Transparency Talk

Illuminating Philanthropy’s Role in Strengthening Democracy
July 12, 2018

This post is part of the GlassPockets’ Democracy Funding series, designed to spotlight knowledge about ways in which philanthropy is working to strengthen American democracy. The series will highlight new research and interviews with top democracy funders and recipients. 

“Wherever the people are well informed they can be trusted with their own government.”
--
extract from Thomas Jefferson to Richard Price, Jan. 8, 1789

Democracy Collection Square Images (1)Transparency and democracy are inextricably linked. Thomas Jefferson’s many quotable quotes, including the one above, emphasize the link between a well informed electorate and a healthy democracy. And some of the earliest forms of organized philanthropy in America, which funded libraries and universities, worked to fulfill this ideal of nurturing a well-informed populous by providing access to information and education. While the Founding Fathers wrote about the need for a literate population, they could not have imagined the digital literacy needed to navigate today’s information landscape. So, what does it mean to be a funder who wants to strengthen democracy in the present day? What are the tools, strategies, and funding trends across democracy funders? And what are they learning from their work?

To be able to answer these questions, in 2015, Foundation Center launched a free web portal, Foundation Funding for U.S. Democracy, containing grants data, statistical information, and grantmaker profiles. This portal continues to be updated as new grants data becomes available, and currently contains more than $4 billion in grants data awarded to related topics. And last week, IssueLab debuted a new related knowledge collection on American Democracy, which includes social sector research on election and campaign administration, voting access and participation, government performance and perceptions, and the role of media in civil society. As midterm elections are nearly upon us, we are certain this will be a valuable resource for democracy-related information backed by evidence and data.

It’s in this spirit that Transparency Talk turns its attention to a new series illuminating philanthropy’s role in strengthening democracy through the body of knowledge it has commissioned or produced on the topic. Between now and the November elections, we will be highlighting selected knowledge from the collection, as well as featuring interviews with top-ranked democracy funders.  Below is our first “Staff Pick” from the American Democracy collection. It seems fitting to kick off the series with a look at how informed our electorate is when it comes to recognizing the difference between opinions and facts.


STAFF PICK

Distinguishing Between Factual and Opinion Statements in the News, by Amy Mitchell; Jeffrey Gottfried; Michael Barthel; Nami Sumida

Download the Report

PUBLISHER

Pew Research Center

FUNDERS

Ford Foundation; John S. and James L. Knight Foundation; Bill & Melinda Gates Foundation; Open Society Foundations; The Pew Charitable Trust; Knight Foundation's Trust, Media and Democracy initiative.

QUICK SUMMARY

In today's fast-paced and complex information environment, news consumers must make rapid-fire judgments about how to internalize news-related statements – statements that often come in snippets and through pathways that provide little context. A new Pew Research Center survey of 5,035 U.S. adults examines a basic step in that process: whether members of the public can recognize news as factual – something that's capable of being proved or disproved by objective evidence – or as an opinion that reflects the beliefs and values of whoever expressed it reveal even this basic task presents a challenge. The main portion of the study, conducted Feb. 22 and March 8, 2018, measured the public’s ability to distinguish between five factual statements and five opinion statements.

FIELD OF PRACTICE

Journalism & Media

WHAT MAKES IT STAND OUT?

Who doesn’t love a pop quiz? To make the survey come to life, readers can put themselves to the opinion vs. fact test. Try it here to test your ability to tell opinion from fact.

Beyond assessing your own abilities, there is much to be learned from the report itself about the forces shaping public perceptions, and raises the question about whether we are experiencing a new kind of literacy divide. The main portion of the study, which measured the public’s ability to distinguish between five factual statements and five opinion statements, found that a majority of Americans correctly identified at least three of the five statements in each set. Far fewer Americans got all five correct, and roughly a quarter got most or all wrong. The study also digs into the demographics behind the data to reveal that certain Americans do far better at parsing through this content than others. Those with high political awareness, those who are very digitally savvy and those who place high levels of trust in the news media are better able than others to accurately identify news-related statements as factual or opinion.

Republicans and Democrats found common ground in this study as participants who identified with one of these political parties were more likely to think news statements were factual when they appealed to their side – even if they were opinions.

Trust in those who do the reporting also matters in how factual statements are interpreted. Almost four out of ten Americans who have a lot of trust in the information from national news organizations (39%) correctly identified all five factual statements in the quiz, compared with 18% of those who have not much or no trust.

Also, reinforcing the idea that we are in a new phase of literacy in our evolution, digitally savvy Americans were found to be much more likely to correctly identify factual and opinion statements, with the divide between the very digitally savvy and those who are not savvy standing out as “particularly stark.” The level of digital savviness was based on frequency of internet use and confidence in using digital devices. About three times as many very digitally savvy (35%) as not savvy Americans (13%) classified all five factual statements correctly, with the somewhat savvy falling in between (20%). And about twice as many classified all five opinion statements correctly (44% of the very digitally savvy versus 21% of the not digitally savvy).

KEY QUOTE

“At this point, then, the U.S. is not completely detached from what is factual and what is not. But with the vast majority of Americans getting at least some news online, gaps across population groups in the ability to sort news correctly raise caution. Amid the massive array of content that flows through the digital space hourly, the brief dips into and out of news and the country’s heightened political divisiveness, the ability and motivation to quickly sort news correctly is all the more critical.”

If your organization commissions or produces related literature, we welcome you to add to our collection here.

--Janet Camarena

What Philanthropy Can Learn from Open Government Data Efforts
July 5, 2018

Daniela Pineda, Ph.D., is vice president of integration and learning at First 5 LA, an independent public agency created by voters to advocate for programs and polices benefiting young children. A version of this post also appears in the GOVERNING blog.

Daniela Pineda Photo 2Statistics-packed spreadsheets and lengthy, jargon-filled reports can be enough to make anybody feel dizzy. It's natural. That makes it the responsibility for those of us involved in government and its related institutions to find more creative ways to share the breadth of information we have with those who can benefit from it.

Government agencies, foundations and nonprofits can find ways to make data, outcomes and reports more user-friendly and accessible. In meeting the goal of transparency, we must go beyond inviting people to wade through dense piles of data and instead make them feel welcome using it, so they gain insights and understanding.

