A Ploughshares Fund story

I wrote this for Ploughshares Fund Board members to use when talking about Ploughshares Fund to prospective donors, a story to get them interested in learning more about the organization. This was written to have a six month shelf life in 2018. Other than the fact that the United States is taking tentative steps to rejoin, or renegotiate, the Iran nuclear deal, and the fact that the Treaty on the Prohibition of Nuclear Weapons has entered into force, the story could largely be told today.

For over 37 years, through Ploughshares Fund, people like you have supported the most effective people and organizations in the world to reduce and eventually eliminate the dangers posed by nuclear weapons. These contributions allowed our grantees, partners and community to make significant progress in cutting risks and reducing nuclear weapons stockpiles since their peak in the 1980s, but enormous challenges remain. There are still nearly 15,000 nuclear weapons left on the planet; over 90% are in the US and Russia, with the remainder in China, France, India, Israel, North Korea, Pakistan and the United Kingdom.

Today, these nine nuclear weapons states are rebuilding their arsenals and developing new weapons. A new global, cascading nuclear arms race has begun. The chance of a nuclear war, especially through accident or miscalculation, is higher than it has been since the end of the Cold War.

At the same time, modern climate models suggest the effects of “nuclear winter” would likely be worse than previously estimated. In a regional war between India and Pakistan, for example, modern climate models suggest the incineration of cities by even 100 weapons would cause enough soot to be lofted into the atmosphere to create climate disruption that could lead to the starvation of a billion people.

In the midst of these horrible possibilities, Ploughshares Fund is focusing on three problems:

  • The US is on track to spend $1.7 trillion on a new generation of nuclear weapons over the next 30 years, fueling a global nuclear arms race, creating strategic instability, and increasing the risk of nuclear war by accident or miscalculation. Ploughshares Fund is working to limit US spending in specific areas, as a step towards deeper arms reductions and their eventual elimination.
  • North Korea has recently become the world’s newest nuclear-weapons state, showing that in the 21st century even one of the poorest countries in the world can build a nuclear arsenal, despite threats of war, international condemnation, and sanctions. Ploughshares Fund is supporting smart, credible diplomacy as a part of the solution to this complex problem.
  • Iran, currently subject to a peaceful international agreement blocking its pathways to nuclear weapons, is at risk of leaving the agreement due to violation of the agreement by the United States. In the wake of its own violation, a US pressure campaign is increasing the risk of nuclear proliferation and of another war, further destabilizing the Middle East. Ploughshares Fund is standing against the slide to war as a way of maintaining the possibility that the United States could return to multilateral diplomacy to stop an arms race in the Middle East.

Together, our grantees, partners and community are making progress against these threats every day.

Most people have an inherent desire to make the world a better place, and nuclear weapons deserve their full attention. Ploughshares Fund is the nation’s largest foundation dedicated exclusively to reducing the dangers posed by nuclear weapons. Through Ploughshares Fund’s unique grant-making strategy, the sum of supporters’ donations is greater than its parts.

  • We act as a hub of a diverse network of thought leaders, innovators and campaigners, such as the anti-nuclear weapons thought leader, 19th US Secretary of Defense William J. Perry; the innovative Global Zero, who recently created a blueprint for a politically realistic alternative US nuclear weapons policy; and campaigners such as Beyond the Bomb and Win Without War, organizations enlisting a new generation in the campaign work necessary to move toward a world free of the threat posed by nuclear weapons.
  • Our own specialized team of media savvy experts and advocates brings widespread attention to nuclear issues, influencing the national narrative on nuclear policy by appearing in newspapers such as The New York Times and Washington Post and on TV networks such as NBC, CBS, ABC and Fox.
  • Finally, we take calculated risks, providing seed funding to export unchartered strategies for reducing nuclear threats. One example is a grant made to the International Campaign to Abolish Nuclear Weapons. That grant helped them get the Treaty on the Prohibition of Nuclear Weapons, the “nuclear ban treaty,” adopted by the United Nations. They won a Nobel Peace Prize for that work and they are not stopping, resulting today in a majority of countries in the world having signed the treaty, thereby stigmatizing nuclear weapons and catalyzing change.

