Nonprofit

The Business of Giving Visits the Offices of Meals on Wheels America

Better Than Most is a regular feature of The Business of Giving examining the best places to work among social businesses and nonprofit organizations. 


Denver: If you take the Blue Line out of Washington, it will bring you to Arlington, Virginia, the home of the oldest and largest national organization representing local Meals on Wheels programs, Meals on Wheels America. We’re going to begin with their president and CEO, Ellie Hollander and then you will hear from the dedicated members of the Meals on Wheels America staff. 

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Ellie: We have four staff who work off-site.  We’re very supportive of flexible work arrangements, but we never want to lose sight of them. And so, literally, whenever we have staff meetings, we actually have cutouts–which you could see if you wanted to look, Denver–of our four team members and we bring them into the room and always have them sitting around the table. We have cutouts of their faces, glossy, so that they’re always present because we believe that we’re all in this together and we don’t want to ever forget there are colleagues who are sitting with us around the table.

Patrick: I’ve been here for just over a year and I started in April. My birthday is in early June, and I recall something that made an impact on me very early on. It was I came in on June 7 and I had a voice mail, and at that point, a lot of people weren’t calling me because I was pretty new. And the voice mail was someone singing “Happy Birthday,” and it was Ellie, our CEO, calling and leaving me a message singing “Happy Birthday.” And that’s really made an impression on me about people caring for one another here.

Sopha: Every Friday, we try to do what’s called our Friday Jam, which is around 45 minutes until the end of the work day. We try to gather together and we pick someone to create a playlist and play some jams and we just chill out and discuss our week, discuss what we’re doing for the weekend and just try to mingle with each other and chill out.

Jenny:  So I think something that keeps us really connected to our mission is the fact that we volunteer with local Meals on Wheels programs in the area. We have a route every month and two employees can sign up to go and deliver meals. So while obviously that’s—we work for Meals on Wheels and it’s something we’re connected to, it’s really helpful to stay connected to the actual boots on the ground mission, why we show up every day. And co-worker bonding, you maybe get paired with someone you don’t work with all the time so it’s great for bonding. You get to drive around and meet a lot of really cool seniors. So I think the fact that that volunteering part is instilled into the entire organization is really great.

Emily: I’ve been with the organization for just under 10 years at this point, and it’s been an absolute blast seeing the organization grow but also seeing how my career has grown over that timeframe and how Meals on Wheels has invested in me and allowed me to go to conferences—and not just the local ones—and learn so much about so many different topics and has allowed me to explore new fields. So I have actually transitioned from one department to another, started a whole new career path that I never expected to see myself on, especially with the college degree that I got, I’m now doing technical stuff, which I never would’ve thought. And it’s exciting. It’s a challenge every day and I love it. It’s really fun challenge.

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Antonette: But we try to make it a life of not just work but also fun. We try to make it exciting and other thigns to do for us to have an opportunity to get together and just be together and have fun as opposed to just working.

Jenny: I’d like to speak a little bit about how we kind of break down silos. Our annual conference is a really great time each year. I like to prefer to it as it kind of feels like summer camp and everyone kind of takes off their role/hat and bands together and does things across all departments and really just pitches in, whether it’s carrying boxes around or staffing one of the training sessions or anything like that. People don’t care like “Oh, well, I’m on the leadership team, I’m not going to help out here” or anything like that. It’s three days of really intense—it’s hard work but we really bond during that time. So it’s conferences that time every year where every one really comes together.

Ellie:  So four times a year, we actually will be providing feedback as managers to our staff and as staff to our managers, and have the ability to automate peer feedback like a 360 but for development purposes and in real time. I think that’s really important because all of us are committed to doing the best we can, and we have an annual staff retreat where we do review the results of our employee survey and we don’t let ourselves get off the hook.

Crystal: And one of the things that I love about Meals on Wheels America is that we did kind of like a work style assessment and it’s called DISC. And it’s been really helpful for me in this work environment to realize oh, yes, not everyone has a work style like myself, but then when I’m thinking about “Oh, okay. I’m going to work with this person. How should I approach them and how should I think about working with them to be an effective colleague?” So I really like that.

Antonette: What do you brag about to friends and family about working at Meals on Wheels America? I would like to say I think I work with the best group of people that I think I’d ever worked with in my career. We enjoy being with each other and that counts a lot.

Patrick: I think it’s worth noting how our office space really reflects not just like the culture of the organization but also the mission. So we have a very open concept with our workspace. We have sort of cubes but not wall cubes, so everything is very open, everyone can see other and speak with each other. But the walls are very colorful. They have our brand colors. We have bright greens and blues. We have wide windows that let in the light. So the whole environment is very light and cheerful, but it’s also…it’s modest yet uplifting. And I think that’s what Meals on Wheels America and our local programs across the country are all about.

Ellie: The other special week I like to spotlight is Spirit Week. You heard a little bit about our annual conference. We do send our employees – all of our employees – to conference because it’s the only chance they get to actually see our members. And we’re a membership organization so we want to never lose sight of who we’re here to support and the seniors that they serve. But there’s so much work that goes into even before we get to conference site. So there’s at least a week or 10 days where we’re meeting every day, we’re pulling together programs, we’re doing name badges, we’re doing whatever. And to keep the spirit, we call it Spirit Week, and each day, we vote on a different way you can dress. So my favorite day is Pajama Day. Every year, I vote for Pajama Day and they let me have it.

Denver: I want to thank Ellie Hollander for opening up their offices to The Business of Giving and to all the others who participated: Jenny Bertolette Young, Emily Persson, Crystal Espy, Antonette Russell, Patrick Bradley and Sopha Sar. Come to denverfrederick.wordpress.com for this podcast, transcript and pictures of the participants and the offices of Meals on Wheels America and hey, while you’re there, listen to my full interview with Ellie Hollander

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The Business of Giving can be heard every Sunday evening between 6:00 p.m. and 7:00 p.m. Eastern on AM 970 The Answer in New York and on iHeartRadio. You can follow us @bizofgive on Twitter, @bizofgive on Instagram and at http://www.facebook.com/BusinessOfGiving

Jay Komarneni, Founder and Chair of Human Diagnosis Project Joins Denver Frederick

The following is a conversation between Jay Komarneni, Founder and Chair of the Human Diagnosis Project and Denver Frederick, Host of The Business of Giving on AM 970 The Answer.

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Jay Komarneni

Denver: And this evening’s semi-finalist is the Human Diagnosis Project, also referred to as Human Dx. And here to tell us about it is their President and CEO, Jay Komarneni. Good evening, Jay, and welcome to The Business of Giving!

Jay: Denver, thanks so much for having me!

Denver: Congratulations on being named as one of the semi-finalists of the 100&Change competition. Give us an overview of the Human Diagnosis Project and what you hope to achieve.

Jay: Absolutely! Thanks. Denver, I think what the Human Diagnosis Project exists to do is to answer the essential question of human health and well-being which is: When you or someone you love isn’t well, what should be done? This is a question that every single person on the planet struggles with many times during their lifetime, and our goal is really to help answer this question for all and forever.

