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Full Cost Project

Philanthropy California’s three regional associations are partnering with national thought leader Nonprofit Finance Fund to support funding that honestly assesses the full cost for organizations to deliver social good. In 2015, our initiative began as the Real Cost Project. After a year of lively dialogues and financial workshops across the state, we identified some of the systemic issues and practices that get in the way of funders’ and nonprofits’ shared goals. Now, in order to stay aligned with our colleagues in the field we’ve updated the name to the Full Cost Project. The next phase of this initiative offers funders and nonprofits across California a variety of trainings to unpack why—and even more importantly, how—to go about Full Cost funding. To get in touch about the Full Cost Project, contact Annabelle Rosborough.


Southern California Workshops

Thursday, July 27, 2017
9:00am - 5:00pm
One-Day Workshop: Unpacking Full Cost
Thursday, November 16, 2017 - Friday, November 17, 2017
9:00am - 5:00pm
Two-Day Workshop: Asking for and Funding Full Costs
Tuesday, February 13, 2018
90-Minute Workshop: Understanding Full Cost

 


 

Take a look at the findings of Phase 1 of the Full Cost Project (previously known as The Real Cost Project), a joint statewide initiative by Philanthropy California to increase philanthropy's impact across California. You'll find recommendations, next steps and action items for your ogranization. >> Phase 1 Final Report

 


What Can Funders Do?

 

Engage in honest conversation.

Nonprofit organizations and the issues they tackle are complex. There is no single metric that captures an organization’s performance let alone its progress in achieving its mission. Below are a few questions that grantmakers can ask to garner a more complete picture of an organization’s results and potential:

  • Ask about a program’s goals and actual results. Seek qualitative and quantitative data. Ask about the strategic plan that should be guiding decisions made and directions taken.
  • Discuss a program’s logic model or theory of change to understand how the program works and the desired results.
  • Explore what types of capacity and expertise are needed to achieve results. What are the IT, facility, talent and other resources needed to ensure that an organization or program operates at peak performance?
  • Relative to talent or human resources, be especially aware and comfortable with the reality that in any organization, to achieve any result, personnel costs will be the biggest piece of the pie. People deliver the program and run the organization.
  • If you receive program grant requests that do not include items such as salaries, benefits, rent, insurance or accounting, ask grantees if they have included the full costs of the program and express your willingness to cover your share of such costs.
  • Take the time to understand what it takes for the organization to achieve meaningful results. Are you and the organization realistic about the investments in infrastructure it might take to achieve results?
  • Ask where the organization might be under-investing. Often the response will lead to conversations about where investments in operating systems like evaluation and other important functions can propel impact.

 

Provide grantees with the support they need.

Grantmakers are critical partners and can be doing more to improve nonprofit performance. Their support enables grantees to invest in training, planning, evaluation, fundraising, and internal systems – the things that allow an organization to sustain itself and deliver better, higher quality programs. Grantmakers can have an immediate impact when they:

  • Make grants that build nonprofit capacity. By capacity building, we mean better securing the resources and building the systems necessary to achieve organizational goals—whether those resources are board leadership, fundraising firepower, software or hardware, operations and administrative support, or staff professional development.
  • Invest in grantees’ ability to measure results, such as supporting the development and maintenance of data systems.
  • Fund research and evaluation to help understand program impact.
  • Underwrite technical assistance to build nonprofit capacity around program effectiveness, leadership, fundraising, and financial management.
  • Provide general operating or core support so that grantees have the flexibility to direct dollars where they are needed most.

 

Change practices and policies that hinder effectiveness.

Going beyond overhead is also an opportunity for grantmakers to strengthen their own understanding about what it takes for grantees to achieve meaningful results. Below are action steps for grantmakers to consider regarding their own practices:

  • Pressure test your assumptions about what effectiveness looks like. How does overhead factor in? Do your policies take into consideration the context for different types of grantees (ex: universities, internationally based organizations, start-ups, etc.)?
  • Audit your grantmaking practices and policies. Discuss the implications of policies from a grantee’s point of view.
  • Remove artificial caps on overhead or administrative expenses.
  • Be honest about your knowledge and understanding of nonprofit financial management. Tap in to resources like the Nonprofit Finance Fund to fill in knowledge gaps.