Dig in for the long game: Nonprofits and fundraisers must prepare for a role in an ecosystem of resistance

Dig in for the long game: Nonprofits and fundraisers must prepare for a role in an ecosystem of resistance

By Nate Levin-Aspenson, grant writer and student of movement organizing

This is institutionalizing the riot. Social benefit organizations can act as a ratchet. When smaller militant organizations push progress forward, larger more moderate ones hold and consolidate gains. The choice is simple: be divided and ruled, or act as part of an ecosystem and win.

I had to rewrite this several times because being a new parent is (unsurprisingly to everyone except me) very time-consuming and because our collective situation keeps getting worse. Every day I wake up like the proverbial frog in boiling water—except me and the other frogs all know the water is boiling and we all have Frog Bluesky so every day we’re posting about how hot the water is and how we should all get out of it. 

My first draft was Do Not Obey in Advance, which is no longer timely because A) we no longer have the luxury of being in advance of a fascist takeover and B) most organizations already did.

My second draft was Nonprofits Have to Fight if They Want to Survive, which I discarded not because the doom of our field is inevitable or because there has been no fight (not enough to my taste but not nothing), but because the stakes are no longer whether nonprofits will survive, but whether we will survive.

So here we are.

At time of writing, the GOP budget bill (the sycophantically trumpian-titled “One Big Beautiful Bill”) has just been signed into law. When implemented, 17 million Americans will be kicked off of their Medicaid insurance and the budget and $100 billion in new funding would be poured into the American Gestapo, further empowering them to kidnap and terrorize people.

All that is to admit that by the time you read this, the terrain of struggle under our feet will already have changed. Since I don’t want to scrap this again and start over, let’s pull back and look at the big view of what we need to do. 

I. Where we fit

In Full Spectrum Resistance, author Aric McBay describes the concepts of radical flanking and institutionalizing the riot

One of the many details lost to popular memory of the Civil Rights Movement is that Dr. Martin Luther King, Jr. once thought the Freedom Rides were too radical, and spent the night before the first ride trying to convince the organizers to call it off. But the riders went ahead, and the core of the movement moved with them. Radical Flanking describes the concept of radical or militant organizing moving the Overton Window of what is considered acceptable and sensible further towards a liberated society. 

Just like the Deacons for Defense and other militant self-defense groups made the Freedom Riders seem more acceptable and sensible to ordinary people, people revolting in LA and New York create room for organizations in the nonprofit sector to push successfully for protections of the rights of immigrants and queer people. 

As long as you don’t fall into the divide and rule trap of disavowing or condemning groups that are using more confrontational tactics.

In 1969, gay patrons of the Stonewall Inn in New York City, led by trans women and drag queens, spontaneously and violently fought back against the police repression that they had been suffering under for years. These police raids were routine, with people dressed in “women’s” clothing escorted to bathrooms to have their gender “confirmed” by police officers and those dressed more masculine were lined up to have their IDs checked. Being gay was illegal and criminalized. Arrests and beatings were commonplace. 

On June 27th of that year, the customers at Stonewall Inn spontaneously decided not to comply. Eventually, their defiance coalesced into a riot and participants attacked police vehicles and moved too quickly to be effectively countered by the lines of cops. Unlike previous riots in response to police raids on gay community hangouts, Stonewall led to the activation of a new generation of Gay Liberation movement organizations that were able to lock in the social gains made by the Stonewall Riots. They were using new and effective tactics like “zaps”—ambushing and heckling politicians, demanding they state their position on gay rights—to gain ground. Publications that previously wouldn’t publish the word ‘gay’ were now talking in detail about these organizations and their goals. 

This is institutionalizing the riot. Social benefit organizations can act as a ratchet. When smaller militant organizations push progress forward, larger more moderate ones hold and consolidate gains. (This is an incredibly brief overview of what McBay desribes, and I cannot recommend highly enough reading the book.)

The choice is simple: be divided and ruled, or act as part of an ecosystem and win.

II. Tactics

One of the sad things I had to recognize in writing this piece is that for many people who read it, your workplace has already hung you out to dry. Maybe they have already elected to find a place to hide in the new fascist landscape; maybe they have fully disavowed whatever values drew you to them in the first place. But maybe they have remained steadfast and are using their institutional power to fight fascism.

Whether you have the backing of your bosses or not, the core of my recommendation is the same: do not try to go it alone.

No one person or one organization is ever going to be enough to stymie or eventually overturn the fascist state, and they don’t have to be. Because they are not alone.

As a fundraiser, you are uniquely positioned within your organization to build and strengthen inter-organizational ties that can turn into networks and alliances of mutual support and protection. 

When I was working for a community mental health center during the pandemic lockdown, we found that building multilateral funding relationships to pursue emergency funding from governments and philanthropy was also having a knock-in effect of building inter-organizational relationships that helped us advocate as a bloc for the importance of our work during a time of emergency.

You can and should use that position to build multi-organizational networks. These can form defensive blocs when state or federal government entities target your funding or your constituents, as well as begin to throw around the economic power of your local third sector. Use the power that your bloc has to pressure state and local government officials for protections for your constituencies. 

Throw your weight around. Power that you or your organization have is worth nothing if it sits idle on the shelf. No time like the present. Smoke ‘em if you got ‘em. 

Now, if your organization is incapacitated by fear or apathy, there are still things you can do with just yourself and like-minded friends and colleagues. 

First, as others have advocated right here on The Hub, unionize your workplace. Join a union. The power of organized labor is one of the strongest tools we have right now to exert pressure on the regime and protect your community. 

If for some reason you can’t unionize your workplace (and you should try), there are still things you can do to be part of an ecosystem of resistance. No matter where you are, I guarantee that there are political projects near you that can use your particular set of skills as a fundraiser. That could mean raising money, sure—you would be surprised how little money some projects need to do their thing compared to a full organization—but communications, connection-building, and logistics are boons to local political projects. Hell, many of them are starved for simple admin: scheduling, keeping track of meetings, etc. It doesn’t sound like much, but adding capacity can nourish a local movement way more than money.

Find your niche. Find what you can support, and don’t neglect what supports you.

Because we are in this for the long haul.

III. The long haul

A lot of smart people have written about the MAGA tactic of flooding the zone to immobilize their enemies with indecision and anxiety and make their agenda seem powerful and inevitable. 

They do this because they’re not, and it isn’t. 

Don’t mistake me, the MAGA movement currently commands a tremendous and dangerous amount of power, but they are engaging in this tactic because they are fundamentally weak and fearful. They’re losers. And they are motivated by being losers who are afraid of everything. I say this not to hype up how easily our side will win (if the title didn’t give it away, I don’t think it will be easy or fast), but to better understand what we’re up against. 

The MAGA movement is an unstable and brittle coalition, and they fall apart quickly if they don’t get to be on the offensive. With a multilateral ecosystem of resistance pushing at them from all sides, using a variety of tactics, refusing to be divided and ruled, and leveraging the social and economic powers dormant within our sector, we can push them onto the defensive for as long as it takes for their movement to collapse.

We are not filling an annual campaign thermometer. Nothing magic will happen if 3.5% of the population engage in sustained nonviolent protest. We must grow a community of culture and practice to uproot, dismantle, and destroy fascism and trumpism in the United States. 

The nonprofit sector can be part of it. Fundraisers can be a part of it. 

You can be a part of it.

Nate Levin-Aspenson

Nate Levin-Aspenson

Nate Levin-Aspenson (he/him) is a writer, fundraiser, and container for dread based in North Texas. He has been writing things to ask people for money for over 10 years but is also learning to do more important things as part of his local ecosystem. You can find him posting through it on Bluesky or growing new things with the rest of The Equilibria Collective. If you appreciate his writing and want to give him money, don’t! Give to flood relief efforts in central TX and NC instead.

A Conversation About Giving in Different Contexts and Countries

A Conversation About Giving in Different Contexts and Countries

By Carol Ng’ang’afounder of Msingi Trust and member of the CCF Global Council and Martha Lidia Oxi Chuy, Guatemala National Director for World Connect and a member of the CCF Global Council

Transcript

00:00:00:05
[Jenny]: Today we have two, folks who are going to be leading this conversation. Carol Ng’ang’a is the founder of the Msingi Trust. You can listen to her podcasts. Her podcast, Msingi Talks, on all major podcast streaming channels. And has been with us on the Global Council for about three years. In another couple of days.

And Martha Lidia Oxy Chuy from — who is the Guatemala National Director for World Connect. Also a member of our Global Council. Also a member of the OYW Indigenous Council, the board of directors for the MAIA Economic Development Corporation and Women’s Justice Initiative, and president of Mujeres Liderando Guatemala. I had to cut out a few of Lidia’s different organizational roles because they just didn’t all fit. But, welcome to this conversation. We’re excited that you all are here to hear about, a conversation about giving in different contexts. I will turn it over to you all and start sharing our presentation.

00:01:18:00
[Carol]: All right. Thank you so much, Jenny. And thank you, everyone, for joining us in this conversation. There’s so much to talk about. And, I’m grateful for the opportunity to to speak into this very confusing and complicated conversation.

Why I wrote the article: as, the beginning of the article is like, the global philanthropy network — it confuses me a lot. And so I was expressing my confusion in the questions that I carry as I work in this, in this field. And so one of the reasons was to air out the contradictions. And then the other reason was that we needed to ask, ask ourselves that we honestly explore not just the economic systems that — but also the NGO and philanthropy systems that rely on poverty to, to sustain itself. And so how when, when one of the — one of the values from CCF is that we need — we also need to to — there’s a point there that says that we need to accept that we gain from the philanthropy world as well, because that’s where we get our food — we get paid to be in the philanthropy sector.

And so we ask ourselves, do we benefit from this, from this, from this world as well? So, then — the main one of the, the two — the two main ones as well, was to highlight and center how the poor — what we would call the poor — how the poor give and how that is, is tabulated or how that is recorded, if it is. And then how they give as locals within their communities and how money is given back in terms of remittances. And someone, someone said — I think in the chat, someone gave numbers on the on remittances and the latest one from — for their — for Africa is that remittances in Africa are $90 billion. Official, official donor aid is $58 billion. And then — that’s in USD — and then philanthropy is $2 billion. Yet when we ask what the face of giving is, it is never the ones who offer remittances. It’s always the the big NGO organizations and most of them are white. You know, so by remittances, the money that comes back into the continent, most of it is from people, our families, our friends, and relies on mostly immigrant labor and all of that. So — yeah.

So asking, what is the face of philanthropy? The face of philanthropy is not the NGOs. It is the poor people — who we would call poor people. And I think most of the times we have a problem with the phrase “the poor people” because of the political connotations of that. So that’s why I wrote the the article. And, I’m really curious to hear and to explore and to be in conversation with Lidia as, as we reflect on the article.

