Next Stage - Social Impact Services

Social good strategy to amplify your impact

Planning & Implementation

Navigating the New Realities of Corporate Social Responsibility

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On August 22, I will present a session at the AFP NC Philanthropy Conference on one of my favorite topics: corporate social responsibility. The session will continue a decade-long series of talks I’ve given at this annual conference.

Our company has done a significant amount of research on this topic, which informed the launch of our corporate impact services line. Now, Next Stage works with multiple private-sector companies to realize compelling public-private partnerships. It’s some of the most innovative and game-changing work our company has done.

Helping nonprofit organizations understand what has changed about corporate social responsibility requires near-constant updating because so much has changed — and continues to change — so quickly, which is why we’ve found it important to share our latest findings regularly.

Alignment to Materiality

As we previously shared in our 2023 report, Profit & Purpose: The ESG Addendum, the speed with which corporate social responsibility has been evolving has accelerated in recent years. A more sophisticated methodology for social impact efforts has replaced the shotgun approach of previous decades. “Spreading it around” has given way to something more strategic. 

That approach is part of what I’ll unpack in greater depth at the conference next month. Companies are focusing their impact efforts on areas of greater alignment to their work, often to mitigate unintended negative consequences of their operations. This concept, for companies to choose social issues aligned to their business processes, is called materiality. For example, a residential home builder is likely to focus on social impact efforts related to affordable housing, while a lending institution may work to create more racially equitable access to capital. 

If you’re curious about what a company considers its materiality, take a look at its ESG report. Delta Airlines’ report, for example, suggests that climate change is an area of particular focus — not surprising given that the aviation industry is responsible for 2–3% of total carbon emissions annually. A deeper dive into the report reveals that education and equity are also key areas of focus, with the need for a future STEM-based workforce critical to the company’s future success. 

Metric-Based Goal-Setting

One way the private sector and nonprofits have come closer together in recent years is how they are evaluated. Like the nonprofits they have granted funding to for years, companies are now compiling their impact data and making it available to third-party reviewers for assessment. Why? Because future backing from socially conscious investors hinges on how those outcomes stack up against others in their industry. 

The Lowe’s Foundation Gable Grant program is a $50 million, 5-year program to train 50,000 job-ready skilled tradespeople. Beyond the stated financial commitment and multiyear design, the effort is also carving out a specific and measurable goal of 50,000 people served. The grantmaking strategy includes investing in national-level nonprofits, technical and community colleges, and community-based organizations nationwide, recognizing the importance of working at macro and micro levels to affect change. It’s an advanced approach to grantmaking that was not very common in the past. (Disclosure: Next Stage is helping the Lowe’s Foundation to implement this innovative initiative).

Commitment to Research

The history of corporate social responsibility is one without much grounding in research. Companies often decided to support issue areas based on internal decision-making, and organizations were selected as much on their social capital (e.g., board connections to corporate executives) as on the merits of their programming. That framework has largely disappeared, with far more evidence-based approaches to grantmaking becoming more of the norm. 

The PNC Foundation was ahead of the curve when it launched its Grow Up Great initiative — an effort to prepare children from birth through age 5 for success in school and life — in 2004. As the PNC Foundation celebrates its 20th anniversary this year, it’s positioning its grantmaking against the backdrop of research that indicates an area where its impact can be particularly effective. PNC-funded research, in partnership with the National Institute for Early Education Research, is helping to reframe the need for more nature-based play and learning environments.

Leveraging Grantee Connectivity

One area where Next Stage has been pioneering new social impact efforts is in the development of digital communities of practice for corporate foundations seeking to better harness their portfolios of investees. Companies have changed how they treat the nonprofits and agencies they support, from seeing them as charitable investments to vendors of corporate-aligned social impact. As such, realizing stronger outcomes collectively is a top priority.

