Transparency Talk

Category: "Community Engagement" (38 posts)

Through a Glass a Little Less Darkly: Looking Back, Looking Forward 2017-2018
January 17, 2018

(Janet Camarena is director of transparency initiatives at Foundation Center.)

Janet Camarena PhotoIn the spirit of Glasspockets, before we completely erase the past and close the books on 2017, we wanted to identify the highlights of the year from a transparency perspective. Here are last year’s moments and trends that made me think that transparency and openness are not just catching on, but starting to lead to a more permanent culture of transparency, which may signal continued progress in 2018:

E_SDG_Logo_UN Emblem-02#10 - SDGs Catch On: The United Nations' Sustainable Development Goals (SDGs), otherwise known as the Global Goals, are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity. 2017 saw foundations increasingly aligning their funding with the SDGs, and some even using it as a shared language across philanthropy and across sectors to signal areas of common interest, and measure shared progress. As foundation strategies become
increasingly specialized and strategic, explaining the objectives and the nuances can become a jargon-laden minefield that can make it difficult and time consuming for those on the outside to fully understand the intended goal of a new program or initiative. The simplicity of the SDG iconography cuts through the jargon so foundation website visitors can quickly identify alignment with the goals or not, and then more easily determine whether they should devote time to reading further. The SDG framework also provides a clear visual framework to display grants and outcomes data in a way that is meaningful beyond the four walls of the foundation, and some started taking advantage of this in 2017 to help explain the reach of their work. The GHR Foundation, Silicon Valley Community Foundation, Tableau Foundation, Rockefeller Foundation and the Conrad N. Hilton Foundation each offer inspiring examples of how the SDGs can be used to increase philanthropic transparency, and ultimately understanding of the public good generated from their activities.

Amanda Flores-Witte Photo# 9 - Pain Points See the Light of Day: I noticed a greater willingness among grantmakers to publish reports and blogs not just to enumerate the successes, or business as usual activities, but to also candidly open up about the struggles and pain points along the way. This is not meant to be an exhaustive list, but some particularly inspired me:

  • A great example comes to us from the Kenneth Rainin Foundation’s storytelling series on Medium about its adventures in public arts funding. Given the project challenges, Mandy Flores-Witte shared on Transparency Talk that a trusted colleague advised them against opening up about the challenges they encountered, but they saw what could be gained by telling the story from various stakeholder perspectives, and as a result, ended up also producing a great example of why philanthropy needs more storytellers. (Yes, I know I’m cheating a bit here because this is from a 2016 series, but it’s so good that I’m including it anyway!)
  • In terms of formal publications, the Conrad N. Hilton Foundation published a very detailed report analyzing the impact of a large-scale, multi-year and multi-sector initiative designed to end and prevent chronic homelessness. Among the report’s findings was the fact that homelessness actually increased during the grant period. At a less learning-focused foundation, this might have been enough to quash its publication.
  • Hanh Cao Yu photoThe California Endowment’s (TCE) chief learning officer, Hanh Cao Yu, lived up to her title by enumerating TCE’s
    mistakes in a Transparency Talk blog about the pain points the foundation encountered on the road to a health policy systems change.

We hope to see this practice grow in 2018, and that when funders do issue such knowledge that they take the time to share it on an open repository like IssueLab, as part of our #OpenForGood campaign. This practice is a significant one because sharing this knowledge can save other practitioners and funders from repeating costly experimentation and prevents us all from working in the dark.

#8 - Foundation Transparency Movement Builds Globally: The need for greater foundation transparency is not unique to the United States. In fact, the majority of countries outside the United States lack the regulatory structure we have that requires foundation disclosures that we take for granted here, such as transparency about leadership, compensation, grantmaking activities, or even just to verify their very existence. In many regions, this has created urgency around voluntary transparency movements, and some picked up steam by creating their own transparency assessments. In 2017, Australia, Brazil, and New Zealand each launched movements designed to motivate institutional philanthropists to greater transparency. In the case of Australia, the foundations are approaching this from a storytelling lens. And national philanthropic associations in both Brazil and New Zealand, inspired by the “Who Has Glass Pockets?” assessment, developed self-assessments for their own members. Given the dearth of global philanthropic data, we predict more global associations will be emphasizing the importance of voluntary transparency in 2018.

Mac-1024x512-03#7 - Transparency Comes to Competition Philanthropy: While competitions are nothing new in philanthropy, transparency about the competition can often fall short. This was not the case with the MacArthur Foundation’s 100&Change, as they designed the competition with transparency in mind. The goal was to award $100 million to an organization aiming to make “real and measurable progress on a critical problem of our time.” In the end, after several rounds, the winner was announced at the end of 2017 as a joint effort between Sesame Workshop West and the International Rescue Committee to team up to serve the growing population of child refugees in the Syrian response region.

But an additional real winner in this example was also transparency. As is often the case with competition or even ordinary grant programs, the demand for worthy ideas far outstrips the supply of grant dollars. The potential solutions in the proposals are wasted since they usually do not see the light of day, and those agencies must then source new prospects, re-package those requests to other funders, or give up. In response to these realities, the MacArthur Foundation partnered with Foundation Center to bring greater visibility to those ideas, with three goals in mind: drive investment in proposals that merit it; facilitate collaboration and learning between organizations working on similar problems; and inspire funders and organizations working for change to do things differently. As a result, there is now an open database of solutions ready for others to learn from and support, the 100&Change Solutions Bank.

Relationships Matter Practices-1#6 - Transparency Recognized as Key to Effective Grantmaking: A common concern we often hear is that funders don’t want to just “do transparency for transparency’s sake”—they want to do it because it leads to better and more effective grantmaking. 2017 was notable in that several industry groups took up the charge and leveraged member and client experience to demonstrate how transparency leads to more effective philanthropy, which should help foundations justify spending time on transparency efforts in 2018. The National Center for Family Philanthropy featured webinars and a blog series to reinforce the idea that transparency is appropriate for family foundations too. In April, we were happy to see that transparency topped GuideStar’s list of practices philanthropy should adopt to overcome common challenges. And in November, the Center for Effective Philanthropy published Relationships Matter: Program Officers, Grantees, and the Keys to Success. And guess what? The report found that transparency is key to healthy grantee/grantmaker relationships and particularly well-suited to addressing the power imbalance inherent in the relationship. Now that the ROI question has been put to rest, we expect to see more foundations prioritizing transparency in 2018.