So, Lidia, welcoming you into the conversation. So I would ask, what, when did you learn or when did would you say you learned that you were poor? And I’ll also share my my experience.

00:05:46:02
[Lidia]: Well, hello, everyone. This is Lidia Oxi joining from Guatemala. And I’m sorry, because it seems like my internet it’s been a little bit unstable. But. Yeah.

So just before getting into that question, just wanted to share a little bit of why we also — like why I also join the CCF Community and, like three year — like almost four years ago, like I, I kind of tap into like the nonprofit resource mobilization role at the one of the organization that I work for that is called MAIA. And when I joined, there were almost no information about philanthropy in Guatemala or fundraising or any other resource group that I could join.

And then I started to also look for, for programs from universities in Guatemala and actually, like no university at the time offer any course, like any even group session, whatever. So there basically was nothing that I could get a hand of. And so I started to look in Guatemala, like, who was doing fundraising. And then I also kind of discovered that most of the fundraising and, and a lot of the resources that come to Guatemala, like about maybe 80% of them roughly comes from the US, at least the data that, that that the cash money that comes and then another percentage comes from Europe. And then there is some here. But I, we don’t we just don’t have the data. And so we started to see this. Like I also starting to pay attention to like some of the practices. And where could I get help because like, you see so many strategies and efforts, but not any of them, like first was in Spanish.

So English is my third language, which also makes it a little bit harder for everyone to get access to resources. And then I came across CCF and it was just like, it felt like, it was, a beautiful community. Not just for the resources that it offer, but it also because it felt like some of the articles that I was reading from CCF really spoke to some of the challenges that — and some of the so many questions that I had about the fundraising, philanthropy, especially in Guatemala. So I just I wanted to share a little bit of that. And then as we were talking with Carol, we also started to think like, but where should we start?

And then we came up with this question, like, when did you learn you you were poor? And this came up because especially I never felt like I was poor. Like, honestly, until maybe I did program in, in the US and then I started to see — I got a scholarship to study in Wisconsin. So I was a couple of years in Wisconsin, and then I started to read a lot about poverty and a lot of the times, like the name of the country would come up about being poor. But I never really thought, like, I was poor. Like, you know, like I had food. I had, I had a shelter. Like the community that I come from that it’s 95% Indigenous, Native community. Like, I never really felt like I was poor, like, in the broader sense. Maybe. Back to you, Carol.

[Carol]: Yeah. Thank you. I think, for me, I learned that I was poor when I, when I joined — that I come from a poor background — when I joined high school. And so I came from, like, an urban, rural community. Did well in my primary school exam. And so when I went into the, was called into one of the best schools in the country. And of course, if it’s one of the best schools, there will be financial disparities. And so every day was a constant reminder of what I did not have yet again. And this for me, indicates how I enter into communities, because we go and ascribe poverty to people who do not think that they are poor. So and, and, and so being confronted mainly by what I did not have or what our family did not have in terms of material wealth, yet as Lidia has expressed that there was food, there was — it was not, it was not a lot, but there was food. It was, it was not like a table of so much options. But there was something. And so, yeah, when we, when I learnt that I was poor, was in high school. Then Lidia, for you, when did you learn, when did you become aware of racism?

00:11:27:06
[Lida]: This is, I think this is like, one of the most personal ones for me. Like, compared to the other ones. I when I joined, high school, like, so — so in Guatemala, the situation has changed a little bit over the last 20 years. But when I graduated, when I graduated from middle school, there were no [high] school at my village. In my village is a village of about 30,000 people. But there were, there were, there was no high school. So, which meant that I would have to find an option outside my village, and then, also apply for a scholarship and join a boarding school. And through that boarding school, I become aware of other ethnicity. And, so Guatemala has like four different ethnic groups. There are the Mayan, the Xincas, Garifunas, and no Indigenous.

And so after this, like, after middle school, I joined the high school. And then I had a really good friend. He came from different side of Guatemala. And I remember one of the conversations we had, after our first year of, of high school, and he was like, with some, some sort of surprise, he said, like he wanted to apologize. And then I wasn’t really understanding why. And he said that before meeting me. His name is Mibsan, and, he said, like he wanted to apologize because before we were friends, he used to believe that all Indigenous people were ignorant, that we’re poor and we’re good for nothing. And I, I kind of laughed back then because I was 15. And then I started to ask, but why? Why do you have such ideas and, and who taught you that? And he said, well, like in my, in my town, which is like about nearly 90% non-Indigenous, well that’s kind of what everyone says, like, and just like it, it keeps repeating among the circles. And, and then I started questioning — like I had never really thought about, I never thought about race before or ethnicity. The only thing that I remember from my family was like, I — because most of us were Indigenous, there were a couple of people that were not Indigenous, and my parents were really protective in the sense that just to be careful, like maybe you should not go out as much or certain things, but they never also explained to us like that — they never shared the history.

So Guatemala has 36 years of civil, genocide — civil war, genocide in Guatemala that ended in 1996 with peace accords. And there was like a signature of peace agreements. But we never had that history. Like, I think part of the things that happened in our countries, and I’m sure that, it happens in many countries — because sometimes people, parents want to protect their kids of the sad stories past, so they never share the feelings, what happened.

And so I kind of didn’t know anything about the history of Guatemala when — by 15. And then, but, by hearing this kind of comments, so I also got to wondering like why people would think in certain ways and started to dig a little bit further. And that’s, that’s when like, you start finding books and things like that and things actually starting to make sense. But yeah. So my, my mother lost her first husband. So a lot of people were killed: the community leaders, people who were like during their last years of high school or university. So like, I’m basically know at least one person from each family at the village that disappeared or was killed. And so up to — up to now, there are about like 2000 — 200,000 people that are still disappear. And, so many more that were murdered. So anyways, with all of this, so what I see happens, it’s like, silence, misinformation, a lack of education always contributes to all of this ideas that people start making. And there are not spaces where we can come together like, as — there are not many spaces as this school where you come — you can be friend, you can meet people, you can share at a personal level. So I think that’s kind of the first time that I — I thought, like, people really dislike me because of being like brown, Indigenous, having a last name that was Mayan. And then also that was when I started like learning more and and questioning about some certain ways we were living or we live in. How about you, Carol?

00:17:02:04
[Carol]: Oh, I learnt — thank you for sharing that Lidia. Very personal. And also the the reality of the histories that we don’t know, of the context. Like, I didn’t know about the Guatemalan context as well. Thank you for that.

I learnt that I was Black when I went to South Africa, actually. When I was — I had finished high school, went to study, and that was where the racial stratification was very, very — of course in our Kenyan history, there’s the understanding of colonialism and that there were white people, and all of that, but my Blackness as an inferior…Blackness as inferiority was presented to me when I was, I went to study in South Africa. And you see, sometimes it was overt and like people not talking to you just because you’re Black. And other times it was very covert with like, these, these is a smile that you’re given that’s very suspicious that you like you, you — like I am a good person, but you don’t belong here, so find your place. So that was something that I, that I experienced and, and it was, it was never Black as an equal. But Black as inferior.

And the reality is that some of these people were our teachers or other people who had authority over us in the institutions where we were at and were the people who serve you in restaurants. So you had to you had to relate with it in a way here. So I think we, when we were discussing how we would have this conversation, it was important for us to have the poverty and the race conversations as a setup, because, most times we, as we are writing, as we are serving in communities, we do not, we forget that this applies to us as well. And what we write is about us. It’s about our stories. And so I want to ask Lidia, when you read that column, what stood out for you? What resonates with your context? And how did you receive it?

00:19:34:03
[Lidia]: Yeah. Thank you. Yes. So I don’t know if everyone has read the article, but if not, please, we highly encourage you to read it. So, because I, I know you for a while now, Carol, like three years. So I always have the idea that, some of our context relates because, like, South America, South Central America, I know, and so is Africa is always, like, a stand in so many, situations. Not, unfortunately not the best of headlines. But something that really resonates — resonated for me was the title. Like, people — like “’Poor People’ Do Not Give Back, [They] Just Give.” And then also starting to pay more attention to I guess that’s an exercise that has been in going — ongoing. And I think it’s, it should always be ongoing. Like also to pay attention to that local, communities to the neighbors, etcetera. But at least in my village — so there is like, if you I don’t know who, who have been in Guatemala, but there are definitely two different sides of Guatemala. Like the rural areas of Guatemala, and Guatemala City, which in Guatemala City it’s being perceived to be very dangerous. And all the rural areas or the farther areas of Guatemala from Guatemala City are some of the cities that are more, like people are happier, people are more, gentle and more friendly.

And when I look at my village that it’s called San Jose Poaquil Chimaltenango, and it’s a Kaqchikel village, like I see people, with, like, doing a lot of work since forever, like, basically in our communities. And unlike many other countries, like the presence of, of government, it’s I mean, it’s very little. Like police, the budget for the major — for doing, any infrastructure work — so like the budget that we have, all the investment that goes toward community is very little.

And so you wonder why we have survived like and we have endured over 500 years of oppression. And then we start seeing around that our families have lived with what has been basic, very close to nature, like, people — even for now, for example, were like going mushroom hunting and we eat a lot of herbs. But whenever something happens, especially during the pandemic our villages were — I mean a little bit, maybe some of us were worried, especially about medicine, but I don’t think it — I don’t think anyone was worried about food, because like whenever there is scarcity, people will exchange food. Like at my fam — at my parents house, we always have herbs, we have pepper, we have potatoes, or güisquiles that I that’s a vegetable that I haven’t found in, in the, in the US. And it has some roots.

So there’s always like, like people willing to help, like in one of the, like one of the resource that I always, I like — kind of think it’s, it’s more and more important: it’s time. Most of the people to give time like as much as possible. Like taking care of your sister’s kids or if someone is sick, people would take turn to take food. And so all of this resources, support, help is not immobilized. And people give it without expecting anything at all. And a lot of the times, like, you see people like, why these people, is this person is giving when they don’t have even enough maybe for the rest of the family. But people see it as a natural way of being. Like, if you are part of the community, it’s like, it’s also a sort of responsibility or commitment to take care of the, the neighbor and everyone who lives in your village. So that’s kind of, yeah what resonated heavily to me, like the similarities that there are across some cultures and that also how sometimes you can lose, lose it as you move away from certain structures, community structures.

00:24:30:00
[Carol]: Thank you. Thank you, Lidia. I think for me, as I was reflecting as well, I think it’s the same for us. It’s, it’s that, that there’s always these are communities, even, systemized ways of of caring for community.

So let’s say someone dies in the community, there, there are these forums that especially — and we’ll also talk about the gender aspect of it is that the women are part of this community forums that then land in the homes immediately after there’s a death in the community. And then they take care of everything. They cook they are, the ones responsible for the, the duties and responsibilities of keeping the fire burning in the, in the home. And so that can never, that can never be monetized, in a sense. Even with these contributions that cannot be monetized.

