Starts and Finishes

Time to start your next project? Or are you just too whipped to think about climbing a new mountain?

Wonder when this current project will EVER finish? When will we ever get out of this valley? Is it time to give up?

Don't like those words? Try these: It's time for someone to feed us. We've been feeding others long enough.

Ahhhh....the joys of projects, especially those that start with good intentions, but seem to lose their luster and energy as time goes by.

The November issue of Christianity Today has an excellent article by Greg Snell titled "Developing Good Development." More than a few skeptics think millions (billions?) of dollars are being wasted (they probably are) and that all that generosity is harmful to its recipients (in many cases it is).

Some of those skeptics are saying "give up." That's just what you wanted to hear, right? A reason to quit. Mr. Snell disagrees. There are others who share the views of Mr. Snell.

Ram Cnaan, in his book, The Other Philadelphia Story, talks about how faith-based giving initiatives in Philadelphia are making huge differences in that urban environment. His studies conclude that faith-based nonprofits in Philly contribute as much as $250M a year for vitally needed services that the government does not have to maintain.

Byron Johnson of Baylor University looked at Ohio and concluded in his study that faith-based programs in that state can bring about "dramatic increase in the cost-effective provision of social services that otherwise go unmet in so many communities." It seems to me this applies to the world, not just a city or state.

John DiIulio, does a good job of summarizing the works of Cnaan and Johnson in his Wall Street Journal article, The Other Philadelphia Story. Mr. DiIulio has also just released a book, Godly Republic: A Centrist Blueprint for America's Faith-Based Future. A magazine that presents a vision of liberal philosophy, politics, and public life, The American Prospect gave the following review of his book: "If there were more liberals who shared John DiIulio's passion for justice, liberalism would be better -- and so would America." My comments on faith vs. secularism and liberals vs. conservatives will have to wait for another time.

Back to "Developing Good Development." Mr. Snell offers ten principles (my comments are in parenthesis):
1. Know more than your mission statement (make sure everyone knows it)
2. Avoid deficit auditing (live within your means)
3. Seed the project with local seeds (insure there's "skin in the game")
4. Make the rounds early and often (relationship 101)
5. Build values before buildings (see number 1)
6. Practice cost sharing (find partners willing to invest)
7. Use the eyes and ears of locals (relationship 102)
8. Don't patronize (relationship 201)
9. Answer questions slowly (relationship 202)
10. Plan your exit strategy (plan on eliminating yourself)

Whether your working in Kenya, Mississippi, or Dallas, Mr. Snell offers principles that every nonprofit will do well to consider.

Today's Experts

The Wall Street Journal today says you can hire a consultant to help you name your baby. A friend of mine told me yesterday that a couple of years ago she worked part time as a consultant to individual families to help them get their high school kids into the "right" university.

If I stopped blogging right now and went for a run in my neighborhood, I'd pass at least three consultants, aka "nannies," taking their charges out for a stroll. Ah....the wonders of "outsourcing." Life in the 21st Century. Don't cha just love it!

This isn't a rant against it. I like to cook, but I often outsource our meals. I know where to go for some really good food ready to reheat and serve at home. The chefs at Whole Foods and Central Market are terrific! Those folks are experts at making good, healthy food.

There are lots of "experts" out there. An old joke is that an "x" is an unknown factor. A "spurt" is a drip of water under pressure. Therefore an "expert" is an unknown drip under pressure.

Experts are often called consultants. If they come from out of town, they're more of an expert. Or not. They are unknown, but rarely are drips.

Through 20+ years of selling computer systems to large corporations, I mostly practiced consultive selling myself. Some things, especially complex things, are just not a quick sell.

Frankly, more than consulting, I probably did more coaching, advising, encouraging, and gathering of experts, technical wizards, and gurus to solve problems for my customers. I've always been a little suspicious of the consultant who is also the guru.

Business author Michael Treacy says that "there are way more gurus than there are new ideas." There are new tools for the 21st Century, but basic, good ideas are centuries old.

If your organization is looking for a consultive guru, it might be wise to read "Bad Consultant Confidential" in the Chronicles of Philanthropy. If you're a new nonprofit, I highly recommend a subscription to the Chron.

In a nutshell, the article says that good consultants can really help, but a bad choice can at a minimum lose you considerable time and money. It goes on to say that consultants need to thoroughly understand your organization. That means they're either a really quick study or they have previous experience with organizations similar to your size and your mission.

You also need to be prepared for additional work if change is to truly be implemented. Change will probably not happen quickly. And it will only happen if you act. (I've coached one nonprofit that listens politely and smiles at my recommendations. Little action has yet to occur.)

Finally, if your income is weak, don't count on magic bullets from a development guru to help you raise funds. There's no speed dating in this game. Relationships with funders are everything. Good, solid relationships take time.

Now we're back to one of those basic, good ideas that is centuries old.