Denver: What was the impetus for you to start this, Jay?  And were there any platforms that inspired your model?

Jay: The story of the Human Diagnosis Project actually starts with the day I was born. I actually was born with a congenital heart defect and was able to get access to the best care and the best specialists when I was a teenager and had to have my heart defect corrected with open heart surgery. If I didn’t grow up in a family of physicians in one of the richest countries on earth, I wouldn’t have had access to that insight. We really believe as a team that everyone in the world should have access to the world’s collective medical insight in order to get better answers to those questions.

Denver: And this is not really just a  “safety net”  for those people who need to go to an emergency room. A lot of this is focused around specialty care. Would that be correct?

Jay: The proposal that we had put together for MacArthur in conjunction with the American Medical Association, the American College of Physicians, the American Board of Medical Specialties, and the American Board of Internal Medicine is specifically to use the Human Diagnosis Project to improve specialty care for the nation’s underserved. That being said, the system that we’re building ultimately can help every single person on the planet with both primary care and specialty care. As you may know, a billion people on earth lack access to even basic health care, and a hundred million people are put into poverty as a function of their health care cost. So this is a much bigger problem than just the problem we seek to serve here in the US, but we think that this is a tremendous opportunity to help begin building the system, and using it to help the people who need it the most.

If you can actually provide them insight through a system like Human Dx, you can actually ensure that only the people who really need care are the ones that are getting care. So that when they’re paying for it, they really need it. And then you’re actually freeing up specialty capacity to help the patients who really need help.

Denver: Let me see how this might work. Let’s say I’m an attending physician, and I come across a challenging case, and I’m not exactly sure what it is or what I’m looking at, but I’m a bit concerned. What would I do?

Jay: The way that this works typically is one of three things happens when you’re a primary care physician and you’re trying to get a better answer to your case: (1) you actually do what’s called a curbside consult, so you ask other physicians what they think– who you know and are done in person; (2) is you do something called an electronic consult where you actually ask someone through your existing electronic health record or system; or (3) you do a referral. So the issue becomes that when you’re uninsured, you’re really making a choice between two tough places;  you’re deciding whether or not to delay necessary care… and potentially get sicker, or potentially pay for care that may not be needed and go into poverty as a function of your costs. There are 10 million people in this country who are in poverty because of their medical costs.

So, imagine that you’re making that decision. Well, as a primary care physician who’s helping people in the Safety Net, 90% of those Safety Net centers cannot get access to specialists. If you can actually provide them insight through a system like Human Dx, you can actually ensure that only the people who really need care are the ones that are getting care.  So that when they’re paying for it, they really need it.  And then you’re actually freeing up specialty capacity to help the patients who really need help. So the opportunity here– and the way that Human Dx works to solve this problem– is when a primary care physician goes to the system, they basically can encode and organize the major details of the case, post it to the system, and then have other specialists pontificate on that case. Then they can get insight much faster than they otherwise would’ve been able to by doing a traditional referral or e-consult.

Denver: How many of these cases can be addressed through electronic consults?

Jay: Well, I think what’s exciting is that the literature shows anywhere from 30% to 50%. (more…)

The Business of Giving Visits the Offices of Oxfam

 

Better Than Most is a regular feature of The Business of Giving examining the best places to work among social businesses and nonprofit organizations. 


Denver: And we’re off to visit the offices of Oxfam which are located right next door to the TD Garden in Boston where both the Celtics and Bruins play their games. For those not familiar with Oxfam, it was founded in 1942 and it’s a global movement of people working together to end injustice and poverty. And as you’re about to hear, the people who work there find it to be a very special place indeed. 

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AndreaIf you’re creative and ambitious, you can do whatever you want here and try all kinds of different things here and still feel like you have a culture that supports youI’ve had many managers over the years and the culture of Oxfam has been the same that you work hard, you do your job, you support your colleagues and you go home to your life. And at the same time, what we’re doing here is contributing, you feel everyday like you’re doing something that’s helping people

EmilyI’m a boomerang Oxfam, Oxfam where I left and I came back, because it really is a unique place to work and it has a really welcoming environment that people here we work really closely together and because of that passion I think we feel really united and that there is a family aspect to it, we joke about calling at the Ox family. And there is that sense of unity here that I think doesn’t exist in other workplaces that we’re in it together, we’re fighting, sometimes really terrible issues, humanitarian crises, people who were literally on the edge of life and death and we’re in it together. And I think that is what’s really big about this workplace.

Oliver: One of the things that’s been consistent about my relationship with my managers is the freedom and the autonomy that they’ve given me to do my job and at the same time the support that they’ve given me. When I need help, when I need support, when I need assistance, struggling through a difficult problem or a difficult situation, they’re always there. But if that isn’t the situation, they back off and give me the freedom to go out and do my job and trust. They trust that I will go out and get my job done when it needs to be done and in the way that they expect it to be done. I’ve worked in a lot of organizations that have managers that tend to micromanage and I would be constantly reporting back about every single thing that I did, and that is not the case here

Bridget: I never worked for an organization where I felt like all of me, my whole person was able to be expressed in the organization and I think that’s what’s unique about working in a social justice organization, I think it’s what’s unique about working in a human rights organization that is working in so many diverse places in the world is that I was able to come in to the organization with all the skills that I’d build in the private sector, all of my education. But actually I was able to bring into Oxfam my activism, which I’d never was able to express publicly in the private sector. I wasn’t able to even express really effectively publicly in some of the other nonprofits that I was involved in starting. And that is actually I think what makes from many of us, what makes it unique to work in a place like Oxfam is that I’m able to be–I’d like to say, I’m a Lesbian woman, I’m a Mother, I’m an Activist, I’m a Manager, I’m a person who’s deeply, deeply interested in culture and people all over the world and all of those things come together for me at Oxfam

VinodSo one of the things that I’m extremely grateful for in terms of Oxfam is that Oxfam–and this is something that I always reiterate to newcomers, you will always be given an opportunity. So for me Oxfam is always the land of opportunity, if you have enough agency, if you have an idea, if you seek to desire change and you are resilient, you will be given the chance

IMG_1767Oliver: One of the things that I really appreciate about Oxfam is the accessibility and transparency of our Board of Directors. I’ve worked for another organization that had a board that felt very remote and little bit scary to staff and really was disconnected from staff and that’s not the case here. It starts with the fact that there is a staff-elected member of the board which is rotated on a brand new basis every few years. So the voice of staff is brought into discussions among the board of directors and each time the board meets, our board chair comes in along with that staff member to talk to staff in a wide ranging and open conversation on any topic that anyone wants to raise for an hour or hour and a half without management and executive leadership presentAnd I really appreciate that and look forward to those sessions as a way not only to raise concerns that I see about what’s going on, but also to hear directly about what the boards working on, what their priorities are in any given time.

