Transparency Talk

Category: "Evaluation" (91 posts)

Increasing Attention to Transparency: The MacArthur Foundation Is #OpenForGood
April 17, 2018

Chantell Johnson is managing director of evaluation at the John D. and Catherine T. MacArthur Foundation. 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.

Chantell Johnson photoAt MacArthur, the desire to be transparent is not new. We believe philanthropy has a responsibility to be explicit about its values, choices, and decisions with regard to its use of resources. Toward that end, we have long had an information sharing policy that guides what and when we share information about the work of the Foundation or our grantees. Over time, we have continued to challenge ourselves to do better and to share more. The latest refinement of our approach to transparency is an effort toward increasingly sharing more knowledge about what we are learning. We expect to continue to push ourselves in this regard, and participating in Foundation Center’s Glasspockets  and #OpenForGood movements are just a couple of examples of how this has manifested.

In recent years, we have made a more concerted effort to revisit and strengthen our information sharing policy by:

  • Expanding our thinking about what we can and should be transparent about (e.g., our principles of transparency guided our public communications around our 100&Change competition, which included an ongoing blog);
  • Making our guidance more contemporary by moving beyond statements about information sharing to publishing more and different kinds of information (e.g., Grantee Perception Reports and evaluation findings);
  • Making our practices related to transparency more explicit; and
  • Ensuring that our evaluation work is front and center in our efforts related to transparency.

Among the steps we have taken to increase our transparency are the following:

Sharing more information about our strategy development process.
The Foundation's website has a page dedicated to How We Work, which provides detailed information about our approach to strategy development. We share an inside look into the lifecycle of our programmatic efforts, beginning with conceptualizing a grantmaking strategy through the implementation and ending phases, under an approach we refer to as Design/Build. Design/Build recognizes that social problems and conditions are not static, and thus our response to these problems needs to be iterative and evolve with the context to be most impactful. Moreover, we aim to be transparent as we design and build strategies over time. 

“We have continued to challenge ourselves to do better and to share more.”

Using evaluation to document what we are measuring and learning about our work.
Core to Design/Build is evaluation. Evaluation has become an increasingly important priority among our program staff. It serves as a tool to document what we are doing, how well we are doing it, how work is progressing, what is being achieved, and who benefits. We value evaluation not only for the critical information it provides to our Board, leadership, and program teams, but for the insights it can provide for grantees, partners, and beneficiaries in the fields in which we aim to make a difference. Moreover, it provides the critical content that we believe is at the heart of many philanthropic efforts related to transparency.

Expanding the delivery mechanisms for sharing our work.
While our final evaluation reports have generally been made public on our website, we aim to make more of our evaluation activities and products available (e.g., landscape reviews and baseline and interim reports). Further, in an effort to make our evaluation work more accessible, we are among the first foundations to make all of our evaluation reports publicly available as part of Foundation Center's #OpenForGood campaign.

Further evidence of the Foundation's commitment to increased transparency includes continuing to improve our “Glass Pockets” by sharing:

  • Our searchable database of grants, including award amount, program, year, and purpose;
  • Funding statistics including total grants, impact investments, final budgeted amounts by program, and administrative expenses (all updated annually);
  • Perspectives of our program directors and staff;
  • Links to grantee products including grant-supported research studies consistent with the Foundation's intellectual property policies;
  • Stories highlighting the work and impact of our grantees and recipients of impact investments; and
  • Center for Effective Philanthropy Grantee Perception report results

Going forward, we will look for additional ways to be transparent. And, we will challenge ourselves to make findings and learnings more accessible even more quickly.

--Chantell Johnson 

Hiding Your Diversity Data Helps Keep #PhilanthropySoWhite
March 28, 2018

Orson Aguilar is president of The Greenlining Institute.

Orson photoAt this point, it’s no secret: Philanthropy needs to diversify. Diversity, or the lack thereof, has become something of a hot-button issue in recent years. We’ve seen dozens of articles urging foundations to make changes, including a 2016 op-ed co-written by Dr. Robert Ross, Luz Vega-Marquis, and Stephen Heintz entitled, Philanthropic Leadership Shouldn’t Look Like the Country Club Set.

