a competitive advantage for your business. Remember, the main ways to capture competitive advantage are through customer captivity (the demand side) and production prowess (the supply side). If your strategy leads you down one of these paths, it’s a great start.

Conclusion

The great military theorist Carl von Clausewitz said: “Tactics is the art of using troops in battle; strategy is the art of using battles to win the war.”

Hopefully this article provided some insight into solving your company’s strategic or tactical problems. By properly understanding which ones to focus on, you either pinpoint improvement areas or completely pivot your strategy altogether.

Never assume your company’s problems are strategic in nature. Follow the advice here and you potentially save yourself from scrapping a completely workable strategy.

Human Energy: 3 Principles for Changing the World

Human energy image

Introduction to human energy

The great scientist and inventor Nikola Tesla coined the term human energy in an essay he wrote in 1900, in which he related all human progress to simple physics.

This idea has largely gone unnoticed amid his myriad other inventions and original thoughts. But it shouldn’t any longer. We are going to re-examine his ideas on human energy and find ways to relate them to actually making a difference in our world. After all, that was what he was aiming for.

Though we may never be able to comprehend human life, we know certainly that it is a movement, of whatever nature it be. The existence of movement unavoidably implies a body which is being moved and a force which is moving it. Hence, wherever there is life, there is a mass moved by a force. All mass possesses inertia, all force tends to persist.

Owing to this universal property and condition, a body, be it at rest or in motion, tends to remain in the same state, and a force, manifesting itself anywhere and through whatever cause, produces an equivalent opposing force, and as an absolute necessity of this it follows that every movement in nature must be rhythmical.

In other words: The human mass is moved forward by an accelerating force and slowed by an impeding force that is both partly negative and partly frictional.

Tesla believed the fundamental goal of all scientists should be to solve the problem of increasing this human energy—something we will explore now.

Click here to read Nikola Tesla’s original essay The Problem of Increasing Human Energy.

A little science

Tesla’s idea was grounded firmly in the principles of thermodynamics. He advised that we should conceive of man as a mass that is urged on by some force. The energy of this mass can be measured by well-known principles.

Energy equation image

Man, however, is not an ordinary mass, consisting of spinning atoms and molecules, and containing merely heat-energy. He is a mass possessed of certain higher qualities by reason of the creative principle of life with which he is endowed. His mass, as the water in an ocean wave, is being continuously exchanged, new taking the place of the old. Not only this, but he grows, propagates, and dies, thus altering his mass independently, both in bulk and density. What is most wonderful of all, he is capable of increasing or diminishing his velocity of movement by the mysterious power he possesses by appropriating more or less energy from other substance, and turning it into motive energy.

But in any given moment we may ignore these slow changes and assume that human energy is measured by half the product of man’s mass with the square of a certain hypothetical velocity. However we may compute this velocity, and whatever we may take as the standard of its measure, we must, in harmony with this conception, come to the conclusion that the great problem of science is, and always will be, to increase the energy thus defined.

What does this mean?

Man, or mass, is pushed forward by some force. This force is resisted by a second force, partly frictional and partly negative, which acts in a direction exactly opposite.

Mechanically, think of a train moving up a hill. Gravity acts as the resisting force. Socially, think of a student moving through the school system. Poor schools act as the resisting force. Making sense?


Human energy image

In this diagram:
M represents the mass
f represents the force acting positively
R represents the resisting force

Tesla describes these variables in physics terms:

In accordance with the preceding, the human energy will then be given by the product: ½ M * V2 = ½ * M * V * V, in which M is the total mass of man in the ordinary interpretation of the term “mass,” and V is a certain hypothetical velocity, which, in the present state of science, we are unable exactly to define and determine.

To increase the human energy is, therefore, equivalent to increasing this product.

There are three ways to increase this human energy:

1. Increase the mass
2. Reduce the resisting force
3. Increase the velocity or impelling force

Each solution involves different degrees of effort and impact, each of which will now be discussed in detail.

1. Increase the mass in human energy

Back to the concept of mass – remember, we equate this to population, in human energy terms.