Emily: I think there is probably no one here who doesn’t feel empowered to share their opinion, which can sometime lead to very impassioned meetings, but I think I’ve never once felt like I need to hold back what I think about something, what I feel is the right thing to do or how we should approach something and I’ve never been reprimanded or made to feel like I shouldn’t give lend my voice to a topic. I think that is a big part of Oxfam program, but it’s a really big part of our culture here that everyone feels empowered to use their voice, whether that be in your one on one with you manager, in you team meetings or in a lunch meeting with the board member. People feel that they can raise their hand and ask a question and question authority empower, and I think that’s really powerful in it, it has helped democratize the organization.

BridgetIt’s a strange thing, we love each other. I don’t know, it’s like the weirdest thing. We actually love each other, does not mean we don’t have conflict, it does not mean that we don’t sometimes have issues that break down and there are issues that come up. But honestly we love each other and that’s why we say we come back to the organization, but in fact we never leave.

Vinod: How that manifest itself on a concrete basis is when we do an inclusion and diversity group, there is staff that actually took the lead to organize a group to talk about spiritual and religious values that are attractive to Oxfam, and I participated in one of the incredible conversation about people’s personal journeys and why they come to work here. It is just mind boggling, the wealth of experience we have and what makes people work here. I don’t want to get into people’s personal stories, but you have very, very moving and inspirational stuff, and you don’t get that and nobody told them to do it

Andrea: I feel like I’ve always felt like it was a privilege to work at Oxfam, because we work on poverty, and poverty is a life long struggle, but people who come and go will work on here. But in this moment, I think people feel really privileged to come into this building and feel like they are doing something to make things better at a moment where a lot of people don’t know how to make things better. And I’m conscious of that and I think that that’s something that a lot of people feel right now in this moment.

Vinod: We have a mechanism called the spotlight of art word by anybody in the organization can say a public thank you to anybody else. So I have done it in the past, where I’ve asked people for favors or request and people have turned it around after office hours at the short deadline, because I needed to send something to the board, and I needed the backup information. So I will ride them, I will give them a spotlight of art and then that is publicly displayed in our lobby later, so that other people can come to know that people are going out of their way to help each other. And it doesn’t cause money, there is no money associated with it, but people do feel wonderful about the work they do, and it leaves you with a good feeling when you get a thanks back for saying “Hey! Thank you for that nice nod”

Denver: I want to thank both Sarah Mandel and Alissa Rooney who helped to organize my visit and to those who participated: Andrea Ferrera, Emily Bhatti, Bridget Snell, Oliver Gottfried, and Vinod Parmeshwar. If you’re interested in hearing this again, reading the transcript or for pictures of the participants in the Oxfam offices, just go to denverfrederick.wordpress.com and it will all be waiting for you there.

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The Business of Giving Visits the Offices of Save the Children

Better Than Most is a regular feature of The Business of Giving examining the best places to work among social businesses and nonprofit organizations. 


Denver: Today, we’re going to drive up to Interstate 95 to Fairfield, Connecticut in the offices of Save The Children. It is often to difficult for legacy organization — and Save The Children will be 100 years in 2019 — to create modern and nimble work cultures to engage their employees. But as you’re about to hear, Save The Children had done just that. We’ll begin with their President and CEO, Carolyn Miles, and then hear from members of the staff. 

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Office of Save The ChildrenCarolyn: This is one of the things that I think makes me proudest of Save the Children. When people say to me: “ Which is one of your proudest things?” This is it. Because people are the things that Save the Children has. We don’t make widgets or pens.  We make change for children, and we do it through people. So, the only way we can be successful is by having great people

 

 

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Carolyn Miles and Denver Frederick

BradBut also we have a culture here that it’s ever-changing work. If you’re interested in something and doing something new, the opportunities are here. In the 11 years, I can’t think of one day I’ve been bored in my job

 

Michele: So, one of my favorite events that I think sets Save the Children apart from other organizations is Founder’s Day. Every year, we celebrate our founder Eglantyne Jebb by bringing staff all over the world together. We celebrate through our service award milestones. We celebrate our highest achieving award called the President’s Award, but more importantly, we bring staff together with their families, their children, our partners and donors, and we encourage everyone to join in that celebration. And that for me says it all.  We’re a true family that works together, that collaborates to serve the mission and set that example for all of the people around us.

Grace-Ann: Also, one thing that I really love about here is the “Carolyn Chats.” I love when she sits down in an informal setting and just talks to us. We are able to ask any question. You don’t feel like you’re left out, you have nothing to say. Whatever concerns you have, you’re able to bring it to the CEO of the company. This is something I have never seen, not in my experience. So this was a welcome experience, continues to be, and it’s something I look forward to. I make sure the minute it comes on my calendar, I accept. So it is really, really good, I think.

Brad: Carolyn decided to rename it after our founder, who is Eglantyne Jebb. So it’s the “Eggie” and it’s a peer-driven award, and it’s not about merit or how great they’ve done or what they’ve succeeded in. It’s someone chooses the next person based on our values of the organization – integrity, accountability, collaboration, creativity, innovation. So if you feel there’s a peer who embodies those values, you can pass it on. But what’s so nice about it is that people take it very seriously. People come out in tears and it gets passed and it doesn’t stay within small workgroups. It gets passed across the organization to people you will never remember

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Jordyn: The thing that I’ll share is we have something here called the “Charlie [Sam] Fund.” So that is a program that HR runs and it’s targeted to employees who may not get the opportunity to go out in the field. It’s a grant that allows employees around the agency, no matter what office you’re a part of, to go out and actually see our programs and potentially implement your expertise of what your role is. So if, say, you work in finance but you don’t necessarily see the programs that you help fund or if you’re only doing finance internally, you might actually go and be able to provide your finance expertise to a program in the field and how they operate and see the work that’s being done. And so that happens annually and I have colleagues who have taken advantage of it and it’s been incredibly impactful for them, and I think very unique to our organization.

Michele: So unlike many organizations at our level and the nonprofit sector, very rarely do you see a group like ours invest so many resources, time and energy into programs like this. So everybody talks about leadership development, but these programs are different. They’re not about “here are the five things you need to do to be an effective leader.” They’ve very introspective. They’re about who are you as a person, going deep into the core. We spend a week with senior leadership or leadership at all levels from all over the world, not just the US, and we talk about “Who are you? How do people perceive you? How do you want to be perceived? What is your brand?” and we go real deep.

Erin: Save the Children is going to launch Workplace by Facebook. It was formerly called Facebook At Work. But it’s really about having that same kind of accessible, easy to use, friendly way to see where your colleagues are around the country and around the world, and to interact with them almost seamlessly. We all get up in the morning and check Facebook without even thinking the idea of workplace is that you can similarly, in an environment that’s appropriate, connect and see where your colleagues are and exchange information or photos, potentially documents, but it’s really more about how we sort of interact with each other in a social, virtual workplace. Because we’re not going to see each other every day, and often, we go years on phone calls with people and never get to see them in person.

