Rarely do I have the opportunity to tell my readers they can request free print copies of books we feature. This is one of those opportunities. I asked Leap of Reason author, Mario Morino, about his advice for making the case for overhead support in our CausePlanet interview. His answer will give you glimpse of what the rest of the book delivers.
CausePlanet: What advice do you have for nonprofit leaders who want to make a case for overhead support so they can engage in more meaningful information gathering to drive relevant outcomes?
Mario Morino: Great question. I don’t want to sound self-serving, but I would encourage them to write to us at email@example.com for free print copies of Leap of Reason they can distribute to their boards and key funders. Here are some relevant passages from the book they might want to bookmark and highlight for their key stakeholders:
Page 2: “The cold reality is that in our present era of unsustainable debts and deficits, our nation simply will not be able to justify huge subsidies for social-sector activities and entities without more assurance that they’re on track to realize results. Public funders—and eventually private funders as well—will migrate away from organizations with stirring stories alone, toward well-managed organizations that can also demonstrate meaningful, lasting impact.”
Page 41: “The magnitude of the combined hit—greatly reduced funding and increased need—will require organizations to literally reinvent themselves. Incremental responses will be insufficient. I agree wholeheartedly with Dr. Carol Twigg, President and CEO of the National Center for Academic Transformation, who concludes, ‘We will have to produce significantly better outcomes at a declining per-unit cost of producing these outcomes, while demand for our services will be increasing.’”
Page 42: “We need to be much clearer about our aspirations, more intentional in defining our approaches, more rigorous in gauging our progress, more willing to admit mistakes, more capable of quickly adapting and improving—all with an unrelenting focus and passion for improving lives. It’s no longer good enough to make the case that we’re addressing real needs. We need to prove that we’re making a real difference.