Reedyjenniferford-cropped#5 - No Moat Philanthropy: Listing transparency among a list of cultural values or stating that one’s institution is aiming to create a culture of openness is a good place to begin, but Jen Ford Reedy’s excellent blog series about the Bush Foundation’s efforts is a great reminder to the field not to start and stop with elegantly written values statements. The blog series shares detailed steps and strategies foundation leaders can use to move their foundation toward greater openness. Ford Reedy’s blog series also deserves attention because it offers the field helpful advice on how working more openly can serve to help the field become more diverse, equitable and inclusive.

Phil goals#4 - GrantAdvisor Breaks Through Insular Foundation Culture: Industries 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 in April, now foundations can view, for better or worse, what their stakeholders really think. Anyone can register to give feedback, and once a foundation receives more than five reviews their profile goes live on the site. Given the power dynamic, reviews are anonymous, and foundations are able to post responses. An engaging 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 assessing what it’s like to work with the particular funder. So far, enough reviews have been submitted to provide 49 foundations with unfiltered feedback. And perhaps more importantly, more than 130 foundations have registered to receive alerts when feedback is posted, so it’s an encouraging sign that the field is listening. As more reviews get published, this will continue to scale in 2018, and it will be interesting to see the kinds of changes foundations make in response.

990-PF graphic#3 - Open Data & Open 990-PFs Set the Stage for Change: Open, machine-readable 990-PFs actually became a reality in 2016, but 2017 represented the first full year of their availability and allowed some interesting experimentation to take place. For the uninitiated, though the IRS 990 and 990-PFs have always been public documents, they weren’t made digitally available as open data until April 2016 when the IRS started making digitally available all electronically filed 990 and 990-PF documents. Since 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 any input from foundations. Throughout 2017, agencies like Foundation Center, GuideStar, and academic research institutions that use data from the 990s to analyze the field experimented with the usability of the data for new analytic tools. Here at Foundation Center, we prototyped investment transparency and financial benchmarking tools, while others also experimented with using the new treasure trove of open data in innovative ways. For example, a start-up company called Foundation Financial Research is compiling 990-PF benchmarking data on foundation endowment investment performance. Though there are technical glitches to be worked out, it is likely that over time the data will become more reliable and comprehensive leading to more such comparative tools. A recorded webinar by Digital Impact reviewed the challenges and opportunities of this new age of open philanthropic data, and a webinar and blog series on Transparency Talk outlines specific considerations for private foundations.

Paradise Papers graphic
Source: International Consortium of Investigative Journalists

#2 - Paradise Leaked: I should preface this one by saying that Glasspockets remains committed to advocating for voluntary transparency and the inclusion of this particular item should not be taken to mean that we are shifting to advocating forced entry! The “Paradise Papers” refers to a set of 13.4 million financial documents, originating from the Bermuda-based law firm Appleby, detailing investments held in offshore accounts often in paradise-like locales. Leaked to German reporters from Süddeutsche Zeitung, who then shared them with the International Consortium of Investigative Journalists, the documents name more than 120,000 people and companies, including many prominent individuals ranging from the likes of Prince Charles and Queen Elizabeth II, to celebrities like Madonna and Bono, and to government officials like U.S. Secretary of Commerce Wilbur Ross. The “Paradise Papers” also include offshore financial holdings of philanthropists like Open Society Foundations founder, George Soros and Simons Foundation founder, Jim Simons. You can read more here about that. But in terms of our work at Glasspockets, the headline to this story is not that high-net worth individuals hold large sums of money in offshore bank accounts—that is really old news. But coming on the heels of the Equifax leaks, which exposed vulnerabilities in one of the nation’s largest credit data reporting agencies and could impact upwards of 143 million American households, the subsequent Paradise Paper leaks further demonstrated that there is no longer any impenetrable fortress for our financial data. Couple these vulnerabilities with the interest in the activities of high-net worth individuals, and you have a perfect storm of motive and opportunity.

So, the take away here is not to live under the false sense of security that data systems can be reinforced and your offshore accounts are safe from prying eyes. Rather, assume that at some point, this will all be disclosed, so why not be proactive and explain long term philanthropic aims? There are valid reasons why donors establish funds and foundations outside of the United States, such as funding projects in countries where it doesn’t have diplomatic relations or for long-range planning so payout rates don’t force rash decisions. If these challenges, visions and strategies are not explained, others can fill in the blanks with their own imaginations. Many foundations have a history section of their website; the new era of leaks suggests that it may be time to add a future directions section. 2018 will likely bring more massive data breaches and leaks—are you ready?

Open Democracy Infographic1_tw#1 - Foundations Take a Stand: Traditionally, foundations are more comfortable writing checks to support others to take the microphone rather than using their institutional voice to speak out. 2017 saw a departure from this practice with many foundations finding their voice as a result of the current political climate. Funder groups banded together to issue open letters, CEOs blogged and foundation staff tweeted to reinforce commitment to issues or population groups that were in the political line of fire. Here at Foundation Center, we continued to improve our open, nonpartisan web portal that explores philanthropy’s role in U.S. democracy. Given the response of foundations in 2017, I’m betting we will see support for movement building of all Communications-network-logo-1-1persuasions grow this year. And speaking of speaking out, given this trend of foundations taking a stand, the Communications Network’s recent conference focused on just this topic and they have crafted some helpful tips on how to navigate institutional communications about politically charged issues of the day.

So, what am I missing?  The drawback of a list like this is that inevitably something that should be included gets left off.  And we want to continue to use this space to highlight emerging trends and excellent examples of transparency at work in philanthropy, so please share any thoughts, self-promotion, or suggestions below.  We have a whole year of blog content ahead of us to fill and welcome audience input.  Happy 2018!

