You may not know it by name, but most nonprofit organizations have fallen victim to the Overhead Myth, a misconception that spending money on administrative and fundraising costs is a bad thing. It's been confusing donors for too long about what matters when judging a nonprofit, and it is actively harming our ability to solve the world's problems.
In October 2013 VolunteerMatch hosted a special edition of the Nonprofit Insights webinar series and welcomed Jacob Harold of Guidestar and Ann Goggins Gregory of the Bridgespan Group, in conversation with Greg Baldwin of VolunteerMatch. They discussed the cultural values and past behavior of nonprofits, businesses and funders that have led to the current problem, and answer the critical question of "What now?"
Whether you work at a nonprofit or a company, changing the conversation about the overhead ratio is absolutely necessary for ensuring the health of the nonprofit sector, our communities and our world. Watch this webinar to learn what your role can and should be in ending the Overhead Myth.
Nonprofit Insights: The Overhead Myth - What It Is, Why It Matters...and What Now?
1. The Overhead Myth: What
It Is, Why It Matters…and
What Now?
October 16, 2013
#vmlearn
2. Who are we?
Jacob Harold
President & CEO
Guidestar
@jacobcharold
@GuidestarUSA
Guidestar.org
Ann Goggins Gregory
Senior Director,
Knowledge
The Bridgespan Group
@BridgespanGroup
Bridgespan.org
Greg Baldwin
President
VolunteerMatch
@VolunteerMatch
VolunteerMatch.org
#vmlearn
2
3. The Overhead Myth: What it is,
why it matters….and what now
VolunteerMatch Webinar
October 16, 2013
Collaborating to accelerate social impact
#vmlearn
4. Does any of this sound familiar?
“No administrative fees means that all money
goes to local charities.”
Ad for donation drive
“Our organization has remained lean, allocating nearly 90%
of revenue to direct service programs...”
Large multi-service organization in CA
“100% of your donation will go towards programs that help
children; 0% will go to overhead.”
Large health services organization
#vmlearn
TBG
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5. What about this?
“The 10% figure is totally unrealistic…”
Executive Director
“We’re having to raise pools of general support to pay for
our real overhead costs.”
Board Chair
“13% overhead doesn’t nearly capture the reality of our
administrative costs.”
Nonprofit COO
#vmlearn
TBG
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7. We don’t judge companies on their overhead
Sales, General & Administrative Expense as % of Total Sales
50%
40%
Average for service industry = 34%
30%
20%
10%
Consumer
Services
Telecomm.
Services
Source: Compustat; Standard & Poor’s Global Industry Classification Standard Structure
Healthcare &
Equipment
Services
Software & Services
TBG
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8. How does this play out for nonprofits?
“No more than 10% of these
funds can be used for nonprogram expenses.”
Funder
Nonprofit
Pressure to conform =
Under-report + Under-invest
#vmlearn
TBG
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9. The Nonprofit Starvation Cycle
“The
Starvation
Cycle”
Pressure on
nonprofits to
conform
#vmlearn
TBG
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10. Many individual donors consider the overhead rate to
be more important than program effectiveness
#vmlearn
Source: BBB Wise Giving Alliance Donor Expectations Survey
TBG
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11. 80% of foundations said they do not include enough
overhead to cover the cost of reporting
#vmlearn
Source: Grantmakers for Effective Organizations, “Is Grantmaking Getter Smarter?” 2008
TBG
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12. Government contracts and grants are often diluted
Health and Human Services initiates
“Safe and Healthy Families” grant
program
State of Maryland Department
of Human Resources
St. Mary’s
County Gov’t
Department of
Social Services
“[Government funder X’s] rate is woefully
inadequate. We report our finances to comply
with the grant, then look elsewhere to bridge
the huge funding gap that this grant creates.”
St. Mary’s County acts on behalf of the state. State
and county keep 10% for their own admin costs
No indirect cost funding retained by Board of Ed
No indirect costs allowable
Source: GAO “Treatment and Reimbursement of Indirect Costs Vary among Grants, and Dependent Significantly on
Federal, State, and Local Government Practices.” May 2010
TBG
Local Board of
Education
Nonprofit Grant
Recipient
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13. Nonprofits feel pressure to limit overhead
“Do you feel pressures from ____ to limit
overhead, fundraising or admin expenses?
“20% overhead is the industry
norm. It doesn’t capture the way we
think about and manage
overhead…”
“We found that a peer
organization allocates 70%
of their finance director’s
time to programs. That’s
preposterous.”
#vmlearn
Source: Nonprofit Overhead Cost Study, 2004
TBG
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14. Many nonprofits underreport true overhead
“Analysis of over 220,000 Forms 990 found
widespread reporting that defies plausibility.”