And, another thing, as you were sharing, Lidia, that, you talked about is the time, the time aspect where people wak alongside each other for as long as possible. Your kids will come, will come, and they stay within their auntie’s home or in some — in a relative’s place, and that’s giving. Even during COVID. I think one of the reasons — we, we thought that the African continent, there was this fear that Africa would be ravaged by COVID, but it — we survived. The death toll was not as much as, as as as was expected. There was people who died, but there was — the death toll was not as much. And so, you ask, what is it about this continent where — that survives with — that survive away from the metrics, the expected metrics of survival? So that’s one of the things. So and it is, as we had talked about, the visibility of the non-monetary giving and, we talked about even in our communities, the people who will come and ensure that the grave is dug. Yeah. They might not have the money to contribute to — towards the funeral, but they will dig the grave. They will go and fetch water. They will be the ones ensuring that the shoes that — the chairs are being wiped and all of that. And so that is non-monetary giving. In our organizations there are people who come and take care of the kids. Yeah, they will volunteer and offer time, or they might say, I don’t know much English, but what I will do is I will do x, y and zed. Yeah.

And so those non-monetary gifts that come into our communities, into our organizations, yet we do not, we do not — we’ve not created a way to honor them, and to celebrate, to identify, to honor and to celebrate. We only have plaques for those that give $10,000 USD, but never the one who gives the 10 hours, 20 hours to to our, to our organization. So that’s, that’s what I was thinking about as I was reflecting on it. And I don’t see this as an expert in it, but as someone who’s questioning how working — how am I honoring the people who give to [indecipherable] in ways that are not monetary? Yeah. We, we, Lidia, there was something that, as we were discussing, we talked about dehumanizing people just to fundraise. Would you like to speak about that?

00:28:50:04
[Lidia]: So, yes. So I, I think and, yes, and this, is this, we, we tried to think with Carol how to make this maybe not so sensitive, but I think it’s just like, I mean, this is kind of some of the things that definitely stood out a lot for us. And the dehumanizing people — I think one of the practices that I seen from early childhood, was like there was a nonprofit in my village that was doing really an amazing job, and I think it was a sponsor — and I don’t even know this organization if still exist or not — but it’s, I think back then, like 30 years ago, was Christian Church Children. And it was really good. Like, it would provide resources for kids to go to school. But I felt also like some of them, maybe some of the questions that I had over these practices were how much time like the kids and the families will spend to to thank people for, everything basically. So like, I, it’s almost like every week they had to send some letters. And because also one of my brothers was part of the program, it also created some challenges at the very family level. It was a sponsorship program. And because he was sponsored and not the rest of us — so there were some requirements that, that he would have to get a, b, c like shoes, clothing or whatever, but not benefiting the entire family. So over time, it kind of created some sort of resentment, like why he was treated. And of course, when you are a child you don’t like, you don’t question like where the money comes from. You just see what the others have and you don’t have. But then I also started to see like why he was having like more. Like his own furniture his own, like more pair of shoes and things like that. But then the other thing that I saw was like this organization disappear like 15 years later or 10 years later, just because the focus of the organization is shift, or that the country of priorities shift.

And that’s also when I’m starting to think, some of the practices, like international organizations, with good intent, they, sometimes you have to like, I understand that you have to prioritize, but also, I think there should be a responsibility of creating capacity at the local level. And what I, I been seeing in many of those examples in, in places is like the, there were commitment, from international organizations to send funding. But that withdraw this funding happened sometimes from one year to another and there were no capacity of fundraising transfered locally, which then when when this funding was withdrawn, pretty much the the projects close. And I seen that in many places in Guatemala. I think that’s one. And I did some volunteering a way, like a long time ago, and some of the other practices — and I see that a lot of — in a lot of places, organizations — and I like, I like going to the websites because, like, I think the websites can tell how some of this work is being done. Whether you are using images of empowerment or are using images just to be like, really — I seen some people on these pictures where it’s not at their best, like, like really old clothes, like your hair, it’s really, I mean, a mess. Like, not the nice pictures of you, not the nice versions of you, but the other ones that you might not want to see ten years later in, in, a book or something like that. And then the way of phrasing it, or the way that the people describing you: most of the times there is no consent behind these practices. And I think that’s kind of — that one of the — especially, recently, I also try to — whatever I been done in using images, I, we have also implemented a child policy protection, child — child protection policy and also consent from child from children and their families because of this matter. Like it also feels like it violates your rights. And sometimes, because you are seen — your a user, a beneficiary — like you don’t have a lot of option to say “yes” or “no” sometimes or — but most of the times, you are not even ask. And so I think that’s also like a huge responsibility. And, and once again, I know that some of this practices are being done with good intent intention. But also like, I think some of the reflections that I’m having and, and I’m also like, I, I might myself done a couple of this mistakes [indecipherable] practices.

But I think the reflection that we, we should have, it’s also like always consulting the people that we’re working with, like taking the context, like really asking — most of the people that I work for, or at least the generation of my mother, like, all women under 56, they don’t like to be taken, like they don’t like pictures taken. So every time that I try to get a picture of my mom, she, she really I mean, she’s not very happy with that, but then like it — then like seeing her picture like on — in a very not nice picture of her in a book or something like that. That would be something that it’s going to be shameful for her. So I think that like, try to think how people feel with this text, pictures, and how they might feel like 10 years later, 20 years later, and especially what we write and how we describe people.

00:35:33:21
[Carol]: Mmm. Thank you, Lidia. Yeah. And that and it’s very important because I feel like you only get that when you have relationships. You will only know that mothers at 60 year olds do not like to have their photos taken when the power dynamics have been — you’ve understood that, you are in community and learning together. But most of the times, because as NGOs, as organizations, when you are in the community,  the power dynamic is very skewed. Then we wouldn’t know that until people talk to us and people feel that we are safe enough for them to tell that.

I’d like us to talk a bit about remittances. I shared this statistics around remittances in Africa, and the latest one of — from the East African philanthropy was that in Africa it was 19 — remittances accounted for $19 billion of the money that came into the continent. Then the official donor aid was $58 billion, and then philanthropy was $2 billion dollars. Then, I think, Lidia, you have some statistics about remittances in Guatemala.

I want to ask two questions, and I’d like for us to consider it, as we open our plenary as well. We have a lot of practices and we have systems, and we have part of many things to deal with the official donor aid and philanthropy. Yet we have no or I don’t know, maybe there is. We — the remittances conversation is still very or maybe hush hush yet.

Then there is also the, the fact that the numbers show that people who are able to do direct impact and the, the writings and the research around remittances is that the remittances actually stretch for longer because one, there’s trust — there’s trust in the family, so, so the if I’m giving money back home, when we say “we left home to change home.” So you want to change your home? So you give it to someone who’s trusted, you know, the direct need, and then these — you’re going to come back to it. That the — me not investing back in home means that if I ever come back home, lack of investing in home will affect me in one way or another.

So, I’m really curious to hear from others. Please, please, let’s hear from others about what is — what stood out for you in the article. But, Lidia, I’d like you to speak about remittances and how that plays out in, in your context.

00:38:46:18
[Lidia]: Super. Yeah, I, I thought this data was also very important when I saw it in your article, like, Carol. What I, what I can see, like, at least in Guatemala, we don’t have, I don’t, I don’t think I have specific data on how much it’s been consume, but I know that 20% of Guatemala’s GDP comes from remittances, which it’s actually more of what the private sector produces. So there is some heavy discussion between — because private sector in Guatemala has such a power and has, has participation in very important decision making tables.

But what we’re seeing also — and there is historically this — and I’m bringing the private sector here because once again, they have acquired [indecipherable] on behalf of Guatemala because of the perception or justification that they, they offer a lot of jobs. But when we — or it’s being compared to the investment by expenditure of the remittances, it seems like remittances are creating more jobs than the private sector. So I think those are like, I mean, at least in Guatemala, this discussion is a very important because of that investment and also where it’s being used.

And remittances was a very important the during COVID, and I think this is one of the main reason why most of the Guatemalan families were able to survive because they were recipients of remittances. So even though, like here in Guatemala, the government didn’t do much, but at the least families had that funds — had, had money to buy food. And also to get the medicine. So I don’t have the specific data, Carol, on how much they spend for, like investment in the community. [Indecipherable] supporting others.

But, you know, in Guat— in, in other countries that are sending remittances, maybe they use between 10 to 20% of what they make, and then the rest is coming to Guatemala. So they really try to be efficient. Most of them leave with the hope of returning. And so that’s why they try to save as much as possible, because they have, like their mother and the rest of siblings. And in average, I think the family size is of five members in Guatemala, but a huge percentage of the the money that they make, it’s being send back to support the rest of the family’s education, food, housing. And in addition to that they build a house or they are like establishing a business. So a huge — a significant percentage is like it’s being used for food, but a important percentage is also supporting the rest of extended family. But I don’t have specific data for that, Carol.

00:42:17:06
[Carol]: Thank you, Lidia. That’s very helpful. And these’s a statements there that you said they, they send because they will return back. And that for me speaks to the immigrant question: is, is that people want to come back home. And so they invest back home. So this is — thank you, Lidia. Thank you, Jenny. Thank you, everybody, for being part of this conversation.

I’d like to open up this session for some feedback or some comments from the plenary. If maybe — Jenny, can be on the lookout for hands that are raised. But if you have a question, a comment, something that stood out for you as we’ve been having this conversation, please share that with us and we’ll — would love to for this to be a conversation as well. Because you’re all part of context and have been grappling with this as well.

Allison here shared that for those in the US, Trump’s Big Bullshit Bill changed the policy on taxing remittances. And you’ve shared, they’ve shared the link, but previous versions of the tax only applied to the, to non-US citizens. The passed tax applies to all remittances, senders of cash transfers, money orders or cashier’s check. Yeah. Yes. Thank you for sharing that.

Then Megan shared, “thank you for this conversation the article says ‘CCF values sound very African to me.” That’s a thought I had, as you are talking about the collective responsibility to support each other. The U.S and whiteness value individuals. Would love to hear more thoughts on this if — oh, values individualism. Would love to hear more thoughts on this if you’d like.” Lidia, would you speak on on that? Or I could speak, because I said “it sounds very African to me,” but does that raise —

[Lidia]: I just — [Indecipherable]

00:44:29:09
[Carol]: Lidia. Yeah.

00:44:31:12
[Lidia]: I just wanted to share an example of how maybe I been trying to also like, use CCF values in my work. Like, I have the opportunity now to work with community leaders. And what I’m trying to do is offer a way that they — and that’s providing like seed funding for a community opportunity that they have or need. So what I’m trying to — try to do — and this is like, I would have done that very differently if I wasn’t aware of CCF. But what I’m trying to do, it’s like finding places where they can meet us, people, human in trying to broaden their network of support and get help and also like supporting with all — like just application, like, and that’s also maybe, that’s relates to me because I hate a lot of applications, especially the ones that have so many requirements and very low possibility of getting the funding.