Next Stage has developed an approach to building social cohesion among grantee organizations that increases the potential for collaboration. Working together, grantees convened by a single corporate grantmaker may be able to realize more impact than when working in isolation. 

Next Stage uses a digital collaboration management platform called Cultivate Impact ® to unite grantee organizations, often through the lens of professional development and organizational strengthening. We have built a curriculum to support grantee learning communities that leads to stronger relationships, deeper trust and increased impact.

Want to learn more? Feel free to get in touch! We’d welcome the opportunity to discuss our approach further.

Community Voice: Passing Fad or Lasting Disruption?

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Over the past few months, Next Stage has been developing a new approach to advancing social good — offering workshops and learning management for professionals on a range of topics including movement-building brand marketing, effective forms of collaboration and dynamic methods of building public-private partnerships. You can learn more and register for our webinars here.

The first topic we are tackling is Community Voice, which we define as “a two-way directional approach geared toward listening to individuals and institutions alike while building trust as an asset, embracing transparent communication and moving change-worthy initiatives forward together.” It is a concept that has existed for some time – the Google Ngram Viewer suggests a spike in its usage in the 1990s – but it has taken on increasing importance in the 2020s.

The one-two punch of the start of the COVID-19 pandemic and the murder of George Floyd in early 2020 shifted approaches to reaching people in need. Systems and service providers realized the importance of building stronger relationships with the communities they were serving.

But in the years since, we’ve noticed something else occurring – an appropriation of the language of social good, transforming definitions and ultimately devaluing the concepts they represent. It is a scourge and we feel the need to call it out. 

Words, Words, Words

It wasn’t that long ago that other buzzy impact terms like ESG and CRT were vilified politically, twisted in their meaning to suggest something they were not. DEI is similarly under attack, with efforts across the country to either limit or completely eliminate diversity, equity and inclusion initiatives on public university campuses. Corporations that once championed these concepts have quietly shifted their strategies, downplaying past statements and pulling out thesauruses to find less triggering language. 

Inside the world of social good, we have also observed an opposite trend. As opposed to running from these terms, organizations have adopted them to describe their programming, whether earned or not. Large, agency-like nonprofits have taken to calling themselves “community-based organizations,” stretching the definition to fit as new sources of funding flow to trust-built neighborhood groups. The concept of community voice has also been appropriated, with every digital survey and focus group rebranded to suggest a deeper and more impactful form of engagement.

We know language matters, so who defines what constitutes authentic trust-building in the community? If every form of engagement is rechristened as Community Voice, won’t that devalue its substantial potential to disrupt the status quo?

In short: yes. 

Recently, Next Stage published a community report on the topic – Inside-Out: The Case for Community Voice – highlighting the role Community Voice plays in bridging divides that limit referral pipelines and slow pandemic recovery. In it, we make a passionate argument for increasing community voice efforts to overcome a crisis we fear is dismantling decades of forward progress on social causes

A Crisis of Trust

According to Gallup’s annual survey, confidence in America’s ‘trusted’ institutions has eroded significantly in recent years. While this trend of declining trust has been decades in the making, extending back more than 40 years, there has been a sharp downward dip, with community trust in businesses, government, faith communities, media and the medical, justice and education systems at an all-time low.

It doesn’t take long on social media to see how this mistrust is breeding misinformation, upending social norms, and fostering disdain across socioeconomic lines. With the rise of AI and lifelike avatars of real humans, the future looks uncertain for how to recapture trust in systems.

Nonprofits have been similarly feeling this pinch. Traditionally, nonprofits have not self-identified as being part of ‘the system.’ Instead, they think of governments, corporations and institutional philanthropy in those terms, seeing their programming on the same side of the table as the people they aim to serve. And yet, these organizations are wrestling with the same lack of engagement as these other institutions. They are learning that ‘systemness is in the eye of the beholder.’