And a handful of foundations have demonstrated what is possible when they make diversity, equity, and inclusion organizational priorities. The California Endowment (TCE), one of the pioneers in these efforts, adopted a 15-part Diversity Plan in 2008, and since that year, TCE has published four “Diversity, Equity, and Inclusion Audits” to track its own progress. The audit is simple and profound, stating: “By openly reflecting on our progress and challenges related to diversity, equity and inclusion, we hope that the audit fosters a broader culture of continuous improvement where we challenge ourselves to always do better and to advance -- for the field, for our staff, and for the communities we ultimately serve.”

And yet, despite this heightened awareness and the concerted efforts of a handful of organizations, diversity and equity in philanthropy as a whole haven’t changed much. The data published by the D5 Coalition suggest that we have seen virtually no increase in the number of people of color who hold staff and leadership positions at foundations, and little increase in the representation of women.

“Making philanthropy more diverse and inclusive should be a top priority for everyone.”

More frustrating is the fact that very few foundations have decided to voluntarily disclose their demographic data since the attempted passage of California’s A.B. 624, proposed legislation that would have required large foundations in the state to collect and disclose demographic data for themselves and for their grantees. 

According to a search on Glasspockets.org, only 10 of the more than 90 foundations publicly committing to working more openly have disclosed both their diversity data and their diversity values policies. The list of 10 foundations includes foundations such as The David and Lucile Packard Foundation, The Rockefeller Foundation, Annenberg Foundation, and Silicon Valley Community Foundation. They should be applauded. Interestingly, more than 40 foundations have stated that they have diversity/values policies, yet most of them fail to disclose their own diversity data.

Making philanthropy more diverse and inclusive should be a top priority for everyone, regardless of whether or not your foundation focuses on supporting communities of color. This isn’t just a numbers game. As Ruth McCambridge reminds us in her recent article for Nonprofit Quarterly, “Lack of racial, ethnic, and gender diversity in philanthropy enlarges the understanding gap between philanthropy and the communities meant to be final beneficiaries.” By not including more people who understand the experiences of communities of color in leadership positions, foundations put extra distance between themselves and these communities and can’t know how best to serve them.

Diana Campoamor and Vikki N. Spruill, veterans in the struggle to diversify philanthropy, jointly wrote in 2016, “Few would argue that there has been too little discussion about making the sector look more like the people it serves. The real challenge has been to set in motion the measures that assure greater diversity throughout the sector.”

“The only way philanthropy will remain relevant is if it evolves along with the communities around it.”

Just as it took #OscarsSoWhite to jolt the Motion Picture Academy into action, will it take #PhilanthropySoWhite taking off on social media to transform this sector? A group of people has championed this issue from within the world of philanthropy for years, and yet progress remains slow. It’s no longer a question of awareness; it’s a question of priorities. Of course, every foundation has its own vision and purpose, but the only way philanthropy will remain relevant is if it evolves along with the communities around it. That means being intentional about hiring more people from diverse backgrounds who can bring much-needed perspectives to the table; tracking the demographics of people who benefit from grant dollars; tracking the demographics of foundation board and staff, and being transparent about all of those numbers.

Why is transparency so important? Because we’ve seen it drive massive change in other fields. Since the California Public Utilities Commission began requiring the companies it regulates to report how much contracting they do with businesses owned by women, people of color and service disabled veterans, these companies’ contracts with diverse businesses went from $2.6 million in 1986 to $8.8 billion in 2016. In philanthropy, transparency can drive the field to build more coalitions of foundations that can hold each other accountable to high standards of transparency and inclusiveness. It can help them learn from the inclusive practices already adopted by some foundations.

Ultimately, it’s going to take a bigger push than anything we’ve seen before to transform the sector. Otherwise, philanthropy will become more and more out of touch with the people it seeks to serve, and it will become increasingly unable to address the needs of a rapidly changing America.

What is perplexing is that large foundations value data and frequently fund social justice efforts to obtain more gender, racial, LGBTQ and ethnic data as positive outcomes of their grants. The fiscal impact on foundations to collect this data about their own operations and grantees would be negligible. Foundations like TCE have demonstrated “the sky didn’t fall” when the data was published, as critics suggested would happen 10 years ago.  Just the opposite: The foundation learned from its data to make better decisions on how to operate.