How can this be done? We need to make our data less wonky, if you will.

This might sound silly, and being transparent might sound as easy as simply releasing documents. But while leaders of public agencies and officeholders are compelled to comply with requests under freedom-of-information and public-records laws, genuine transparency requires a commitment to making the information being shared easy to understand and useful.

“…genuine transparency requires a commitment to making the information being shared easy to understand and useful.”

Things to consider include how your intended audience prefers to access and consume information. For instance, there are generational differences in the accessing of information on tablets and mobile devices as opposed to traditional websites. Consider all the platforms your audience uses to view information, such as smartphone apps, news websites and social media platforms, to constantly evolve based on their feedback.

Spreadsheets just won't work here. You need to invest in data visualization techniques and content writing to explain data, no matter how it is accessed.

The second annual Equipt to Innovate survey, published by Governing in partnership with Living Cities, found several cities not only using data consistently to drive decision-making but also embracing ways to make data digestible for the publics they serve.

Los Angeles' DataLA portal, for example, offers more than 1,000 data sets for all to use along with trainings and tutorials on how to make charts, maps and other visualization. The portal's blog offers a robust discussion of the issues and challenges faced with using existing data to meet common requests. Louisville, Ky., went the proverbial extra mile, putting a lot of thought into what data would be of interest to residents and sharing the best examples of free online services that have been built using the metro government's open data.

Louisville's efforts point up the seemingly obvious but critical strategy of making sure you know what information your target audience actually needs. Have you asked? Perhaps not. The answers should guide you, but also remember to be flexible about what you are asking. For example, the Los Angeles Unified School District is set to launch a new portal later this summer to provide parents with data, and is still learning how to supply information that parents find useful. District officials are listening to feedback throughout the process, and they are willing to adjust. One important strategy for this is to make your audience -- or a sampling of them -- part of your beta testing. Ask what information they found useful and what else would have been helpful.

“When you share, you are inviting others to engage with you about how to improve your work.”

Remember, the first time you allow a glimpse into your data and processes, it's inevitable your information will have gaps and kinks that you can't foresee. And if you are lucky to get feedback about what didn't work so well, it may even seem harsh. Don't take it personally. It's an opportunity to ask your audience what could be done better and commit to doing so. It may take weeks, months or maybe longer to package information for release, making it usable and accessible, but this is an investment worth making. You might miss the mark the first time, but make a commitment to keep trying.

And don't be daunted by the reality that anytime you share information you expose yourself to criticism. Sharing with the public that a project didn't meet expectations or failed completely is a challenge no matter how you look at it. But sharing, even when it is sharing your weaknesses, is a strength your organization can use to build its reputation and gain influence in the long term.

When you share, you are inviting others to engage with you about how to improve your work. You also are modeling the importance of being open about failure. This openness is what helps others feel like partners in the work, and they will feel more comfortable opening up about their own struggles. You might be surprised at who will reach out and what type of partnerships can come from sharing.

Through this process, you will build your reputation and credibility, helping your organization advance its goals. Ultimately, it's about helping those you serve by giving them the opportunity to help you.

--Daniela Pineda

Opening Up from the Inside to Engage Philanthropy in Race & Equity
June 28, 2018

6a00e54efc2f80883301b7c924e526970b-150wi 2Hanh Cao Yu is chief learning officer for The California Endowment. She started her career in philanthropy through The San Francisco Foundation’s Multicultural Fellowship program. In this post, she explores the significance of fellowships and other intentional foundation approaches, to creating a more equitable, diverse, and inclusive philanthropic sector.

At the age of 7, I remember the sheer terror of my family of five fleeing Vietnam to find political asylum. Branded “alien” and “outsider,” I found it hard to speak about the trauma of my experience as a refugee. Coming to America did not end the pain, violence, or oppression we endured.  In the “Land of Opportunity,” we experienced the vicissitudes of discrimination, poverty, unsafe neighborhoods, and sub-standard inner-city schools.  I remember the cramped living quarters of our one-bedroom apartment in South LA where gun shots and sirens erupted with regularity.  To survive and succeed, I worked hard to assimilate, to perfect my English, and to rarely speak of my early experience or native culture.  But all the while, I felt incomplete and a sense of disconnection from my community.

In graduate school, the carefully constructed walls separating my private and public selves began to crack open.  As I was considering a topic for my doctoral thesis, I finally chose to focus on the experiences of second wave Vietnamese immigrant students.  This not only informed educators on the lived experiences of the children of the “Boat People,” it also helped me to reflect on my own experience of navigating the distinct worlds of family, peers, and schools and the need to constantly “code switch” to fit in and succeed.

Looking for post-graduation opportunities, I never imagined a career in philanthropy.  However, I was intrigued by the goal of the Multicultural Fellowship at The San Francisco Foundation (TSFF) to introduce young professionals of color to institutional philanthropy and to increase the pipeline of leaders of color interested in making a difference in their communities through positions in philanthropy, the nonprofit, public, and private sectors.  

“Transparency is often thought of in institutional contexts, but here I am also reflecting on how philanthropy can be improved if more of us “outsiders” who find a seat at the philanthropy table can share the power of our personal stories to influence, inform, and ultimately, to humanize the work.”

As a fellow, I was introduced to what it meant to have access to power and wealth.  I sat in board of trustee meetings and supported the development and implementation of multi-funder initiatives.  This program gave me keen insights into the inner workings of foundations and the role of philanthropy.  It taught me humility as a steward of charitable resources.  More than anything, the fellowship gave me poise and fearlessness to open up for the first time to share my intensely personal history because I realized my new colleagues could learn about the historically excluded communities they were serving through my experiences.  Transparency is often thought of in institutional contexts, but here I am also reflecting on how philanthropy can be improved if more of us “outsiders” who find a seat at the philanthropy table can share the power of our personal stories to influence, inform, and ultimately, to humanize the work.

I was encouraged to explore why community-led solutions mattered to me.  Countering the dominant behavioral expectations around race, class, and culture, this fellowship provided a nurturing, supportive environment.  I thrived under the tutelage of a powerful, Black-Filipino female mentor and the support of a peer cohort of accomplished women of color. 