Brad: But we have coaches that come in and something must’ve happened. Someone must’ve really advocated and realized that if we don’t change our corporate culture, people aren’t going to stick around here. So it’s more than the red walls, and even these red walls you see are new. The colorful, the cheerfulness of our office, it’s very fun, but it used to not be like that either. But that’s also superficial in a way. I think things like the leadership development go a little deeper and take commitment and time and money. And so that has happened somehow.

 

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Offices of Save The Children

Erin: I really think that culture is driven by behavior. It’s not words. It’s not language, it’s not something on a page or a framework or a PowerPoint slide. It really is what you do every day all day long that everybody else sees.

And so even though we do find time to have a little fun and we do invest to go to our leadership development programs, it is a hard-charging environment and a place of great ambition, and so I don’t want to lose sight of that. That when you work at Save the Children, there are very high expectations and they’re set by people who are completely, a 110% dedicated to what they are doing every day, and you see them physically,  the manifestation of that effort. Whether it’s in a crisis or just every day, people who work at Save the Children are working extraordinarily hard and we’re trying to work smarter and smarter and more efficiently.

Michele: And again what helps Save the Children stand out from other organizations is that sometimes it’s taboo to have a conversation with your manager and talk about what your next move might be, if it’s outside of your current role. Here, it’s highly encouraged. We can’t always promise internal mobility in that same pipeline. It depends on the division, the department, what your role is, what kind of work you’re doing. But what we can promise is that there’s plenty of opportunity for that, and that discussion is what your crafts the staff that we have, the caliber of people. And it constantly keeps people motivated and inspired to keep doing great work for children.

Brad: And then we have some great online resources, how to give the negative feedback. And we get taught and trained how do you do that while still inspiring but still ensuring that people are accountable for their work.

Jordyn: We have something here called the “Innovation Pipeline,” and I think that as a nonprofit, what I’m seeing here is a real emphasis on growth and how to be the best in our sector and how to really push ourselves to deliver for children in need.

Grace-Ann: And I think one of the things that you would not know about Save the Children unless you were physically here or working here is just the amount of work we do. As Michele said, you can be here a year and still not get a grasp, a full grasp of all the work we do. They try to help with that by having lots of brown bags and I get to participate in so many of those so you get to see all the different programs and all that stuff that’s offered. But there is just so much that we do.

Jordyn: International Day of the Girl falls on October 11 and we’re so excited to work on that last year, and it was an integrated campaign across multiple divisions within the agency. So it was marketing working with media working with sponsorship working with corporate partnerships. So there was no possible way for us not to be communicating and sharing ideas. And that’s something that I really am looking forward to in the coming year. I think because we’re so vast, there are times where we have siloed information whether it be vertical or horizontal but these campaigns and moments in particular are opportunities for everyone to share their ideas and for their voices to be heard and to work together for that ambition and that accountability that we’re all talking about. It’s just so exciting to have people with different perspectives, different expertise sharing their ideas. And so that integration and that breakdown of silos when we work on these campaigns I think is really special.

Denver: I wanna thank Carolyn Miles for allowing The Business of Giving to come to their headquarters and to all those who participated in the segment: Jordyn Linsk, Grace-Ann Campbell, Brad Kerner, Michele Gruner and Erin Bradshaw. 

Come to denverfrederick.wordpress.com for the transcript of this podcast as well as my full interview with Carolyn Miles.

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The Business of Giving can be heard every Sunday evening between 6:00 p.m. and 7:00 p.m. Eastern on AM 970 The Answer in New York and on iHeartRadio. You can follow us @bizofgive on Twitter, @bizofgive on Instagram and at www.facebook.com/BusinessOfGiving/.

Dennis Whittle, Executive Director of Feedback Labs, Joins Denver Frederick

The following is a conversation between Dennis Whittle, Executive Director of Feedback Labs, and Denver Frederick, Host of The Business of Giving on AM 970 The Answer.

 

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Dennis Whittle

Denver: My next guest is a most interesting fellow– through his own life experience, and as a result of some of the institutions where he has worked. He has been able to re-imagine the world upside down, not in the top-down way that most of us are accustomed to, but rather bottom-up.  And he has thought about how to go about it and the implications it would have for the global society. He is Dennis Whittle, the Founder and Executive Director of Feedback Labs. Good evening, Dennis, and welcome to The Business of Giving. 

 

Dennis: Nice to be here, Denver. 

Denver: Tell us about Feedback Labs and what your organization does.

Dennis: Feedback Labs is a network of 200 organizations working in aid and philanthropy, who are dedicated to hearing what the people themselves want to make their lives better, and whether we’re helping them get it.  And if not, what should we do differently? 

Denver: Well, before we get into that work more deeply, I want to frame it if I can, Dennis, in a somewhat larger context. And I know you maintain an innovation– and I mean real transformative innovation that leads to disruption– occurs in waves.  And you see that occurring now in the philanthropic sector due to three things, three waves; two of which you’ve had a very prominent hand in.  So let’s briefly discuss each. The first is donor-advised funds.

Dennis: Donor-advised funds were pioneered in the late 80s and 90s,  and they are a way of making it possible for ordinary people to have foundations. You and I, Denver, can with a few thousand dollars create our own foundation. It can be the Denver Frederick Foundation and the Dennis Whittle Foundation. It’s enabled us to be ordinary Oprahs, as someone said; we can be Bill Gates. Donor-advised funds are a way that we can get professionalized services around our own giving. It’s a really pretty dramatic revolution in giving. 

Denver: The second wave of innovation is crowdfunding, of which you are a pioneer, perhaps the pioneer. Tell us about crowdfunding. 

Dennis: In the 80s and 90s when I worked at the World Bank, I noticed that if you were an expert, you could have your ideas heard and funded. If you were not part of the World Bank/ USAID foundation aristocracy, it was not possible to have your voice heard or your money used. In the late 90s and early 2000s, Mari Kuraishi and I left the World Bank to create GlobalGiving which was the first ever global crowdfunding website. Allowed anybody in the world with a good idea to pitch their idea and anybody in the world to fund it. That was five years before the word “crowdfunding” ever appeared on Google. 

Denver: That’s right! The final wave is feedback… which we just briefly discussed in the opening. So, Dennis, I want you to take these three waves of innovation together… What do you see as the changes that are going to occur as a result of the way that philanthropy is done around the world?

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Grant Oliphant, President of Heinz Endowments, Joins Denver Frederick

The following is a conversation between Grant Oliphant, President of Heinz Endowments, and Denver Frederick, Host of The Business of Giving on AM 970 The Answer in New York City.

Grant Oliphant

Grant Oliphant

Denver: My next guest is one of the more thoughtful voices in the philanthropic sector, speaking out on issues of public importance and concern where so many others have failed to do so. And he puts those words into practice in his laboratory… which just so happens to be the Greater Pittsburgh community. He is Grant Oliphant, the President of the Heinz Endowments. Good evening, Grant, and welcome to The Business of Giving!

Grant: Denver, thank you so much for having me.

Denver: The Heinz Endowments, as the name suggests, is more than just one. Tell us about that and your current mission and focus.