So what I’m trying to do with these people also walk with them throughout the process. Make it as simple as possible. Get with enough information of why they, they need the funding, and let the communities prioritize where they use the funding. But one thing that we thought that speaks a little bit to like valuing other resources, is in the proposal. Like they have to put, like also all the time that they are investing and put a price to it. So like that whole proposal values time, in-kind resources, funding, anything that has value for that community. And also when we speak about the project or the program, it has the total. And also that the community sees that money that they have provided. Which also uplift the spirit in the work.

And so I think it’s more like, and I’m also like using a lot of their feedback to work with them at each step and also including in workshops or conferences, like things that they need. So I’m doing way more like, surveys just to have their voices, feedback, and include that in everything that I planned for the whole process. So I think this is like at least a way that I can use some of the principles, like in practice.

And, I think there are more examples. I just wanted to share this one that is, I mean, at least it’s very relevant for me. Thank you, Carol.

00:47:10:21
[Carol]: Thank you. And maybe to respond to that for me, is that especially the, the idea that I give because — I give because — let me, let me try and phrase this the way I see it in my head, I give because I know that it’s — the giving is like a part of river. And I will need to be supported as part of this community later on.

So that there is not only — there’s never always an eternal giver and eternal recipient. That we don’t know when need happens. It will happen in a community somewhere. And so in what — it might be my home today, it might be yours tomorrow. So we are in this community because we are interdependent. So that was one of the reasons where I felt that this was very important.

And seeing, a few more, conversations here. Yeah.

Hannah: “Really struck by the comment in the article about how the idea of ‘giving back’ has been normalized and the ‘taking’ isn’t questioned.” Yes. You give back from where you’ve taken and most of the times it’s 0.01% of what you’ve taken and people — and you want us to clap for you. That’s usually what it is. And then you also have like levels in millions of administration that ensures that those that you stole from are not stealing from you. Again, that doesn’t make sense.

Then, Chris has shared an article from the Hub that will be shared in the Black  Philanthropy Month. So please have a look at it.

Then, yes, “I 100% — 1000% hate grant applications.” I, I share that as well. I don’t like them.

Then, Rebecca shares “the interrogation of how international non-governmental organizations can be localizations or networks with local orgs, but don’t deal with the day-to-day realities of grassroots organizations.” Yeah.

“It made me think about the different places I’ve worked that are set up that way.” And let me — I would— sharing that I wrote that because those were things that actually happened. Someone like — and then — or maybe someone comes in, they’ve worked for so long. They have mud, muddy shoes, they’ve had to rescue — spent the day the whole evening rescuing someone from a police station.

But what, what will — people will see is that that person came late. They came dirty. They came sweaty. Yeah. Without understanding the, the context of what people are actually going through in their communities. And so a better understanding of — and then I would also add about the, the restrictions around the money in the grants and, money that comes into the, into the organizations that, that is — there was a grant I once received that had four multi organizations monitoring it. And the money that they’re using to monitor it is much more than what they’ve given us. And so what are we really saying about that? Yeah. And these people will come in, they’ll have a cab that’s outside the whole day. And then if you ask them for $5000 more USD. they will never give that money to you. And so what are we really doing when you, when you’re doing that.

So I can see the time is going. Yeah. The localization or networks. Yes. Localization is happening a lot in the community. And then they go with all the expatriate money. And then what happens at the community level is then we start thinking that the, the Kenyan face, the Congolese face does not know what to do with the organization. But the reality is that all the money leaves with the white people. The reality is that they don’t trust us with as much budget as they trust the white people. Yeah. Lidia. Closing remarks.

00:51:44:08
[Lidia]: No, I think you have mentioned all the important ones. No, I think my only reflection it’s always to think about how much difference we’re doing in this job and if there is any room for improvement. And as I said, that is because some of the restrictions that Carol mentioned, like, I always dislike when it says, like, you cannot invest in your team, like professional development, it has to be going to the users.

But for — for countries as our context, they are considered third world country because like the governments have been very corrupt, the system have not work for us for hundreds of years. If we don’t invest in capacity building, in providing good salaries so people can feed their families like there is no way that we can make that change that is so, so required. So definitely. Yes. So like sometimes it’s considered to be overhead. But for me, it’s more like investing in the talent in the capacity of, of people. And that also provides us like sustainability, leadership sustainability for the long run. So I think that’s an important piece, which was not obvious for me, like, a few years ago. And also paying attention to make people be part of the decision making at all levels.

So this piece for me, inclusion, equity, it’s so important in Guatemala. Especially for what has been missing for so many years that if we don’t invest in women, in youth, so there is definitely no way we can change our future because we need to include them as soon as possible and provide the facilities to make it possible for them to be actively participate in these spaces that for so long has been like led for so little, so few people. But now I think there is space for, for more people to join us. And I think that’s kind of where — to think about what our role was overall, either a leader, a facilitator, decision making. And I think we can take these roles in different spaces and include others. But on behalf of — I don’t know if any of you want to say something else — but like, just on behalf of CCF, thank you for joining us. We’re pleased to share some of the experiences, reflections with you. And thank you for making, the space.

00:54:15:12
[Carol]: Jenny, do you have something to say? Maybe I can share my closing reflections. Is that, I, I think — let’s just give let’s give, and let’s not take. Let’s — and when we do, let’s acknowledge that we’ve taken. Yeah. And, because we are in this system, let’s be honest about what it is we are removing from our space. And let’s keep doing justice in every thing that we are doing, let’s aim to be better and making this world a better place. And as Jenny has, projected, is, please join our Mighty Networks. Subscribe to the Hub and follow us on all our socials. CCF. Jenny, over to you.

00:55:03:07
[Jenny]: Thank you so much. I knew that was going to be such a rich conversation. Thank you all for sharing so much of your life experiences. It’s incredible to know you even better after, after three years through this event. Thanks for being so generous with your learnings for the network. Thank you all.

00:55:25:19
[Lidia]: Thank you. Adios. [Cross talk] Bye bye.

 

Carol Ng’ang’a

Carol Ng’ang’a

Carol Ng’ang’a is a community development practitioner. She has a Bth in Community Development from Cornerstone Institute in Cape Town. She has spent the last 12 years walking alongside various communities towards interventions for their empowerment. In July 2017, she founded Msingi Trust whose aim is to ‘Mobilize, Inspire, Equip and Network Christians and community leaders towards Social Justice, Social Activism and Social Transformation’ Carol is an ardent believer of justice, equality and empowerment for all and has special interest in working with faith leaders and grassroots human rights defenders, bridging the gaps, making connections between these two worlds, to create conversation content and connections to help in the fight against injustice within their community contexts.

Follow her work on Facebook @Msingi Trust on Instagram @MsingiTrust and on Twitter @msingitrust. Listen to Msingi’s podcast “Msingi Talks” on all major podcast streaming channels.

Martha Lidia Oxi Chuy

Martha Lidia Oxi Chuy

Lidia is Maya-Kaqchikel, Guatemala National Director, World Connect, Inc. An organization supporting and promoting locally-led development and prioritizing initiatives that empower women and girls. Former Co-Executive Director of MAIA, the only organization in Guatemala designed and led by indigenous women serving Maya communities.

She has designed and implemented culturally attuned, high-impact projects focusing on the education and support of girls, fundraising and developing strategic partnerships. She is a member of the OYW Indigenous Council, Global Council of Community Centric Fundraising (CCF), the Board of Directors of the Maya Economic Development Corporation, Women’s Justice Initiative and president of Mujeres Liderando Guatemala. She is a fellow of the Vital Voices Engage Program, Gratitude Network, and Global Governance Forum.

Lidia is passionate about education, sustainable development, indigenous rights, and gender equality. Lidia’s advocacy efforts have been highlighted by the Honnold Foundation and Guatemala.com. Lidia’s national and international experience and fluency in four languages: Kaqchikel, Spanish, English and Chinese, and Mandarin allow her to build strategic partnerships to reduce inequality and proactively advocate for Maya communities.

How to separate your personal & professional value from the funds you raise as a fundraiser of color

How to separate your personal & professional value from the funds you raise as a fundraiser of color

By Courtland J. Powers-Gunnells, a social impact executive leader and fundraiser, with over a decade of experience transforming nonprofits into thriving organizations.

What I realized was that I needed to communicate my impact differently. In my portfolio, I began telling the story of how my approach to fundraising centered on what organizations needed most.

I remember when I decided to take the leap into the fundraising profession after having spent a few years in corporate america, focusing on finance and organizational development. I started off working primarily for grassroots organizations with budgets that ranged from $250K-$750K. By mid-career, I had moved to organizations with generally healthy budgets ($1-$1.5M), and then to those who are of the 14 percent with budgets over $5 million. 

I’m proud of the diversity of experience I have, but when I reflect on that journey, I don’t always feel as though organizations would have been as impressed with what I accomplished had I not promoted my value in different ways. 

I found myself being overlooked for many fundraising opportunities over the years because I had not raised a certain amount of funds, although I brought a lot to the table and honed best practices within the field, working with what I had. This made me begin to doubt my value and even what were (and still are) successes in those early years working for grassroots organizations. 

Why we need to separate our value from the funds we raise

Over time, I began to correlate my personal and professional value to the funds I raised. It was discouraging. It’s difficult to navigate those realities, coupled with being the only fundraiser of color in most of the spaces I needed to navigate. 

What I realized was that I needed to communicate my impact differently. In my portfolio, I began telling the story of how my approach to fundraising centered on what organizations needed most. I’ve learned over the years, many nonprofits approach fundraising outputs and outcomes with what they’d like to see, which creates an overwhelming pressure to generate revenue. Through this observation, I created a true understanding of feasibility–which helped recenter the organizations I work with on goals that are realistic, ambitious, and informed. 

One of the primary ways I see organizations navigate this “idealistic” reality is in how they recruit and hire fundraisers with preferences and expectations that can be overly ambitious or unrealistic for their particular operation. For example, I think about preferences like experience raising high six-figure major gifts with a minimum requirement of five years in the field. This makes me wonder how many people are raising individual and major gifts at that level during what is considered early years of a fundraising career, and how are they getting into roles that are preparing them for portfolios at that stage? 

This assumption of what a “successful fundraiser” looks like has become a normalized practice, causing fundraisers to assess themselves by these standards. It sets a tone for how organizations value performance in the field. This valuation system can center privilege and as a result, fundraisers of color can be disproportionately impacted – unintentionally valuing themselves and their potential based on desires of organizations that aren’t rooted in or considering lived experience, other professional experience, or even best practice. Impacts of this valuation system can result in the continued turnover rate (18-24 months) of fundraisers. 