I re-entered philanthropy two decades later to fulfill the promise and a great debt of gratitude for the TSFF Fellowship.  Joining The California Endowment (TCE) allowed me the opportunity to serve as a member of the executive team and to contribute to one of the most racially diverse foundations in the U.S.  Through strategic recruiting efforts, TCE has intentionally established a deep and strong pipeline of diverse staff and leaders—supporting and drawing from high-quality fellowship programs such as TSFF Multicultural Fellowship, Greenlining Equity Fellowship, and National Urban Institute Fellowship.

At TCE, we push ourselves, as grantmakers and change leaders, to learn and adapt to the shifting socio-political environment to create an equity-focused organization and improve our work as a result of having a number of staff who are representative of the diverse communities we serve.  This entails:

  • Creating the space and time for healing and difficult internal conversations on race: Although TCE is renowned for its work to advance health equity and social justice, our staff continues to ensure we take the time to openly discuss the effects of current events on our well-being, and build an “authorizing environment” to support a shared understanding and analysis of racial equity to inform our work with communities. 
  • Using the foundation’s platform to influence and collaborate: TCE staff is engaged from the inside to transform philanthropic practice and to have difficult internal conversations about our role as a health foundation in taking a stance against state sanctioned violence and exclusionary practices.  Most recently, our President & CEO used his voice and TCE joined forces with numerous foundations and advocates and grantee partners in a joint statement to express outrage at the policy of separating children from families at the border and how this affects TCE’s mission and our work as a foundation. And earlier this year, following the mass shooting in Parkland, Florida, given the implications to public health, our Board committed to scrubbing our stock holdings of any investments in gun manufacturing.
  • Ensuring that power is built and sustained in marginalized communities. In the long-run, TCE has identified our North Star as “Building voice and power for a health and inclusive California.”  Our work is not done until historically excluded adults and youth residents have voice, agency and power in public and private decision making to create an inclusive democracy and close health equity gaps, so we prioritize supporting youth movements and governing for racial equity. 

By all measures, the work of TCE is better and more attuned to communities because the foundation opened up its work to those who have traditionally been on the outside of philanthropy.  As the first Vietnamese Chief Learning Officer, I am proud of my branded outsider, refugee status. This gives me the strength, inspiration, and empathy to do my best work in philanthropy and to re-envision the land of opportunity for my community and all Californians.

--Hanh Cao Yu

An Interview with Lateefah Simon, President, Akonadi Foundation…On the Power of Openness, Listening, and Connecting to Improve Equity, Diversity, & Inclusion
June 21, 2018

Leteefah SimonLateefah Simon is a nationally recognized advocate for civil rights and racial justice, and brings more than 20 years of executive experience in advancing opportunities for communities of color and low-income communities in the Bay Area. Prior to joining Akonadi, which seeks to eliminate structural racism that leads to inequity in the United States, Simon served as program director for the San Francisco-based Rosenberg Foundation, a statewide grantmaker focusing on systemic barriers to full access to equity and opportunity for Californians. She managed the Foundation’s portfolio of grants supporting groundbreaking advocacy in criminal justice reform, immigrant rights, low-wage workers’ rights, and civic engagement.

Before joining Rosenberg, Simon was executive director of the Lawyers’ Committee for Civil Rights of the San Francisco Bay Area, where she revamped the 40-year-old organization’s structure and launched successful community-based initiatives, including the Second Chance Legal Services Clinic. Her passion for supporting low-income young women and girls, and her advocacy for juvenile and criminal justice reform began at San Francisco’s Center for Young Women’s Development (CYWD), now called the Young Women’s Freedom Center. Simon became executive director of that grassroots organization, run for and by young women who come through and are affected by these systems, at age 19; she remained in that role for 11 years.

In January, our PhilanTopic colleagues interviewed Simons to discuss her work on racial equity in this 5Qs post. Recently, Glasspockets caught up with Simons for a follow-up interview about her career arc from grassroots activist to foundation leader, her observations about how openness can help to mitigate the grantee/grantmaker power imbalance, and how her current grantmaking practices are informed by important lessons she learned about philanthropy, equity, diversity, and inclusion from the other side of the grantmaking table. 

GlassPockets: As the field of philanthropy is turning its attention to racial equity, I think there is a lot we might be able to learn from your story of how you started out in philanthropy when you led a small, grassroots organization, knowing no one in the field, and now have navigated your career to becoming a philanthropy insider. Can you start by describing your career path, the challenges you faced as a young woman of color, and how you broke into philanthropy? What were some of the key breakthroughs for you that made it possible?

Lateefah Simon: I started my career in the in the 1990’s - in the midst of the AIDS crisis, the war on drugs and the out migration and displacement of black people. Sill in high school, I began working as an organizer at the Young Women’s Freedom Center in San Francisco. The girl-led organization was founded to build advocacy and power with systems involving young women through political education, organizing, and building economic stability.

“I remember thinking, 'If I’m ever a funder, I am going to listen.'”

Three years after joining the organization, I became its executive director. I was a single mother, living in low-income housing – but, despite these struggles, I was an excellent organizer. As a young executive director of color, I faced daily challenges in engaging with folks in philanthropy because I was not part of their usual networks.  One encounter during these early days still haunts me. It was 1998, and we’d just launched a political education program in juvenile hall and in SRO hotels. We were building a membership base to mount a campaign to oust the homophobic ombudsman at the detention center. A program officer from a well-known advocacy funder came to visit and learn more about our work.  We’d assembled about 15 staff and organization members - all homeless and system-involved girls. Rather than trying to understand our programmatic approach, she immediately dismissed the work as not aligned with the foundation’s definition of organizing, in effect telling us “we were not organizing.” It was at that moment that I realized that the power dynamics of race and class manifested in the funder and organizer relationship, even among well intentioned funders, were dangerous. She came into a space run by, and for, women of color and told us what she thought was best for our community. She set up the dynamic: We couldn’t engage in honest conversations, we couldn’t push back, and if we wanted resources from her group, we’d have to fall in line. I felt so clear at that moment about the purpose of our work with these young women, and I remember thinking, “If I’m ever a funder, I am going to listen.”