Viewed generally, there are obviously two ways of increasing the mass of mankind: first, by aiding and maintaining those forces and conditions which tend to increase it; and, second, by opposing and reducing those which tend to diminish it.

In other words: the greater the population, the greater the human energy. Naturally, we need to do our best to preserve this population and increase it. Assuming the same level of production per capita, a greater population on its own will be good for society. Although we know greater populations require more land, resources, jobs, food, etc., if we can assume positive returns in productivity per person, then growing populations are good for the human energy system.


World population image

More workers, more output, more customers, and so on. This is what we want. How do we achieve this?

The mass will be increased by careful attention to health, by substantial food, by moderation, by regularity of habits, by promotion of marriage, by conscientious attention to children, and, generally stated, by the observance of all the many precepts and laws of religion and hygiene. But in adding new mass to the old, three cases again present themselves.

Either the mass added is of the same velocity as the old, or it is of a smaller or of a higher velocity.

Tesla relates this to a train running with 100 locomotives on a track. To increase the energy of this moving mass, you decide to add 4 locomotives.

If the added locomotives are of the same velocity, the total train energy will increase 4%.

If, however, you add 4 locomotives of half the average velocity of the first 100 to this train, then the total energy will increase by 1%. On the other hand, adding 4 locomotives at twice the velocity as average will increase the total train energy by 16%.

While this is a critical piece of the human energy equation, velocity will be examined in the third part of this guide. For now we will focus simply on the addition of compartments to the train.

How do we increase the mass?

Things that harm our bodies and shorten our lifespans can be though to reduce the human mass. A combination of voluntary vices like drugs, alcohol, and harmful activities as well as involuntary events like disease and natural disasters all play a part in reducing the mass.

It makes sense then that reducing the frequency of these activities would be in the best interest here.

While voluntary vices have a significant impact on society, reducing the involuntary things like disease provides a much better long-term return on investment.

For every person who perishes from the effects of a stimulant, at least a thousand die from the consequences of drinking impure water.

This precious fluid, which daily infuses new life into us, is likewise the chief vehicle through which disease and death enter our bodies.

Ensuring people have clean drinking water in sufficient quantities should be a top concern in all areas. Along the same lines, we should concern ourselves with feeding everyone healthy food at reasonable prices.

A person’s health is made up of a combination of internal and external factors. Beyond mere genetics, a person’s choices and environment greatly impact the long-term health he can expect to achieve.


Healthcare components image

Source: Stanford Social Innovation Review

So in addition to minimizing tobacco and alcohol use, a person should focus just as hard on supplying her body sufficient water and food.

How to provide good and plentiful food is, therefore, a most important question of the day. On the general principles the raising of cattle as a means of providing food is objectionable, because, in the sense interpreted above, it must undoubtedly tend to the addition of mass of a “smaller velocity.” It is certainly preferable to raise vegetables, and I think, therefore, that vegetarianism is a commendable departure from the established barbarous habit. That we can subsist on plant food and perform our work even to advantage is not a theory, but a well-demonstrated fact. Many races living almost exclusively on vegetables are of superior physique and strength.

There is no doubt that some plant food, such as oatmeal, is more economical than meat, and superior to it in regard to both mechanical and mental performance. Such food, moreover, taxes our digestive organs decidedly less, and, in making us more contented and sociable, produces an amount of good difficult to estimate. In view of these facts every effort should be made to stop the wanton and cruel slaughter of animals, which must be destructive to our morals. To free ourselves from animal instincts and appetites, which keep us down, we should begin at the very root from which we spring: we should effect a radical reform in the character of the food.

Bottom line: Beyond merely increasing the population, we must ensure the population is of sufficient health. This can be achieved through clean water, healthy food, and reduction in unhealthy activities.

How do we quantify mass?

Mass is the most easily quantified component of human energy. It is basically population. Or more specifically it can be broken out as the number of residents, taxpayers, businesses, and so on. Residents make up the basic population count in any area. In addition to this, they add production value through buying things, working, and paying taxes. Similarly, businesses employ individuals, sell things to people, and pay taxes.

