Question 3

Transparency is key – see my comments in relation to #7 below. We also need organizational stability.  Our recent restructuring which focused on protections for nature and conversion to a clean energy economy will be helpful in that it highlights our core mission.  It has however, along with our fiscal difficulties, complicated both fundraising and budgeting (not to mention staff retention).

At this time, we need to reduce the organizational churn and focus on our core mission and consolidating our strengths.  Having a clear focus and functional budget is crucial to drawing in and sustaining donors. Focusing our organizational activities on the priorities of the membership will enhance growth in both numbers and giving. We need to highlight the work of our volunteer entities. This is a unique contribution of the Sierra Club to the environmental movement – our strengths will draw the money if we communicate. Our focus on Equity is also a key identifier among the large national environmental organizations.  We should promote it as well. The Sierra Club is a form of ESG (Environment, Social, Governance) investment in activism and grassroots power.

The Sierra Club has a strong name that comes with a reputation that is easily identifiable. The financial strategy seems to rely on the generosity of those who are sympathetic to our causes. While this method has proven reliable, I think we need to explore multiple streams of opportunity that can create more areas for profit margin.   

The lack of visibility of the Sierra Club at local community events has been evident since my tenure in the organization. Places such as farmers markets, municipal events, and various third-party gatherings is a missed opportunity for branding and consumer outreach. Younger generations, who will become the vast majority of supporters, are keenly unaware of us on vehicles such as social media and ad campaigns. One way this can tangibly be achieved is by the celebration of Earth Day. I would propose that this holiday become the signature event for the Sierra Club nationwide. 

Sierra Club should be hosting membership drives on a local level, and at least a yearly chapter fundraiser gala. We need to combine our efforts with others to strengthen our impact so that we can harness the resources needed for us to continue to fight the good fight. I would like to see us collaborate with popular outdoor clothing companies as their chosen non-profit partner. I would like us to offer QR codes and discount codes for popular nature retreats that involve hiking, skiing, etc. as this further collaborates the entities that we are advocating to protect. By increasing the fundraising aspect, we will then be in a better position to offer a budget for those on the local level to continue their business of growing our volunteer teams.

There’s an old saying, “don’t tell me your values. Show me your budget.” The Sierra Club isn’t alone in its budget shortfall right now. Every progressive organization is facing the same downturn.

I do not expect there is going to be a “magic bullet” solution to our near-term funding woes. So what matters right now is prioritizing our commitment to volunteer capacity- and power-building while we manage the next few years of likely short-run budget deficits. The best way to attract more donations is to win important campaigns that remind people why the Sierra Club is a crucial force for the planet.

I unfortunately have some experience with this – the Club also faced declining revenues throughout my earlier six-year term (’04-’10). We had to make hard resource allocation decisions and make every dollar count. It isn’t easy, but it is a necessary harsh reality of nonprofit management. Funding levels are cyclical. They fluctuate over time.

Strengthen the Sierra Club Foundation, become better financial stewards; rethink the model of how fundraising, organizing, and grant writing are being utilized. 

Create additional revenue streams and diversify donor and sponsorship opportunities. Help Chapters fundraise better by hiring advancement directors; research funding opportunities with other similar organizations; look at other funding sources; stacked funding.

Staff and volunteers often join the Sierra Club because they are terrified by the numerous environmental, climate, and justice crises we face. Although Sierrans excel at organizing and assessing environmental science and policy concerns, our organization needs to develop systems that promote fundraising, a less commonly held skill. Groups and Chapters should be empowered to raise the funds they need to address the crises relevant to their specific communities, and Chapter/Group Fundraising Committees should be given necessary resources. One additional approach is to move beyond traditional fundraising models where funds are tied to specific key performance indicators (KPIs) associated with overly specific campaign victories. Although this sort of venture philanthropy has been successful (just look at the Beyond Coal campaign), it is not the holistic approach needed to address the climate and environmental crisis of today.

In addition, we should draw budgeting insights from our most pronounced victories across the country, from the successes of Groups and Chapters to those of national campaigns. The Board of Directors should closely examine these efforts and look for the types of victories that have occurred, the expenses that went into these victories, and how these victories benefitted the Sierra Club brand. This type of strategy reevaluation will allow the Club to spend money more effectively, and to ensure that money received by members and donors is leading to concrete, tangible victories.

As the President of a local 501(c)(3) that hosts and coordinates an annual Earth Day festival, I am very aware of fundraising challenges due to many groups with similar missions competing for donations. The Sierra Club should continue with soliciting donations by way of membership forms, email solicitations and Chapter appeals. We must increase our visibility in order to expand our reach to raise funds, gain new members and educate the public on key environmental issues. This could be achieved by hosting benefit concerts, film screenings, art gallery exhibits, festivals or other similar public events. These events could be held in small communities, metropolitan areas, and on college campuses. Smaller private events such as a gala meet and greet with notable scientists, authors, actors, artists and musicians could be designed for larger donors.

In order to better exercise their fiduciary duties, more training for newly elected ExCom and Board members is needed, especially as applied to reviewing financial documents. Access to detailed financial records, including line items of specific expenditures and revenues, should be standard procedure. All Board members should feel comfortable asking difficult questions regarding the specific use of funds. Budgeting pay scales for employees should be understood as a potential risk if pay scales do not match credentials. Employees lacking qualifications needed to perform their duties create a dysfunctional environment for other employees, often leading to high turnover and money wasted.

In partnership with Executive Director Ben Jealous and his Leadership Team, the Board has been actively addressing the deficit, prioritizing fundraising, and deepening relationships with donors big and small.

This vital work must continue for the Sierra Club to achieve its mission of exploring, enjoying, and protecting the wild places of the earth. Current work includes making it easier for Chapters to solicit and receive donations and manage financial reporting, improving communication between volunteers and staff within our regional field structure, streamlining the 501(c)3 and 501(c)4 funding structures, developing communications to gain and retain new supporters, fixing outdated digital systems, reducing redundancies, fostering large dollar donor relationships, while broadening our reach to donors at all levels.

In addition to these ongoing efforts, we must continue to tell our story: the story of hundreds of thousands of volunteers paired with staff excellence, translating into wins for the environment throughout the country every day, every year, through decades. We gain by showing our extraordinary work fighting climate change. This both strengthens our fundraising and attracts allies to advance our work.