Another challenging instance I remember is that I had to fill out a diversity report about our organization for a foundation that had no people of color on its leadership team and might have benefited more from the exercise than we did. We had to report statistics such as how many people of color and how many women we had on staff and were serving through our programs. We had to comply with the data points to get the funding that we needed. I remember thinking about the contradiction inherent to a process like this one in which the funders themselves didn’t have to disclose their own diversity data. That’s why the fact that GlassPockets encourages foundations to publicly share their own diversity data as part of their commitment to transparency is so important. I think foundations have more to learn than community-based groups from such an exercise.

In contrast, one of the first funders to believe in me was Quinn Delaney, founder of the Akonadi Foundation. She and an advisor came to a site visit and took the time to listen to me for two hours, using it as an opportunity to learn rather than demonstrate what she already knew. She listened, asked questions, believed in us, and supported us. Another transformational experience was when I was newly hired at the Lawyers’ Committee for Civil Rights of the San Francisco Bay Area. I was pitching funders about our work, and I was lucky enough to land a meeting with Dr. Ross, CEO of The California Endowment. He was one of the most gracious people I’ve ever met. I told him what we were doing and he declined our programmatic grant request. But he also said, “I believe in you, so I’m going to give you some money. It’s important that we invest in young people of color.” He invested in me as a leader, and in so doing, demonstrated to me the importance of foundations having flexibility even when programs don’t align.

Maya Harris, when she was at the Ford Foundation, is another positive example of a funder who worked to make philanthropy more inclusive by making time to provide one-on-one assistance. Instead of saying “no” to my grant application, she actually personally called to walk me through the grant application step-by-step, and told me what I needed to correct about the proposal to make it stronger.

Those individuals continue to be mentors in my life to this day, and they’ve worked like that with scores of young people. Building strong relationships between grantees and grantseekers is invaluable. These types of investments of time and resources and mentorship are vital to building mutual trust for real social change to occur.

GP: How do those breaks you received inform how you now structure your own grantmaking policies and procedures to ensure those not connected and well-resourced have a chance?

LS: In philanthropy, we should look at prospective grantees as our educators. I’ve been in philanthropy for seven years, and I’m very clear about what I don’t know. It is a privilege to be in this sector, and important to approach the work as a student, not an expert, and ask the questions without having the answers. We are students of the movements that we seek to support. Now, being in the sector, I’d like to be the kind of professional funder who continues to “do the least harm and do the most good.”

“We are students of the movements that we seek to support.”

I always tell my staff that you should be working the hardest that you’ve ever worked. And they are. Our Akonadi team continues to work hard at creating intentionality in our grantmaking by taking the time to answer the phone and respond to grantees, to walk people through the application process, and to answer questions. We do public information sessions in communities that may not have heard of Akonadi and wouldn’t know how to apply for a grant. We attend grantee community events and plan learning convenings to engage our community of grantees to find out how we can sharpen our process. It’s a privilege to support groups that are doing the most difficult work on the front lines, fighting racism and oppression, particularly in the current political environment in which so many of the communities we serve are under attack. The bottom line is that we try to hold a high standard of excellence while also making the process accessible and making ourselves as available as possible.

GP: As more industry conferences and foundation portfolios are focusing on racial equity, what advice would you give them on practices that can help the field improve its record and better serve and reflect its communities?

LS: Through our Beloved Community Fund, we supported an annual event at Oakland’s Lake Merritt called 510Day, which is organized by youth in the community to bring to light issues like gentrification, over-policing and mass incarceration. 510 Day happened on the heels of #BBQBecky, the story that went viral about the white woman who called the cops on black folks having a barbecue at Lake Merritt in Oakland. The event gained national attention because of the community response to the incident, and put a spotlight on the economic pressures that communities of color are facing in the city. I spoke to a young man at the event, and he said, “If you’re a police officer or a firefighter, you get a four-gun salute when you die. We, the community, are out here organizing and doing the work on the streets. We are the first responders in our neighborhoods to crime and violence.”

“We have to find ways to connect with those groups who are not on 'the radar,' but are doing the heavy work of healing and organizing communities that are hit hardest by racism and oppression.”

I sat with that as a funder. There is a heavy weight on us in philanthropy. We have to stay aware of what’s happening in our communities, and what’s happening at the margins of those communities that we serve. We have to find ways to connect with those groups who are not on “the radar,” but are doing the heavy work of healing and organizing communities that are hit hardest by racism and oppression. That means getting out of our offices and into the streets. Not just carrying protest signs and bullhorns, but to set up and clean up after rallies, and to show up for the movement and get involved, to meet and learn from the people who are most affected. Additionally, when thinking about equity, it’s important that foundations realize that we shouldn’t talk about equity without being explicit about advancing racial equity. That means addressing and fighting racism on every level from the ground up.  At the same time, we have to continually think about how to do the most good and the least harm.

In a perfect world, philanthropy would be focused on working ourselves out of business. What would it be like if real money was re-invested in struggling communities so folks would not get pushed out and our communities lived up to the promise of possibility? Philanthropy is filling gaps around the world that are extremely important. We can’t wait for government to catch up, or fill gaps left by cuts in government support. But we have to think very carefully about power and who gets to distribute resources, or we are part of the problem.

GP: Since you have worked on both sides of the philanthropic table, what advice would you give to grantseekers and grantmakers about strengthening their relationship, particularly in ways that can mitigate the power dynamic and pave the way for racial equity, diversity, and inclusion?

LS: It’s hard being a funder and being asked this question. Every foundation is different, and every leader is different. My advice to grantseekers would be: Don’t compromise your vision and values for resources. Stay true to your vision, and follow that. I know this is a struggle because I’ve been there and know that often you don’t have that luxury because you have to make payroll and launch a campaign. But as much as possible, stay true to the work and the people.