Grant: It’s actually one foundation today, but it started out as two, started by separate members of the Heinz family. The money, as the name suggests, came from the ketchup fortune. That empire began in Pittsburgh a hundred years ago and produced $1.5 billion today in philanthropic resources that the family has put to use primarily for the benefit of Pittsburgh. It’s a global family though, so they really would like it to be used in a way that benefits people in other parts of the country and other parts of the world.

Denver: And speaking of that family, there’s now a new generation of leadership.

Grant: We are navigating a generational transition. Many family foundations struggle with that; ours has been, I think, pleasantly exemplary. This is a family that has had a consistent set of values down through the generations. Henry J. Heinz who founded the company was one of the people who fought for the Pure Food Act and wanted to do the right thing by employees, and wanted to do the right thing by consumers.

Denver: Ahead of his time.

Grant: Way ahead of his time. Actually, it’s becoming timely again because of what we’re facing now. But the family has carried those values down through the generations, so it’s remarkably smooth.

When we look at the future of economic growth, what we’re seeing is that actually many of the opportunities for future economic activity lie in the environmental realm.

Denver: Well, when you assumed the helm at Heinz a few years ago, you refocused your efforts around social justice – and by that, I mean embracing fairness and equity. And you do this through three different portals: sustainability, creativity, and learning. So let’s look at each of those, starting with sustainability, Grant.  And that’s more than just the environment, correct?

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Matt Forti, Co-Founder and Managing Director of the One Acre Fund, Joins Denver Frederick

The following is a conversation between Matt Forti, Co-founder and Managing Director of the One Acre Fund, and Denver Frederick, Host of The Business of Giving on AM 970 The Answer in New York City.

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Matt Forti

Denver: For those who follow nonprofits and social enterprises closely, there are a number of organizations that carry with them a stellar reputation and embody what the future of this sector should and hopefully will look like. Yet, they remain largely unknown to the general public, especially here in America. One such organization is the One Acre Fund. And here to tell us about it this evening is their Co-founder and Managing Director, Matt Forti. Good evening, Matt, and welcome to The Business of Giving!

Matt: Thanks so much, Denver! It’s great to be here.

Denver: Tell us: who is the One Acre Fund?  And how did you get started on this journey?

Matt: One Acre Fund is a nonprofit social enterprise, and our client is a poor farmer that farms roughly an acre of land in a remote area of Africa. We got started about 10 years ago because when we visited Africa, you go into the rural areas; the whole landscape is dotted with farmers. Their profession is to grow food, and yet, they can’t grow enough to feed their families all-year round. Agriculture has become so much more productive everywhere else in the world over the past few decades. We said, “Why not Africa? What’s driving this? Can we do something about it?” And we pulled together a pilot and a model, and the rest is history.

In the areas where we work, 1 in 10 children will die before the age of 5. Hunger is the primary underlying reason for those deaths. And then, even if you’re lucky enough to survive, you’re going to have a 1 in 3 chance of being physically and mentally stunted.

Denver: Before we get into your actual work, what is the impact, the human toll on a child growing up in extreme poverty and extreme hunger in Sub-Saharan Africa?

Matt: Hunger has just absolutely devastating consequences. In the areas where we work, 1 in 10 children will die before the age of 5. Hunger is the primary underlying reason for those deaths. And then, even if you’re lucky enough to survive, you’re going to have a 1 in 3 chance of being physically and mentally stunted. I mean, literally, your brain doesn’t develop to its full capacity. And so what you have is children that don’t go to school ready to learn, and their full potential is never going to be reached.

Denver: Well, global poverty, as tragic as it is, is really just an inevitable part of the human condition. It will always be with us, and I think that’s a conventional wisdom shared by so, so many people. But that would not include you or One Acre Fund. You believe it is solvable and can be done within your lifetime. What do you base that on?

Matt: Absolutely! One of the most daunting, but exciting facts about poverty is it is primarily a rural phenomenon, and 70% of the world’s poor are farmers. So, this single profession has more poor people combined than every other profession out there. And so, if we can make this single profession more productive, we have a huge lever to try to get the next generation of families out of poverty. And so, One Acre Fund believes that essentially, if you can pull together the right mix of things that makes agriculture more productive, families will be able to invest and get themselves out over a period of time.

Denver: Well, let’s walk through that if we could. You have a very clean and clear business model. It has four pieces to it. Why don’t we begin with Farm Inputs. What are they?

Matt: Farm Inputs are things that you put into the ground to make your crops more productive. So, first, we start with seeds. Hybrid seeds are naturally cross-pollinated. They’re much more effective than saving your seed from the last harvest. Also plant nutrients,–things like compost and animal manure, as well as small amounts of fertilizer– can have a dramatic difference on the growth of your plants. So these are the technologies that have been used in the U.S., for instance, since the ‘30s or ‘40s; they just haven’t been distributed effectively in Africa. And that’s where the model starts.

Denver: The second part of the model is Finance. Now, how do you go about finance with people who are living in extreme poverty?

Matt: Finance is absolutely critical. There are no credit scores in the rural parts of Africa for us to use. But what we find is that if you can finance a productive asset loan…so, instead of giving cash, you actually give the inputs. That’s the loan. And you know that the inputs are going to be used productively.  That’s going to give you a high confidence that those inputs are going to turn into cash that can be repaid down the road. So, that’s exactly what we do.

Denver: And the third piece is the Education part. What kind of training do you provide these farmers?

Matt: The training is critical. It’s really basic techniques. There are really five or six techniques that drive 80% of the productivity of agriculture. It’s really proper spacing of seeds. It’s planting in rows instead of scatter shot. It’s micro-dosing tiny amounts of fertilizer, and a few other things. Basically, what we find is that if farmers can do these six basic things well, then the input loan that they’ve received is going to be productive.

Denver: And the final piece of it…not to be overlooked, is Distribution.

Matt: Yes. Absolutely. A big part of the problem is that the closest place to access seeds for instance might be 30 kilometers away—you may as well be on the moon if you’re in rural Africa, if you think of all the hills and such. So we distribute all of this within walking distance of every farm family we serve.  And the training is provided in the farmer’s field. It’s actually provided by farmers themselves that are in our program that we’ll hire and train up. And when you put it all together, you have a very impactful model.

Denver: Yes. You’re the Amazon of rural farmers, arguably.

Matt: Yes! We do like to say that.

Denver: And you don’t overlook the distribution to the extent that you actually give something called the “D-Prize.”

Matt: Yes! One of the side projects of our founder… which really came out of the recognition that with One Acre Fund, again, the technologies to improve have existed for generations. It’s really about: How do we get these proven models into the hands of the people that need them?  Agriculture is one thing. But in clean energy, for instance, solar lights can be very impactful for a family from a health and education standpoint, and also from avoided kerosene expenditures and batteries and candles. This is something that pays back for a farm family within 8 to 12 months. Bed nets that prevent malaria…So, across all of the different aspects of what it takes to be successful in rural Africa and elsewhere, we know what it is.  And now it’s just about getting it into the hands of the people that need it.