-- Janet Camarena

In the Know: #OpenForGood Staff Pick December 2017
December 20, 2017

Gabriela Fitz is director of knowledge management initiatives at Foundation Center.

This post is part of the Glasspockets #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new research and 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.

Gabi Fitz photo

As the #OpenForGood campaign builds steam, and we continue to add to our IssueLab Results repository of more than 400 documents containing lessons learned and evaluative data, our team will regularly shine the spotlight on new and noteworthy examples of the knowledge that is available to help us work smarter, together. This current pick comes to us from the Conrad N. Hilton Foundation. Read last month's staff pick here.


Staff Pick: Conrad N. Hilton Foundation

Evaluation of the Conrad N. Hilton Foundation Chronic Homelessness Initiative: 2016 Evaluation Report, Phase I

Download the Report

Quick Summary

2016 Hilton Foundation Report

In 2011, the Conrad N. Hilton Foundation partnered with Abt Associates Inc. to conduct an evaluation of the Hilton Foundation’s Chronic Homelessness Initiative, with the goal of answering an overarching question: Is the Chronic Homelessness Initiative an effective strategy to end and prevent chronic homelessness in Los Angeles County?

Answering that question has not been so easy. And it bears mentioning that this is not one of those reports that strives to prove a certain model is working, but instead provides a suitably complicated picture of an issue that will be an ongoing, multi-agency struggle.  A combination of economic conditions, insufficient and shrinking availability of affordable housing, and an unmet need for mental health and supportive services actually resulted in an increase in homeless people living in Los Angeles County during the time period under study. The numbers even suggest that Los Angeles was further from ending chronic homelessness than ever before. But the story is a bit more complicated than that.

In this final evaluation report on the community’s progress over five years, (January 2011 through December 2015), Abt Associates Inc. found that the collaborative system that had been developed during the first phase of the initiative actually represented a kind of turning point for the County to address chronic homelessness, which was needed more than ever by the end of 2015.

Field of Practice

  • Housing and Homelessness

What kinds of knowledge does this report up?

This report goes beyond evaluating a single effort or initiative to look at the larger collaborative system of funding bodies and stakeholders involved in solving a problem like chronic homelessness. We often hear that no foundation can solve problems single-handedly, so it’s refreshing to see a report framework that takes this reality into account by not just attempting to isolate the foundation-funded part of the work. The initiative’s strategy focused on a systemic approach that included goals, such as the leveraging of public funds, demonstrated action by elected and public officials, and increased capacity among developers and providers to provide permanent and supporting housing effectively, alongside the actual construction of thousands of housing units. By adopting this same systemic lens, the evaluation itself provides valuable insight into not just the issue of chronic homelessness in Los Angeles County, but also into how we might think about and evaluate programs and initiatives that are similarly collaborative or interdependent by design.

What makes it stand out?

This report is notable for two reasons. First is the evaluators’ willingness and ability to genuinely grapple with the discouraging fact that homelessness had gone up during the time of the initiative, as well as the foundation’s willingness to share this knowledge by publishing and sharing it. All too often, reports that don’t cast foundation strategies in the best possible light don’t see the light of day at all. Sadly, it is that kind of “sweeping under the rug” of knowledge that keeps us all in the dark. The second notable thing about this report is its design. The combination of a summary “dashboard” with easily digestible infographics about both the process of the evaluation and its findings, and a clear summary analysis for each strategic goal, makes this evaluation stand out from the crowd.

Key Quote

“From our vantage point, the Foundation’s investment in Systems Change was its most important contribution to the community’s effort to end chronic homelessness during Phase I of the Initiative. But that does not mean the Foundation’s investments in programs and knowledge dissemination did not make significant contributions. We believe it is the interplay of the three that yielded the greatest dividend.”

--Gabriela Fitz

No Moat Philanthropy Part 5: The Downsides & Why It’s Worth It
October 6, 2017

Jen Ford Reedy is President of the Bush Foundation. On the occasion of her fifth anniversary leading the foundation, she reflects on efforts undertaken to make the Bush Foundation more permeable. Because the strategies and tactics she shares can be inspiring and helpful for any grantmaker exploring ways to open up their grantmaking, we have devoted this blog space all week to the series. This is the final post in the five-part series.

Reedyjenniferford-croppedEverything we do is a trade-off. Spending time and money on the activities described in this No Moat Philanthropy series means time and money not invested in something else. Here are some of the downsides of the trade-offs we have made:

It takes some operating expense.  It requires real staff time for us to do office hours in western North Dakota and to reformat grant reports to be shared online and to do every other activity described in these posts. We believe there is lots of opportunity to advance our mission in the “how” of grantmaking and weigh that as an investment alongside others. In our case, we did not have an increase in staff costs or operating expenses as we made this shift. We just reprioritized.

It can be bureaucratic.  Having open programs and having community members involved in processes requires some structure and rules and standardization in a way that can feel stifling. Philanthropy feels more artful and inspired when you can be creative and move quickly. To be equitably accessible and to improve the chance we are funding the best idea, we are committed to making this trade-off. (While, of course, being as artful and creative as possible within the structures we set!)

“We believe our effectiveness is fundamentally tied to our ability to influence and be influenced by others.”

Lots of applications means lots of turndowns.  Conventional wisdom in philanthropy is to try to limit unsuccessful applications – reducing the amount of effort nonprofits invest with no return. This is an important consideration and it is why many foundations have very narrow guidelines and/or don’t accept unsolicited proposals. The flip side, however, is that the more we all narrow our funding apertures, the harder it is for organizations to get great ideas funded. We’ve decided to run counter to conventional wisdom and give lots of organizations a shot at funding. Of course, we don’t want to waste their time. We have three strategies to try to mitigate this waste: (1) through our hotlines we try to coach unlikely grantees out of the process. (In our experience, nonprofits will often apply anyway – which suggests to us that they value having a shot – even if the odds are long.); (2) we try to make the process worth it. Our surveys suggest that applicants who do the programs with the biggest pools get something out of the process – (and we learn from the applicants even if they are not funded.); and (3) we try to make the first stage of our processes as simple as possible so folks are not wasting too much effort.