Patterns I experienced as a Black woman in fundraising

I originally began my career in business operations and finance so when I transitioned into the nonprofit field and found my calling in fundraising, I had some experience to leverage, but I also found it difficult to be selected for roles that included that criteria…particularly as a Black woman fundraiser. I realized some patterns and truths about what I experienced while attempting to journey through building a career in fundraising:

Being a Black woman in this profession proved to be difficult early on: I had counterparts who didn’t indicate or personify the skillsets, experience, or education I had, but were selected to serve in roles I was more qualified to do (based on the job description). This was due to a number of factors including: (1) they knew someone, (2) they were a relative of someone, or (3) they were in a previous role that tasked them with working within an established portfolio that reflected the outcomes the organization wanted to attract and recruit, or they were perceived to “fit in” with the organization’s culture. This is why I appreciate the organizations that were small, inclusive, and took a chance on me. That takes me into my next point…

Experience being “scrappy” counts for a lot: While organizations are clearly attempting to set themselves up for success, many times, because they don’t understand their own feasibility, they can recruit someone that looks good on paper but may not have the experience or skillset it may take to build on what’s needed. They’re good if there is a portfolio that’s been scrubbed or a grants pipeline that’s already been put together, but if you’re looking for someone who can dive deeper and build something informed by your organization’s data and performance, they will struggle. 

Those grassroots organizations I worked for may not have had the large budget, but that’s what helped me learn how to be resourceful and deliberate in building fundraising budgets and development plans with little to work with. I’m not saying that’s the experience we want for fundraisers in this work, holistically, but that experience (even for a short time) is valuable and should be treated as such by larger, more well-resourced organizations. 

Continuing education gave me the confidence boost I needed: I am a lifelong learner and I enjoy learning new ways of approaching concepts, theories, etc. Investing in myself by participating in continuing education through the local center for nonprofits, nonprofit association office, fundraising professional association, or university, gave me what I needed to build a unique portfolio for myself. It also allowed me to challenge myself to take on new projects to learn what worked well and what didn’t. It helped me establish a basis of knowledge on best practice and understand what that looked like across differently-sized organizations. 

All of these experiences allowed me to be intentional about how I boosted my value. They also helped me recognize that what I raised over my career didn’t need to define my value but complimented it. 

Questions to help you identify your unique value adds

While mentoring other fundraisers of color, I hear my story echoed in their experiences. 

Now, I focus on encouraging and mentoring other fundraisers of color to identify the unique value add they bring to the work that compliments their portfolio, while also tying it to fundraising outcomes that are meaningful. Some questions I start with are:

  • Are you good at finding the gaps in program delivery? Can you easily point to outputs that focus too heavily on specific implementation and adherence? Do you have strengths in identifying outcomes that take a more comprehensive approach to the logic model and connecting them to the long-term financial sustainability of the organization?
  • Did you build a strong capacity for fundraising operations? Do you get to clarity about what an organization is missing quickly? Are you able to identify solutions that not only streamline fundraising systems and stewardship of donors, but also contribute to a healthy, balanced budget? 
  • Are you really great at connecting donors to a mission as a newbie? Do you quickly develop a process for understanding how to talk about key mission moments? Do you take initiative when it comes to understanding what relationships look like? 
  • Are you really good at cross-functional collaboration that results in consistent data/narrative? Do you focus on establishing healthy collaborative relationships with program staff to ensure a break-down of silos, access to ongoing data, changes, and pivots in the work?

Whatever it is that uniquely positions you, lead with that value add to tell the story of your true impact on organizations. Honing this part of your story is how you ensure you separate your value from what you raise throughout your career. 

It certainly helped me frame my experience and impact in a way that organizations understood my value early on in conversations and quickly after I began work with them. I’ve also found it to be helpful to frame your experience into data points that are specific, measurable, achievable, relevant, and time-bound (SMART) but tell the whole story of your impact. For example: 

Instead of saying: 
I led the effort in raising $50,000 for last year’s annual fundraiser, $20,000 more than the year prior

You can say: 
I led the effort in increasing our annual fundraising event outcomes by 66 percent. We surpassed our budgeted goal, and this created a better opportunity for leadership to build capacity and explore additional ways we can support program expansion.

If you want to highlight your ability to quickly adapt:
I led the effort in increasing our annual fundraising event outcomes by 66 percent as a newly hired fundraiser with six months to prepare and plan. We surpassed our budgeted goal, and this created a better opportunity for leadership to build capacity and explore additional ways we can support program expansion.

Adopting some of these narratives to frame my impact certainly helped me grow in the field. 

I’m very proud of the professional performance I’ve reached thus far (having raised in the millions now). I also still heavily value the qualitative, scrappy, resourceful values that fundraisers bring to this work every day…even if it doesn’t result in a large portfolio. I enjoy fundraisers who value continuous learning and strategic thinking whether they have a budget of $10,000 or $100,000. 

Sustainability and retention within the fundraising profession doesn’t holistically go beyond professional performance, but it doesn’t mean we can’t get there. The larger sector and profession has to adopt values that go beyond understanding and executing the work of a fundraiser. We have to focus on the experiences we have navigating this work, and that starts with recognizing that the way we see ourselves cannot be determined by the amount of funds we raise for organizations.

Courtland J. Powers-Gunnells

Courtland J. Powers-Gunnells

Courtland J. Powers-Gunnells, MBA, MA (she/her) is a social impact executive leader and fundraiser, with over a decade of experience in fundraising, strategy, and organizational development. As the Vice President, Philanthropy at Invest in Kids, she leads the effort in revenue generation to support a whole child approach to evidence-based programs that have the greatest long-term impact on young children and families experiencing economic inequalities. She also coaches executive fundraising leaders through her initiative The Funding Ethos, and facilitates a professional peer-to-peer virtual support group for fundraisers of color. You can follow Courtland on LinkedIn

Imagine raising money for a nonprofit organization while power-obsessed white men wreak havoc on liberty and justice for sport.

Imagine raising money for a nonprofit organization while power-obsessed white men wreak havoc on liberty and justice for sport.

By April Walker, a writer, speaker, consultant, and strategist who unapologetically champions racial equity and social justice through her work in philanthropy and nonprofit leadership.

…amidst new waves of political chaos and cruelty, I’m back again—this time with an invitation to build community in a new way, namely to make peers and colleagues of our ancestors. 

Imagine raising money for a nonprofit organization while power-obsessed white men wreak havoc on liberty and justice for sport. 

Oh, pardon me. That was simply last Tuesday, or maybe it was this Thursday. It is much too easy to lose track.

I will forever contend that it is an unnatural thing to proofread a grant proposal while bombs are dropped on Gaza, or to rewrite an annual appeal while famine rolls across Sudan and cease-fire talks crumble before they start.

Still, these aren’t the only times throughout my career that I have been tucked behind a desk, staring at unopened emails, trying to make sense of labor and loss. 

July 6, 2016, comes to mind: the day videos circulated on social media of police officers ensuring Philando Castile and Alton Sterling took their last breaths. 

The same was true several days during the COVID-19 pandemic, when we could quote the number of lives lost and small businesses shuddered overnight. That December, I found it too big an ask to conduct business as usual, to fundraise while the need for collective grieving went unrealized around me. 

My contemplation led to an end-of-year message for this community on surviving year-end fundraising—a message of support for trusting your instincts and prioritizing self-care. 

Nearly five years later, amidst new waves of political chaos and cruelty, I’m back again—this time with an invitation to build community in a new way, namely to make peers and colleagues of our ancestors. 

I use the word ‘ancestors’ lovingly and broadly, painting with a wide brushstroke to include those beyond my direct lineage for a few reasons. As is true for many Black Americans, I can trace my roots to the period just before the Great Migration, but not far beyond. Slavery’s legacy of family separation often makes specificity impossible. Thus, I root myself firmly in the Black American diaspora, among the descendants of enslaved Africans whose survival through forced labor made this nation’s wealth and philanthropy possible to begin with. 

I also speak of ancestors en masse because there is much to learn from the artists, activists, poets, and teachers who came before us—those who faced turmoil and totalitarianism but maintained threads of hope; those who did not need to define mutual aid or formalize a giving circle to live generous and charitable lives. 

As fundraisers, we have a professional proximity to wealth that can accelerate a lot of good. I encourage us to look back more often and to look deeply. Wherever there has been lack, there have been people willing to fill in the gap. What might they want us to know? What mistakes can we avoid repeating? What language and solutions lie dormant in a letter, memoir, essay, or even sculpture, waiting for a present-day set of eyes? 

Choose Your Guides

I place myself at the feet of Zora Neale Hurston and her contemporaries. We are seated around a mahogany oak dining table in Harlem. Ours is a flowing conversation that spans generations and genres. Fast-forward two decades, and I just as easily imagine myself nearby as Nikki Giovanni debates James Baldwin, or maybe I’m in a reading room passing a teapot between Audre Lorde and bell hooks.

These may not be the first names that come to mind when you think of fundraising or philanthropy. Yet, there is much to learn from them about the condition of the human spirit, ourselves, and fortitude, especially as we navigate newsreels of nuclear weapons and wasteful displays of military might. 

My encouragement is to not settle for the biographies, art, and narratives that have made their way into the mainstream. Take a deep dive into someone’s story, learn about the scholarship they received or the humble estate they left behind. Bring the wisdom of the past with you when thriving in the present moment or hoping for brighter futures feels too heavy a lift. 

Your Inheritance, Your Repair

There is other ancestral work to be done, too, especially if your inheritance of privilege comes from generations of violence and extraction. Even more, if those before you skirted by on silence and inaction, sailing on waves of ambiguity not afforded others. 

It is simply true that many ancestors taught us who not to be. I hope that we are well-versed enough to ensure that we are unlike them in both behavior and spirit. It is possible and necessary to hold gratitude for their existence alongside self-determination to not replicate bias, hatred, othering, and the violence therein. 

These days, the opportunities to position ourselves on the side of history where humanity, justice, and equity reside are ever-present. The rich are richer than ever, and the barriers to living lives rooted in dignity mount with every new and unnecessary executive order. 

Don’t leave the demands for reparations to those who are owed. Especially when you find allyship at an impasse, ask yourself: Whose debt will you repay? What public record will you correct? What message needs to be conveyed at your next annual gala? How can you push your donor community to withstand a little discomfort in search of greater truths? 

Imperfections Make the Story

As we seek ancestral wisdom, we must be careful not to romanticize the legacies of those who came before us. The best example of this occurs every Black History Month, when we are presented with a watered-down version of Dr. Martin Luther King Jr.’s life as if his 39 years on this earth needed to be blemish-free to be impactful. 

The late Professor Charles Willie, a classmate of Dr. King’s, reminds us that “It is an ancient custom….to idolize those whom we honor, to make them larger than life,” and that by doing so, we limit our imagination of what is possible and who we supposedly need to be to achieve great things. 