Denver:  Absolutely! Well, although One Acre Fund is a nonprofit organization, and you’re committed to improving lives, Matt, you operate very much like a regular business.  And that stems from your belief in market-based solutions to poverty. Explain what those are, and why you think that is a correct approach to addressing extreme poverty.

Matt: Yes. That’s absolutely right. I think the recognition that we had very early on is: if we treat our farmers not as beneficiaries, but as clients – as paying customers – that all of a sudden, everyone’s incentives are going to be aligned.

One Acre Fund knows that if we don’t deliver high-quality services, farmers aren’t going to repay. And if farmers don’t repay, we’re not going to be able to operate in the next season. And so, what you see all the time in our areas of work is, for instance: repayment– which happens during the course of the farming season week by week, bit by bit– if our repayment is suffering in an area, that’s probably because we’re not delivering the trainings effectively.  Or we didn’t provide the seeds on time. And so we can immediately focus attention on that area.

It basically just makes sure that farmers have a voice in the services that they’re receiving. It also, of course, means we’re much more scalable. We’re not dependent 100% on donations. About half of our revenue this year will be from the very clients we’re trying to benefit, and I think that’s one of the main reasons why we’ve been able to grow from 40 to 450,000 families in just 10 years.

we’re trying to alleviate hunger, but the long-term goal is intergenerationally. We’re trying to get families to be able to educate their children, and those children to be able to pull the whole family out of poverty.

Denver: That’s quite impressive! Let’s talk about your clients for a minute. Who are they? What are their lives like? Share with us a story of one of them, if you would.

Matt: I’d be happy to. A typical One Acre Fund farmer is a woman. She toils in her fields for probably about six to eight hours a day. She’s also probably responsible for child care… for her children. And she and her family suffer what’s known as the “hunger season.” It’s basically a period of time after the main harvest has run out where the family is skipping meals, regularly substituting high-quality meals with low-quality ones. And this is what creates the cycle we talked about earlier. Well, farmers have this amazing asset. They typically do have enough land to basically grow enough food all-year round.

One of the stories I’d like to share is of a farmer named Teresa Wanyama. She is a widow. She has eight children that she supports. She actually was one of the first 38 farmers in our program in 2006. When we celebrated our 10th anniversary last year, we went back to that first village, and we tried to document: what was the path that Teresa took in our program over that 10 year period of time?  And what we found was three things.

First, it was alleviating the hunger, and that meant the main crop she was growing – maize – needed to be much more productive. She went from growing two bags of maize– which is about enough food for maybe four months of the year– to growing 15 bags of maize.  So, significant improvement. The second thing was nutrition, so really helping to introduce diverse crops like collard greens that provide additional vitamins for her children to keep them healthy.

And then the third thing– and this is very common in our program– is to provide more expensive assets. One of those is trees. Trees are an amazing product. They’re great for the soils. They don’t take up a lot of land. They grow vertically. And if you can keep trees in the ground and harvest them five, six years after you plant them, you could make $5, $10 for something that may have cost just a few pennies to put in the ground.

What we found is that Theresa had last year harvested about 40 of her original trees. She sold them for about $600. That’s a huge windfall in rural Kenya. And with that, she was sending her eight kids to school. Four of them are in secondary school; another four are already in university. And again, that’s unheard of. So when you talk about: we’re trying to alleviate hunger, but the long-term goal is intergenerationally. We’re trying to get families to be able to educate their children, and those children to be able to pull the whole family out of poverty.

Denver: That’s a great story, and it’s hard to believe you have 450,000 of those. What countries do they encompass?

Matt: We work in six countries in Eastern and Southern Africa. Kenya and Rwanda were our first two countries; about 80% of our farmers are there. We work also in Burundi, which is the hungriest country in the world, Tanzania, and then Uganda and Malawi. We launched those countries last year.

We don’t want to do this work to just reach a lot of people. We want to have a very deep quality and measurable amount of impact.

…nothing is sacred at One Acre Fund. If it’s not working, we’ll go back in and figure out how to improve it.  And that’s the central part of what makes us successful, I think.

Denver: You have emphasized measurement and evaluation on everything you do, right from the very get-go. And that as much as anything, I think, defines the culture of the One Acre Fund. Tell us how you’ve gone about doing this, and how it has helped shape the culture of the organization.

Matt: I think the most important thing is, as we’ve said from day one, we don’t want to do this work to just reach a lot of people. We want to have a very deep quality and measurable amount of impact. Secondly, that we don’t just want to measure to provide data to donors and outside parties. We really want to do it, first and foremost, to make sure what we’re doing is working and figure out how to improve our program.

And as a result, every year, every crop, every country, we are going out there and physically weighing the yields of One Acre Fund families, as well as neighboring families that aren’t in the program but possess similar characteristics and similar propensities for farming. And so we know exactly how much extra yield is coming out of the ground because of the One Acre Fund program, and we know where it’s working and where it’s not. We’ve had many examples of failures, particularly in the early years – crops that weren’t growing to the extent that they should have. And nothing is sacred at One Acre Fund. If it’s not working, we’ll go back in and figure out how to improve it.  And that’s the central part of what makes us successful, I think.

Denver: And you also believe that organizations should have the internal capacity to do their own evaluation and testing, and not just rely on outside vendors.  Correct?

Matt: That’s exactly right! I think you can fall into the trap of thinking: “Measurement is so sophisticated. It can only be done by a PhD,” and that’s not the case. Most measurement really is about the weekly process indicators – Did the farmer come to training that week? Is the farmer spacing their seeds properly? – and really being able to use that data immediately to change course, improve what you’re doing. And that kind of measurement can be done absolutely internally.

Denver: Yes.  And in fact, I think this data is really being collected by your front line workers, and they’re going to be the ones who are going to use it.  So, it’s more meaningful when they’ve actually collected it.

Matt: Absolutely! You go to Africa, one of the things I love doing is visiting meetings of our field officers– these front line staff– every week. And there’s a big chalkboard with tons of rows and columns and the words “KPI” at the top – “key performance indicator.”  So you’re talking about people with a primary school education who are tracking these indicators, comparing between different districts.  And that’s exciting. It’s people using business principles to try to make a difference in their communities.

Denver: And I’ve been impressed on how thoughtful you’ve been in going about this. For instance, as you scaled up the organization and entered new countries in Africa, your impact per client– for every dollar that has been spent– has actually fallen in some cases, while the amount of social good you have done has increased. Explain that to us.

Matt: It’s interesting. The main way that we measure impact is thinking about how much extra yield and profit One Acre Fund is generating. Well, one of the exciting things for an overall social good– but less good for the impact that we’re measuring– is the fact that One Acre Fund’s trainings are now spilling over into the communities where we work. Even if you’re not enrolled in One Acre Fund, you’re seeing that your neighbor’s yields are going up; you’re asking them, “How did you do that?” They’re actually teaching these techniques to their neighbors. And so what’s great, what we’re seeing is the entire community is being lifted up. Our impact looks a little bit less, but the total impact we’re generating in the community has gone up.