Relationships are hard!  Thinking of ourselves as being in relationship with people in the region is not simple. There are lots of them! And it can be super frustrating if a Bush staff member gives advice on a hotline that seems to be contradicted by the feedback when an application is declined. We’ve had to invest money and time in developing our CRM capacity and habits. We have a lot more work to do on this front. We will never not have a lot more work to do on our intercultural competence and our efforts to practice inclusion. Truly including people with different perspectives can make decisions harder as it makes decisions better.  The early returns on our efforts have been encouraging and we are committed to continuing the work to be more fully in relationship with more people in the communities we serve.

Conclusion

Overall, we believe a No Moat Philanthropy approach has made us more effective. When we are intentional about having impact through how we do our work — building relationships, inspiring action, spreading optimism — then we increase the positive impact we have in the region.

We believe our effectiveness is fundamentally tied to our ability to influence and be influenced by others, which demands trust, reciprocity and a genuine openness to the ideas of others. It requires understanding perspectives other than our own. It requires permeability.

While we arrived at this approach largely because of our place-based sensibility and strategic orientation toward people (see learning paper: “The Bush Approach”), the same principles can apply to a national or international foundation focused on particular issues. The definition of community is different, but the potential value of permeability within that community is the same.

--Jen Ford Reedy

No Moat Philanthropy Part 4: Beyond the Transactional
October 5, 2017

Jen Ford Reedy is President of the Bush Foundation. On the occasion of her fifth anniversary leading the foundation, she reflects on efforts undertaken to make the Bush Foundation more permeable. Because the strategies and tactics she shares can be inspiring and helpful for any grantmaker exploring ways to open up their grantmaking, we are devoting our blog space all week to the series. This is the fourth post in the five-part series.

Reedyjenniferford-croppedWe have a grantmaking model that is based on the belief that, if we do it right, we will create more good by what we inspire than by what we directly fund. Principle #4 and #5 of No Moat Philanthropy are directly related to this, how connecting and sharing with others can advance your foundation’s mission.

Principle #4: Value every interaction as an opportunity to advance your mission

Our tagline and our strategy are one and the same: We invest in great ideas and the people who power them. We know that the only way anything happens is through people. Any place or field, therefore, is limited by the ambitions and the skills of the people in it.

The Bush Fellowship has been a flagship program of the Foundation for decades. We hear repeatedly from Bush Fellows that the experience changed what they thought was possible in their life and career. With the Bush Fellows program as our source code, we’ve been working for the past five years to ensure that all of our programs have the same effect. How can we encourage people to think bigger and think differently? How can we be a force for optimism?

This notion of a foundation being a force for optimism is not an obvious one. After all, we mostly tell people no. Last year, 95 percent of people who applied for the Bush Fellowship did not receive one. We’ve worked diligently to make sure all applicant interactions with us are helpful and encouraging, regardless of grant or fellowship outcome. And our surveys suggest the work is paying off. For example, 79 percent of declined Bush Fellowship applicants said the process increased their beliefs that they can accomplish “a lot.”

“If we do grantmaking right, we will create more good by what we inspire than by what we directly fund.”

To have this impact with each applicant, we:

Operate hotlines to speak with Bush staff. For our open programs, we have established hotlines for potential applicants. We will speak with people as many times as they desire to provide coaching on their idea or proposal. For applicants, this is a way to clearly understand what we are looking for and to vet ideas with us. For Bush staff, this is a way to provide coaching and encouragement to strengthen proposals and to influence activities beyond those we fund.

Give feedback about declined applications. We offer feedback to declined applicants for our major grant and fellowship programs because we see this as another valuable opportunity to provide coaching and encouragement. We have also witnessed applicants using the feedback to improve their plans and proposals, which benefits both them and us. This two-way dialogue also allows applicants to share how we can improve the process for them.

Find ways to support declined applicants. In the course of our processes, we learn about far more amazing people and organizations than we can actually fund. Therefore, we try to find ways to be useful to more than just the limited number of accepted applicants. For example, we consider declined Bush Fellowship finalists to be part of our “Bush Network” and invite them to bushCONNECT. We also provide declined Bush Prize finalists with a $10,000 grant. In our hiring process, we offer unsuccessful finalists the chance to meet with our hiring consultant for an individual coaching session. In addition, across all our programs and operations, we try to craft our applications and our processes so that the experience of applying adds value to an applicant’s thinking and planning.

Every interaction is an opportunity to influence and be influenced.  Every interaction is an opportunity for shared learning. And that brings me to our fifth and final principle…

Bush-altlogo-color Principle #5: Share as you go.

In the past five years, we’ve been working to get more of what we are thinking — and learning — out to the community. This has required adjusting our standards and prioritizing just getting something out, even if it is not glossy and beautiful. It has required a new, shared understanding with grantees and Fellows that their reports and reflections will be public, so as many people as possible can benefit from their experience. It has required designing our internal work — like strategy documents for the Board — with external audiences in mind so they are ready to share.

We believe that if we do it right, we can have as much and potentially more impact from sharing the stories and spreading the lessons from our grantees and Fellows as from the investments themselves. This belief is at the heart of all our communications (see learning paper: “Communications as Program”) and is also reinforced with specific tactics such as:

“We potentially have more impact from sharing the stories and spreading the lessons from our grantees and Fellows.”

Post grantee reports on our website. We introduced “Learning Logs” to make grant reports public, and we hope, to give them life and utility beyond our walls. We refer prospective applicants to relevant learning logs as they craft their proposals, and we hear from applicants that they have indeed learned from them. Grantees and Fellows also share that they read one another’s Learning Logs as a way to get new ideas for overcoming barriers.

