Well, it's almost over. Another year has bitten the dust, we're that much older and, hopefully, a bit wiser. One thing's for sure. This has been a great year for philanthropy in our region.
This was the year that The Johns Hopkins University launched its $750 million campaign, a much awaited mega-event that has caused a whole lot of nervous discussion in local fund-raising circles throughout the year. While many breathed a sigh of relief that the campaign did not set a $1 billion goal, like some of its rivals, others are still concerned that some of their best patrons -- will be unavailable for large gifts for the next several years.
This was also the year that United Way of Central Maryland put the brakes on business-as-usual, and took the time to critically examine every facet of its operations. A strategic plan which will guide operations was developed with input from a wide swath of the business, civic leadership and nonprofit communities.
The path to the strategic plan was a minefield for United Way staff and volunteers. Staffing levels were reduced, departments reorganized and other painful measures instituted to save this venerable institution. In that, this valuable community resource was no different than the many for-profit corporations that underwent similar reorganizations to stay competitive.
And that was one of the biggest lessons United Way learned, according to conversations I had with its leadership. Business as usual is no longer viable. United Way will have to stay competitive with the many look-alikes that are springing up around the country. They will need to add value to whatever they do for corporations and their employees, nonprofits and the community.
This was also the year that the traumas of recent corporate downsizings finally caught up with the realities of corporate philanthropy.
My files are full of anecdotes about reduced corporate-giving budgets, prioritizing of giving, precise targeting of giving programs, creation of strategic alliances to tackle community problems, consortium funding concepts, and using corporate philanthropy to reinforce internal and external marketing goals.
One company I know uses its charitable giving to reinforce the team-based approach it uses in all its other business operations.
Not that these are bad. It's simply that philanthropy is now adjusting to new opportunities and market realities.
A little-mentioned syndrome that has become the nasty secret of the nonprofit world took on a life of its own in 1994. Board members for Maryland's nonprofits are getting harder to identify, recruit and motivate, according to sources in both the nonprofit and for-profit worlds.
One community leader, an old-timer with a long list of board memberships, confided in me that he was desperately worried about the next generation of corporate leaders and their commitment to charitable works.
Other potential board members have just completed a four- or five-year series of nonstop, frenetic charitable service commitments, mainly fueled by cutbacks in federal funds and a corresponding increase in human service needs such as homelessness. These people are exhausted and many simply have a desire to log in more quality time with their families.
The result is that nonprofit executives and existing board members tell me story after story of endless "sales calls" trying to convince wary prospects to serve, yet again.
In other ways, 1994 was a banner year. Organizations like the Maryland Association of Nonprofit Organizations grew at unprecedented rates, by bringing enormous value to strapped nonprofits.
Other nonprofits, like Combined Health Agencies of Maryland, flourished by attending to marketing basics, doing excellent market research, identifying their niche, re-examining their mission and vision, and listening to the needs of their constituents.
For sure, the pace in 1995 will not let up. But for those nonprofits who commit to staying focused on their niche, to listen to their markets, and to try out creative approaches, 1995 also promises to be a banner year, indeed.
Lester A. Picker is a philanthropy consultant. Write to him at The Brokerage, 34 Market Place, Suite 331, Baltimore, Md. 21202; (410) 783-5100