And, in a perfect world, grantseekers could speak to their funding partners with complete honesty and integrity and wouldn’t have to fold or bend their ideas. I wish I could go to a site visit and have an honest conversation about what’s not working. We know how amazing people are, and the incredible work they are doing, wouldn’t it be powerful to engage in a conversation about what would make things better? That should go for funders too. Find ways to hold funders more accountable. This is so tricky because of the power dynamics, but there are tools, like GrantAdvisor, where grantseekers can review foundations and provide information about the process and what the experience applying for funding is truly like.

Also, neither side should consider a decline letter as the end of the story. Instead, grantseekers should use declines as an opportunity to engage funders and learn about ways to strengthen your application. These kinds of conversations allow the program officer to explain why they chose to decline the request, whether it is worth your time to re-apply at a later date, and how you can write a stronger proposal. And funders should be willing to engage in such conversations and use them as a tool for learning as well, because these post-proposal dialogues can also be a time to get feedback from grantees on your process as well, so both of you can learn from the experience.

Akonadi FoundationGP: Since Akonadi has been doing racial equity work for nearly 20 years, and you are now two years into your administration there, what new directions are ahead for it under your leadership? Are there changes you have already made because of your experience being a grantee, nonprofit executive director, or philanthropy outsider?

LS: I came into a foundation where the principles of racial equity were built into the brick and mortar of this institution. I don’t know if everyone comes into a foundation like that. We deeply value building relationships with our grantees, and think of ourselves as partners in the work. As funders, we try to be thoughtful about the demands that we place on our grantees, and are available for them to provide feedback, answer questions, or just be here as thought partners. Our staff actively engages with our grant partners, out in the field at events, or through convenings. I was lucky I landed in a foundation that mirrors my values and pushes me to think about the sector and our work even more.

Since I have come to Akonadi, I am actively thinking through what power building looks like in the context of the work that is happening here in Oakland. We’ve seen in philanthropy that a lot of funders are cautious and stay away from electoral work. This year, we are leaning in around integrated voter engagement, and are confident in the leadership of our grant partners to find ways to build power and make sure Oakland is engaging fully in the work to bring voters to the table to build political power. Additionally, we are thinking about the best ways that Akonadi can support cohorts of organizations to work and learn together. We are learning important lessons around how to engage our grant partners in collective learning, and we are actively trying to understand the best use of our positioning as a funder and what our role is in bringing folks together in a way that is not burdensome, and leads to shared momentum.

Nominations for Foundation Center’s #OpenForGood Award Now Open
June 13, 2018

Sarina Dayal is the knowledge services associate at Foundation Center.

Sarina DayalTo encourage funders to be more transparent, Foundation Center has launched the inaugural #OpenForGood Award. This award will recognize foundations that display a strong commitment to transparency and knowledge sharing.

Last year, we started #OpenForGood, a campaign to encourage foundations to openly share what they learn so we can all get collectively smarter. Now, we’re launching this award as a way to bring due recognition and visibility to foundations who share challenges, successes, and failures openly to strengthen how we can think and act as a sector. The winning foundations will demonstrate an active commitment to open knowledge and share their evaluations through IssueLab, an open repository that is free, searchable, and accessible to all. We’re looking for the best examples of smart, creative, strategic, and consistent knowledge sharing in the field, across all geographic and issue contexts.

What’s In It for You?

Winners will receive technical support to create a custom Knowledge Center for their foundation or for a grantee organization, as well as promotional support in the form of social media and newsletter space. What is a Knowledge Center and why would you want one? It is a service of IssueLab that provides organizations with a simple way to manage and share knowledge on their own websites. By leveraging this tool, you can showcase your insight, promote analysis on your grantees, and feature learnings from network members. All documents that are uploaded to an IssueLab Knowledge Center are also made searchable and discoverable via systems like WorldCat, which serves more than 2,000 libraries worldwide, ensuring your knowledge can be found by researchers, regardless of their familiarity with your organization.

Why Choose Openness?

OFGaward-528The #OpenForGood award is focused on inspiring foundations to use existing and emerging technologies to collectively improve the sector. Today, we live in a time when most expect to find the information they need on the go, via tablets, laptops, and mobile phones, just a swipe or click away. Despite this digital era reality, today only 13 percent of foundations have websites, and even fewer share their reports publicly, indicating that the field has a long way to go to create a culture of shared learning. With this award, we hope to change these practices. Rather than reinvent the wheel, this award and campaign encourage the sector to make it a priority to learn from one another and share content with a global audience, so that we can build smartly on one another’s work and accelerate the change we want to see in the world. The more you share your foundation's work, the greater the opportunities to make all our efforts more effective and farther reaching.

Who Is Eligible for the Award?

  • Any foundation anywhere in the world (self-nominations welcome)
  • Must share its collection of published evaluations publicly through IssueLab
  • Must demonstrate active commitment to open knowledge
  • Preferential characteristics include foundations that integrate creativity, field leadership, openness, and community insight into knowledge sharing work
  • Bonus points for use of other open knowledge elements such as open licensing, digital object identifiers (DOIs), or institutional repository

Anyone is welcome to nominate any foundation through September 30, 2018. Winners will be selected in the Fall through a review process and notified in January. The award will officially be presented at next year’s annual GEO Conference. If you have any questions, please email openforgood@foundationcenter.org. Click here to nominate a foundation today!

Who will you nominate as being #OpenForGood?

--Sarina Dayal

Giving Pledge Announces Fourteen Additional Signatories
June 1, 2018

This post originally appeared in Philanthropy News Digest May 31, 2018.

The Giving Pledge has announced the addition of fourteen individuals and couples to its list of signatories, bringing to a hundred and eighty-three the total number of those pledging to give the majority of their wealth in support of philanthropic causes.

New signatories from the United States include Aneel Bhusri, co-founder and CEO of software developer Workday, and his wife, Allison Thoreson Bhusri, founding partner of Lemonade Capital; Dimensional Fund Advisors founder David G. Booth; Charles Butt, chair and CEO of supermarket chain H-E-B; Candy and Charlie Ergen, co-founders of EchoStar; Mario and Regina Gabelli, co-founders of the Gabelli Foundation; security and systems management firm Tanium co-founder and CEO Orion Hindawi and his wife, Jackie; LinkedIn co-founder Reid Hoffman and his wife, Michelle Yee; Richard and Melanie Lundquist, owners of Continental Development Corporation; and American Assets Trust founder, president, and CEO Ernest Rady and his wife, Evelyn.

