Transparency Talk

Category: "Lessons Learned" (43 posts)

Glasspockets Find: Exponent Philanthropy Video Series Encourages Transparency
July 14, 2016

(Melissa Moy is special projects associate for Glasspockets.)

Embracing failure has the potential to maximize effective and impact in philanthropy.  This trend of self-reflection and sharing lessons learned among foundation and funder leaders is upping the ante on the need for transparency and opening up the work of grantmakers.

Exponent Philanthropy – a philanthropic membership organization representing approximately 2,300 foundations and funders – won a Fund for Shared Insight grant last year to produce a video series that shares wisdom and best practices in philanthropy. The videos will delve into how foundations can be more open about how they work, why and how they make their decisions, and the lessons they have learned – both good and bad.

This year, Explonent Philanthropy released a total of nine Philanthropy Lessons videos that highlight tips and best practices for funders, grantees and philanthropy work. 

Among the videos, the importance of transparency and the tricky topic of evaluation are explored.  How can funders and grantees communicate honestly with one another, and with the communities they serve?  How can impact and effectiveness be measured?  What criteria should be used? 

Several funders acknowledged the challenge in evaluating the effectiveness of grantees and the measures used.  One funder likened the overzealousness of foundation reports to “overjudginess,” where foundation expectations of grantees may be unfair.  Another funder said it’s OK for a grantee to fall short of their program objectives; instead, he expected grantees to be honest and explain the encountered challenges and barriers.

Miguel Milanes, vice president of Allegany Franciscan Ministries (also profiled on Glasspockets), described the importance of flexibility and listening, truly listening to grantees.

Milanes’ organization had given a $2,000 grant to help preserve Mexican American culture through traditional dance and requested a written report on the project outcomes.  Unable to speak or write in English, two grantee representatives gave a face-to-face report to Milanes and shared two binders full of photos and receipts documenting the project.

“It was more important than any report I’ve ever received,” Milanes said of the unorthodox grant report.  “That was a seminal moment.  It changed the way we did our grantmaking and our reporting.  We accept other types of reports and documents on the grants we make.”

Other foundation leaders raised questions about the how and why of evaluation.  Would pre-and post-test survey results really show the impact of helping a human trafficking survivor?  Is the requirement of sending an international fax report of every attendance list for an African HIV women’s program excessive and costly?

Exponent Philanthropy’s innovative project also invites website visitors and funders to share their lessons and personal stories on the website and also via social media using #MyPhilLesson. 

One website visitor, Lisa Tessarowicz of The CALM Foundation, shared how being “uncomfortable” and not having the answers actually helps foundations to think creatively, take more risks to “experiment more and think critically” about how money is given away.

We look forward to seeing more stories from funders, grantees and community at large.  It will interesting to see what grantmaking leaders glean from their experiences with grantees, and how they will apply these important lessons to improve philanthropy and elevate transparency.

--Melissa Moy

Building the Social Sector's Collective Brain Trust: Redesigned IssueLab Launched
June 23, 2016

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

Janet Camarena

Recently when I was helping my son cultivate his ant farm, I learned that a lone ant is a dead ant.  Ants are the ultimate collective, working in teams, and by doing so, they accomplish amazing feats that no lone ant alone could do. 

Do Ants Know Something Foundations Don’t?

As you may know from unwelcome encounters in your home, ants tend to move very effectively by moving in swarms.  They operate with what scientists call a “collective brain” or “swarm intelligence” that helps them share knowledge, move quickly over great distances, build bridges and highways, organize, and make collective decisions that accomplish tasks that they couldn’t do alone. 

"IssueLab’s relaunched website has almost 20,000 knowledge resources, covering 38 different issue areas, from 7,000+ organizations around the world."

Philanthropy by contrast is increasingly fragmented, with individual foundations developing and often holding lessons learned, strategic direction, and operating plans close to their vests. Yet, like ants, they are often trying to move proverbial mountains and accomplish goals that a single institution can’t do alone. So, is there something we can learn from the insect world, much like how observing bird flight informed and inspired the development of aircraft?  Can we observe insects to inform the development of collective intelligence?