Not all nonprofits are having the same experience. Those 501c3 organizations that had previously invested in growing relationships with the constituents they hope to serve have fared much better than those that largely sat back, depending on referral pipelines from safety net partners. Nonprofits that often brag about how many organizations they receive referrals from are more often passive in building unique relationships themselves, satisfied instead to await the person in need to come through their front door.

At Next Stage, we believe there is another way – one that requires an increased focus on relationship-building ahead of the deployment of services. It is a shift in practice that is too often not funded, not prioritized and not done effectively.

It is a shift that centers Community Voice as an essential first step.

Championing Authenticity

With such a challenge of mistrust to overcome, nonprofits that slap the term Community Voice on pre-existing strategies are likely to find themselves moving backward. 

We recognize the challenges faced by service providers, who struggle with limited resources to address trendlines like this crisis of trust. This is why, as a follow-up to our report, we have launched a webinar series on the topic of Community Voice.

On May 8 at 11 am, Next Stage’s Senior Director of Community Voice, Helen Hope Kimbrough, and I will lead a free webinar entitled “Programming Matters: How to Strengthen Nonprofit Effectiveness Through Community Voice.” We will walk through the ways Community Voice aids in evaluating program efficacy, increasing constituent acquisition, deepening partnerships and growing peer engagement. It is a session ideal for chief administrators, program directors and philanthropic leaders.

On May 30 at 11 am, Helen and I will be back for another free webinar entitled “Marketing Matters: How Community Voice Leads to More Effective Marketing.” This session will focus on how community voice can help your organization understand its true value proposition, test market language, leverage gatekeepers and “neighborhood PHDs,” and tell stories that celebrate equity and honor the people you profile.

We believe every organization has the potential to adopt approaches to community voice that lead to stronger services, more equitable storytelling, and ultimately better decision-making. We hope to see you at our webinars in May.

Why Nonprofits Don’t Need the Biggest Audience

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I’m fascinated by the origin stories of social movements. They are as varied as the people who make up their constituencies. Civil Rights, the fight for marriage equality, the Labor movement, women’s rights, abolition, anti-war demonstrations – these are just a few of the most prolific movements that have shaped our national narrative.

It’s easy to imagine that these movements had traction and noteworthy leaders from the beginning. In reality, most simply began in living rooms or at kitchen tables, finding more followers as their message spread.

When I meet with nonprofits about marketing, I regularly hear concerns: their lists aren’t big enough, they need more constituents, they are worried they can’t compete with the bigger, more established organizations. And while a greater following is the goal of any cause, there is a lot to learn from the history of national movements that also started small.

It allows you to test what works

There’s a lot of pressure on organizations to be ‘the next big thing,’ be more creative, find that magic thing that will go viral and create a mass following. In most cases this isn’t reality – and it isn’t even helpful.

I recently worked with a nonprofit on a digital campaign that launched some big ideas for their organization. Before the campaign, we noted that the marketing list was smaller than we’d hoped but it was a highly-engaged group that had intentionally opted in. We used the opportunity to develop high-quality content and messaging for the year. The email series was opened at a rate of more than 75% over two months. Despite the smaller list size, it enabled the nonprofit to build valuable content, test what worked and develop a longer-term plan for the content without the pressure of a giant following.

Building and testing over time allows you to develop stronger, more iterative marketing that speaks directly to your audience. 

It fosters authenticity and relationships

Successful movements happen for a combination of reasons, but one common factor is the sense of belonging they build among members. It’s up to nonprofits to build this same sense of comradery and authenticity among their constituencies. We’ve talked before about the expectations of younger consumers and their desire to establish a more relational stance with their favorite brands – and many consumers will now walk away from brands that conflict with their own identity.

Authenticity stands out amid campaigns that aim to be ‘the next big thing.’ Money can certainly buy ad space – but it’s not a replacement for a real relationship with your audience. It’s the latter that cultivates understanding, passion and ultimately – movement.