Share lessons along the way. We are publishing learning papers (like this one) as we believe we have something useful to share. We intended this to lower the bar of who, when and how we share. Our learning papers are not beautiful. Most of them are not based on statistically significant evaluation methodologies. They simply document a staff effort to process something we are working on and to share our reflections.

Tie evaluation to audience analysis. We invest heavily in external evaluations of our work, but in doing so we have found that the end-product is often only useful to our staff and key stakeholders. Consequently, we introduced a different approach to thinking about evaluation with a sharing mindset. We use a framework to identify the audiences who might care about or benefit from the lessons of an evaluation, what questions are relevant to each group, and what form or output would be most useful to them.

Webinar to the max. Webinars are not a particularly novel activity; however, we view them as a core tool of permeability. We host a webinar at the beginning of every application period for Grant and Fellowship programs to explain the process and what we are looking for. We also host them when we have a job opening to discuss the role and what it is like to work here. We host them annually for our Foundation initiatives to explain what we are up to and where we are headed. Most webinars feature a staff presentation followed by an open Q&A with videos archived on our website for anyone who missed it.

If you’ve been reading this series all week, you might be wondering when I’m going to get to the downsides of No Moat Philanthropy. All new approaches have their pain points.  So, come back tomorrow and I’ll share our pain and why we believe it is worth it.

--Jen Ford Reedy

No Moat Philanthropy Part 3: Building Your Network
October 4, 2017

Jen Ford Reedy is President of the Bush Foundation. On the occasion of her fifth anniversary leading the foundation, she reflects on efforts undertaken to make the Bush Foundation more permeable. Because the strategies and tactics she shares can be inspiring and helpful for any grantmaker exploring ways to open up their grantmaking, we are devoting our blog space all week to the series. This is the third post in the five-part series.

Reedyjenniferford-croppedIn yesterday’s post I shared how we have tried to bring different perspectives into the Foundation.  Today’s post is mostly about getting out of the Foundation, to meet new people.  This is the third principle of No Moat Philanthropy.

Principle #3: Continuously and intentionally connect with new people

Five years ago we had close working relationships with people in each of our initiative areas. While we valued those relationships, we kept a pretty tight circle. We knew people wanted money from us, and we also knew their chances of receiving it were slim. This can be awkward and who wants that? While avoiding awkwardness can make life more pleasant, we now believe embracing that awkwardness actually makes us smarter. While we can only fund a limited number of people and organizations, interacting with lots and lots of people and organizations helps us better understand our region and make better, more informed strategic choices and funding decisions.

We believe in the power of networks. We believe that a community’s strength and diversity of connections help define its capacity for resilience and innovation. We work to ensure we are continuously connecting with new and different people. Each year, we set outreach priorities for geographic areas, cultural communities and/or sectors based on our analysis of where our network is weakest. Then we strive to make new connections in a way that creates connections between others, too. Specifically we:

“We believe that a community’s strength and diversity of connections help define its capacity for resilience and innovation.”

Hold office hours to meet with people all around the region. We hold “office hours” in communities around the region for anyone interested in with our Foundation staff. These are sometimes coupled with a listening session, co-hosted with a local partner, that allow us to understand what issues are most important to the community.

Sponsor and attend other people’s events. We introduced an open process to request Bush Foundation sponsorship of events. We had been sponsoring some events, but we never considered it a program strategy. One of the primary criteria for event sponsorship is whether it will help us connect with people who might benefit from learning about our work. This might include having a Bush Foundation booth manned by staff members who are there to meet and field questions from attendees.

Host events designed for connection. We were already hosting a number of events to build relationships with and among our Fellows and grantees. In the past five years, however, we have taken our events strategy to a higher level by focusing on connecting people across our programs with people beyond our existing grantee and Fellowship networks. The best example of this is bushCONNECT, our flagship event which brings together 1,100 leaders from the region. To ensure we are attracting individuals beyond our community network, we engage “recruitment partners” from around the region who receive grant support to recruit a cohort from within their network to bring to the event, thereby ensuring bushCONNECT attendees more fully represent the geography — and diversity — of our region.

Take cohorts of people to national events. We also offer scholarships for cohorts of people from our region to attend national conferences together. During the event, we create opportunities to build connections with and among the attendees from the region. This allows us to meet and support more people in the region, build attendees’ individual networks, and ensure leaders in our region are both contributing to and benefitting from national conversations.

We are not throwing parties for fun.  We see relationship building as core to our strategy.  We see every interaction as an opportunity to influence and be influenced.  More on that tomorrow.

--Jen Ford Reedy

No Moat Philanthropy Part 1: Opening Up  
October 2, 2017

Jen Ford Reedy is President of the Bush Foundation. On the occasion of her fifth anniversary leading the foundation, she reflects on efforts undertaken to make the Bush Foundation more permeable. Because the strategies and tactics she shares can be inspiring and helpful for any grantmaker exploring ways to open up their grantmaking, we are devoting our blog space all week to the series. This is the first post in the five-part series.

Reedyjenniferford-croppedThere’s a famous philanthropy quote that defines foundations as “a large body of money completely surrounded by people who want some.”

There’s truth in this statement, and it can lead foundations to have a fortress mentality — building moats and barricades in the form of needle-eye guidelines or brick wall websites. The stronger our defenses, however, the more difficult it is to be exposed to enough ideas and engage with enough people to be truly effective.

Over the past five years at the Bush Foundation, we have worked actively against this fortress mentality, first by adopting a set of core operating values, that helped to fuel and shape what was to follow. We believe our efforts have made us smarter and more effective. Over the next five days I’ll describe what else we have done, in the form of Five Principles of No Moat Philanthropy:

“Being truly open to the ideas of others has made us smarter and more effective.”

Principle #1: Get excited about other people’s ideas

Five years ago, we operated initiatives focused on three specific goals. This approach posed some challenges, and in our pursuit of these goals, we became our own largest strategic constraint. Planning and executing the work at a pace to consume all of our payout was difficult. It was also difficult to be relevant in all corners of the region and to fund the best ideas without having ways to solicit and consider ideas that were not our own. Basically, we were only as smart as we were smart and only as effective as we were effective.