In an era of greater transparency, and increasing recognition that we are a diverse and multicultural nation, we urge more foundations to take the leap and conduct and share their own diversity and inclusion audits.

--Orson Aguilar 

It’s Not You, It’s Me: Breaking Up With Your Organization’s Inequitable Funding Practices
March 21, 2018

Erika Grace “E.G.” Nelson is a Community Health and Health Equity Program Manager at the Center for Prevention at Blue Cross and Blue Shield of Minnesota. E.G. recently led the Center through an equity scan of its Request for Proposal (RFP) policies and procedures.

Erika Nelson photo“It’s not you; it’s me” is possibly the most cliché break-up excuse, but for many funders, it really is their own policies and procedures that undermine their ability to find community soulmates. Perhaps you have had conversations with community members who have said that they found out about your funding opportunity too late, were too busy to apply, or, worse yet, were rejected even though their project sounds like a great fit based on the conversation you are currently having with them. The reality is that funders typically enact policies that are convenient for themselves, as opposed to what makes sense for grantseekers, and diversity, equity, and inclusion (DEI) fall by the wayside of expediency. As a result, organizations with the most social and fiscal capital have the best shot at receiving awards.

Have you ever taken the time to think about how your funding portfolio might look differently if your RFP process was designed to be more equitable and inclusive? We recently completed an equity scan, and here is a bit about how this reflection has led to changes in our RFP process.

“Funders typically enact policies that are convenient for themselves, as opposed to what makes sense for grantseekers.”

At the Center for Prevention, our goal is to improve the health of all Minnesotans by tackling the leading causes of preventable disease and death – commercial tobacco use, physical inactivity, and unhealthy eating. While Minnesota has one of the best overall health rankings in the nation, we see huge gaps in health outcomes when considering factors such as race, income, and area of residence.

We also know that communities are aware of what they need to be healthy, but organizations established by and for marginalized communities tend to face greater barriers than well-resourced, mainstream organizations in getting what they need. We wanted to remove as many barriers from our application process as possible so that we could find and support more community-based and culturally-tailored approaches to addressing health needs. To begin identifying these barriers, our team reflected on challenges identified by communities we work with and walked through our application process from beginning to end using an equity lens. As a result, we have implemented several systemic changes to move towards our vision of a truly equitable process.

Bringing the Funding Opportunities to the Community

BCBS_Center_Prevention_vert_blueWe began our journey by thinking about funding opportunities. Before an organization can even apply for funding, it needs to know that an opportunity exists. Through community conversations, we learned that many organizations were unfamiliar with our resources and work. We recommended that project teams develop a tailored outreach plan for each funding opportunity, with specific outreach to organizations or sectors we considered to be key stakeholders or who had been markedly absent in previous rounds. Moving forward, we also have a goal of literally meeting folks where they are at – town halls, cultural events, on social media – to share our work and funding opportunities.

As a result, here are some ways we shifted how we engage with community organizations through our RFP process:

  • Time. Once applicants find out about an opportunity, they need to apply, which takes some time. We learned that some potential applicants prioritized other opportunities because they didn’t have the staff capacity to apply for multiple opportunities concurrently. The easiest solution to this problem was to give applicants more time, so we extended our open application period. In our case, we went from no set minimum to at least six weeks.
  • Assistance. We also wanted to make sure that applicants could make informed decisions about how to prioritize staff time, so we opened up new channels for discussing funding opportunities. We made sure that every application had a designated point person for answering questions from the public, and even piloted some creative ways to interact with the community in advance of the submitted application, such as an “office hours” hotline where anyone could call in and ask questions. The number of inquiries was manageable and allowed applicants to receive guidance on whether their projects were a good match before they invested time in applying. Follow-up survey data showed that this strategy paid off because applicants reported that they understood our funding objectives and that the time they invested in applying was appropriate for the potential award.
  • Accessibility. We are also working towards using more accessible language to articulate the merits of a viable proposal. We now run a readability test on all RFP language before publication, with the goal of using language that is no higher than an eighth grade reading level. Such tests have helped us remove jargon, and improve comprehension by professionals outside of public health as well as by non-native English speakers.