We couldn’t do it without our supporters. Every dollar given to Ploughshares Fund goes directly to reducing and ultimately eliminating nuclear weapons, and preventing conflicts that could lead to their use, with nothing subtracted for fundraising or administrative costs.

By making a gift to Ploughshares Fund, people can help eliminate one of the greatest risks to our planet, and create a more secure world, free of nuclear weapons, for future generations. Join Ploughshares Fund, and together we will remain committed to work towards our shared vision of a world free of the threat posed by nuclear weapons, until that vision becomes a concrete reality.

Digital Strategy and Digital Communications

A digital strategy is a part of a business strategy in which a company seeks to gain an edge over the competition by taking advantage of developments in IT. Often, it answers the question, how are we going to become a digital enterprise? An interesting feature of this plan is that if it is successful, the company has a digital strategy very similar to its business strategy. A subset of digital strategy is digital marketing and communications:

  • Digital marketing begins with a plan that answers three questions: where you are now, where do you want to be, and what tools are available. Key Performance Indicators (KPI) are set up, along with benchmarks. Existing tools are inventoried and new ones investigated. For a nonprofit these KPIs typically involve new donors and email acquisition, and the digital marketing tools available are often put in four buckets: Search, Email, Social Media, and Site/User Experience. Digital marketing typically seeks to become integrated with marketing in general, especially in terms of messaging and content.
  • Digital communications is related to digital marketing, but is a work-area typically emphasized by nonprofits. For many nonprofits “digital communication” means digital political communication. Digital communication takes advantage of developments in IT for a competitive advantage over competing political actors. The political communication strategy of a nonprofit often revolves around campaigns which are themselves part of a path to long-term end-states. Digital communication seeks to integrate itself with the political communication strategy, but it often also transforms it. We have seen this at Ploughshares Fund. Here a strategy that involves petitions and fostering a grassroots movement are examples of this, although not determined by it. Digital communication goals are typically directed at three audiences: the grassroots, who we try to move up the ladder of engagement, generally moving people from online to offline action; the grass-tops, who we support; and targets, who we try to influence for policy outcomes through petitions, etc.

Digital marketing and communications are dominated by a focus on tactics, not strategy, because the developments in IT that impact marketing and communications are relatively clear: digital marketing KPIs are typically email acquisition and donations; and digital communication is typically measured by people at events, news coverage and policy outcomes. A small company does not typically spend much time thinking about digital marketing and communications strategy, although planning is very important. Knowing your target audience and knowing your campaign strategy are very important in planning, but this is not a very complex task.

Digital Marketing and Communications Tactics

This is where the complexity lies: issue framing, graphic design, branding, Google AdWords, SEO, database and data management, voice as a writing/communication concept, marketing funnel, open graph, twitter cards, video content, web development, integrated marketing, blog management, photo curation, email design, landing pages, metrics, social media community management, content marketing, list building, etc. Fortunately, all of this can be measured, and communicated through outcomes. In FY 16/17:

  • Our Email, Twitter and Facebook audiences have increased 312%, 75% and 173% respectively.
  • This year we received online donations from many people who had never previously given, a 684% growth rate. We received many small donations from these people this fiscal year, a 837% growth rate.
  • M+R benchmarks http://www.mrss.com/lab/benchmarks2017/ for nonprofits: online revenue grew by 14% in 2016, with email revenue growing at a whopping 24%; online audiences increased: web traffic was up 4%, email list sizes grew by 10%, Facebook fans increased 23%, Twitter 50%. We beat all of these.