There is hope here in that increasingly, philanthropy articles and conferences are turning to the theme of collective impact, and knowledge sharing, which are in many ways a departure from the current practice in philanthropy in which fragmentation - or the “lone ant” phenomenon - tends to be the prevailing norm. And there is also hope in the form of new tools that are available to you to help us all work smarter, provided we commit to take advantage of them.

Moving Toward a Collective Brain Trust

New tools recently launched by IssueLab may give us all a roadmap to how to go from struggling, lone ants to mighty ants. IssueLab’s relaunched website has almost 20,000 knowledge resources, covering 38 different issue areas, from 7,000+ organizations around the world. Each resource includes links to the full report, and helpful data, such as article abstracts, related articles, and author information. 

Many of these resources include lessons learned and were funded directly by foundations. Together, IssueLab resources represent one of the greatest assets of the social sector, provided they remain easily findable and usable by others.

The Path to Open Knowledge

Toward that end, IssueLab's relaunched website also includes helpful resources aimed at helping the social sector commit to creating a culture of open knowledge. The website includes recommended principles and also tactical practices that organizations can adopt to move toward this vision of a collective brain trust, from which we can all mutually benefit.

Given the critical connection between transparency and shared learning, earlier this year Glasspockets added Open Licensing to the "Who Has Glass Pockets?" transparency self-assessment profile. Since this is one of our newest elements, and it is an emerging practice among foundations, we want to draw particular attention to a set of tools now available on IssueLab's redesigned site that aim to demystify the path to open knowledge.

IssueLab breaks it down into the following practices:

  • Articulating an open knowledge policy; 
  • Using open licensing on all knowledge products; 
  • Using open knowledge repositories like IssueLab to catalog and better share your work; and 
  • Using a shared descriptive vocabulary, such as schema.org, on your organization’s website to make it easier to discover and index knowledge products.

To learn more about each practice, visit IssueLab's Open Knowledge area.

How Can We Know What Others Know?

And to continue building a bigger and bigger brain trust that truly represents the shared knowledge of our labors, the redesigned IssueLab also makes it easier for anyone to upload, find, and freely share research by providing metadata and links to original documents on publishers' websites.

New features include:

  • An improved interface that makes it easier and faster to upload research to IssueLab and share items via a website, blog, or on social media.
  • Filtered search, the ability to curate user libraries, and "what to read next" suggestions for related research.
  • The ability to use Digital Object Identifiers (DOIs) to increase a document's long-term accessibility across the Internet and on archival sites like WorldCat, the world's largest library catalog.
  • Metadata such as keyword search, date published, geography, and language to facilitate powerful searching and browsing capabilities.

Visit IssueLab to start collecting, connecting, and sharing knowledge, and just maybe collectively moving mountains.

--Janet Camarena

Walking the Talk on Foundation Openness: Behind the Scenes in the Making of an RFP
April 19, 2016

(Chris Cardona is program officer for philanthropy at the Ford Foundation.)

Chris Cardona Photo

When the latest Star Wars movie came out on DVD, Disney made a big deal about its inclusion of deleted scenes. Director J.J. Abrams announced the deleted scenes on social media and mentioned them in magazine interviews.

While we haven’t just directed a billion-dollar-grossing movie, the Fund for Shared Insight (“Shared Insight”) is taking a page from Abrams’ playbook and offering the following commentary on our own deleted scenes. In our case, they’re from our recently published request for proposals for projects that advance foundation openness.

Come take a look behind the scenes of how a philanthropic initiative evolves….

"Compared to what nonprofits do on the front lines, foundations talking about failure is not particularly courageous."