Leveling the Playing Field of Community Relationships

Our team also considered the role relationships play in evaluating proposals. We approached equity from two angles. We set limits on which and when “outside information”— knowledge we have about a project that didn’t come from the application—can be shared during proposal review. We also started reaching out to new applicants to discuss their work more deeply. Our familiarity with mainstream organizations and those we have previously funded can influence how we evaluate an application, and in some cases lead to an unfair advantage for groups that already have many advantages.  So these limits on “outside information” were put in place to level the playing field, as well as to begin to strengthen relationships with organizations that were new to us. These conversations helped us to fill in gaps in our understanding that we may unconsciously fill in for organizations we are already familiar with.

“We now run a readability test on all RFP language before publication…to remove jargon, and improve comprehension.”

Transparent Evaluation Processes

We felt transparency in our decision-making process could only improve the quality of proposals. One way we have done this is by making scoring rubrics available to applicants. We also began providing tailored feedback to each declined applicant on how the proposal could have been stronger in hopes that it will improve future submissions. Though we have yet to determine what impact this will have in the future, we can say that applicants have been appreciative and found this feedback to be useful.

Hope and More Work to Be Done

While we don’t yet have much data to analyze post-implementation, we have noticed a few positive outcomes. We have seen a great increase in applications from greater Minnesota in particular, demonstrating that our targeted outreach is increasingly effective. Our funding awards to projects by and for people of color have also doubled in one of two opportunities we have analyzed since implementation. Despite this progress, we continue to wrestle with how to develop scoring tools that better reflect our values. 

The above are just some examples of how we have begun to identify and address equity barriers in our process that may be helpful for others. If your foundation is considering something similar, here are some things we learned from our experience that may be helpful for you.

  • Leadership & Promising Practices. As with any new process implementation, support from leadership is critical. If you are met with resistance, keep in mind that funders typically want to emulate best and promising practices in philanthropy, and sharing what other funders are doing around diversity, equity, and inclusion can be highly motivating.
  • Checks & Balances. It is also important to keep in mind that old habits die hard. It is not necessarily because team members are resistant to change, but simply need to get into the routine of doing things differently. For that reason, be sure that you build in checks and balances along the way to ensure that all who touch your RFP process have the opportunity to identify pain points along the way while also upholding equity commitments.
  • No One Size Fits All. Keep in mind that there is not one model that will work for everyone, and much in the same way, not all the communities you serve will be pleased with the changes you make. So, keep asking for and responding to feedback from community and know that correcting mistakes is part of improvement and part of ensuring our processes continue to be ones that facilitate, rather than undermine, diversity, equity, and inclusion.

--Erika Grace “E.G.” Nelson

The Rockefeller Brothers Fund is #OpenForGood
January 31, 2018

Hope Lyons is the director of program management at the Rockefeller Brothers Fund, and Ari Klickstein is the communications associate/digital specialist at RBF. 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.

Lyons-928_255x320px
Hope Lyons
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Ari Klickstein

As a private foundation, the Rockefeller Brothers Fund advances a just, peaceful, and sustainable world through grantmaking and related activities. We believe that discerning and communicating the impact of our grantmaking and other programmatic contributions is essential to fulfilling the Fund’s mission, as is a commitment to stewardship, transparency, and accountability. Philanthropy exists to serve the public good. By opening up what we are learning, we believe that we are honoring the public’s trust in our activities as a private foundation.

As part of our commitment to serving the public good, we are proud to be among the first foundations to join the new #OpenForGood campaign by sharing published reports on our grantmaking through Foundation Center’s open repository, IssueLab, and its new special collection of evaluations Find Results, and continue to make them available on our own website. These reports and impact assessments are materials authored by third party assessment teams, and sometimes by our own program leadership, in addition to the published research papers and studies by grantees already on IssueLab.

We feel strongly that we have a responsibility to our grantees, trustees, partners, and the wider public to periodically evaluate our grantmaking, to use the findings to inform our strategy and practice, and to be transparent about what we are learning. In terms of our sector, this knowledge can go a long way in advancing fields of practice by identifying effective approaches. The Fund has a long history of sharing our findings with the public, stretching as far back as 1961, when the results of the Fund’s Special Studies Project were published as the bestselling volume Prospect for America. The book featured expert analysis on key issues of the era including international relations, economic and societal challenges, and democratic practices, topics which remain central to our grantmaking work.