It builds a strong foundation

Every social movement that rose to prominence began in a small community. One of my favorite examples of this is the MeToo movement. The phrase was coined in 2006 by activist Tarana Burke but didn’t gain national attention until 2017 when actress Alyssa Milano encouraged people to share their stories of sexual harassment on social media. Ten years before ‘MeToo’ gained prominence in the media, it lived as a phrase of empowerment among women in smaller pockets, gaining traction over time. ‘MeToo’ isn’t alone in this phenomenon. Community activists and leaders often start small, building recognition and engagement over time – until something prompts a critical tipping point.

The “slower” start enabled the MeToo movement to create a strong, meaningful foundation. By the time it went national, the phrase already had a clear identity and devoted base of followers.

It’s not bad to want a big audience of raving fans. Some of the biggest social movements in our nation’s history only happened because they captured our collective imagination and attention. And ultimately, reaching a critical mass of people is what will spread important messages far and wide.

But just as social movements don’t begin with a big viral moment, your work likely won’t either. The ability of nonprofits to build small, committed audiences with deep understanding and motivation is a superpower. If you’re doing the hard work of daily movement-building and aren’t feeling the traction just yet, don’t give up.

Movement-building is a long game – and it can change the world.

5 Key Things for Nonprofits Navigating Medicaid Expansion

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The 411 on Medicaid Expansion

Since December 1, 2023, more North Carolinians have access to healthcare coverage through expanded Medicaid. After a decades-long advocacy effort, this expansion addresses a critical gap in healthcare access, particularly for low-income individuals and families, ensuring they can receive essential medical services without financial barriers.

The impact on nonprofits will be huge. In addition to greater access to healthcare coverage for community members, expansion opens the door for greater, and different, types of funding for organizations that influence social drivers of health. Since expansion was announced, we’ve gotten several questions about what this might mean.

Consider this blog your intro guide to Medicaid expansion!

We’ll break down what it means for healthcare coverage, how you can better help your organization’s clients and what this could mean for the future of whole-person care.

Key Insight 1: New Eligibility Criteria

Most people in North Carolina can qualify for Medicaid coverage based on specific criteria such as residency, age, citizenship status, and household income within defined limits. The majority of NC residents can get healthcare coverage through NC Medicaid if they meet the criteria below:

  • You live in North Carolina
  • You are age 19 through 64
  • You are a citizen or qualified non-U.S. citizen
  • Your household income fits within the chart below:
Household Size Annual Income
Single Adults $20,120 or less
Family of 2 $27,214 or less
Family of 3 $34,307 or less
Family of 4 $41,400 or less
Family of 5 $48,493 or less
Family of 6 $55,586 or less

Medicaid pays for doctor visits, yearly check-ups, emergency care, mental health and more – at little or no cost to the person receiving care.

Nonprofit Tip: Income requirements are broader than they were before expansion, which means that more people are eligible for coverage – but they may not know it. Nonprofits can educate their communities about Medicaid eligibility criteria, providing guidance and assistance to those who may qualify for coverage but are unaware of their eligibility.

Key Insight 2: Impact on Current Beneficiaries

Current Medicaid beneficiaries with full coverage have not experienced changes, while most Family Planning beneficiaries were automatically transitioned to full Medicaid coverage on December 1. While little has changed for this group, transition can still cause confusion and questions.

Nonprofit Tip: Nonprofits can collaborate with Medicaid recipients to address questions or concerns they may have about potential changes in their coverage and provide support during the transition period. This Q&A guide offers a helpful starting point for review.

Key Insight 3: Expanding Coverage for Vulnerable Populations

Certain non-U.S. citizens with qualified immigration status can now access Medicaid coverage, providing a safety net for individuals and families needing healthcare services. Expansion should also help bring health insurance equity to other groups, like working-age populations with a disability, LGBTQ+, justice-involved, early retirees and more. The expanded eligibility criteria levels the playing field and addresses disparities in healthcare access, further positively influencing health outcomes overall.