To increase the energy in any given city or state, it therefore makes sense to increase the number of residents who pay taxes and stimulate the economy through working and buying things.

You might also want to count the number of residents who are home- or land-owners, because this aids in property and other tax development.

Types of activities that increase population:

To increase the mass, we must attract people to an area. Rising property values, good schools, safe neighborhoods, and job opportunities are all attractive qualities in an area that wants to attract permanent residents.


Americans move image
Source: Active Rain

Naturally, the degree of each of these characteristics will vary depending on the type of people you want to attract. A bustling city looking to boost its economy will look to improve its infrastructure to attract business investment and property purchases. These will tend to increase job opportunities and the number of people who flock to fill them.

A quiet town, on the other hand, might look to keep its overall mass down, in order to preserve the lower overall costs of running the government and to keep the property values relatively high so as to reduce the number of people moving in.

Any place that wants to increase its mass must focus on improving the qualities that people will most likely move for. On the other hand, a place that’s content with its mass must focus on maintaining the qualities that keep the current people in place.

2. Reduce the resisting force on human energy

The simplest way to increase the human energy in any system is to increase the overall mass. But earlier we explored the priority of adding mass of a higher velocity to increase the energy at a higher rate.

The velocity has to do with both the force moving an object forward and the impeding force applied against it.

As before stated, the force which retards the onward movement of man is partly frictional and partly negative. To illustrate this distinction I may name, for example, ignorance, stupidity, and imbecility as some of the purely frictional forces, or resistances devoid of any directive tendency.

On the other hand, visionariness, insanity, self-destructive tendency, religious fanaticism, and the like, are all forces of a negative character, acting in definite directions. To reduce or entirely overcome these dissimilar retarding forces, radically different methods must be employed.

One knows, for instance, what a fanatic may do, and one can take preventive measures, can enlighten, convince, and, possibly direct him, turn his vice into virtue; but one does not know, and never can know, what a brute or an imbecile may do, and one must deal with him as with a mass, inert, without mind, let loose by the mad elements.

Tesla was clear in distinguishing between frictional and negative forces.

Frictional force acts in an unpredictable manner and cannot be counted on to be reversed or used to increase mass in a positive way. There are certain disabilities that are inherent in man that serve to limit specific individuals’ capacities (whether they be physical, mental, psychological, whatever). These limitations cannot typically be reapplied in a positive way, but their negative impact can certainly be reduced.

Negative force, on the other hand, acts in a directionally opposite way from positive forces. Think of things like hate, violence, and war. These typically surface through ignorance between groups of people. The inability or unwillingness of one group to understand another, often builds tension and conflict that leads to destructive forces in society.

Unlike frictional forces, these can be reversed. The energy is real with hate, it is just misdirected. Opening up a hateful person’s eyes to the other side’s perspective has the power to turn that negative force positive.

A negative force always implies some quality, not infrequently a high one, though badly directed, which it is possible to turn to good advantage; but a directionless, frictional force involves unavoidable loss. Evidently, then, the first and general answer to the above question is: turn all negative force in the right direction and reduce all frictional force.

There can be no doubt that, of all the frictional resistances, the one that most retards human movement is ignorance.

Think of your ordinary, every-day language barrier. You may know some people who speak English as a second language, and you may find it harder to engage with them. Maybe communication is a little choppy. Certain cultural cues are lost in the exchange. This is exaggerated many times over among two people who don’t have any way to speak the same language.


Language barrier image

Without the ability to communicate effectively with another person, the relationship suffers inherent friction.

Now add to the mix differences in religious beliefs, customs, work habits, priorities, and other things. You end up with a situation where it is near impossible for many multiple societies to see each other’s perspectives and deal effectively on a large scale. Even differences in currency have the ability to spark massive economic reforms across countries. Naturally, energy is lost translating meaning between people.

Not without reason said that man of wisdom, Buddha: “Ignorance is the greatest evil in the world.” The friction which results from ignorance, and which is greatly increased owing to the numerous languages and nationalities, can be reduced only by the spread of knowledge and the unification of the heterogeneous elements of humanity. No effort could be better spent.