Shared Insight is a funder collaborative working to improve philanthropy by increasing foundation openness – i.e. sharing our goals, strategies and failures; listening and engaging in dialogue with others; acting on what we hear; and, sharing what we have learned.  We made our first round of grants in 2014, and have been learning a lot alongside the grantees with whom we’re privileged to work. And as my colleague Melinda Tuan wrote about on the CEP blog, one of the things we’ve learned from our evaluation partners at ORS Impact, who are looking at the impact of our grants as well as that of our own collaboration, is that we’re not making as much progress as we’d hoped on foundation openness. (To download the full report, please see Fund for Shared Insight: Theory of Change Progress and Lessons.)

In an effort to do better, we sought the advice of our philanthropy infrastructure colleagues and had a number of productive conversations among members of the collaborative. Based on those discussions, we developed a draft request for proposals (RFP), and decided that we should model the behavior we hope other funders will adopt by publishing the draft online, and inviting anyone to comment.

If you compare the draft and the final version, they’re pretty different.

So what changed, and why did we take certain things out in response to feedback?

We were honored to receive 18 pages worth (!) of feedback on the draft request for proposals. Here’s what we took away from the comments:

  • Don’t impose a framework where it doesn’t belong. At the core of the draft RFP was a three-part model distinguishing among “closed organizations,” which don’t practice any openness; “fundamental openness,” in which foundations broadcast information in a one-way manner; and “courageous openness,” in which they engage in two-way dialogue with outside parties. This framework went through much iteration in our internal discussions. Somewhere there’s a PowerPoint slide with an image of a mountain, with “courageous” at the summit, “fundamental” at the basecamp near the foot of the mountain, and “closed” in a cave underneath the mountain. We talked about it as a spiral. We talked about multiple points of entry. Gosh, foundation folks sure do love our frameworks. But this one just didn’t work. No matter how we tried to frame it, people told us, it’s not a spectrum. All three levels are valid and have their benefits, and all three require changes in practices and/or culture. So, we dropped the idea of a spectrum with judgments about more or less desirable kinds of openness.
  • “Courageous” we’re not. That specific label was VERY unpopular. We were inspired by one of our colleagues who used that term to describe (we thought) things like foundations talking openly about failure. Yet that very person wrote to us to say that we’d gotten it wrong! Compared to what nonprofits do on the front lines, and what the people we seek to help face in their daily lives, foundations talking about failure is not particularly courageous. Whatever risk a funder might face in engaging in dialogue about what works and what doesn’t pales compared to the risks our partners and beneficiaries take all the time. So we dropped that label.
  • Listen to the sounds of silence. Our category of “closed foundation” didn’t take into account funders that deliberately remain anonymous for personal or ethical reasons. Anonymous giving is a tradition with deep cultural and faith-based roots, and is very different than the case we had in mind, of a foundation just neglecting to share information it has ready at hand. So we dropped “closed foundation” as a category or point of contrast, and focused instead on the positive or affirmative elements of openness that we seek to foster.
  • Don’t assume you have control over your message. This is the flip side of anonymity. One commenter pointed out that because of the increasingly public nature of foundation tax returns (known as 990-PFs), which are starting to become machine-readable, foundations do not have the luxury of remaining anonymous. As this commenter observed, soon, two kids in a garage in Ohio could be able to write a program that searches machine-readable 990-PFs and produces analyses of giving patterns. Another commenter made a related point; we shouldn’t assume that foundations have control over their communications and information, because in an increasingly social-media-saturated and surveilled world, they don’t. To assume that a base level of openness is a choice may not turn out to be true. This is another reason we dropped the “closed foundation” as a point of contrast.
  • What will it take to make this real? Finally, we heard from commenters who asked about the implications of foundation openness for decision-making. Under the kinds of practices we’re encouraging, will foundations retain control over decision-making about resources? In “courageous” openness, how much decision-making power are you giving stakeholders? While it only came from a couple of people, this was a particularly interesting piece of feedback, because it gets to a core issue in foundation openness: the desire for control, and the fear of giving it up. Foundation openness does usually mean real change in organizational practices and culture. That’s not something we took out in response to feedback; if anything, we’re doubling down on that notion. We are betting it will take real commitment by CEOs and boards to change their culture and become more open.