Other signatories who joined in the past year include Garrett Camp, founder and CEO of Expa, a global network of entrepreneurs (Canada); entrepreneur B.R. Shetty and his wife, C.R. Shetty (United Arab Emirates); and VPS Healthcare founder and managing director Shamsheer Vayalil and his wife, Shabeena (UAE and India). Badr Jafar, CEO of Crescent Enterprises and president of Crescent Petroleum, and his partner, Razan Al Mubarak (UAE), and Rohini and Nandan Nilekani (India) joined the Giving Pledge in 2017.

At their annual learning conference this week, Giving Pledgers discussed a range of topics, including how to build effective grantee partnerships, data-driven giving, the pros and cons of different philanthropic structures, and family giving, as well as how philanthropy can make a difference on issues such as education, clean water and sanitation, the opioid crisis, and supporting women leaders to improve health and economic outcomes globally.

"Over the past eight years, we've been inspired by the dedicated philanthropists who have chosen to join the Giving Pledge, and this year's group is no exception," said Warren Buffett, who launched the Giving Pledge in 2010 with Bill & Melinda Gates Foundation co-founders Bill and Melinda Gates. "They are passionate about using their wealth to help reduce inequities and improve the lives of everyone in the world. We welcome their energy, enthusiasm, and creativity and look forward to learning from them as we all work to ensure our giving makes a positive difference."

For more information on the Giving Pledge, visit the Eye on the Giving Pledge section of the Foundation Center's Glasspockets.org site.

(Photo credit: Giving Pledge)

Giving and Telling for Good: Creating a Culture of Corporate Philanthropy
May 31, 2018

Debbie Johnson is author of Give for Good: A How-to-Guide for Business Giving.

2x3Debbie IMG 008Establishing and promoting a corporate giving program or charitable program within a small business may seem like a daunting task that you worry may be a distraction from the day-to-day demands of growing your business. However, it turns out that giving and talking about it can actually help your business. For example, the youngest generations now entering the workforce especially love giving back so now is a great time to focus on creating a culture of philanthropy in your business. Generation Y and Generation Z workers aren’t likely to let their employers NOT have a culture of philanthropy so why not be proactive and integrate it into the fabric of your business now? These five steps will support you in building the culture you want:

1. Engage employees

Actively create opportunities for your staff to participate in philanthropy.

  • Devise group projects where staff can volunteer together
  • Match-make employees to board positions that coincide with their interests and career goals while also benefiting the company
  • Encourage employees to volunteer according to their personal passions, offering a certain amount of paid time off for them to give back
  • Give each employee ‘philanthropy dollars’ for them to donate to an organization or organizations of their choosing.

Austin-based signage company BuildASign’s philanthropic mission is to positively impact the communities of their customers, so they strongly encourage their employees to get involved in giving back. After receiving a signage donation request from the Leukemia/Lymphoma Society for their walk named “Light the Night,” instead of just answering the request right away, both organizations took the time to get to know one another’s culture and to understand what it would take to build a successful, long-term relationship. That simple request became a full-fledged effort including not only discounted product (signage) but also employee engagement through matching donations. A total of 50 employees personally volunteered in the walk itself and BuildASign additionally held employee poker tournaments to raise money for the walk. The experience provided the ability for fun and team-building among participating employees while also advancing the goal of making a positive difference in the community—a classic win-win. The employees now look forward to doing it every year.

2. Make it personal

Inspiring your employees to serve is a great place to start. If they do it once, they will likely come back for more.

  • Create opportunities for employees to tell their stories about their volunteer and philanthropy experiences to others and the impact it had on their lives. This inspiration can then serve to encourage other employees and make it easier for others to see themselves as a potential volunteer.
  • Given how motivational these stories can be, encourage employees to share these stories at town hall meetings, in company newsletters, during group meetings and best yet, by posting photos and videos.

Silicon Labs does a great job of encouraging their employees to give back including offering paid time off (PTO) to make it really easy, and the employees enjoy sharing about the difference they are making. See these examples of how their employees share their adventures in giving back on their internal social media platform.

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3. Talk about it

Your company should regularly communicate what it is doing to support the community. It lets your employees know that it’s a priority and your customers and community know it is integral to the company’s brand.

  • Send media releases
  • Provide updates at staff meetings
  • Post stories and videos on your website
  • Share your areas of focus with your customers and vendors and encourage them to participate.

Red Fan Communications provides a good model for sharing its stories across multiple platforms, including social media, e-newsletters, and during speaking engagements. One particularly good example is when president and founder, Kathleen Lucente was invited to appear on We Are Austin, a local CBS’ TV program, to talk about Red Fan’s philanthropy in Austin because of the growing awareness around the company’s community support and she reflected about how giving back is “baked into their DNA,” reinforcing that philanthropy is core to the company’s values and culture.

4. Model it

As with most initiatives, they are most successful when supported from the top of the organization.

  • Share the leadership vision for the company’s philanthropy
  • Have company leaders model philanthropic behavior
  • Have leaders share why philanthropy and community engagement are important to them.

2Bobby Jenkins, president of ABC Home and Commercial Services, epitomizes philanthropic leadership. Not only does he participate in the many events and philanthropy-oriented activities his company sponsors but he and his two brothers created “Brothers Bike”, a 3,500 mile cross country ride from Seattle to New York City to raise funds and awareness for two charities near and dear to the family. As notable as the bike ride became, perhaps even more important is Bobby’s visibility in the local community where he is out front leading his team’s participation in myriad community and philanthropic efforts.

5. Celebrate it

Celebrating giving back lets your staff know that the organization is serious about its philanthropy.

  • Provide acknowledgement and awards to employees who exemplify giving back
  • Hold parties or happy hours at the end of a group project
  • Provide company t-shirts that highlight a specific volunteer event for the employees who participate.