We view our grantmaking as an investment in the public good, and place a great deal of importance on accountability. Through surveys conducted by the Center for Effective Philanthropy in 2016, our grantees and prospective grantees told us that they wanted to hear more about what we have learned, as well as what the Fund has tried but was recognized as less successful in its past grantmaking. Regular assessments by CEP and third-party issue-area experts help keep us accountable and identify blind-spots in our strategies. While our evaluations have long been posted online, and we have reorganized our website to make the materials easier to find, we have also made a commitment to have additional reflections on what we’re learning going forward and to more proactively share these reports. We are grateful to Foundation Center for creating and maintaining IssueLab as a sharing platform and learning environment hub for the public, practitioners, and peers alike to locate resources and benefit from the research that the philanthropic sector undertakes.

--Hope Lyons and Ari Klickstein

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

Glasspockets Find: GuideStar’s Good Practices for Foundations Leads with Transparency and Openness
November 15, 2017

Earlier this year, GuideStar released an informative report, "A Guide to Good Practices in Foundation Operations” that offers tips to eliminate foundation inefficiencies and increase open and responsive grantmaking. The report title emphasizes that a one-size-fits-all “best practices” approach is not appropriate given the unique nature of foundations; it also cautions that this can foster a “one-size-fits-one” culture that creates great inefficiencies for grantseeking organizations, and for the sector as a whole.

At Glasspockets, we are happy to see that transparency topped GuideStar’s list of practices philanthropy should adopt to overcome these challenges.

Download the Report.

In addition to transparency, GuideStar’s good foundation practices cover a range of topics including communications, power dynamics, constituency relations, diversity, and due diligence. Specifically, the report recommends the following tips to eliminate inefficiencies and maximize social sector impact:

  1. Be Transparent to the Public
  2. Be Rigorous—But Remain Respectful of Your Applicants
  3. Be Responsive to Your Constituents
  4. Be Proactive about Diversity, Equity, and Inclusion

“We believe that foundations of all shapes and sizes can apply these practices. We also believe that civic society will be much more efficient, stronger, and more effective if all foundations adopt them,” the report states.

Foundation-good-practices-report coverBe Transparent to the Public

Transparency not only benefits grantseekers and the public, but it also benefits grantmakers. GuideStar shared that grantmakers who are open and transparent are more likely to pursue excellence, and be more responsive to their constituents and public criticism. Another benefit: “The act of transparency can force an organization to be clear about its goals and strategy.” 

GuideStar also highlights how foundations can learn from their peers and develop benchmarks through the Glasspockets’ Transparency Trends tool, which helps foundations compare its transparency practices with others and create a customized report with recommendations.

Be Rigorous—But Remain Respectful of Your Applicants

GuideStar suggests foundations can determine the “health of a grantseeker” by: verifying its eligibility to accept grants; confirming that the nonprofit’s proposal aligns with the grantmaker’s mission; and checking on the grant applicant’s role in the community and the field. However, GuideStar cautions foundations about making unreasonable and overly stringent demands such as requesting redundant information or unnecessary documentation that could potentially impede nonprofits from fulfilling their missions. For example, a foundation could gain information on a grantseeker’s legal status, its impact, and its financial health due to the availability of outside products or check the foundation's current records before requesting that information from the nonprofit.

Be Responsive to Your Constituents

Funders should not overlook the use of staff expertise to inform new directions. For example, staff feedback mechanisms should be in place so that their experience and observations can inform foundation’ strategies and missions. GuideStar encourages funders to use an in-house or third-party survey to gather “staff perceptions of their relationships with managers, whether staffers believe they are empowered to do their jobs, and their perceptions of organizational culture.” GuideStar also states that beneficiary feedback mechanisms represent an under-used but effective means of informing foundation strategy.