The upshot of this feedback is we’ve produced an RFP that we hope is more streamlined, more straightforward, and more direct. We added several more examples of the types of projects we’re interested in funding, and we made our definition of openness much simpler, without a framework. The process of gathering the feedback was tremendously informative, and we deeply appreciate all those who contributed their time and wisdom to this effort. We hope the result was worth it – and that in the end, we’re able to fund even better projects that advance foundation openness.

Apparently, a feature of the new Star Wars DVD is that if you already have a toy of the robot* BB-8, it can react to what’s playing on the screen. While we can’t promise anything as cute or compelling as that, we hope you’ve enjoyed this peek behind the scenes of how a philanthropic initiative evolves. We look forward to the projects that will result, and to the impact that they’ll generate.

*Yes, I know it’s technically a droid!

--Chris Cardona

From Cardboard to the Cloud: Grantmaking Systems in an Era of Collaboration and Learning
April 6, 2016

(Adriana Jimenez is grants manager at the Surdna Foundation and also serves on the board of directors of the Grants Managers Network.  She regularly contributes to Transparency Talk, discussing issues pertaining to transparency, data, and grants management.)

AjimenezThe Surdna Foundation’s first grants management system was made of cardboard: it was a shoebox filled with index cards. (Next there was a custom-built system, followed by an off-the-shelf installed one). For decades, this box served the foundation’s basic record-keeping needs, but technology –and transparency – eventually took precedence.  

Now in its 99th year, the foundation has since ditched the cardboard for the cloud. In 2015, Surdna transferred its grantmaking database to the workflow- and cloud-based system, Fluxx.

Moving to the cloud has helped the foundation become more open, streamlined and transparent.

These benefits were not accidental. Our decision to switch grants management platforms arose from a 2012 three-year strategic Roadmap which recommended the following changes in support of mission: 

1) Working more collaboratively with grantees.

2) Collaborating and learning within the foundation.

3) Sharing data and lessons learned with the philanthropic sector.

To implement these changes Surdna’s Roadmap suggested retooling outdated systems and processes. It was clear we’d need a new grants management system: we’d reached the limits of our next cardboard box.

Surdna’s transition to the cloud highlights how foundations are beginning to use grants management systems to inform and improve their overall strategic directions. Through the use of data- and community-driven platforms, funders can support their efforts in collecting, harnessing and sharing better information, while working more collaboratively across teams and beyond.

Here’s how our new grantmaking system is helping us advance Surdna’s strategic goals.


1)  Working more collaboratively with grantees.

Cloud-based platforms provide actionable data on-demand. This has been empowering for staff, particularly those who previously lacked direct contact with our grant information (and those with busy travel schedules).

Phil Henderson, President of the Surdna Foundation, says: “Our new system has made data accessible on the fly. I can now review and approve grants from any location and drill down to get more information.” (And by “drill,” he means literally – he recently approved a grant from his dentist’s chair.)

"Working jointly with grantees has added transparency to our processes."

Beyond its streamlining implications, this opens new channels for deepening our connections with grantee partners and empowering our senior leadership. For example, while on the road the president can now use organizational and grants data to help him strategize for site visits, or identify grantees to greet at a reception. With the aid of a mobile app a data point becomes a real person, fostering face-to-face collaboration.

Via the cloud-based grantee portal, invited applicants can now work collaboratively with program officers throughout the proposal-writing process and get feedback from staff in real time.

Working jointly with grantees has added transparency to our processes. For instance, in our previous system grantees had no way of accessing their “final” proposal (with edits made by Surdna’s program and grants management staff) online; now they can view revisions in real time, as well as access information on upcoming payments, reports, and past grants.