Nonprofit Tip: If your nonprofit works with immigrant communities, or any of the groups above, it could be beneficial to familiarize yourself with the expanded guidelines. Nonprofits can raise awareness about Medicaid eligibility within select communities, offering support and assistance to navigate enrollment.

Key Insight 4: Improving Health Outcomes and Equity

Medicaid expansion is expected to enhance health outcomes and promote equity across various demographic groups, particularly in rural areas facing challenges. Addressing disparities in access to care and improving health outcomes leads to healthier communities and a more equitable healthcare system overall.

Nonprofit Tip: Nonprofits can advocate for policies and initiatives that support health equity and work to ensure that underserved communities have access to the resources and support needed to thrive.

Key Insight 5: Economic Benefits and Resources

Beyond health benefits, Medicaid expansion brings economic advantages, including increased revenue, job creation and support for healthcare providers and facilities. Projections suggest expansion could generate up to 83,000 jobs across various sectors, enhancing local economies and community well-being by providing opportunities to increase protective factors like stable employment and financial security. Hopefully expansion supports healthcare professionals too – especially those building clientele in rural areas – creating a win-win for fostering rural access to essential care and local practice and provider support. The economic benefits of Medicaid expansion strengthen communities and support local economies, contributing to greater prosperity and well-being for all.

Nonprofit Tip: Nonprofits can leverage Medicaid expansion to advocate for investments in healthcare infrastructure and workforce development, contributing to economic mobility and resilience in communities.

Nonprofits are the Bridge

By understanding the implications of Medicaid expansion and taking proactive steps to support eligible individuals, nonprofits and community-based organizations in North Carolina can play a pivotal role in improving access to healthcare, promoting health equity, and fostering economic prosperity for all residents.

References:

Inside Out is the New Bottom Up

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Hearing the words “bottom up” when we look at how people are viewed, judged or measured can be a trigger for me and others. In my lived experience, I’ve witnessed negative connotations or biased opinions when it comes to the reality or perception of what the “bottom” references.

The Study that Put Charlotte at the Bottom

When the 2014 “Land of Opportunity” Study placed Charlotte 50th (out of 50) for economic mobility in major cities, stating that children born into poverty likely remained in poverty, there were shock waves. The findings were a catalyst for rallying cries from corporate, community and civic leaders to do something to change this outcome for Charlotte. Leaders joined forces and organized the Charlotte-Mecklenburg Opportunity Task Force, ultimately developing 91 recommendations to improve and advance economic mobility, especially for the most vulnerable populations.

That study was published a decade ago. Since that time, Leading on Opportunity, an organization supporting Charlotte’s generations-long journey, was formed to convene sectors, implement the recommendations, and improve economic mobility for all using three cornerstones: strategy, data, and policy.

Reactions to this study sent a clear message – Charlotte didn’t like being placed at the bottom but it ended up there from its inability to improve the quality of life for many of its citizens.

How it Feels

Most parents want their children to thrive in their educational pursuits – from preschool to advanced degrees. This belief is strong and crosses variables of race, religion, gender, zip codes and economic status.

When my younger son was in third grade, he struggled with reading and spelling. He would try really hard, but for him, success was not instant. My son was not a traditional learner but instead an experiential learner. This means he learned best through a hands-on or interactive approach strengthened by experiences. Yet, his teacher at the time was not enthusiastic about experiential learning or the context of how he learned. Therefore, my son was placed in the lowest reading and spelling groups. One day, he came home and asked, “Am I smart?” Even in third grade, my son, who learned differently, knew that he was at the bottom. And more importantly, he didn’t like how that made him feel.

In response to his question, I shared that sometimes it takes longer to process, navigate and understand information. I told him that we would find the right tools and resources to course correct to get him on track. It was a journey of advocating for experiential learning not only for the teacher, but for the school administration as well. I did not shy away from this journey because I knew the talents and gifts that my son possessed. I just needed his learning environment to adequately adjust to how he learned and processed information.