Let’s consider the future generations of nonprofit professionals and social impact sector leaders who may derive strength knowing we showed up on January 7, 2021, to face another day or hope from learning how we pushed through the pandemic. It is okay, and indeed helpful, if they know about the times we failed and succeeded in the same breath. 

 

I cannot tell you exactly where to begin your search for ancestral community, but I can say with confidence that the exploration will be worthwhile. The nonprofit missions we work to realize will be shaped with greater color and depth when you invite a larger narrative and begin to understand people, neighborhoods, and communities beyond their present condition. 

There is some peace, too, in staying reminded that the political theater of the moment is being pulled from an old handbook. I venture that our ancestors left behind a few footpaths  overgrown with weeds, and I hope you will join me in their recovery. 

April Walker

April Walker

April Walker (she/her) is a nonprofit and foundation consultant, equity and social justice champion, keynote speaker, and writer whose career in philanthropy spans grantmaking, fundraising, and consulting roles. As Founder and CEO of Philanthropy for the People™, April leads and facilitates equity-centered projects and initiatives designed to equip donors, foundations, and nonprofits to embrace fundraising and grantmaking strategies that center racial equity and social justice. A proud Baltimore native, April called the Midwest home for more than a decade before adopting a geoflexible work and lifestyle. 

April earned a Master of Arts in Social Service Administration from the University of Chicago, a BA in Sociology from The George Washington University, and a certificate in Diversity and Inclusion from Cornell University. 

To get in touch, subscribe to April’s Substack, send tips via Venmo, or connect via her website and LinkedIn.

CCF + the Social Change Ecosystem with Deepa Iyer

CCF + the Social Change Ecosystem with Deepa Iyer

By Rachel D’SouzaFounder + Principal, Gladiator Consulting and Deepa Iyer, creator of the Social Change Ecosystem, leader of the Building Movement Project, director of *Solidarity Is This* podcast

Transcript

00:00:12

[Rachel]: Hello, everyone.

My name is Rachel D’Souza. I am so excited to be joining you today, both as a member of the Global Council for the Community-Centric Fundraising movement and as the founder and principal of Gladiator Consulting.

And today, I am feeling a bit of joy in the midst of all the chaos, in the world, because I get to talk with the very brilliant Deepa Iyer. Deepa, welcome, welcome, welcome, welcome. How are you today?

[Deepa]: Thanks so much for having me, Rachel. Looking forward to our conversation.

[Rachel]: Awesome, wonderful.

So, for the Community-Centric Fundraising folks, they know that over the last couple months, I have shared with them, a couple different essays on the  Community-Centric Fundraising Hub about how to potentially integrate your work in the Social Change Ecosystem into the Community-Centric Fundraising movement. So that is where I would love to spend most of our time chatting today. But first, would love for our audience to learn a little bit more about you. So if you could just talk a little bit about who you are, what your story is, and why you do the work you do. That would be great.

[Deepa]: Yeah, sure.

So I have been working in nonprofit and social movements for about 25 years now, and have played a number of different, different roles. Frontline responder role, related to a lot of the work that I did after the 9/11 attacks and the backlash that followed. Also played the role of a builder to develop and create programs, like the one that I work on now at Building Movement Project called Solidarity Is.

And as a storyteller, to document and write about community histories and tools for social change practices, which I’ve done with the books I’ve written. So those are some of my kind of, entry points and places where I feel comfortable in the roles that I play to support social movements and leaders.

00:02:24

[Rachel]: Awesome.

And I love that you frame who you are using the roles.

So why don’t we start there? Why don’t you tell the folks that are joining us a little bit about how the social change ecosystem came to be?

[Deepa]: Sure.

So, you know, I think for generations, for decades, people and institutions have been showing up in different roles in order to press for the change that they want to see in the country and in the world. And this particular framework really draws on the work that so many of us and others that came before us, have done. It’s basically a tool that can be used by individuals, organizations or networks, and collectives to anchor our core values, to figure out the roles that are in right relationship to those values and the context that we’re in. And, will enable us to work together as part of an ecosystem instead of in silos and in isolation from one another. And so the framework is a multidimensional framework used by lots of different individuals and in different sectors. And, while a lot of times people are introduced to it during movement moments or crises that are happening in our communities, I think it can actually be valuable as a lifelong tool as well.

00:03:54

[Rachel]: Yeah.

I mean, I’ll say I discovered [Rachel does air quotes as she says this] — I discovered it, probably in 2021, which was a little bit after the Community-Centric Fundraising movement started.

And for me at that time with my team, I had started my consulting business back in 2015, and sort of knew from the beginning that I wanted to be rooted sort of in the values of social justice, equity, and liberation. And sometimes as an entrepreneur, you’re like, “yes, I know what these values are, but I don’t know how they’re going to show up as behaviors or how they’re going to inform my work.” And so I think for me, in the space of working with nonprofit organizations in fundraising and in strategy and also just trying to figure out, what am I good at? What role could I play? And then what roles should I play? Being able to sort of answer some of the early questions that were posed, with the Social Change Ecosystem tool sort of helped me figure out like, “oh, now is the time for you to be a disruptor. Like this is — there are places that that’s needed.” There have been other times where I have had to be a guide, right, for the folks that were in relationship with. And there are other times where telling the story has been the most valuable thing that I can offer. And sometimes it’s also really hard to, I think, step back from some of those other places. But I’ve learned in sort of my own practice of these roles and bringing it to life, that when you are in an ecosystem and you take a step back, there are so many other people that will take a step forward. That feels really, really powerful.

[Deepa]: Yeah.

I think you’ve kind of really articulated some of the ways in which the framework can be used, because as you mentioned, often, you know, we assume that we know what we mean when we use certain words like “solidarity” or “justice.” And one of the reasons that the ecosystem framework begins with values is because, it can be an opportunity for us to actually ask, “what does it actually mean when the value of justice is embodied in a particular context? Like, what does it mean in terms of the lived conditions for people or in the ways that nonprofits relate to each other?” Right. So it allows us to go a little bit deeper than just thinking about our website values.

[Rachel]: Right.

[Deepa]: And then with the roles, as you said, there are ten roles that we’re invited to think about playing in the framework. And, the questions that I encourage people to think about are first, what roles are you drawn to? What are people calling on you to play?

And then second, what roles are necessaryin this particular context and in the ecosystem you’re part of? So that we’re not ever separated from the community, the organization, the neighborhood, the school. And so, we want to make sure that we’re playing roles that are in relationship to what the needs are, especially of those that are most directly affected.

And then third, you know, what happens if we —

[At this point, we lost video for a little bit, unfortunately.]

00:07:12

[Rachel]: — is, have played in a lot of different ways across the nonprofit sector in the US? I feel like generally in my, you know, few decades in the sector, have seen low trust between nonprofit Organizations. Have seen low trust between nonprofits and their funders, and in many cases, actually see a lot of distrust and mistrust between the community that funders and nonprofits believe that they’re serving. And in reality, as you sort of said there, there’s many roles that will take all of us to realize the change that we want to see. Beyond sort of individuals engaging with the framework, how have you seen nonprofits or collaboratives or even community groups using this framework to meet the massive challenges that that our sector is currently facing now?

[Deepa]: Yeah, that’s a great question. I’d say there are a couple of different ways that I’ve seen nonprofits use this. So one, probably the most simple one is actually to use it to map our staff who work at our organization and to understand the roles that they play. And what does this give us, right? If — when we do a mapping like that, it allows individuals to think about their own roles, how they’re playing them, if they’re aspiring to new ones, if they want professional development to move into a different role and build their skills. It also tells us what roles are being replicated. It tells us the gendered way in which certain roles are being played. Right? So it can reveal some information, some patterns that can then lead us to make any changes or adjustments.

A second way that nonprofits use this is to figure out their own roles as an organization. And what I mean by that is the question of: Does a role that we play align with the role that the community that we’re doing this work for wants us to play? Going back to your point about trust, right. Or what is our role in the broader ecosystem? So if we’re a gender based organization that works on gender justice, what’s our role in the larger ecosystem of gender-based, gender justice groups or racial justice groups? Right. What’s our — does our role shift, as an organization, depending on the political landscape and context? Right. So these are all ways in which nonprofits have used and continue to use the framework to help them get a little bit more clearer, to take some risks and do some experiments.

[Rachel]: Yeah.

[Deepa]: And to, you know, kind of look in the mirror as well.

00:10:01

[Rachel]: Yeah.

Have you seen organizations sort of use this tool? One of the big things that’s been coming up for me for a while now, but especially this year, is this idea of right sizing. You see organizations that are pretty siloed from each other. They may be in community, where sort of efforts are duplicated or they feel like resources are scarce, maybe because of the competition or the overlap. Have you seen folks sort of be able to say, “actually, we’ve gone through the practice of using this, and maybe our work looks a lot different from the way that it has, or maybe the the amount of space we take up —”

[Deepa]: Right.

[Rachel]: “— looks different.” Have you seen it used that way?

[Deepa]: Yeah, absolutely.

I think that when nonprofits look at their ecosystem as a whole and they’re not just looking at their roles, but the roles of other nonprofits, like I recently, you know, did a workshop in Washington state and there were a lot of different organizations from different parts of the area there. And when we mapped out the roles of different nonprofits in that geographic space, you know, folks were able to find certain insights like, “oh, it looks like we have replication or over showing up over and over again in one particular role. What would it mean if we actually, you know, pivoted?” Right.

How could we actually diversify the ecosystem was another question because some roles were not being filled at all. Often the roles of like, experimenter and healer don’t get identified in the nonprofit ecosystems. And so it can allow nonprofits in a geographic area or in a particular issue area to identify gaps, duplication, and needs to skill up, in different ways. So that’s a great way of using this.

Philanthropy can do the same in terms of their grantees and sort of saying, “if we have a particular portfolio and we’re funding this, you know, segment of groups and they’re mapped into these roles, where again are we seeing a real gap? Who — who else do we need to fund? Or do we need to fund certain groups for a longer period of time or invest in them even more deeply so that they can actually lean into their role at a higher level?” So those are all questions and insights that can come up depending on how you’re using and, and what your prompts are. Yeah.

00:12:42

[Rachel]: Yeah.

No, I mean, I just, I love the nonlinear-ness of it. I love the dynamic experience of it. When I started fundraising longer, long ago, a lot, a lot longer than I, than I realized sometimes, I think I was brought into a more traditional space of fundraising that, you know, felt pretty transactional.

And I couldn’t really see or understand my impact, beyond making sure an organization was in the black at the end of the year, making sure that we had like a successful event or a successful appeal. And while that was wonderful, like while you want those things, there was something for me that felt disconnected from the work that felt inauthentic.