For Jose Garcia, Program Officer for the Strong Local Economies Program, the portal has expedited the proposal formulation process and created a new, direct line of communication between program staff and applicants. Moving to the cloud has “decreased bureaucracy in our work with grantees and prospective grantees, allowing greater responsiveness to both. It has eliminated unnecessary paperwork so we can spend time on the important stuff.”

By “important stuff,’ he means our mission, and the people working to make it happen. Streamlining our processes means grantees can spend more time on their own mission-related activities, rather than draining resources on fundraising.

In a recent survey, grantees described the portal as “accessible,” “user-friendly,” “easy” and “organized”. 85 percent of respondents were “satisfied” to “very satisfied” with the accessibility of Surdna’s application forms.

But there is room for improvement. Grantees felt ambivalent about their level of satisfaction with the portal as a tool for communicating with Surdna staff. Only a total of 23 percent were either “satisfied” or “very satisfied, while 1/3 were “neither satisfied nor dissatisfied,” and 52 percent were “unsure”.

By making future enhancements to the portal we can continue to unlock its potential as a robust communication tool.


2)  Collaborating and learning within the foundation.

Unlike many installed databases (designed primarily for grants managers), our workflow- and cloud-based system is used regularly by everyone on staff, from the receptionist to the president. Working on a single platform has reduced shadow systems while supporting a more holistic understanding of our work across programs.

Intuitive searches and dashboards provide a birds-eye view of Surdna’s grantmaking landscape, past and present. This has aided our cross-programmatic learning:

“One of Surdna’s strengths is that each program exists within a larger ecosystem of all programs. In the Thriving Cultures Program, we also think in terms of Sustainable Environments and Strong Local Economies [Surdna’s other 2 programs areas]. We can now view the arts in that broader context,” says Shin Otake, Program Associate for the Thriving Cultures Program.

Shared workflows help his team (and others) keep track of grants in the pipeline: “the grant approval process from invitation to approval is seamless. Any member from my team or the Office of Grants Management can see the status of any grant at any given moment, or create reports to map out where we’ve been and where we’re going.”

"Using data- and community-driven platforms, funders can better share information and collaborate internally and externally."

Increased collaboration among finance, grants management, and program staff has also improved our internal controls.

For example, the finance department can now reconcile grants payments by running monthly reports in the system. The timeliness of these reports is key, as it allows grants management to address errors early on, and provide accurate spending data to program staff for budgeting purposes.  

Non-grant contracts (such as fees for consultants, research, grantee convenings, etc.) have also migrated to our grants management system, where they can now be approved and monitored in a central location by Surdna’s Chief Financial Officer. For Controller Matt Walegir, “this has provided a great oversight procedure which did not exist before. We can now get a complete picture of where our contracts are at any given moment.”

Tracking non-grant contracts in a grants database has significant implications beyond internal controls and budgeting. By co-mingling contracts and grants in one space, we are reminded that our tools for impact extend beyond traditional grantmaking. At Surdna, we also have program-related investments (also tracked in Fluxx), mission-related investments, contracts, funder collaboratives, and of course, communication.

Thinking of these “tools in the toolbox” holistically is critical for foundations as they continue to look less “traditional” in the future.

3)  Sharing data and lessons learned with the philanthropic sector.

This priority has the greatest implications for advancing Surdna’s commitment to transparency.

Helen Chin, Director of Surdna’s Sustainable Environments Program, says the new system has “opened up how we interact with the grantmaking process and compliance protocols. It has allowed staff to access reports and other data without having to bypass its gatekeepers, the Office of Grants Management.” 

The “democratization of data” she describes has been a major cultural shift at Surdna, and will continue to transform the way foundations work as the boundaries between different roles are shifted. For example, if program staff can access reports and other data on their own through streamlined processes, the role of grants management can continue to become more strategic, helping foundations interpret their data (rather than merely provide it) to drive decisions. Data-driven foundations can learn from their work over time and share their lessons with the field, helping them become more transparent about their work.