1Salesforce, the San Francisco-based cloud computing company, is a great example of a corporation that gives back while also lifting up employees as positive examples for others to emulate. Its hub offices have large framed photos of employees volunteering all around the world.  These pictures are obtained from “Aloha Ambassadors,” employees who are passionate about their culture. These ambassadors plan volunteer events and then get points for taking pictures and posting them in Chatter, Salesforce’s internal collaboration tool. The points can be used for prizes such as Salesforce t-shirts and hoodies. What a great way to visually show the company’s culture of giving back!

Integrating philanthropy into your company culture will not only foster momentum for giving back but will also attract and retain employees who share the value of generosity. Tom Kochan of MIT’s Sloan School of Management says that taking the time and energy to foster a culture of philanthropy in your business will pay off financially and strategically resulting in employees whose values align with your company’s, making them ultimately happier and more loyal. What a great win-win for the company, your employees and the community!

--Debbie Johnson

The Risky Business of Foundation Opacity
May 23, 2018

Janet Camarena is director of transparency initiatives for Foundation Center.

Janet Camarena PhotoIn case there was ever any doubt that foundation philanthropy suffers from an opacity problem, a recent Foundation Review article, Foundation Transparency: Opacity — It’s Complicated, by Robert J. Reid, helps settle the matter through research findings that confirm the existence of “significant opacity.” From the lack of foundation websites and annual reporting, to perpetual insider control, and a desire to keep a low public profile, the author’s research confirms what many of us have been saying for years--that there is much room for improved transparency in the field.

The problem is, one can read the entire article, and not get the message that opacity is a problem, and a risky one at that. In our networked world of social media, open data, and audience-generated reviews, sending a message that transparency or opacity are operational approaches of choice is dangerous and much higher risk than encouraging donors to discover and tell their own story, lest others tell it for them.

History also confirms that philanthropic freedom is most at risk from an opaque approach than from a transparent one. Foundations learned this lesson the hard way in the 1950’s during McCarthyism, when two separate congressional commissions were formed to investigate foundation activities. Since there was no central place containing information about institutional philanthropy, no aggregate industry data, no collective data about the grants they were making, foundation leaders spent years telling their stories one foundation at a time, giving testimony to defend their work against accusations that they were committing “Un-American” acts.

It became clear to the foundation leaders who were called to testify that it was this lack of public understanding of institutional philanthropy that led to the suspicions and accusations they were facing, and that as a result of opacity, they may lose the philanthropic freedom that the tax laws allowed. As a result of this crisis, foundation leaders established Foundation Center as an organization devoted to providing transparency for the field of philanthropy. During his testimony, Russell Leffingwell, at the time chair of the Carnegie Corporation, said: “The foundation should have glass pockets,” so that anyone could easily look inside foundations and understand their value to society, and inspire confidence rather than suspicion. This is both the origin story for Foundation Center and for our Glasspockets website and initiative to champion greater foundation transparency.

“...existing and emerging technologies and networks are making foundation opacity obsolete...”

The lessons in this history couldn’t be more relevant to today’s operating environment where existing and emerging technologies and networks are making foundation opacity obsolete, and more importantly, creating conditions that actually serve to strengthen philanthropy such as facilitating feedback loops, peer benchmarking, and stakeholder input. Though foundations can continue to practice what Reid refers to as “opaque practices” or “situational transparency,” it’s important that foundations also understand that they do so at their own peril, because due to new user-review tools and open data platforms that didn’t exist previously, the relative level of transparency and opacity are rapidly slipping out of their control. Let’s review a few of these new tools that are poised to shake up the quiet, insular world of foundations.

Open 990-PF

990-PF graphicBeginning in 2016, the IRS started releasing e-filed Forms 990 and 990-PF as machine-readable, open data. Because the data is now not only open, but digital and machine-readable this means that anyone from journalists to researchers to activists can aggregate this data and make comparisons, correlations, and judgments about philanthropy at lightning speed, all without input from foundations and regardless of how opaque they may prefer their activities to be. Investment practices, demographics of beneficiaries, and compensation practices are examples of 990 data that can get easily turned into compelling narratives about foundations. This has institution-wide implications for foundations, from governance practices to grants data and from staffing to investment management and communications strategy.  Foundation administrators who have not been looking at their foundation’s 990-PF with an eye to the story that it tells about their work, probably should. Because of how the open 990-PF has the potential to transform foundation transparency, Glasspockets has devoted an ongoing blog series to providing guidance and helpful examples to prepare foundations for this new age of open data.

GrantAdvisor

Phil goalsIndustries as diverse as restaurants, travel, retail, health, and even nonprofits have had the blessing and curse of receiving unfiltered user feedback via online review sites for many years now, so it’s hard to believe that until 2017 this was not the case for philanthropy. With the launch of GrantAdvisor.org last year, now foundations can view, for better or worse, what their stakeholders really think—and so can anyone else. (For transparency’s sake, I currently serve in an advisory role to this platform.) Anyone can register to give feedback, and once a foundation receives more than five reviews their profile goes live on the site for the world to see, whether the foundation wants it there or not, so opacity here is not an option the funder controls. Given the power dynamic, reviews are anonymous, and foundations are able to post responses. A profile with emoji-symbols invites users to rate foundations on two principal metrics: the length of time it takes to complete a foundation’s application process, and a smiley/frowning face rating what it’s like to work with the particular funder.

So far, enough reviews have been submitted to provide 69 foundations with unfiltered feedback, and participation is steadily growing. And, more than 130 foundations have registered to receive alerts when feedback is posted, has yours? And some, which Reid may refer to as “transparency enthusiasts,” are even inviting their grantees to leave them a review on GrantAdvisor. These foundations understand that this kind of transparency about how applicants can provide feedback, and the open, unfiltered way in which it’s collected, can actually serve to strengthen and improve foundation policies and practices.

These are just a couple of emerging platforms that exist that are specific to philanthropy itself. When you zoom out to think about the entire universe of user generated content that is now easily available to all, from blogs to Twitter and employee-review sites like Glassdoor, it’s clear that while you can choose opacity, opacity may not choose you, because opacity as we all know it is over. To think otherwise is to risk adopting practices that don’t actually mitigate risk, but rather promote a false sense of security while only serving to limit effectiveness. So don’t make the mistake of thinking transparency is too complicated, or that opacity is the convenient and safer choice, because it’s actually not a choice at all, but a risky and ultimately obsolete way of working.