After months of sharing case studies and articles on experiential learning, I gained buy-in from the principal who directed the teacher to try this approach. Once she did, my son gained traction of clarity and understanding that was notable in elevating him to higher reading and spelling groups. This was a pivotal moment that changed his trajectory and mine.

Who Decides?

What occurred with my son are common occurrences for many. Someone is deciding who is deemed to be “at the bottom” – not only in education, but in a variety of sectors and situations.

When we work on projects at Next Stage, we regularly hear the phrase, ‘from the bottom up.’ Usually this is said with good intentions and acknowledgment from people in positions of power or influence, especially for problem-solving.

But let’s be clear – no one likes to be at the bottom or feel less than. This is evident in Charlotte’s response to the study and my son’s response to his teacher. There are structures and systems put in place that don’t optimize inclusivity or equity for everyone. And while “starting from the bottom up” implies that everyone will be able to provide feedback, it also implies that the final decision will still be made by those at the top. This begs the question:

Who determined the bottom? And who is benefitting from that structure?

Unpacking the Inside-Out Framework

It’s why Next Stage has changed its language over the last year. We champion an “inside-out” approach instead of a “bottom up” framework. “Inside-out” focuses on proximity to a problem or concern, seeking resolution together. It shakes up the process and suggests that every stakeholder’s voice has value, regardless of where they reside in the community or organizational chain of command.

We want to continue this conversation and continue leading the charge on reframing this mindset. On April 17, Next Stage is launching a series of free webinars unpacking the concept of “Inside Out”. We’ll share how Community Voice creates a foundation for nonprofit leadership, communications and program staff to authentically engage with stakeholders, improve program quality and create messaging that resonates.

The first session will be on Wednesday, April 17, at 11 am. Sign up here to join us!

Igniting Change Through Movement-Building Marketing

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Movement Building Marketing: A Real-Time Case Study

At Next Stage, we talk a lot about movement-building marketing. And while you won’t find this term in marketing textbooks, it’s a hallmark of great nonprofit marketing campaigns. 

For many years, nonprofit marketing has focused almost exclusively on acquiring donors, event participants and volunteers. These are important goals and key personas for any organization that wants to make an impact. The challenge is when organizations get hung up on the what of their mission, focusing almost exclusively on service offerings or donor campaigns. 

Movement-building marketing focuses on the why of a nonprofit’s mission, inspiring action and engagement. It’s more than selling a program – it’s inviting people into the story.

Own Your Journey

Over the last year, Next Stage has partnered with The Center for Community Transitions (CCT), a long-standing nonprofit that supports justice-involved individuals and their families. Its programs are designed to support currently and formerly incarcerated people and their loved ones as they rebuild their lives. 

To celebrate its 50th anniversary, CCT aimed to build a year-long marketing plan to build its constituency and help launch its vision of a second chance city. 

It was important to CCT to build a campaign that fuels not just action – but also understanding of the criminal legal system and how it impacts culture. “We are so often focused on the ‘doing’ that we miss out on the ‘being,” said Patrice Funderburg, Executive Director of CCT. “Our goal is to encourage a pause for awareness and deeper conversation. We believe this understanding will lead to impactful action.” 

It was also critical to the CCT team that the lived experiences of their stakeholders were centered throughout the process. Every element of the marketing plan, from landing page images to email content, was built to reflect true experiences of an impacted individual and how those experiences relate to the bigger picture. It’s an intentionality that we believe sets this campaign apart. 

The first phase of the campaign launches in March with The UnLearning – a month of content that includes weekly emails and live social media conversations. The content is designed to connect participants to the big picture issues of justice involvement, while reflecting on their own relationship with the criminal legal system.

Follow Along

Our team is proud of this campaign. We believe CCT represents an authentic approach to movement building marketing. Follow along by signing up to watch this campaign unfold over the coming months!