July 27, 2017 | Read Time: 4 minutes
These days it’s hard to avoid headlines and broadcasts about a divided America. Whether the fissures fall along political, economic, or geographic lines, it can be hard to find common ground.
One thing many nonprofits leaders would agree on, however, is that a nonpartisan mind-set is key to a charity’s success.
How can an executive make sure a nonprofit stays above the partisan fray and avoid being branded liberal or conservative?
Build bipartisan support for your work, say experts. Avoid divisive actions and language, and remember never to lose sight of your mission.
“We need to work with people on the Hill and in statehouses so we have an obligation to only advance our issues and values, not the agendas of the political parties,” says Dale Hall, chief executive of the hunting and wildlife conservation group, Ducks Unlimited.
Being perceived as partisan is especially harmful for charities that work closely with elected officials, says Lauren Necochea, director of Idaho Voices for Children, which promotes state policies focused on the well-being of children.
Members of either party are not likely to listen to a charity’s leader if the organization takes a strident political stance. Ms. Necochea says she frequently tells people that both Republicans and Democrats have publicly endorsed her group’s work.
However, simply claiming that your nonprofit doesn’t take sides in political debates, or that it has bipartisan support from lawmakers, is not enough, say charity leaders. Nonprofit leaders must demonstrate that they are able and eager to work with all camps. Here are a few suggestions for avoiding the mud-slinging:
- Make sure that when your group meets with elected officials, you have an equal number of visits to the offices of Republicans and Democrats so no one can question on which side your charity stands, suggests Mr. Hall.
- Try to find common ground and forge a consensus among your group and policy makers, suggests Ms. Necochea. She says her nonprofit has had a great deal of success in this area. “We know that to get things done for kids, we need to be bipartisan in how we look for champions for legislation that will help our mission,” she says. “We look for majority-party sponsors and partners and include the minority party in our approach as well.”
- Try to attract both Democrats and Republicans to join your group’s board and then publicize widely — on your nonprofit’s website and in other communications materials — who your board members are. Get them involved in helping to broker relationships with other elected officials, too, says Ms. Necochea.
- If you get pegged as either too liberal or too conservative, she suggests, make an effort to find similar organizations that are pegged as the opposite and see if there are areas where you can collaborate. “Being able to work and collaborate across an ideological divide helps show you’re non[partisan] or bipartisan, as are the goals you’re trying to achieve,” she says.
You want everybody — including donors and others — to know that your group operates above the political fray. “Our donors are a bipartisan group, as are our corporate funders, so we couldn’t exist without either,” says Ms. Necochea.
Mr. Hall says he makes a point of letting supporters and volunteers know that his visits to lawmakers’ offices include an equal number of meetings with republicans and democrats.
And when it comes to events, say nonprofit leaders, if you invite a lawmaker from one side of the political spectrum to speak at an event, invite one from the opposing side, too.
Be especially careful during election season.
“Take great care when an elected official comes to speak at one of your events that they’re not there to campaign and talk about how they’re better than their opponent,” says Mr. Hall. “If they do that, you immediately and politely ask them to leave.
“He says this sort of behavior is rare, but he recommends ensuring that officials won’t treat your event like a stop on the campaign trail — before you extend an invitation. Whether you are dealing with elected officials or donors, it is critical to know your audience and tailor your nonpartisan message and approach accordingly.
When Casey Harden, interim chief executive of YWCA USA, is looking to bolster her discussions and presentations, she often uses reports and findings from think tanks that her audience trusts.
“In divisive times,” she says, “getting data from different sources that may be beloved by different groups is really helpful.”
And watch out for language that could be construed as biased. For example, if you are referring to a piece of legislation, suggests Ms. Necochea, call it by its full, formal title instead of a nickname.
Above all, never criticize an elected official’s point of view on policy, even when you disagree, she says.
If you can’t avoid it, she says, then do so politely and be prepared to offer a smart, well-informed solution.”Consistent and steady attention to policy priorities and mission,” says Ms. Harden, “is the best way to stay the course and keep stakeholders on track.”