In the past five years, we have changed both our mindset and our processes to try to find the best possible ideas and to trust and invest in others to do the work. Specifically, we have worked to:

Do less. Enable more. The first thing we did was to ease our grip on controlling our funding. We adopted “do less, enable more” as a mantra to push ourselves to focus as much as possible on getting money out to community organizations. We cut the number of consultants we were directly managing to advance our agenda and redirected those funds to grants. Within one year, we increased the percentage of our payout that goes out in the form of grants from 64% to 75%.

Bush-altlogo-colorBalance the proactive with the responsive. We now invest about half of our grants in strategic initiatives that advance our Foundation priorities and about half in open grantmaking programs that allow us to fund people and communities to advance their own priorities. This balance allows us to use our power to proactively advance goals while also being available to respond to emerging challenges, encourage unexpected bursts of community momentum and support way-out-there new ideas. We believe these are some of the highest-return investments we can make.

Harness the power of open grant programs. We believe that traditional open grantmaking can be every bit as powerful and strategic as ambitious, proactive initiatives if done thoughtfully and well. We now have four standing open grant programs: community innovation grants, the Bush Prize, event sponsorships and ecosystem grants. We also have used one-off open processes four times as we learn about a particular issue or approach. These open programs allow us to engage with lots of organizations on lots of issues across lots of communities, helping us to stay informed and relevant on regional issues. As a learning tool, our one-off grant programs allow us to quickly understand the players and the various approaches in a particular issue area across the entire region we serve. Participating organizations have a better opportunity to showcase their work and compete on a level playing field for funding. Between 2012 and 2016, the amount of our funding that was awarded through some sort of competitive process increased from 8 percent to 72 percent.

Commit to followership. Five years ago, the goals of our initiatives were so specific and our tactics so defined that we were unable to collaborate easily with others. We established “willingness to follow” as a principle within our operating values, and to make this easier, we created a President’s Partnership and Innovation Fund that allows us to contribute to collaborative funder efforts, even when not in our focus areas. Within our focus areas, we now have an explicit principle to be open to “adjacent” investments when there is collaborative energy.

We believe that being truly open to the ideas of others has made us smarter and more effective.  Tomorrow I’ll share what we have done to bring more and different perspectives into our program strategy and our grantmaking.

To be continued... 

--Jen Ford Reedy

 

The Power of Narrative: Philanthropy and Storytelling
August 31, 2017

Nicole Richards is Chief Storyteller at Philanthropy Australia

Nicole Richards photoWhen it comes to storytelling, philanthropy generally gets a failing grade.

It’s not that we’re short on great stories—they’re everywhere. We hear, see and experience them every day in our work to catalyse positive social change. The story opportunities in philanthropy flow as bountifully as the chocolate river in Willie Wonka’s chocolate factory.

But who has the time to capture them so that they become more than just a feel-good anecdote? Who has the capacity to tell them in a way that might influence others to act? Most of us are too busy with the business of grantmaking and measuring impact to share more than the occasional story at a board meeting or conference. Thousands of stories slip away.

Willy Wonka & RiverThat’s to our detriment. Humans are hard-wired for storytelling—stories are what connect us.

Three months ago, I stepped into the newly created role of Chief Storyteller at Philanthropy Australia, the national industry association for giving in Australia. The position, which is directly aligned with the organization’s strategic plan, has been backed for three years by five local funders who believe in the power and potential of storytelling to grow giving in this country.

The stories I tell span the spectrum of philanthropy, with a view to increasing transparency for a diverse cast of philanthropic actors. From collective giving groups and newly established private ancillary funds to the country’s oldest philanthropic foundations—the stories and the protagonists are distinct but the intent is the same: to make a difference.

Some of those are human interest stories that profile funders and their giving journeys case studies that showcase good practices, and opinion-style narratives designed to challenge the status quo.

From what we’ve seen, the appetite for these stories is boundless—philanthropists of all sizes and persuasions love learning from the collective experience of their peers. Telling these stories, or better yet, passing the mic so that the stories can be recounted firsthand by the funders, their nonprofit partners and the communities they serve, is a powerful form of knowledge sharing, of connecting people with new ideas and networks.

While it’s easy enough to find  and package the stories for ready consumption by those already practicing philanthropy, the bigger challenge is to send the stories beyond the echo chamber and put them before would-be philanthropists and aspiring social change makers. 

That’s as much about opening up philanthropy to demystify it for the uninitiated as it is about sharing stories of philanthropic impact for other philanthropy insiders. Philanthropy is too often viewed as the closed-door, exclusive domain of the ultra-wealthy. As agents of philanthropy, we have a responsibility to bust that myth and lift the veil.

Not all the stories we choose to tell should gleam like candy—the authenticity of the story is critical to its impact. We need more cautionary tales such as stories of failure, of missteps and strategies that went awry. By sharing the stories that aren’t sugar-coated, we make philanthropy less opaque, more accessible and ultimately more effective. By making storytelling a part of our process, we begin to normalize a culture of openness.

While crooning about pure imagination beside his chocolate river, Willie Wonka intoned: “Want to change the world…there’s nothing to it.”

We know he’s wrong on that front, but his golden ticket giveaway of the chocolate factory was a great story.

There’s a story behind every act of giving. For the sake of more and better philanthropy, it’s time we took those stories beyond the chocolate factory gates.

--Nicole Richards

 

What Will You #OpenForGood?
July 13, 2017

Janet Camarena is director of transparency initiatives at Foundation Center.  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.

Janet Camarena Photo

This week, Foundation Center is launching our new #OpenForGood campaign, designed to encourage better knowledge sharing practices among foundations.  Three Foundation Center services—Glasspockets, IssueLab, and GrantCraft are leveraging their platforms to advance the idea that philanthropy can best live up to its promise of serving the public good by openly and consistently sharing what it’s learning from its work.  Glasspockets is featuring advice and insights from “knowledge sharing champions” in philanthropy on an ongoing #OpenForGood blog series; IssueLab has launched a special Results platform allowing users to learn from a collective knowledge base of foundation evaluations; and a forthcoming GrantCraft Guide on open knowledge practices is in development.