Denver: You know, Matt, every book on social entrepreneurship or social enterprise talks about the need to scale an organization to have great impact. But One Acre Fund has actually done that, and at breathtaking pace over the past 10 years. Tell us about your growth as an organization and some of the lessons from it that you can share with us.

Matt: We have grown really, really dramatically as I mentioned– 40 to 450,000 families in 10 years. I’d say three things. One is: it starts with: What is the size of the problem you’re trying to address? There are 50 million smallholder farm families in Africa. Ninety-three percent of them fit the characteristics of who we like to serve – two acres roughly, or less, of land, staple crops predominantly. Most other organizations focus on that tiny sliver– 7%– that might be already well-organized into some kind of a value chain. So, it’s going after where the biggest problem is.

I would say secondly, is the visibility of our impact. So we talked about this before. But crops are growing to twice to the height they normally do in our program.  So the neighbors are asking how that happened. Our growth is very organic. We have a group that experiences the program together– of about 7 to 12 farmers. Those groups will then split up, and each of those farmers in the next year will register their own new group. So it’s a very organic way to grow. You put down in an area, and then it grows like a spoke.

I would say the third thing is to—as we talked about earlier—really to treat the farmers as clients and not as beneficiaries. I mean, that’s just really critical. With paying customers, we’re able to spend less per donor dollar than most other organizations to deliver our services. That’s allowed us to grow new countries much more quickly, for instance.

Denver: Yes, and you give them the dignity.

Matt: Absolutely!

Denver: Well, as you look to your future growth, you’re looking to expand by diversifying some of your programs in interesting ways. What are some of those plans, Matt?

Matt: Absolutely! I think one of the common struggles that nonprofits have is, on the one hand: if you focus on one thing, you can get really good at it, but you might not be addressing all of the needs of the people you’re trying to benefit. On the other hand, if you try to go in on day one and do everything well, you probably won’t do anything particularly well. So I think we’ve taken this nice middle ground. We’ve really focused on agriculture in these early years, but it’s opened up the ability now. We have the trust of the clients we work with. We have this very unique distribution channel that doesn’t exist into these very remote villages. We’re looking to do new things.

A big one a few years ago, as I mentioned earlier, solar energy. Solar lights are very powerful, quick product payback. So that’s one thing that we’re doing. We talked a little bit about nutrition. This year, we’re doing our first-ever trial of providing services to pregnant mothers, really providing them training on things like exclusive breastfeeding, nutritional supplements that children need to grow healthy. So that’s a new area for us. But we’re open to lots of different things so long as it can be trained by the same people; it can go through our distribution channel, and be financed.

Denver: Crop insurance is one of those things, right?

Matt: Yes. Unfortunately, this past year, there was a terrible drought in much of Eastern and Southern Africa. Crop insurance historically has been for rich people, but if you think about it, rich people are  not the kind of people that need insurance. They can cover their risks. It’s the poor people that need it. We’re now East Africa’s largest insurer of crops, and we want to keep improving that product so that farmers are covered for their harvest.

Denver: I want to speak to you a little bit more, Matt, about your corporate culture, and especially the investment that you have made in developing and training your people. Tell us about it.

Matt: I think some people equate nonprofits with just good hearted people out there delivering services. But we really want to borrow from the best of the business world, which is really about good professional development and training. No matter what level you’re at at One Acre Fund, you’re probably going to be spending at our organization 30% of your time in some kind of a formal training program. It’s a leadership accelerant program.

We have examples of front line staff who, as I’ve said, have a primary education. In year one, they might be working with 200 farmers. By year three or four, they might be in charge of a whole district of a few thousand farmers. And they’re getting technical management leadership skills from us. We’re trying to make up for the lack of education that happens in rural Africa. And that’s really critical because it’s much harder to attract… with the salaries we pay… very well-educated African national staff who may be recruited by the large multi-national companies. We’re taking this abundant labor force, kind of making up for the lack of education.  And then all of a sudden, these are the leaders of Africa’s next generation.

Denver: And as the managing director of One Acre Fund, you’re based here in the United States.  But really, the preponderance of your staff is in Africa, close to your clients. Would that be correct?

Matt: Absolutely. I’m an anomaly. We have only 40 staff in the U.S. Ninety-eight percent of our staff are not only in Africa, but in rural Africa. Our headquarters are in these rural communities. And that’s really important, being close to the client. The people who are making decisions about our programs are living a few hundred meters away from the clients that we serve.

Denver:  People often speak of Africa as if it were a country, as opposed to a continent made up of 54 countries. But with that said, tell us what you see as the promise, as well as the perils, for Africa over the next 10 years or so.

Matt: Africa is at an incredibly exciting juncture. It’s the one continent in the world where GDP growth is regularly in the higher single digits than most countries. You generally lack the terrorism problems that exist in other parts of the world. You have a human capital gap that can really be filled.

The challenges are predominantly political. Unfortunately, it’s pretty regular to not see peaceful transfers of power. And then climate!  Climate is going to disproportionately affect, particularly farmers, but many industries in Africa. And that’s one thing. When you invest in farming, you’re not only improving the productivity of existing land, you’re also introducing the incentive to clear cut the remaining savannah.  Africa has got about 70% of the remaining forest and natural land that exist in the world. And so those are the two twin problems we’re trying to address… and I think Africa needs to focus on.

We have pushed ourselves to make our model literally as scalable as humanly possible. I think setting that bold vision, organizing everyone around that vision, and making sure that everyone is putting the farmer first, that’s really, at the end of the day, what’s gotten us there.

Denver: Well, the One Acre Fund is a great success story. I know you have a lot left to do, and it’s a story still being told. But if you have to put your finger on the one thing that would be the most important reason for your success, what would that be? And what would be the one thing that causes you the greatest level of concern right now?

Matt: Really setting a bold vision, I think, at the end of the day, really organizing an entire group of people around the vision of putting the farmer first, and really saying that if you’re working on a problem that’s 50 million in scale, it’s just not acceptable enough to reach a few thousand, a few even tens of thousands. We have pushed ourselves to make our model literally as scalable as humanly possible. And I think setting that bold vision, organizing everyone around that vision, and making sure that everyone is putting the farmer first, that’s really, at the end of the day, what’s gotten us there.

Denver: Yes. You got 450,000. I know you have a goal of a million by 2020, correct?

Matt: Yes. I think the biggest fear we have is:  How are people going to perceive global aid, foreign aid, over the next few years, and not just the U.S. but also in countries in Europe? It’s very common for individuals– citizens of the U.S., for instance– to believe that we divert 10% of our budget to foreign aid. We’re spending less than 0.1% of our budget on foreign aid. And there are programs that are out there working, and it’s not just One Acre Fund. And I want to make sure that people know that investments that are being made on behalf of all of us here– of taxpayers– are really making a big difference in the world.