Be Proactive about Diversity, Equity, and Inclusion

Funders’ efforts to address diversity, equity and inclusion should be internalized and synthesized as a “keystone value for an organization” and not due to “ad hoc efforts or in response to public campaigns.” GuideStar emphasizes that diversity is essential to maximizing a foundation’s impact on social good because it “encourages innovation, energizes organizations, and widens perspectives.” Diversity should be reflected in the staff from the Board of Directors to line staff.

Moving Forward

In light of change and uncertainty in society, GuideStar notes that foundations continue to play an important role in influencing and empowering change in the social sector. With GuideStar’s insightful and practical suggestions to address inefficiencies and implement good practices, foundations have opportunities to create internal changes that can have long-lasting impact inside and outside of foundation walls. What good practices is your foundation currently implementing, and which good practices will you aim for?

--Melissa Moy

In the Know: #OpenForGood Staff Pick
November 1, 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 Native Arts & Cultures Foundation.


Staff Pick: Native Arts & Cultures Foundation

Progressing Issues of Social Importance Through the Work of Indigenous Artists: A Social Impact Evaluation of the Native Arts and Cultures Foundation's Pilot Community Inspiration Program

Download the Report

Quick Summary

NACF Report

Impact measurement is a challenge for all kinds of organizations, and arts and culture organizations in particular often struggle with how to quantify the impact they are making. How does one measure the social impact of an epic spoken word poem, or of a large-scale, temporary art installation, or of performance art? The same is true of measuring the impact of social change efforts--how can these be measured in the short term given the usual pace of change? This report provides a good example of how to overcome both of these struggles.

In 2014, the Native Arts & Cultures Foundation (NACF) launched a new initiative, the Community Inspiration Program (CIP), which is rooted in the understanding that arts and cultures projects have an important role to play in motivating community engagement and supporting social change.

This 2017 report considers the social impacts of the 2014 CIP projects—what effects did they have on communities and on the issues, conversations, and connections that are critical in those communities? Its secondary purpose is to provide the NACF with ideas for how to improve its grantmaking in support of arts for community change.

Field(s) of Practice

  • Arts and Culture
  • Native and Indigenous Communities
  • Social Change
  • Community Engagement

This report opens up knowledge about the pilot phases of a new initiative whose intended impacts, community inspiration and social change, are vital but difficult concepts to operationalize and measure. The evaluation provides valuable insight into how foundations can encourage the inclusion of indigenous perspectives and truths not only in the design of their programs but also in the evaluation of those same programs.

What makes it stand out?

Several key aspects make this report noteworthy. First, this evaluation comprises a unique combination of more traditional methods and data with what the authors call an "aesthetic-appreciative" evaluation lens, which accounts for a set of dimensions associated with aesthetic projects such as "disruption," "stickiness," and "communal meaning," providing a more holistic analysis of the projects. Further, because the evaluation was focused on Native-artist led projects, it relied on the guidance of indigenous research strategies. Intentionality around developing strategies and principles for stakeholder-inclusion make this a noteworthy and useful framework for others, regardless of whether Native communities are the focus of your evaluation.

Key Quote

"Even a multiplicity of evaluation measures may not 'truly' tell the story of social impact if, for evaluators, effects are unobservable (for example, they occur at a point in the future that is beyond the evaluation's timeframe), unpredictable (so that evaluators don't know where to look for impact), or illegible (evaluators cannot understand that they are seeing the effects of a project)."

--Gabriela Fitz

How "Going Public" Improves Evaluations
October 17, 2017

Edward Pauly is director of research and evaluation at The Wallace Foundation. 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.

ED_finalAs foundations strive to be #OpenForGood and share key lessons from their grantees' work, a frequent question that arises is how foundations can balance the value of openness with concerns about potential risks.

Concerns about risk are particularly charged when it comes to evaluations. Those concerns include: possible reputational damage to grantees from a critical or less-than-positive evaluation; internal foundation staff disagreements with evaluators about the accomplishments and challenges of grantees they know well; and evaluators’ delays and complicated interpretations.

It therefore may seem counterintuitive to embrace – as The Wallace Foundation has – the idea of making evaluations public and distributing them widely. And one of the key reasons may be surprising: To get better and more useful evaluations.