37%
Percent of nonprofits reporting ZERO
fundraising expenses on their IRS form 990
#vmlearn
Source: Nonprofit Overhead Cost Study, 2004
TBG
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15. Actual overhead often differs from reported, and these
differences aren’t surprising given:
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16. Some glimmers of hope…
#vmlearn
TBG
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17. From vicious to virtuous:
Ask better questions, get better answers
“What do good outcomes really cost?”
What are the meaningful measures of our
impact and how will we communicate them?
#vmlearn
TBG
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18. The two
elephants in the
philanthropic
room…
Art by Banksy
E1: Some nonprofits are better than others
(they create more social or environmental impact per dollar)
E2: Some donors are better than others
(their donations create more social or environmental impact per dollar)
#vmlearn
22. Question at hand:
Can we build a stronger information scaffolding
for social change?
#vmlearn
23. Information about…
Issues (e.g., 50% of
children from at-risk
backgrounds are below the
basic level for reading and
math skills)
Interventions (e.g., regular
nurse visitation for new
mothers their babies leads to a
.2 point increase in math &
reading GPA in grades 1-6)
Resources (e.g., The
Robert Wood Johnson
Foundation made a 5-year,
$10 million grant to NurseFamily Partnership in 2007)
Organizations (e.g., NurseFamily Partnership is currently
serving 22,795 babies and
their mothers in 40 states
across the U.S.)
#vmlearn
24. Many types of information can help social change actors
make good choices
Qualitative
(stories and descriptions)
Contribution
(you helped)
Subjective
(peoples’ perceptions)
Independent
(just about you)
Prospective
(goals for the future)
and
Quantitative
and
Attribution
and
Objective
and
Comparative
and
Retrospective
(numbers)
(you were responsible)
(facts)
(you in the context of others)
(what happened in the past)
#vmlearn
25. But how do we
organize that information?
#vmlearn
31. Gather reviews
from users
Survey experts
Collect basic info
& set standard
of quality
Company Analysis
Wise Giving
Alliance
Deep analysis
of performance
Highly simplified
star rating
Standardized
descriptions
#vmlearn
32. What is your organization aiming to accomplish?
What are your strategies for making this happen?
What are your organization’s capabilities for doing this?
How will your organization know if you are making progress?
What have and haven’t you accomplished so far?
#vmlearn
33. The supply chain of nonprofit information – 2000
Sources
Aggregators
Hubs
Nonprofits
IRS
GuideStar
Channels
Users
Donors
Feedback?
#vmlearn
34.
35. The supply chain of nonprofit information – 2012
Sources
Nonprofits
Aggregators
Hubs
Beneficiaries
Donors
Foundations
Vanguard
Wealthy
donors
Schwab
BBB Wise
Giving Alliance
Foundation
Center
DonorEdge
…
Retail users
Network for
Great
Nonprofits
GuideStar
Government
Good
Volunteer Match
Media
Facebook Causes
Philanthropedia
Nonprofits
GiveWell
Experts
Users
Fidelity
IRS
Community
foundations
Volunteers
Channels
TBD
Root Cause
…
Foundation
staff
Feedback?
Solid lines are existing relationships
Dotted lines are potential relationships
36. Questions?
Jacob Harold
President & CEO
Guidestar
@jacobcharold
@GuidestarUSA
Guidestar.org
Ann Goggins Gregory
Senior Director,
Knowledge
The Bridgespan Group
@BridgespanGroup
Bridgespan.org
Greg Baldwin
President
VolunteerMatch
@VolunteerMatch
VolunteerMatch.org
#vmlearn
36
Source: Grantmakers for Effective Organizations, “Is Grantmaking Getting Smarter? A National Study of Philanthropic Practice.” 2008
Some of the websites I mentioned are providing better information than the tax form. I’ll talk about them now.There has been a lot of experimentation in the corporate sector around gathering information about performance—even in complex topics like choosing a restaurant or choosing a mutual fund. Yelp and Zagat gather user reviews. GreatNonprofits is a nonprofit analogue, which I’ll discuss in a moment. US News and World Report surveys college presidents as a key part of its rankings. Philanthropedia is a nonprofit analogue. The Good Housekeeping seal of approval is a recognized baseline of quality. In the financial markets, there are countless sources of deep information like equity analysis reports as well as high-level summaries from the rating agencies. It’s worth pausing here to say that the financial crisis reminds us both how important these rating can be—as well as how dangerous it can be to rely solely on one source of information. Given that, and the diversity and complexity of the nonprofit sector, we believe it is critical to have several different types of analysis of nonprofits. The Philanthropy Program’s grantees use several different approaches to analyzing nonprofit performance—together they form a landscape of organizations helping donors make better decisions.
And better.There are many types of information, not just financial data.Also, the information does not just sit on one website.It gets pushed through many different websites.I once had lunch with a friend who works at Google. I told him that Guidestar had 10 million users a year. He laughed and said, “Google has that many every minute.” The nonprofit sector needs to partner with companies to reach more people.