The ability to see other peoples’ perspectives is the ultimate way to reduce this ignorance, and in turn reduce the friction holding back human energy. Breaking down the ignorance that separates people of different races, nationalities, religions, and anything else, will enable the impelling force behind human energy to face less resistance.

Conflict image

Now, let’s take the example of war. Every prudent country funds a standing army—a line of defense to protect itself in international conflicts. The mere presence of a military implies something bad is going to happen, typically resulting in a loss of population (or mass).

But however ignorance may have retarded the onward movement of man in times past, it is certain that, nowadays, negative forces have become of greater importance. Among these there is one of far greater moment than any other. It is called organized warfare.

When we consider the millions of individuals, often the ablest in mind and body, the flower of humanity, who are compelled to a life of inactivity and unproductiveness, the immense sums of money daily required for the maintenance of armies and war apparatus, representing ever so much of human energy, all the effort uselessly spent in the production of arms and implements of destruction, the loss of life and the fostering of a barbarous spirit, we are appalled at the inestimable loss to mankind which the existence of these deplorable conditions must involve. What can we do to combat best this great evil?

I mean, would we really need armed forces if we actually had complete and total peace worldwide? Of course not. Law and order absolutely require the presence of organized force.

If peace could be attained among societies, or even within our cities and towns, we could re-direct the wasteful energy spent on defense and criminal justice toward something more “velocity-adding” to society.

How do we quantify frictional and negative forces?

This is a much more difficult task than quantifying mass. Examining the activities that work against societal progress requires counting the number of negative events impacting the population.

Things that act in a negative direction against the human mass include crime, fires, natural disasters, and other destructive events. Things that act as friction toward progress include disease (mental, physical, and emotional), poor infrastructure, and anything that stands in the way of clear communication and dealing between different groups of people.

Types of activities that reduce the friction:

According to Adam Smith, governments serve three major purposes:

1. Defense against foreign powers
2. Law, order, and justice among its own people
3. Enabling of commerce through education and infrastructure

Certainly the first two categories address needs related to frictional and negative forces. And a good portion of the third category does as well.

General administration in governments allows for their continuing operation. Thought typically seen as a cost center for taxpayer dollars, it is important that some minimum level of government exist to maintain and enable a certain amount of public services.

Public safety departments help ensure the maintenance of the current population. Fire, police, and emergency medical services all work together to keep people alive, reduce crime rates, and limit destruction from negative events.

Health and welfare departments (including hospitals) also help maintain the mass. By keeping people healthy, governments reduce the friction that ends up surfacing among sick people unable to provide the same level of value to society as before.

Human services are part of a much broader category that typically addresses myriad frictional issues. Think about a homeless shelter. People who use this service are in desperate need of a home, without which, makes it hard for them to engage in value-adding activities in society. When the obstacle of finding a roof to put over their head is removed, they can more proactively find a job and a permanent place to live.

Criminal justice systems also address frictional and negative forces but in a much more balanced way. Whereas hospitals exist to heal people and bring them back to “full value,” oftentimes courts decide that someone is not a value-producing member in society and must be incarcerated. This is a costly decision, as the person cannot earn a wage, pay taxes, and contribute productively to society. However, these decisions have the ultimate value of society in mind, deeming the person more dangerous (a negative force) than productive (a positive force). So the marginal cost of removing this person from society should be a net positive in the long run, if done correctly.


Government purpose quote image

The establishment of permanent peaceful relations between nations would most effectively reduce the force retarding the human mass, and would be the best solution of this great human problem. But will the dream of universal peace ever be realized? Let us hope that it will. When all darkness shall be dissipated by the light of science, when all nations shall be merged into one, and patriotism shall be identical with religion, when there shall be one language, one country, one end, then the dream will have become reality.

3. Increase the velocity affecting human energy

Onto the most important solution to consider for increasing human energy: increasing the velocity.