Although this campaign is focused on helping and inspiring foundations to use new and emerging technologies to better collectively learn, it is also in some ways rooted in the history that is Foundation Center’s origin story.

OFG-twitter

A Short History

Sixty years ago, Foundation Center was established to provide transparency for a field in jeopardy of losing its philanthropic freedom due to McCarthy Era accusations that gained traction in the absence of any openness whatsoever about foundation priorities, activities, or processes.  Not one, but two congressional commissions were formed to investigate foundations committing alleged “un-American activities.”  As a result of these congressional inquiries, which spanned several years during the 1950s, Foundation Center was established to provide transparency in a field that had nearly lost everything due to its opacity. 

“The solution and call to action here is actually a simple one – if you learn something, share something.”

I know our Transparency Talk audience is most likely familiar with this story since the Glasspockets name stems from this history when Carnegie Corporation Chair Russell Leffingwell said, “The foundation should have glass pockets…” during his congressional testimony, describing a vision for a field that would be so open as to allow anyone to have a look inside the workings and activities of philanthropy.  But it seems important to repeat that story now in the context of new technologies that can facilitate greater openness.

Working Collectively Smarter

Now that we live in a time when most of us walk around with literal glass in our pockets, and use these devices to connect us to the outside world, it is surprising that only 10% of foundations have a website, which means 90% of the field is missing discovery from the outside world.  But having websites would really just bring foundations into the latter days of the 20th century--#OpenForGood aims to bring them into the present day by encouraging foundations to openly share their knowledge in the name of working collectively smarter.

What if you could know what others know, rather than constantly replicating experiments and pilots that have already been tried and tested elsewhere?  Sadly, the common practice of foundations keeping knowledge in large file cabinets or hard drives only a few can access means that there are no such shortcuts. The solution and call to action here is actually a simple one—if you learn something, share something

In foundations, learning typically takes the form of evaluation and monitoring, so we are specifically asking foundations to upload all of your published reports from 2015 and 2016 to the new IssueLab: Results platform, so that anyone can build on the lessons you’ve learned, whether inside or outside of your networks. Foundations that upload their published evaluations will receive an #OpenForGood badge to demonstrate their commitment to creating a community of shared learning.

Calls to Action

But #OpenForGood foundations don’t just share evaluations, they also:

  • Open themselves to ideas and lessons learned by others by searching shared repositories, like those at IssueLab as part of their own research process;
  • They use Glasspockets to compare their foundation's transparency practices to their peers, add their profile, and help encourage openness by sharing their experiences and experiments with transparency here on Transparency Talk;
  • They use GrantCraft to hear what their colleagues have to say, then add their voice to the conversation. If they have an insight, they share it!

Share Your Photos

“#OpenForGood foundations share their images with us so we can show the collective power of philanthropic openness, not just in words, but images. ”

And finally, #OpenForGood foundations share their images with us so we can show the collective power of philanthropic openness, not just in words, but images.  We would like to evolve the #OpenForGood campaign over time to become a powerful and meaningful way for foundations to open up your work and impact a broader audience than you could reach on your own. Any campaign about openness and transparency should, after all, use real images rather than staged or stock photography. 

So, we invite you to share any high resolution photographs that feature the various dimensions of your foundation's work.  Ideally, we would like to capture images of the good you are doing out in the world, outside of the four walls of your foundation, and of course, we would give appropriate credit to participating foundations and your photographers.  The kinds of images we are seeking include people collaborating in teams, open landscapes, and images that convey the story of your work and who benefits. Let us know if you have images to share that may now benefit from this extended reach and openness framing by contacting openforgood@foundationcenter.org.

What will you #OpenForGood?

--Janet Camarena

GrantAdvisor: A TripAdvisor for Funder Feedback
July 6, 2017

Michelle Greanias is executive director of PEAK Grantmaking. Follow her on Twitter @mgreanias. This post also appears in PEAK Grantmaking’s blog.

Michelle GreaniasFor funders, hearing honest input from grantseekers about what they think about a foundation’s practices and getting insights from their experiences working as a grantee partner is a critical component of effective grantmaking. Up until now, funders have needed to initiate the request for feedback via surveys, conversations, and third-party evaluators.  Now, a collaboration of funders, nonprofits, and others interested in improving philanthropy are exploring a new approach—GrantAdvisor, which recently launched in California and Minnesota with a goal of eventually reaching the entire country.

GrantAdvisor is like TripAdvisor—it’s a website that allows individuals (in this case, grant applicants, grantees, and others) to share their first-hand experiences with funding organizations, and for funders to have the opportunity to respond publicly.  The idea is that just as a traveler would check TripAdvisor when planning a trip, a nonprofit would check GrantAdvisor before applying to a funder. And, just as a hotel monitors TripAdvisor to see what your customers like best and least about them, funders can see how grantees and colleagues are experiencing working with them.

“Listening to unfettered feedback from grantees can help funders build more efficient processes and more effective partnerships, which ultimately increases impact.”

It works by collecting anonymous feedback from grantseekers and grantees. When five reviews have been submitted, the data will be shared publicly. A funder profile needs at least five reviews before it becomes public. The unpublished results are sent to the funder providing an opportunity for the funder to respond. After the first five reviews are published, subsequent reviews will be posted, and the funder can respond at any time. Funders are encouraged to register with GrantAdvisor to receive automatic notices when reviews are posted about their organizations and post responses when new reviews are submitted.

As a grants manager, this concept was a little scary to me at first—what if the feedback isn’t all positive?  How would it affect an organization’s reputation?  But the reality is that an organization’s reputation is already affected if grantseekers are having poor experiences with a funder. I want to know, and I believe most grants managers would agree, about any issues and be able to address them.  Especially since the alternative is allowing problems to build and multiply as bad practice impacts more and more grantees.

