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Five ways nonprofits can start unlocking trillions of dollars in potential donations from younger individual donors.
via Millennials are unlike any generation to date. They think about impact, act on the move, and communicate as digital natives. By 2020, an estimated $100 billion dollars annually will flow from young donors into the nonprofit sector. Nonprofits who speak to them in their native language, communicate with technology, and offer them a wide range of ways to engage will benefit from this massive giving potential. Young, tech-savvy donors matter: These donors are changing the philanthropic sector. Young_donors_chart-web_592_461 Nonprofits have long relied on traditional customer relationship management systems to communicate with traditional donors in traditional ways, and for good reason: These systems work reasonably well for email blasts, event invitations, and direct mail. Traditional donors expect these communications, and act on them. But the same methodologies are lost on the Millennial generation. As digital natives, they expect to interact solely through technology, and eschew other forms of communication and transaction—only 10 percent of Gen Y donors mailed a donation check in the last two years. Nonprofits that don’t change their traditional methods risk being ignored, or judged as not innovative, old, stale, and irrelevant. Consider successful companies like Uber, Airbnb, and Seamless. They quickly spread as both easy and fun solutions to problems Millennials didn’t yet realize they had. Can’t find a cab? Restaurant doesn’t deliver? There’s an app for that. Once used, forever adopted, and virally spread like wildfire. Philanthropic donations will be the same. Five ways to engage millennials: 1. Get out of their in-boxes, and get into their pockets. Direct mail and e-newsletters have open rates below 30 percent. Young donors are looking to engage online in creative ways, rather than via emails and mail—62 percent of Gen Y donors say they would give via mobile. For example, One Acre Fund, which supports smallholder farmers, keeps an up-to-date impact dashboard to share metrics with donors, and posts updates such as actual and projected numbers of families served via web and mobile friendly software. 2. Let them get to know you, not just your beneficiaries. Millennials love thinking about the organization they support as well as the cause. Successful crowdfunding campaigns illustrate the power of sharing authentic stories. The Marina Abramovic Institute, for example, raised support from nearly 5,000 supporters via Kickstarter to build a new performance and education space, by sharing the founder’s personal journey and mission. 3. Share the facts. Younger donors are more than twice as likely as older generations to demand data about impact. Organizations such as Evidence Action use rigorous evaluations and randomized control trials to identify poverty-reducing interventions. Sharing what works (and what doesn’t) has allowed it to build deeper relationships with donors, and grow its individual donor base by more than six-fold between 2013 and 2014. 4. Invest in a great online checkout. Make sure your online donation experience is easy—younger donors are hesitant to mail a check, but love easy online options. Text-based giving raised $41 million after the Haiti earthquake, and nearly 50 percent of Gen Y report donating online. 5. Be transparent. Younger donors want honesty— fast-growing organizations like the Akshara Foundation transparently report and blog about their research, successes, and failures. They post reports on teacher interviews, classroom observations, and school surveys. Share the good and the bad, and donors will trust you and help you grow. By Angela Rastegar Campbell

Meet Shreyanka Mally

Spotted this piece on women who work at Mu Sigma and were thrilled to see Shreyanka featured:
“Akshara Foundation was her first client. She assessed their pre-school program for Anganwadis (kindergarten) in terms of sustainability and consistency. They had huge bundles of sheets of data consisting of community feedback from parents of government school children in the urban poor regions. Field workers had immense amounts of data that they brought back from their investigations. Akshara wanted to build a dashboard to highlight the problems. Shreyanka created a feedback excel template and committee feedback template for the field staff with questions for them, but first translating all the notes from Kannada (the local dialect) to English. This template was in addition to the ones created for school teachers and parents…”
Read the full piece here.  

In Beta: Exploring DISE Data via KLP

Over the years, we at KLP, have been big fans of the data that the District Information System for Education collects. DISE collects an incredible array of data on all primary schools, public and private, in every state of India and have done so, year on year, for many years. The self-reported data contains variables that cover enrolment to sanitation to infrastructure and more and a full list of these variables can be found in the DISE DCF.


We believe that the data DISE collects is an under-utilised resource and have built this application to allow users to better explore this data set through multiple lenses – by Education Districts, Blocks and Clusters as well as by MP and MLA aggregations and by PIN Codes.


For every aggregation, except PIN Codes, you will also find demographic, finance and infrastructure reports linked to at the bottom of the right panel.

This is a Beta release and we do need feedback to improve. For future versions, we’d like to be able to analyse data at every level of aggregation over time as well and provide easy ways to export data from selected views.