Of the three possible solutions of the main problem of increasing human energy, this is by far the most important to consider, not only because of its intrinsic significance, but also because of its intimate bearing on all the many elements and conditions which determine the movement of humanity.
When discussing velocity, we should revisit the example presented earlier. Remember, we wanted to increase the overall energy of a train by adding compartments to it. When compartments of higher energy are added to the train, the train’s overall energy is increased, and in turn so is the average energy of each compartment.


Acceleration velocity image

When compartments of lower energy are added, however, the train’s overall energy is increased, but at a much lower rate. And the average energy of each compartment is actually decreased.

Apply this example to society. Naturally we want to increase the mass. But additional mass added (again, additional population) will increase the overall energy of the system at varying rates.

Think of a person being born. Either this person will grow up to be of a “higher” or “lower” velocity than her parents. The overall opportunity of this person can be compared to those offered to her parents. Maybe she will be exposed to a better education. Maybe she won’t be forced to work at a young age. Maybe she will have more technology to aid in her learning and development than her parents.

This simple illustration shows that it is of greatest importance to add mass of a higher velocity. Stated more to the point, if, for example, the children be of the same degree of enlightenment as the parents (that is, mass of the “same velocity”), the energy will simply increase proportionately to the number added. If they are less intelligent or advanced, or mass of “smaller velocity,” there will be a very slight gain in the energy; but if they are further advanced, or mass of “higher velocity,” then the new generation will add very considerably to the sum total of human energy.

How do we add mass of higher velocity?

Society is driven forward by the ability of individuals to work. Since the beginning of time, technological innovations have allowed for economizing of day-to-day tasks. Farming allowed for people to source food in centralized locations instead of hunting and gathering. Marketplaces allowed for people to buy their clothes instead of making their own. Even the concept of a corporation has allowed people to pool their resources in order to provide greater value than any one individual can.


Major inventions image

What we have, as a result, is a collection of resources specializing in individual tasks that contribute to the overall system. One person makes shoes. One person slaughters animals. One person repairs furnaces. And so on.

This specialization has created an economy based on a much more efficient supply chain than one in which every family provided everything for themselves. Anything designed to make providing for oneself easier, can be said to increase the velocity at which mass moves forward.

But looking at all this busy world about us, on all this complex mass as it daily throbs and moves, what is it but an immense clock-work driven by a spring? In the morning, when we rise, we cannot fail to note that all the objects about us are manufactured by machinery: the water we use is lifted by steam-power; the trains bring our breakfast from distant localities; the elevators in our dwelling and our office building, the cars that carry us there, are all driven by power; in all our daily errands, and in our very life-pursuit, we depend upon it; all the objects we see tell us of it; and when we return to our machine-made dwelling at night, lest we should forget it, all the material comforts of our home, our cheering stove and lamp, remind us of how much we depend on power.

And when there is an accidental stoppage of the machinery, when the city is snowbound, or the life sustaining movement otherwise temporarily arrested, we are affrighted to realize how impossible it would be for us to live the life we live without motive power. Motive power means work. To increase the force accelerating human movement means, therefore, to perform more work.

For simplicity, we will assume that the amount of work or output a person contributes to society equals his overall productivity and energy pushed through the system. Technological advances, in any form, tend to increase this amount of work, no matter the field. Farming, industrialization, vaccination, and many others help contribute to more efficiency and higher productivity for people.

In the same way that people can contribute ideas and effort to the overall human energy system, outside sources of energy clearly contribute to its increase as well. Coal, oil, wind, and solar are just a few of the many ways that we harness energy from our environment and use it to make our lives easier and more productive.


Energy sources image

From the very beginning three ways of drawing energy from the sun were open to man. The savage, when he warmed his frozen limbs at a fire kindled in some way, availed himself of the energy of the sun stored in the burning material. When he carried a bundle of branches to his cave and burned them there, he made use of the sun’s stored energy transported from one to another locality. When he set sail to his canoe, he utilized the energy of the sun applied to the atmosphere or the ambient medium.