I also considered this transparent move through another critical lens—aligning values with practices.  In PEAK Grantmaking’s recent research, the top three common values held by grantmakers were collaboration, respect, and integrity.  Being open to feedback, even difficult feedback, is a concrete way to show that grantmakers are “walking the talk” by bringing those values to life through our practices.

Jessamyn Shams-Lau, executive director of Peery Foundation, and Maya Winkelstein, executive director of the Open Road Alliance, both support this work and see four reasons that GrantAdvisor.org is useful to funders:

  1. Feedback: Listening to unfettered feedback from grantees can help funders build more efficient processes and more effective partnerships, which ultimately increases impact.
  2. Benchmarking: With a common set of questions for every foundation, funders can benchmark the effectiveness of their grantmaking practices from the perspective of the grantee experience.
  3. Honest and Accurate Data. When foundations directly solicit feedback (even anonymously), respondents give different answers. Since GrantAdvisor.org collects reviews with or without funder prompting, this unsolicited feedback is the most honest feedback and honest reviews mean accurate data.
  4. Saving Time. Over time, the hope is that the sharing of information via GrantAdvisor.org will help potential grantees better self-select which foundations to approach and which are not well aligned. This will result in a higher-quality pipeline for foundations, which saves everyone time and gets funders closer to impact faster.

Given the promise and potential of this new feedback mechanism to strengthen grantmaking practice, I am honored to serve on the GrantAdvisor national advisory committee. I will share more information about this effort as it progresses and look forward to hearing from the profession about this tool, particularly those in California and Minnesota, where GrantAdvisor will be initially active.

--Michelle Greanias

Transparency and the Art of Storytelling
June 28, 2017

Mandy Flores-Witte is Senior Communications Officer for the Kenneth Rainin Foundation. This post is part of the Glasspockets’ #OpenForGood series done 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. View more posts in the series.

Mandy Flores-WitteFoundations are uniquely poised to support higher-risk projects, and as a result, failures can happen. Recently, I was searching online for examples on how to share the story about a grant that had some unexpected outcomes and found that, while the field strives to be transparent, it can still be a challenge to learn about initiatives that didn’t go as planned.

Communicating about a project doesn’t always have to happen in a scholarly report or detailed analysis, or by hiring experts to produce an evaluation. Sharing what you learned can be as simple as telling a story.

Embracing the Facts and Checking Our Ego

"Sharing stories can help you reach people in a way that statistics cannot."

When the Rainin Foundation funded our first public art installation in San Francisco’s Central Market, a busy neighborhood undergoing a significant economic transformation, we knew it was an experiment with risks. The art installation’s large platform, swing, and see saw were designed to get neighborhood residents, tech workers, customers of local businesses, and visitors — people spanning the economic spectrum—to interact. There’s no doubt that the project succeeded at bringing people together. But after seven months, it was relocated to a different part of the city because of complaints and safety concerns about the types of people and activities it attracted.

These issues were addressed at several community meetings—meetings that helped build stronger relationships among project stakeholders such as city departments, businesses, artists, local nonprofits, and neighbors. We were disappointed that the project did not go as planned, but we were amazed to see how one public art installation could spark so many conversations and also be a platform for exposing the city’s social issues. We knew we had to share what we learned. Or put another way, we saw an opportunity to be #OpenForGood.

Selecting a Medium for Sharing

Rainin Foundation - Block by Block
The Kenneth Rainin Foundation hosts "Block by Block," a public music and dancing event. Credit: Darryl Smith, Luggage Store Gallery

We considered a formal assessment to communicate our findings, but the format didn’t feel right. We wanted to preserve the stories and the voices of the people involved — whether it was the job fair hosted by a nearby business to help drug dealers get out of the "game," the woman who sought refuge at the installation from domestic violence, or the nonprofit that hosted performances at the site. These stories demonstrated the value of public art.

We decided the most engaging approach would be to have our partners talk candidly about the experience. We selected Medium, an online storytelling platform, to host the series of "as told to" narratives, which we believed would be the most authentic way to hear from our partners. Our intention was to use the series as a tool to start a conversation. And it worked.

Taking Risks is Uncomfortable

The Rainin Foundation intentionally supported art in the public realm — knowing the risks involved — and we thought the discussion of what happened should be public, too. It was uncomfortable to share our missteps publicly, and it made us and our partners vulnerable. In fact, just weeks before publishing the stories, we were cautioned by a trusted colleague about going forward with the piece. The colleague expressed concern it could stir up negative feelings and backfire, harming the reputation of the foundation and our partners.

We took this advice to heart, and we also considered who we are as a foundation. We support cutting-edge ideas to accelerate change. This requires us to test new approaches, challenge the status quo, and be open to failure in both our grantmaking and communications. Taking risks is part of who we are, so we published the series.

Jennifer Rainin, CEO of the Kenneth Rainin Foundation, shares the year's pivotal moments in Turning Points: 2015.

We’ve applied a transparent approach to knowledge-sharing in other ways as well. To accompany one of our annual reports, the foundation created a video with Jen Rainin, our chief executive officer, talking about the foundation’s pivotal moments. Jen read some heartfelt personal letters from the parents of children suffering from Inflammatory Bowel Disease, explaining how their children were benefitting from a diet created by a researcher we support. Talking about scientific research can be challenging and complex, but sharing the letters in this way and capturing Jen’s reaction to them enabled us to humanize our work. The video was widely viewed (it got more hits than the written report), and has inspired us to continue experimenting with how we share our work.

Start Talking About Impact

I encourage foundations to look beyond formal evaluations and data for creative ways to be #OpenForGood and talk about their impact. While reports are important to growth and development, sharing stories can help you reach people in a way that statistics cannot. Explore new channels, platforms and content formats. Keep in mind that videos don’t have to be Oscar-worthy productions, and content doesn’t have to be polished to perfection. There’s something to be gained by encouraging those involved in your funded projects to speak directly and honestly. It creates intimacy and fosters human connections. And it’s hard to elicit those kinds of feelings with newsletters or reports.

What are your stories from the times you’ve tried, failed, and learned?

-- Mandy Flores-Witte

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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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