Denver: Well, I want to thank you, Matt Forti, the Managing Director of One Acre Fund for covering so much ground in a relatively short period of time. For those interested in learning more about One Acre Fund, or who may want to help support your work, your website is?

Matt: Oneacrefund.org. Please go there; visit us. Also talent is the number one resource that we’re always looking to grow.  So if you’re interested in volunteering or working at One Acre Fund, you’ll also find a lot of information on our website about that.

Denver: Great! Well, it was a real pleasure, Matt, to have you on the program.

Matt: Thank you, Denver!

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The Business of Giving can be heard every Sunday evening between 6:00 p.m. and 7:00 p.m. Eastern on AM 970 The Answer in New York and on iHeartRadio. You can follow us @bizofgive on Twitter and at facebook.com/business of giving.

 

Dr. Louis DeGennaro, Leukemia and Lymphoma Society

elt_lou_degannaroThe Leukemia & Lymphoma Society (LLS), a New York-based charity, raises more than $300 million a year, with an average donation of just $75. Amassing their huge network of grassroots donors has helped the organization fund more than $1 billion for education and research to treat blood cancers.

In this interview from The Business of Giving, Dr. Louis DeGennaro, President & CEO of LLS,  talks about the charity’s success in attracting small donors to help deal with blood cancers–the third-leading cause of U.S. cancer deaths. He also discusses the organization’s research grants to speed development of promising therapies and their First Connection program that matches newly diagnosed patients and their families with survivors for personalized peer support.


The following is a conversation between Dr. Louis DeGennaro, President and CEO of The Leukemia and Lymphoma Society, and Denver Frederick, host of The Business of Giving on AM 970 The Answer in New York City.

Denver: When a nonprofit organization has provided $1 billion in research funding for a disease, that is a remarkable milestone. The Leukemia and Lymphoma Society reached that milestone a short while ago, and they have equally remarkable results to match. So, it is indeed my pleasure to introduce their President and CEO, Dr. Louis DeGennaro. Good evening, Dr. DeGennaro, and welcome to The Business of Giving!

Dr. Lou: Thank you, Denver! Very happy to be here.

Denver: Tell us about The Leukemia &  Lymphoma Society, commonly known as LLS. Also, a bit about the history of the organization–your mission and goals.

Dr. Lou: Happy to do so! The Leukemia &  Lymphoma Society was founded in 1949 by a father and mother who lost their 16-year- old son to leukemia.  And their goal at the time was to raise funds, support research, and find a cure. And frankly, we’ve been true to their guidance ever since. As you mentioned, last year, we jumped a major milestone– we’ve deployed over $ 1 billion dollars to support research worldwide.

Denver: Congratulations!

Dr. Lou: That support has led to the discovery of virtually every modern therapy used to treat the blood cancers. Cancers of the blood affect the red blood cells, the white blood cells, the bone, and bone marrow. They  are a class of about 140 different diseases–the ones people are most familiar with: leukemia, lymphoma, multiple myeloma, and then a host of other more rare diseases. Something that your listeners might be interested in knowing.. and perhaps would find shocking… is that when you take these diseases together as a group–the blood cancers–they are the third largest cancer killer in the United States.

Denver: Wow!

And this provides a huge unmet medical need. Again, that’s why The Leukemia and Lymphoma Society exists. We exist to find cures, and to make certain that patients have access to those life-saving therapies.

Denver: How many Americans have been diagnosed with blood cancer?

Dr. Lou: There are about 200,000 new diagnoses per year. About a million North Americans currently live with the consequences of a blood cancer diagnosis.


“There are patients today with one form of blood cancer–chronic myeloid leukemia–who treat their disease at home… taking two pills a day. They’ll live a normal, long and healthy life. They’ll die from something else, not their leukemia. And we’re very proud of those advances.”


Denver: Is there an early detection for a blood cancer?

Dr. Lou: Sadly, no. This is one of the major issues for the blood cancers. We don’t know what causes these diseases, so it’s difficult to talk about a prevention strategy.

Someday, I’d love to come back and talk about prevention. The science and the medicine just aren’t  there today. In addition, there’s no early detection. There’s no mammogram  for leukemia or  PSA test for multiple myeloma. As a consequence, patients present with a full-blown disease to their physician. So again, the bow of our ship has been research because we want the physicians- when they see that patient with a full-blown disease—to be able to say, “I have an effective therapy for you.”

Denver: Got ya!

Dr. Lou: And we’ve been very successful. Since the 1960s,  the survival rate for these blood cancers– depending on the disease– has doubled, tripled, even quadrupled. There are patients today with one form of blood cancer–chronic myeloid leukemia–who treat their disease at home… taking two pills a day. They’ll live a normal, long and healthy life. They’ll die from something else, not their leukemia. And we’re very proud of those advances.

Denver: Go into a bit more depth on that. The way we treat and research blood cancer today– compared to 20-25 years ago– this evolution has truly been astounding. What were some of the milestones along the way that got us to the point where you could take pills at home?

Dr. Lou: There were two major advances that The Leukemia and Lymphoma Society actually helped to drive. One occurred in 1999-2000, and that was the advent of a kind of therapy called “targeted therapy.”   Emblematic of it is a drug called “Glivec.” It’s the drug that treats chronic myeloid leukemia–the leukemia I just mentioned a minute ago. If you were diagnosed with CML, as it’s called, in 1999, your physician would tell you you had a three- year life expectancy. Driven by research funded by the Leukemia and Lymphoma Society, in the year 2000, the FDA approved the drug called “Glivec.” That drug is unique and was incredibly unique back then, in that it targets the cancer and leaves the good cells of the body alone.

Denver: Fantastic!

Dr. Lou: So unlike the sledgehammer of chemotherapy–which is toxic to good cells as well as bad cells…


“It is fertile ground, and we have made substantial progress. Blood cancer research tends to be the tip of the spear in the fight against cancer.”


Denver: As bad as the disease sometimes!

Dr. Lou: Absolutely! This drug targets the cancer, leaves the good cells in the body alone, and 90% of newly-diagnosed CML patients go into a deep and durable remission. On Glivec, they live… as I said earlier… long, healthy productive lives and probably die of something else. (more…)

The Fastest-Growing Microfinance Organization in the US

Grameen America is the fastest-growing microfinance organization in the United States, giving very small loans to women in poverty to build businesses.  They have helped over 70,000 women and have a remarkable payback rate of 99.6%, according to Andrea Jung, their President and CEO.

In this segment from The Business of Giving, Ms. Jung, who previously served as the CEO of Avon Products for 12 years, discusses the importance of social capital and outlines how to take a nonprofit to scale.  She also shares how she is going about making Grameen America a sustainable enterprise and what inspired her to move from the corporate world to the nonprofit sector.

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andrea jung and denver frederick

Building Organizations to Last

Antony Bugg-Levine, CEO of the Nonprofit Finance Fund, discusses why grant makers should start paying for true outcomes rather than for services, and talks about why nonprofits should focus more on long-term stability and less on short-term goals.nonprofit finance fund logo