There can be no doubt that the first is the oldest way. A fire, found accidentally, taught the savage to appreciate its beneficial heat. He then very likely conceived of the idea of carrying the glowing members to his abode. Finally he learned to use the force of a swift current of water or air. It is characteristic of modern development that progress has been effected in the same order. The utilization of the energy stored in wood or coal, or, generally speaking, fuel, led to the steam-engine. Next a great stride in advance was made in energy-transportation by the use of electricity, which permitted the transfer of energy from one locality to another without transporting the material. But as to the utilization of the energy of the ambient medium, no radical step forward has as yet been made known.

Finding ways to harness energy from our environment and use it to enable commerce, education, and overall improvement of society is the easiest way to increase the velocity moving human energy forward.

How do we quantify velocity?

Velocity is probably the most difficult aspect to quantify in the human energy equation. At a high level, it is represented by anything that facilitates increased value or production in society.

We can attempt to quantify this measure by looking at social outcomes related to human achievement. Graduation rates, job attainment, wage growth, purchasing power…they’re all possible indicators.

In their own ways, these kinds of measures indicate efficiency and effectiveness in a society—the higher they go, the better off the people are, and the more able they are to produce and add value for the overall system.

Types of activities that increase velocity:

Several government services exist to improve the capabilities of its individuals.

Schooling is the first thing that comes to mind here. Typically making up over two thirds of a municipal budget, education is the primary spending category among local governments. They exist to teach children and prepare them for the real world, providing real life skills and theoretical knowledge to back them up. The better the schools, the more productive the students should become.


Books image

Other government services exist to facilitate commerce and the ability to do more work.

Public works ensure bridges and roads are in working order.

Transportation departments ensure people can get where the need to go.

Conservation and development agencies invest in programs to increase economic activity and sustainability.

Parks, recreation, and library departments help educate and entertain citizens while increasing property values for those living in a certain area. Again, if property values go up, the human energy equation is bolstered by increase tax receipts and resulting public spending on programs or increased spending power for the property owners.

A Note on Human Energy and Collaboration

Hopefully this type of thinking can help relate the many different components acting in society. Instead of seeing everything as competing agents, we can start to see the interplay of different activities and how certain shared outcomes are typically desired by many overlapping organizations.

A more collaborative business and political environment should help cut through some of the competitive tension that hurts many industries—perhaps none more-so than the nonprofit sector. Like the way businesses compete on the ground level for customers, nonprofits often battle over every little bit of funding they can get, creating waste and misalignment of outcomes.

But how can collaboration help remedy this? Imagine the following scenario:

Five similar nonprofit agencies, that each would produce the same general outcomes, compete for the same government grant. To win this much-needed funding, each organization submits bare-bones proposals in attempts to underbid the competition and win the contract.


Competition arm wrestling image

This creates a major problem: agencies have a harder time meeting the original intended outcomes on such stripped-down proposals.

So instead of creating a cohesive strategy to split funding among five complementary agencies, all the money goes to one which is now unable to deliver based on the low costs proposed.

Nonprofits exist to create better outcomes for society in areas where profit-driven enterprises can’t compete—essentially picking up the slack left by public services but, overall, serving the same purpose.

Tying back to the human energy idea, we can see how this works. The most basic element of the energy equation is mass (or population). Mass ties very nicely to financial measures in the form of taxpayers versus tax receivers from a government perspective. So, in a way, to grow the human energy in any given city, it makes sense to calculate the total mass of taxpayers funding the government.

For example, removing people from prison and enabling them to lead productive, taxpaying, value-adding lives obviously benefits the community in which it takes place.

Human energy can quantify these types of outcomes and financial tools like social impacts bonds can be used to fund them.

Human Energy Investment Calculator

Do you need help attracting funding for your nonprofit or social service program?

 

Use this Excel financial model to select from a list of social impact areas and model out investments in your city. Select from the universe of American municipalities, with official social, financial, and economic data from 2017 Census.

 

Choose an investment amount and time horizon and see how your program benefits the city in terms of:

 

1.   Social service spending reductions

2.   Property tax income increases

 

Nothing in this file is locked. Please use it at your convenience and modify, update, change as necessary. I hope this helps you fund ideas, attract investment and improve your community!