Digital Strategies

My three main areas of expertise are writing, working with data and digital marketing. I put these 3 together in the form of a creative, data-driven marketing strategy and I do this in the service of important work such as fighting climate change or trying to reduce the global nuclear threat.

A modern nonprofit strategy is a digital strategy. What is rare and valuable is the artful and social implementation of that strategy. In the context of organizations such as Ploughshares Fund and Sierra Club, strategy has to be understood as having a true end-game, because these organizations seek to put themselves out of business. When nuclear weapons are considered relics of the past and when humans live in environmental harmony, respectively, these organizations will cease to exists. Simultaneously, these organizations exist within the contexts of movement building and political influence. Social marketing and digital communications are, in this context, tools we use to expertly advance a cause. Movements are successful over generations, and they transform societies.

In the US, movements such as Civil Rights, Feminism, the Peace Movement and LGBT Rights are models of change that may seem natural to Millenials and Digital Natives. So, an organization is not a credible agent of change to a younger audience if it doesn’t appear as participating in a movement. But more importantly — they’re right. Movements, which eventually became mass movements, have brought almost all the progress we’ve seen in the last 50 years. Over the ages, progress has been made in many ways. But in the last 50 years, mass movements are largely how it’s been done. Because social marketing and social communication mean highly contextualized communications, the organization will be judged in relation to mass movements. This wasn’t true in the past, but it’s true now.

Political communication is necessary as well. And wins here are important. These wins show credibility and expertise, which are important to donors, and support the broader movement. These wins give you credibility as an organization. Social marketing and digital communications complement more traditional communications and political communications, which also happen to be done digitally, by focusing on self-published, re-published and contextualized communications. In these types of communications it’s all about engagement and connection. To best support a movement for generational change, humanize and personalize the message. Successful social marketing and digital communication make the organization more sustainable. To a cause-oriented nonprofit, sustainable means: able to survive as long as the problems you aim to eliminate, long enough to put yourself out of business.

Web Design & Management

My latest web project has been the complete design of allisoncosmos.com for a friend of mine who is a talented artist and designer, as you can see from her site. Not so long ago I was web editor for the SF Bay Chapter Sierra Club’s newspaper/blog theyodeler.org (now here) and their main site. I created theyodeler.org, a sophisticated WordPress news site, from the ground up. The SF Bay Chapter Sierra Club’s main site, sfbay.sierraclub.org, is a hand-coded site I redesigned and automated. At the Sierra Club I developed these and other sites — wrote for them, managed their content, looked after marketing metrics, maintained SEO and administered all aspects of the sites.

Most importantly, I re-purposed these sites from their Web 1.0 role as brochures and newspapers, to their Web 2.0 role, by which I mean as the center of something like an hour glass. The wide end on top is the social world and the social media world. These sites held the material which would be broadcast through email, letters, social media, print, events, talks and fundraising pitches. And in the wide bottom end of the hour glass, the sites also held the points at which people would donate to the SF Bay Chapter, find a calendar with which they could become more permanently involved in a committee or an outings group, or where they could become a member of the Sierra Club. The whole chapter used content from these two sites as streams of the latest vetted and beautiful material.

They were central to goal of integrated marketing. After we find that our organization can speak to huge audiences who are empowered to take action and spread the word at the point of contact, integrated marketing becomes necessary. It is the means by which we can remain graceful and coherent. The third site is Setanta Sports’ site. As webmaster for the US and Canadian consumer websites I was responsible for producing digital content and for the development of all online marketing activities during many iterations of these sites, which I also managed. I worked with agencies and used many CMAs, including EpiServer and custom solutions. I also worked with mass email, social media and customer and sales databases. All these forms relate to each other as information flow, which is bears resemblance to logistics, hydrology and art.


theYodeler.org (now here) – SF Bay Chapter Sierra Club WordPress news site


sfbay.SierraClub.org – the SF Bay Chapter Sierra Club brochure site


Setanta.com – two international sports broadcasting sites, US and Canadian