--Janet Camarena

Building Our Knowledge Sharing Muscle at Irvine
May 17, 2018

Kim Ammann Howard joined the James Irvine Foundation as Director of Impact Assessment and Learning in 2015. She has more than 20 years of social impact experience working with nonprofits, foundations, and the public sector to collect, use, and share information that stimulates ongoing learning, and change.

This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

Kim Ammann HowardHaving recently spent two days with peer foundation evaluation directors, I am savoring the rich conversations and reflecting on how shared knowledge benefits my own thinking and actions. It also reminds me of how often those conversations only benefit those inside the room. To really influence the field, we need to build our knowledge sharing muscle beyond our four walls and usual circles. A new report from the Foundation Center, Open for Good: Knowledge Sharing to Strengthen Grantmaking, aims to help funders do just that, and I was happy to contribute some of The James Irvine Foundation’s own journey to the guide.

When I joined the Foundation at the end of 2015, there was already a commitment to transparency and openness that established knowledge sharing as part of the culture. It was something that attracted me to Irvine, and I was excited to build on the types of information collected and disseminated in the past, and to figure out how we could grow.

Open For Good CoverOur Framework

In 2016, we launched our new strategy, which focuses on expanding economic and political opportunity for California families and young adults who are working but struggling with poverty. This presented an opportune moment to articulate and set expectations about how impact assessment and learning (IA&L) is integrated in the work. This includes defining how we assess our progress in meeting our strategic goals, how we learn, and how we use what we learn to adapt and improve. We developed a framework that outlines our approach to IA&L – why we think it’s important, what principles guide us, and how we put IA&L into practice.

While the IA&L framework was designed as an internal guide, we decided to make it available externally for three reasons: to honor the Foundation’s commitment to transparency and openness; to hold ourselves accountable to what we say we espouse for IA&L; and to model our approach for colleagues at other organizations who may be interested in adopting a similar framework.

What We’re Learning

We’ve also dedicated a new portion of our website to what we are learning. We use this section to share knowledge with the field – and not only the end results of an initiative or body of research but also to communicate what happens in the middle – to be transparent about the work as we go.

For example, in 2017, we spent a year listening and learning from grantees, employers, thought leaders, and other stakeholders in California to inform what would become our Better Careers initiative. At the end of the year, we announced the goal of the initiative to connect low-income Californians to good jobs with family-sustaining wages and advancement opportunities. It was important for us to uphold the principles of feedback set in our IA&L framework by communicating with all the stakeholders who helped to inform the initiative’s strategy – it was also the right thing to do. We wanted to be transparent about how we got to our Better Career approach and highlight the ideas reflected in it as well as the equally valuable insights that we decided not to pursue. Given the resources that went into accumulating this knowledge, and in the spirit of greater funder collaboration, we also posted these ideas on our website to benefit others working in this space.

As we continue to build our knowledge sharing muscle at Irvine, we are exploring additional ways to communicate as we go. We are currently reflecting on what we are learning about how we work inside the foundation – and thinking about ways to share the insights that can add value to the field. Participating as a voice in the Foundation Center’s new Open for Good guide was one such opportunity, and the stories and lessons from other Foundations in the guide inspires our own path forward. 

--Kim Ammann Howard

Learn, Share, and We All Win! Foundation Center Releases #OpenForGood Guide and Announces Award Opportunity
May 10, 2018

Open For Good CoverMelissa Moy is special projects associate for Glasspockets.

This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

Knowledge is a resource philanthropy can’t afford to keep for itself, and as a result of a newly available guide, funders will now have a road map for opening up that knowledge. The new GrantCraft guide, Open for Good: Knowledge Sharing to Strengthen Grantmaking, supported by the Fund for Shared Insight, illustrates practical steps that all donors can take to create a culture of shared learning.

Philanthropy is in a unique position to generate knowledge and disseminate it, and this guide will help foundations navigate the process. Each year, foundations make $5 billion in grants toward knowledge production. These assessments, evaluations, communities of practice, and key findings are valuable, yet only a small fraction of foundations share what they learn, with even fewer using open licenses or open repositories to share these learnings. Foundations have demonstrated that some of the information they value most are lessons about “what did and didn’t work.” And yet, this is the same knowledge that foundations are often most reluctant to share.

The guide, part of Foundation Center’s larger #OpenForGood campaign, makes a strong case for foundations to openly share knowledge as an integral and strategic aspect of philanthropy. Through interviews with leaders in knowledge sharing, the guide outlines tested solutions to overcome common barriers to impart learnings, as well as essential components needed for funders to strengthen their knowledge-sharing practice. The guide emphasizes that sharing knowledge can deepen internal reflection and learning, lead to new connections and ideas, and promote institutional credibility and influence. 

Knowledge comes in all shapes and sizes – program and grantee evaluations, foundation performance assessments, thought leadership, formal and informal reflections that are shared among foundation staff and board members. The guide will help your foundation identify the types of information that can be shared and how to take actionable steps.

Download the Guide

OFGaward-528To further encourage funders to be more transparent, this week Foundation Center also announces the opening of a nomination period for the inaugural #OpenForGood Award  to bring due recognition and visibility to foundations who share challenges, successes, and failures to strengthen how we can think and act as a sector.

Three winning foundations will demonstrate an active commitment to open knowledge and share their evaluations through IssueLab. Winners will receive technical support to create a custom knowledge center for themselves or a grantee, as well as promotional support in the form of social media and newsletter space. Who will you nominate as being #OpenForGood?

--Melissa Moy 

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About Transparency Talk

  • Transparency Talk, the Glasspockets blog, is a platform for candid and constructive conversation about foundation transparency and accountability. In this space, Foundation Center highlights strategies, findings, and best practices on the web and in foundations–illuminating the importance of having "glass pockets."

    The views expressed in this blog do not necessarily reflect the views of the Foundation Center.

    Questions and comments may be
    directed to:

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    Director, Transparency Initiatives
    Foundation Center

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