 

$7.00
$0.44 (tax)
Total: $7.44

Now, what if the other elements of human energy (which, admittedly, are much more difficult to quantify) could be tied to dollars in the same way that mass is? Outcomes achieved by nonprofits represent either increases in the force accelerating human progress or decreases in forces slowing progress.

Again, nonprofits already know their missions seek to achieve these goals, whether or not financial measures are easily attached to them. But without tangible proof of societal improvement, few governments have incentives to increase current funding without commensurate increases in taxes.

By taking the concept of human energy, we can bring together the many different agents in society to help produce better outcomes and a better life for everyone.

Fed 40: A Mobile App Feeding the Hungry

FCE logo image

Feeding Children Everywhere (FCE), a nonprofit organization based in Florida was started after the devastating 2010 earthquake in Haiti, with the goal of providing meals to hungry people. Since its inception, hundreds of thousands of volunteers have helped provide healthy meals to people in 49 countries around the world.

The organization’s latest project, Fed 40, was launched in November 2016 in the form of a mobile app. At its core, the app allows users living in designated low-income areas to request 40 healthy meals delivered to their doorstep in one day at no charge.

After starting in Florida, Fed 40 has since expanded to Texas, Oklahoma, and Connecticut, and plans to scale nationwide by 2018. Started with a $2,600 donation from the community of Ellington Congregational Church, the program was opened to CT residents.

How it works
Previous projects saw FCE working its extensive volunteer base by hosting events that gather individuals who collectively mix, measure and package four basic ingredients of a red lentil jambalaya meal. Meant to be cost-effective, healthy, and easy-to-travel, these meals are an efficient way to deliver a large quantity of meals with a limited amount of resources. The Fed 40 app will allow residents who are hungry in the United States simply click a button and have 40 meals delivered to their residence within a day.

Organization milestones reached

    — 20 million people fed
    — 100 thousand people empowered and mobilized

FCE’s mission
“We are committed to providing healthy meals to those in need. Our delicious Red Lentil Jambalaya is all-natural, non-GMO, gluten-free and vegan. We source our plant-based ingredients from farms right here in the United States.

We are committed to sustainability. Creating a hunger-free world will be possible if we have an awareness of our impact on the world around us. We have implemented sustainability goals to reduce our carbon footprint and to eliminate the utilization of harmful plastics. This commitment also includes helping to create self-sufficient and sustainable communities through our program areas.

We are committed to making your contribution truly matter! Financial efficiency and meaningful impact are the pillars of our commitment. We believe that financial transparency combined with a high-energy, tangible impact volunteer experience is the key to a contribution that makes a meaningful difference.”

Additional info
Click here to donate to Feeding Children Everywhere.

See this article from the New Haven Register (Kathleen Schassler, May 9th) for more information about this program.

How Can We Make Pay-for-Success Useful?

Pay for success image

It is very easy to look at pay for success as the next great innovation in public service. It’s also easy to look at it as the next great weapon of Wall Street greed. That’s the problem. There are still far too many unknowns about the real potential of these projects, and it is far too easy to write off early failures as proof that these concepts will never work. And while the concept is interesting, the current process of studying and marketing these opportunities is being executed in a wrong way.

Small number of deals

Although they are certainly gaining traction, the limited volume of pay-for-success deals in this country (and the world) is an issue. Since they were introduced in 2010, there have been roughly 10 social impact bonds created each year, and have now expanded to 15 countries. Each deal takes months of planning, feasibility studies, and collaboration among at least three different parties. Much of this planning goes around underwriting the actual services and how their results will lead to financial rewards—results based on very specific programs offered by very specific organizations. While appropriate for a piloting process for this mechanism, this is a massively inefficient way to build momentum for a scalable model.