And I think as I have sort of grown both as a nonprofit professional, as a business owner and just sort of in my values and figuring out how they show up as behaviors. I think this tool has alsobeen useful for me in — what’s the right way to say this? Both like being able to assess the situation that’s in front of me and being able to advise folks about what could be, which I think comes into play sometimes, not just with the funders and the staff, but also with board members. 

A few years ago, I don’t know if you read that purpose driven board leadership article. It came out via BoardSource. It was published on the Stanford Social Innovation Review. And for a while people were like, wait, we’re supposed to do more than these sort of governance values or these fiduciary values? But I’ve also found that this has been a really great tool to be able to use with organizations who do want their board to be engaged in leadership and the direction of the organization. But also want them to be thinking like, what does the bigger picture look like? Have you had success using it with board members?

[Deepa]: Yeah, I think that — I think that it’s important for board members to go through this process because it reveals a lot. You know, when, when board members often take this particular tool and apply it to themselves, you know, there might be this case where they think of themselves as, like the visionaries. And I often like caution board members from thinking in that way because the visionary should actually be like the communities that we’re supporting, or the staff. Right. And, I think that what I always kind of advise board members to think about is to be the role of, to play the role of a weaver, which is the way that they can bring resources into the organization. Right. And make connections with different sectors and different folks. Or the role of a storyteller where they’re out there championing the organization, publicly, talking it up. You know, and then finally, of course, the role of the builder, which is so necessary in terms of providing sort of backend infrastructure support or accounting, or governance. You know, those kinds of pieces. So I think that it’s important — you asked this a bit earlier and I [indecipherable] to pull it out. But it was such an important question. You said, what if like some organizations or folks are taking up space? 

And I think that this tool can help us recognize, are we kind of over exerting our privilege, or our positionality? Right. Or kind of falling into these tropes of what we’re — what, you know, folks think we should do? If we have certain titles? This is not a title driven tool. It’s really about skills and assets and recognizes that everyone has a valuable role to play. Even when there are decision makers, right, who eventually make decisions. So I think it’s a way to also ask those questions of privilege and positionality, space, and maybe making some alignment as needed. Part of this framework, you know, is really there’s a piece on self-awareness.

[Rachel]: Yeah.

[Deepa]: And like looking at the interiority of our ownership and how we show up, which I think is really important. But it’s not that alone. It’s that self-awareness combined with: what is needed right now? In this context, from this community that I care about in this landscape? Right. And then kind of finding the alignment between my self-awareness that tells me these things about privilege, positionality, skill sets I have and my drive and vision and care. And what is needed in the ecosystem that I want to support. So that — it has to be — there has to be a through line that connects those [indecipherable].

00:17:54

[Rachel]: And that makes me feel like you need to have some sort of learning or unlearning about power and privilege and positionality to be able to use this most effectively.

Because, I mean, I think oftentimes when you’re a nonprofit professional, you’re a fundraiser and you’re in it, you are moving very linearly towards a particular goal or exceeding at a particular task. And we don’t, I think, in the sector always give ourselves the time to dream or to be curious or to try things. Right. Because if we try and we fail and then we lose our funding, the house of cards falls down. Right? So we we aren’t as curious right as we could be. And so we kind of get boxed in. And I think that being able to use this, I mean, really in any part of the — of an organization or or cause’s work, forces you to sort of get out of your own head. Get out of the mission that’s put on paper or whatever you have documented, and be able to think about the very real, like you said, needs of this moment, which feel like they keep changing. Every time I, you know, open a social media app or turn on the TV, I’m like, “oh, cool. Another, you know, executive order, another like, you know, wild announcement has been made.”

How do you think individuals within nonprofits can use this to sort of stay nimble or stay responsive without burning themselves out?

[Deepa]: Yeah, I think it’s you know, I think that sometimes in nonprofits we tend to either veer towards like ossification, where it’s like, “oh, we’ve always done this this way” and we keep doing it this way, or the funder expects us to do it this way. Right. Or we’re kind of, really searching to figure out how can we shift and experiment and change because we’re being adaptive to different contexts. I think that nonprofits are always like, kind of in between those two realms. And I think that for the most part, for the nonprofit sector, adaptiveness, adaptability, being nimble is just a prerequisite, right, to working in a nonprofit or to supporting a nonprofit.

You know, we saw this with the pandemic in terms of nonprofits having to shift their programs and their strategies in order to deal with, you know, being online more, not being able to do like in-person organizing or whatever the case. In this current political landscape that we’re in right now, where there are, as you mentioned, just this barrage of policy changes from hour to hour, from, you know, the fear that so many community members are facing in the wake of mass deportations.

[Rachel]: Yeah.

[Deepa]: You know, with the situation where the right to dissent, the right to critique is under attack. I mean, there’s so many, you know, I could go on and on and on, right, to kind of, articulate like what’s happening right now.

This tool might be helpful among so many others that are out there to support nonprofits that feel like they are playing a game of whac-a-mole. You know, or kind of on the seesaw, back and forth, bouncing back and forth to really ask, “Okay, what have we done well, over the years? Right. How have we shown up for our communities? What are our current — what are the current needs of our communities? And what roles can we play that would serve those communities? Do we need to shift from the roles we’ve traditionally and historically played? If so, how do we skill up? How do we partner up? How do we hire people that we need to? Right. How do we raise money that we need to, in order to do those programs?”

So I think it helps to kind of identify some strategic direction.So that we’re not stuck in the models — because this is not a routine time. This is not business as usual. So it’s really important not to treat it like that. Right. And to kind of shrink and isolate and put our heads down and assume that we can emerge from it unscathed. That’s just not going to happen. So, you know, especially for nonprofits with social justice missions. [Indecipherable] to confront the moment and meet the moment, it’s really important to not be in so many different directions that we’re not clear about what we’re doing. But to really come down again to who’s our community? Do we know what they need? If not, how do we find out? And what are the the roles that we can play that will best meet those needs in a broader ecosystem?

[Rachel sighs]

[Rachel]: It feels heavy. It does. It feels heavy now. You know, we have organizations that we worked with who lost funding at the beginning of the year. Saint Louis was hit by a massive F3 tornado that literally tore a line through one of the wealthiest communities in our city and then one of the most marginalized and forgotten communities. And I actually was out today on site, in Fountain Park, which is one of the neighborhoods that was hit, it’s a predominantly Black community.

And one of our colleagues, 314 Oasis is out there literally doing the healing work. Right? They are feeding people. They are praying with people. They are offering zero gravity chairs and a sound bath and acudetox. Right? Because on top of having to find transportation, on top of having to figure out schools, on top of having to find, you know, safe shelter, there is also that additional toll. 

So you said something earlier about sometimes healers are like the hardest to find. And one thing that I think is very beautiful that came out of that response here is that people have decided to be healers and decided to hold that space now, months and months out, on a day that’s, you know, probably feels like 105 degrees outside. Like, that community is showing up to listen to what the people who live in that space needs and then doing their best to marshal their resources accordingly.

[Deepa]: Yeah.

I mean, that’s such a — that’s a — that’s a really powerful description of how frontline response doesn’t just have to be emergency crisis response. Right. But actually can also embed healing. And it also kind of reminded me when you were talking of how it’s not a one off when we play these roles, it’s — the important — the — it’s so important to show up again and again to build real relationships and trust and to just lean into those roles, as you said. Right. And not kind of give up or turn away from them when something else happens in the community. Which it will. Because we are kind of in this poly crisis moment.

[Rachel]: Yeah.

[Deepa]: Yeah.

[Rachel]: Yeah.

And, and we’re going to make mistakes. When we’re doing — when we’re doing things we’ve never done before, we’re testing new collaborations, we’re going to make mistakes.

And I think one of the things that’s been hard to see is people — I mean, I think everyone’s desperately trying to be resilient and persistent. And also there is a fear that, like, “I’m going to mess this up. I’m not going to do the right thing. It’s going to cause some measure of pain or whatever.” And so then we don’t do it. Like, we don’t take the risk or we stay. And it’s like, this might actually be worse than if we had made the mistake.

[Deepa]: Yeah. Yeah.

I mean, I think that we’re so hard on ourselves and each other in the — in this space of social justice, which always just feels like antithetical to, like, what our values are, etc. I think it’s important to bring in grace, faith, to — to not have like litmus test, purity tests when folks want to get involved. And I think it’s also important to, this is where I think it can be really important to just clarify values, to clarify the ways in which folks are in relationship with each other.

And one of those community agreements or values could be: we’re going to make mistakes. We’re going to have conflict. We’re going to not get along or see eye to eye. And we might have to course correct. But we are committed to a couple of things. We’re committed to being in relationship with each other. We’re committed to learning and unlearning. As you said earlier. We’re committed to this community, and we also are going to lean on others like healers, right, who can support us to build a container that enables us to do this work in really difficult, external and sometimes challenging internal dynamics.

00:27:27

[Rachel]: Yeah, yeah.

So you wrote, this piece in June that continues to sit with me. I feel like in many areas of my work and life, I have had to sort of sit in that disruptor space. And sometimes the disruption is just continuing to do the thing that I was already doing. Right. It wasn’t something new or it wasn’t — the disruption was not obeying in advance. Right. But so the piece is called All of Us. And, you talk a lot about the visibility of disruptors in this moment. And that also like that is just a piece of what needs to happen, because in this ecosystem model, like, everybody has to sort of figure out, what they may have to give. And sometimes the most valuable gifts in a particular moment might not just be the disruption. 

So for people who maybe aren’t a traditional disruptor or it does make them anxious to take up space publicly or in, you know, different ways, how would you, you know, advise somebody to sort of think about where they can fit in, where they can take a stand? And especially if they’re, you know — we are living in a very real space of, of violence and of retaliation. How do you stand up in this moment in one of these roles, just sort of considering all of the things that we are, we are uncertain of?

[Deepa]: Yeah. I think that, you know, it’s not uncommon in times of volatility that disruptors are the ones that we often see as the most visible, loud, responders. You know, we saw that in Los Angeles. We see that in the DC area where I live. You know, wherever there is some sort of crisis, disruptors are usually the ones behind the bullhorn or organizing the rallies or speaking truth to power.

And it’s important to recognize that disruptors might be the most visible part of an ecosystem, but they can’t carry the movement alone by themselves. And there are lots of reasons for that. You mentioned some already. Disruption can really take a toll. Physically, emotionally, legally, you know, there are ways in which, people, when they play the role of disruptors, need to really skill up with security training and protocols. They need to think about their tolerance for risk. They need to have the counsel of caregivers and guides.