The Wallace Foundation has found that high-quality evaluations – by which we mean independent, commissioned research that tackles questions that are important to the field – are often a powerful tool for improving policy and practice. We have also found that evaluations are notably improved in quality and utility by being publicly distributed.

Incentives for High Quality

A key reason is that the incentives of a public report for the author are aligned with quality in several ways:

  • Evaluation research teams know that when their reports are public and widely distributed, they will be closely scrutinized and their reputation is on the line. Therefore, they do their highest quality work when it’s public.  In our experience, non-public reports are more likely than public reports to be weak in data use, loose in their analysis, and even a bit sloppy in their writing.  It is also noteworthy that some of the best evaluation teams insist on publishing their reports.
  • Evaluators also recognize that they benefit from the visibility of their public reports because visibility brings them more research opportunities – but only if their work is excellent, accessible and useful.
  • We see evaluators perk up when they focus on the audience their reports will reach. Gathering data and writing for a broad audience of practitioners and policymakers incentivizes evaluators to seek out and carefully consider the concerns of the audience: What information does the audience need in order to judge the value of the project being evaluated? What evidence will the intended audience find useful? How should the evaluation report be written so it will be accessible to the audience?

Making evaluations public is a classic case of a virtuous circle: public scrutiny creates incentives for high quality, accessibility and utility; high quality reports lead to expanded, engaged audiences – and the circle turns again, as large audiences use evaluation lessons to strengthen their own work, and demand more high-quality evaluations. To achieve these benefits, it’s obviously essential for grantmakers to communicate upfront and thoroughly with grantees about the goals of a public evaluation report -- goals of sharing lessons that can benefit the entire field, presented in a way that avoids any hint of punitive or harsh messaging.

“What is it that you don’t know, that if you knew it, would enable you to make important progress in your own work?”

Asking the Right Questions

A key difference between evaluations commissioned for internal use and evaluations designed to produce public reports for a broad audience lies in the questions they ask. Of course, for any evaluation or applied research project, a crucial precursor to success is getting the questions right. In many cases, internally-focused evaluations quite reasonably ask questions about the lessons for the foundation as a grantmaker. Evaluations for a broad audience of practitioners and policymakers, including the grantees themselves, typically ask a broader set of questions, often emphasizing lessons for the field on how an innovative program can be successfully implemented, what outcomes are likely, and what policies are likely to be supportive.

In shaping these efforts at Wallace as part of the overall design of initiatives, we have found that one of the most valuable initial steps is to ask field leaders: What is it that you don’t know, that if you knew it, would enable you to make important progress in your own work? This kind of listening can help a foundation get the questions right for an evaluation whose findings will be valued, and used, by field leaders and practitioners.

Knowledge at Work

For example, school district leaders interested in Wallace-supported “principal pipelines” that could help ensure a reliable supply of effective principals, wanted to know the costs of starting such pipelines and maintaining them over time. The result was a widely-used RAND report that we commissioned, “What It Takes to Operate and Maintain Principal Pipelines: Costs and Other Resources.” RAND found that costs are less than one half of 1% of districts’ expenditures; the report also explained what drives costs, and provided a very practical checklist of the components of a pipeline that readers can customize and adapt to meet their local needs.

Other examples that show how high-quality public evaluations can help grantees and the field include:

Being #OpenForGood does not happen overnight, and managing an evaluation planned for wide public distribution isn’t easy. The challenges start with getting the question right – and then selecting a high-performing evaluation team; allocating adequate resources for the evaluation; connecting the evaluators with grantees and obtaining relevant data; managing the inevitable and unpredictable bumps in the road; reviewing the draft report for accuracy and tone; allowing time for grantees to fact-check it; and preparing with grantees and the research team for the public release. Difficulties, like rocks on a path, crop up in each stage in the journey. Wallace has encountered all of these difficulties, and we don’t always navigate them successfully. (Delays are a persistent issue for us.)

Since we believe that the knowledge we produce is a public good, it follows that the payoff of publishing useful evaluation reports is worth it. Interest from the field is evidenced by 750,000 downloads last year from www.wallacefoundation.org, and a highly engaged public discourse about what works, what doesn’t, why, and how – rather than the silence that often greets many internally-focused evaluations.

--Edward Pauly

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

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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.

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