Additionally, most of these deals take 3-7 years to provide any sort of finished program data. So even if all these initial deals become major successes, it would take years to prove that this mechanism should be scaled up (not to mention the potential disaster if even some of them fail). At this pace, it will take decades to build any substantial database around program outcomes that can be leveraged on a larger scale. Successful programs will submit their program data and performance metrics, as well as how they map their activities to outcomes, but no two service providers necessarily records results in a uniform manner. There is no GAAP for nonprofit activities, which will make any comparison among programs time consuming, if not impossible.

All results are not created equal

The most influential factor of a program’s success is the provider’s execution. But throw in any number of external variables and the numbers can be thrown off and outcomes not achieved—even if the results are still better than a baseline scenario. You never know when the economy is going to turn upside down—or when riots will erupt in the streets—or when a new virus spreads across the country. But when any of these things happens, they can influence results for any types of programs or activities.

Imagine a health initiative designed to decrease the number of hospital stays in a local community. The program performs as expected, closing in on the desired numbers. Suddenly a new virus sweeps across the community, wreaking havoc on the reported numbers. Despite the program’s real success (real being defined as net difference between reality and a baseline scenario, which in this case must be altered to include the virus), the deal will be designed to not reward investors.

Who gets the credit?

When pay-for-success initiatives succeed, the provider is often recognized as the reason. Future funders will look to fund this same provider because: A) they’re clearly effective at what they do, and B) they have experience measuring a very specific set of outcomes now (reducing the need to pilot more studies and set up another organization for similar data capture). This newly deemed “successful” provider essentially owns a monopoly over an outcome and will be able to scale up; but it gets no easier for similar organizations to do the same unless they copy the methods of the first one, which may divert them away from activities they traditionally excel at. Does program success merely lock in future funding to a specific set of providers?

Alternatively, when these initiatives fail, it is often an indictment of the flaws found in these types of financing mechanisms altogether. It is much easier to blame the mechanics of the deal than to blame the execution of the program or flaws in data analysis. This creates a discouraging environment to pursue these types of arrangements, further contributing to the long timeframe of putting together a solid base of data and understanding needed to scale these things up.

There must be a better way

Instead of waiting for some magical database to be populated decades from now, what if we started with a more generic outcomes database? The fundamental goals of most nonprofits (and governments for that matter) are similar in nature, and they all strive to achieve similar outcomes. There is no reason these outcomes can’t be defined in a way that maps them to specific activities. These activities, in turn, can be mapped to resources that can perform them. This simple map allows the alignment of activity performers to outcome providers.

The hard part is quantifying the relationship between activities and outcomes. What sort of graduation rate improvements can be achieved if 50% more kids went to pre-school? What sort of recidivism rate improvements can be achieved if 50% more prisoners went to job-training programs? And so on…

Basic government budget and audit data provide some baseline of resources expended on public activities. Other public records such as labor, census, public health, and crime data provide some baseline of outcomes. Connecting the dots between activities and outcomes becomes simpler when you look at it this way. Simple statistical analyses could possibly provide correlations between resources spent and outcomes, allowing for some sort of predictive calculation to be done (e.g., 10% more per-pupil spending leads to 10% better college enrollment rate).

Fund outcomes…not organizations

Assuming some database like this was created, nonprofits could be publicized on a more universal basis. Their activities will be on display and attached to outcomes without even providing any program data. Of course, as program data becomes more available, their inclusion in this sort of database would only add to the calculations’ accuracy, making it an even more powerful tool.

If a potential social investor wanted to fund a health initiative in his hometown, he could search this database for specific outcomes (life expectancy, quality of life, etc.) and a list of activities will show up (extracurricular education, preventive screenings, etc.). The investor could then select whichever activity fits his mission and a list of possible providers will appear. This process allows funding to flow through to outcomes rather than specific organizations—not the other way around, as is the case in setting up a traditional pay-for-success deal.

Looking ahead

Building a database is not easy. Sure, there are plenty of public data sources, but they are often inconsistent or outdated. An activities-to-outcomes map is very conceptual in nature and may require assumptions and arbitrary values in the beginning. But as programs pile up and more data become available for inclusion, the accuracy of the database will improve. And then it can truly be a sustainable and useful tool for providers, governments, and funders alike.