Please do play with our beta release!

Creative Dialogue : How do We Nurture and Resource the Children of Bangalore for a Self-Sustaining Life for the Next Fifteen Years?





A Creative Workshop
 
On the 8th of November Akshara Foundation organized a Creative Dialogue at the National Institute of  Advanced Studies, Bangalore, a vibrant, day-long exchange and cross-fertilization of ideas on How do We Nurture and Resource the Children of Bangalore for a Self-Sustaining Life for the Next Fifteen Years? By end of day they were ideas that transcribed into concrete goals – to be achieved and accomplished.
Participants were drawn from a cross-section of organizations, government and non-governmental, and from among individuals with a role to play.

Outcomes and Outputs – The Purpose of the Meet

The purpose of the workshop was to co-create within and across public and private sectors, an interconnected nurturing and resourcing of the children of Bangalore, fit for the next five to fifteen years. The main objectives were to increase understanding, determine future threats and identify a way forward with the future of the children of Bangalore in mind.

The catalyst for the day was Matt Clarke from the Nowhere Group based in the United Kingdom who emphasized the purpose of the meet as an immersion in the unknown from where participants would traverse together with their collective knowledge,  insight and experience, mindful of themselves as creative participants but connected with fellow travelers, in this indeterminate, uncharted space, and emerge at a breakthrough moment in outcomes and outputs. Matt Clarke characterized outcomes as the intangible achievements of mutual understanding, desire and energy to co-create and continue, and outputs as the tangible projects and agendas “to move through current barriers and resisters to change elegantly into a projected future reality.”

Discussion and Group Work


Participants were each engaged in discussion for a minute in which they stated well-founded positions on child-centered issues that ranged, among others, over the status of children, mental and developmental perspectives, health and nutrition, what government could do better and what citizens could do to galvanize, and learning from successful initiatives in order to create new and better jobs for children.

Facilitating the day’s exploratory seeking of definitive end goals was the next round of group work, an exercise “based on the works of the psychologist Kurt Lewin who laid out that the present is strongly affected by the pressures of change and these pressures are constantly offset by the forces that are the resisters to change. That is what defines the present for all of us.”

Participants had to systematically identify the various factors that would affect the collective aim of creating a self-sustaining life for the children of Bangalore. Bangalore, which, as a sub-set of India and the world, has been and will be affected by local, national and international events.  The groups ideated, deliberated, set up conversations and dialogues and zeroed in on key areas on which they presented.

A Flawed Delivery System

A dialogue of constructive depth and detail started around health and nutrition which came up as a common concern.

Ashok Kamath, Chairman, Akshara Foundation, shared one of the serious limitations to afflict this sector, which is the extremely low pay of employees working in child healthcare. He said that even though there was no argument in anyone’s mind about the importance of ensuring good nutrition, this anomaly in the delivery system interferes strongly with the deliverables.

He then stressed on synergistic efforts towards uplifting the basic learning and nutrition levels of children, as they are staggeringly low. It is not about money as there is enough of it. It is about the collective efforts that we are yet to make, he emphasized.

Speaking of nutrition he turned towards corruption in government departments, particularly in Bangalore, as an important factor preventing any development despite the resources and the laws.

On Good Governance

A discussion took place on good governance, and Kanchan Bannerjee, Managing Trustee, Akshara Foundation, suggested that government use the good examples already developed by non-profit organizations and put them into effect.
Decentralizing delivery models, government transparency, the shortcomings in our education system in creating children who are inquisitive, and questions of design, structure and leadership entered the dialogue.

Key Value Drivers

The four value drivers that emerged to be taken up at a macro level were:  Governance and Leadership; Education; Health and Wellness; and Data Transparency. The groups were asked to place on record their level of self-belief in these as the issues they must coalesce around, these as the issues which would bring about an actual difference in nurturing and resourcing the children of Bangalore for a self-sustaining life. 

There was some hesitation, an occasional lack of confidence, a lack of preparedness to commit; there were divergent views, tangential views, a critical note even, sometimes a mismatch with what was on the table and a lack of collectivism. Matt Clarke steered the groups to coherence and clarity and they laid down objectives, actions that would be taken, and a time-frame to achieve them. 

End of Day

The importance of each of the four value drivers were discussed and tangible deliverables were identified. The groups committed to take this creative dialogue forward, agreeing to meet in April 2013, Matt Clarke as catalyst once again. The report concludes that in culmination participants shared their feelings about this experience. The day had been long and packed, but the focus, the thoughts that found expression and the excellent design package of the activities left most of them energized, enriched and inquisitive.