There’s also the important piece around disruptors with privilege. And I talk about this often where, you know, going back to our privileged conversation, those folks who do have privilege, might want to think about what it means to be a disruptor, right? Because, instead of putting the burden on communities that are most impacted, like the undocumented person, to push back on immigration, right. What does it mean for people who are citizens to take that on? And so it opens up space for folks to support. And, at the end of the day, I think that, you know, not all of us can be disruptors. There are times when we can’t take the risk or we are — there are physical or health reasons for us not to engage. So it’s — but that doesn’t mean that there isn’t another role to play. And that’s really where it’s important to recognize, like, can I be the caregiver to a disruptor?

Like, can I bring water to the rally or can I be a storyteller who’s actually sharing information on social media to combat disinformation? So that folks understand what is actually happening in a particular area. Right. So there are lots of ways that we can support disruptors if that’s not the role that we feel the most comfortable with in a moment.

00:31:37

[Rachel]: Awesome. I love it.

So we have a few minutes left, and if there are people listening that want to ask us a question, you are welcome to drop that in the chat on Instagram or on LinkedIn, and it will pop up for us to see, so please do that.

I have also had two people text me questions. “If you see this, please answer it.” So, one of the questions is what advice do you have for fundraisers in this moment?

[Deepa]: I feel like you should answer that more, Rachel.

[Indecipherable]

[Rachel]: I will chime in. I will chime in, but you go first.

[Deepa]: I’m often in the place of asking for funding. You know, I think that this is a great moment for philanthropy and for fundraisers to, to ask philanthropy to step up in different ways. Right. So I often think about the roles that phil — philanthropic organizations that do have a vast amount of power and privilege and resources, these are the moments where they can be disruptors by saying, you know, “we’re going to give differently than we’ve given in the past because we recognize what our communities need.” Or they can be weavers and, you know, do like some form of collaborative and bring together a lot of different funders. So there’s lots of roles for them. I think for fundraisers, this could be a time to be a guide to the nonprofits that they’re supporting, to really kind of lean into these questions around, do you want to shift your role? What would it look like if you did? What is your risk tolerance level in terms of speaking out? So I think that that is a vital role that fundraisers could play to support organizations not just in like finding grants to apply to or doing that, but to really support them in thinking more strategically about the roles that they wanna show up in.

[Rachel]: Yeah. I think in addition to what you shared, I see an opportunity for fundraisers to perhaps lean into the building. The builders role or even into the experimenters role. I think we kind of get stuck in these routines. You know, “we’re going to send this annual appeal, and we have this major gift launch, and then we’re going to do our gala. Now it’s end of year.” And we are in these routines that have the opportunity for us to infuse them with different information, to do some donor education. Right, to try something different.

And even with institutional funders, I do feel like both nonprofits and funders know, like we need to be showing up differently in this moment. They’re not necessarily talking to each other about what showing up differently could look like. So, you know what — what could it look like if we tried to peel back some of the layers of power right, in those relationships and had a conversation about what you could build together, right? Or what a funder could build with a collaborative grantees or what our community right wants us to do, like how do we meet those needs better instead of doing what is what our trustees approve, right? What our board members are comfortable with? So I really see I see those opportunities.

[Indecipherable cross talk]

Yeah. But I do think what fundraisers have had to do for a really long time, that we have to be good at is storytelling. And so then I think the question for me is, whose stories are we telling? Or how are we telling those stories? And are we doing people justice by being transparent and audacious? And what telling that story means, or what could happen when we share it?

So. [Deepa]: I think that’s a great question. Yeah, I think that’s a great question and great response. 

And I really am always supportive of any entity or person leaning into the role of the experimenter. Again, that’s one that doesn’t show up as much. And I think this is really a time where like risks could be taken or things to be done, done differently. And I think that fundraisers can open up this, this horizon for nonprofits, right. To be like, “what if we tried it this way or went down this route?” I think it’s a — it’s — experimenter, guide, storyteller — all great roles for fundraisers to play. 

00:36:14

[Rachel]: Awesome.

Okay, so then we have another question. What are some of the tangible things other roles can do best to support disruptors who are experiencing real life consequences, such as losing work or jobs?

[Deepa]: Yeah, I mean that is such — thank you for the question. That is something that’s really important to recognize for disruptors, which is that they are oftentimes putting their bodies, their jobs, their livelihoods, their reputations on the line. And in this moment, it can be really isolating to do that, and it can be dangerous to do that. So, that is — those are all kind of, you know, part of the risk tolerance questions that a lot of the disruptors are thinking about these days.

And for those who are not disruptors — and I also want to, you know, make a quick point that we can play different roles in different ecosystems, right? So we may not be able to be a disruptor say, I don’t know, in like our work environment for whatever reason. But there could be the — an opportunity to play that role in you know, a volunteer organization that’s going out and doing rallies or on an online digital community. Right? So we’re not — I think it’s important to think about this framework not just in “where do I work.” So that’s why when I use the word “ecosystem,” it can be any –

[Rachel]: Yeah.

[Deepa, indecipherable] student group all the way to, like, a national network. Right.

And we’re all in multiple, many, some [indecipherable].

[Rachel]: Yeah.

[Deepa]: All the time, including —

[Rachel]: Overlapping [Deepa]: — Lives.

[Rachel]: Yeah, yeah.

[Deepa]: So other folks can play different roles to support disruptors experiencing real life consequences. You know, I think, again, caregivers and healers are vital. I know that, you know, I know in the area where I, where I am, there’s a lot of efforts to support, say, federal government workers who have lost their jobs. Right. So whether that is healing support, whether that’s somatic support that healers are providing — there are caregivers who are making sure that they’re looking in on people who have lost their livelihoods in their neighborhoods, in their communities. There are storytellers who are making sure that we don’t forget and, you know, we don’t kind of move past these stories. Right. So there are lots of ways in which all the roles can support disruptors, including those who are experiencing real life consequences.

00:38:59

[Rachel]: Yeah. You brought up the personal and the last question, that has popped up is, how do you give and receive care during times such as these?

[Deepa]: Like personally or…

[Rachel]: Yeah, I think, I think they meant personally. I think they meant personally. Yeah. 

[Deepa]: Oh. Oh okay. Well I will try that and then, you know, I’d love to hear from you, Rachel.

[Rachel]: Yeah, sure, sure.

[Deepa]: I can generalize it as well. I think there are a couple of things that I’ve seen that are important for me anyway is, I do actually spend time thinking about my roles and making sure that sometimes when I feel stressed or overwhelmed, it’s usually because I’m not in right relationship, in showing up in a certain way. So I pay attention to that and try to adjust as needed.

I think another thing is to recognize, for me anyway, that I don’t have to do it all, that there are lots of other folks that are engaged and motivated and involved. And so to be in relationship with them, right? Not just assume that there are people doing things. 

And then a third thing, which I’ve really been doing a lot of, is be more locally rooted. I think that in times of deep overwhelm, it can be helpful to be like, “okay, what’s — how can I support, you know, the teachers at my kid’s school? How can I be connected to like, a faith based organization?” Right. And so really kind of being local. So for me, rootedness has become important, whether that’s rooted in my role, rooted in my relationships with folks, or rooted in local community. Those are ways in which I’ve tried to come back to self when I feel dysregulated, which happens often. In this day and age, in the type of work that we’re doing.

[Rachel]: Yeah.

[Deepa]: What about you?

[Rachel]: Yeah, that is a big question. You know, I’ll say that generally in my life, I feel like I have had to work on my own boundaries and not feeling like I have to do everything. I mean, oldest daughter in an Indian family like — you just do all the things, whether you’re asked to or not. And so I do think that there is something about saying, like, “what I have to give today is enough.” And that’s actually true. Like making setting that intention and believing it.

For me, I would say in the last few months, really actually taking time to shut down and do something that is not connected to my work or my passions has been really great. So I found some silly podcasts and like some TV shows, and my kids and I really love cooking together. And so we have, a couple times a week we will, like, pick a random recipe out of the New York Times cookbook. And like, that’s the thing we’re making. And so everyone’s, like, chopping and stirring and, that is a very regulating thing for me. And it’s a very nourishing thing for them as well. And I think when I feel like they’re safe and healthy, I’m like, “okay, I can like turn my attention to other things.” So I think that’s definitely one thing. I’ve also been making more time to dream and imagine with friends. 

I am in this, you know, like the internet recently told me, I was middle aged. I’m 43. But I was like, “oh, okay, well, great.” And there’s this, you know, really great. Like Brené Brown blog she wrote years ago about like, the midlife unraveling and what we have the opportunity to do when we realize we maybe are closer to one end of life than the other. And so really not scheduling the meeting, you know, just to check something off the list or to whatever, but just talking about what’s important and what we value and what the aspirations are. And out of those conversations, these really like, lovely things have been born. So I think that’s what’s sort of keeping me grounded.

[Deepa]: That’s beautiful. Thank you for sharing. 

[Rachel]: Thank you for sharing your self with us and with the Community-Centric Fundraising movement. Where can people find you if they want to follow your work or be connected?

[Deepa]: Yeah. So on Instagram, I’m at deepaviyer. If you’re looking for a deeper dive on the Social Change map, the hub and entry point is www.socialchangemap.com. And if you’re interested in my work on solidarity, it’s solidarityis.org

[Rachel]: Awesome. Thank you so much. Have a wonderful Monday and a great rest of your week. Take care.

[Deepa]: Thanks for having me, Rachel.

 

Rachel D'Souza

Rachel D'Souza

Rachel D’Souza (she/her) is the Founder+Principal of Gladiator Consulting in St. Louis, Missouri. Through Gladiator, Rachel has combined her knowledge of organizational culture and fund development with her deep personal commitment to centering community, seeking justice and creating belonging for those who have been disenfranchised or targeted by institutions, systems, and policy.

Born to parents who immigrated to the U.S. from India, Rachel has always been passionate about bridging differences and celebrating what’s possible when we collaborate from a mindset of abundance, learning, and risk-taking. Rachel loves cooking, snuggling her kids, and Instagram.

Deepa Iyer

Deepa Iyer

Deepa Iyer (she/her) is a South Asian American writer, strategist, and lawyer. Her work is rooted in Asian American, South Asian, Muslim, and Arab communities where she spent fifteen years in policy advocacy and coalition building in the wake of the September 11th attacks and ensuing backlash. Currently, Deepa leads projects on solidarity and social movements at the Building Movement Project, a national nonprofit organization that catalyzes social change through research, strategic partnerships, and resources for movements and nonprofits. She conducts workshops and trainings, uplifts narratives through the *Solidarity Is This* podcast, and facilitates solidarity strategy for cohorts and networks.

Deepa’s first book, *We Too Sing America: South Asian, Arab, Muslim, and Sikh Immigrants Shape Our Multiracial Future* (The New Press, 2015), chronicles community-based histories in the wake of 9/11 and received a 2016 American Book Award. Deepa’s most recent book (2022), a guide based on the social change ecosystem map that she created, is called Social Change Now: A Guide for Reflection and Connection.  Her debut children’s picture book, We Are The Builders!, was released in the fall of 2024.