A recent study by the Center for Effective Philanthropy found that most foundations’ top barriers to achieving transparency are staff-related: 31 percent do not have the time to invest in working to be transparent, and 28 percent lack consistent levels of transparency across staff.

Staff limitations such as these can be appeased by putting the right tools in the right hands (if you hired the wrong hands, that’s a different story!). Cumbersome systems – not people – are what often create stopgaps and inconsistencies.

Fortunately, technology can capture such stopgaps.

Our new system enables the sharing of data with the sector through its ability to communicate with external datasets. One example is our adoption of the Foundation Center’s GeoTree, a taxonomy to classify grants by geographic area served.  This information can now be aggregated into the Foundation Center’s repository and made available to a community of funders, non-profits, and researchers seeking to understand the broader funding landscape.

Taken further, foundations can expand the capabilities of their grantmaking systems through the integration of third-party programs to enhance data analysis, visualization, and operations.  Grants management systems are just beginning to facilitate the connection of their platforms with tools like Tableau, PolicyMap, Census Data Mapper and Foundation Maps to help funders make better sense of their data and aid them in decision-making.

We’ve only scratched the surface. For Jonathan Goldberg, Director of Grants Management, Learning, and Information Systems, “The real power could come from what we learn and share with others outside the foundation.  Consider all the data that foundations currently maintain, and all the untapped knowledge that we might extract by aggregating and sharing that information within and beyond the grantmaking community.  It’s something this platform is tailor-made for, and it could be transformative to the field of philanthropy and those who benefit from it.”

As we enter a new era of collaboration and learning, we’re excited to explore the vast possibilities of continuing to break down foundation silos through cloud-based systems.

We may not have all the answers yet, but when we do we promise not to hide them in a cardboard box.

--Adriana Jimenez

Size Doesn't Matter
March 28, 2016

(Molly Talbot-Metz is vice president of programs at the Mary Black Foundation.)

Molly Talbot-MetzWhat does the Mary Black Foundation, a small private foundation in Spartanburg, SC, have in common with some of the country's biggest and most well-known foundations like the Bill and Melinda Gates Foundation, the Robert Wood Johnson Foundation, the Ford Foundation, and W.K. Kellogg Foundation?

The Mary Black Foundation is pleased to announce that we have joined 19 other U.S. foundations that have each joined the "Reporting Commitment," an initiative managed by Foundation Center. The Reporting Commitment is intended to shed light on the flow of philanthropic dollars. Housed at Foundation Center's Glasspockets, the Reporting Commitment calls for foundations to make grant information available to each other and the public at least quarterly in a common reporting format that shares the kinds of grants we fund, including the amount, duration, and purpose.

Mary Black FoundationOur decision to participate in the Reporting Commitment is a reflection of our desire to be a transparent community partner. According to Merriam-Webster, to be transparent is to be "easy to notice or understand; honest and open; and not secretive." Having been in philanthropy for almost 15 years, I know that transparency is not a word many use to describe foundations. For most people, the work of philanthropy is a mystery. There is often confusion and uncertainty about how foundations work and what they fund. They are often disconnected and isolated from the communities they serve. Slowly, this may be changing.

The Mary Black Foundation strives to be transparent in all that we do, and our participation in the Reporting Commitment was a logical addition to our existing efforts to be open and transparent with our community partners, the nonprofit sector, other foundations, and the general public. Since its inception, the Mary Black Foundation has published its grants in an annual report in print or on our website. In 2014, we redesigned our website to more clearly communicate our grantmaking process and guidelines.

"Openness requires a culture of transparency."

Now, in addition to our annual report and listing of funded organizations, you will also find on the Foundation's website its bylaws, code of ethics, financial statements for the past five years, listing of staff and board members, strategic plan, and funding logic model. It is important to the Foundation's board and staff that we go above and beyond the required IRS disclosure of funded grants. This kind of openness is not difficult for foundations of any size, but it does require a culture of transparency. 

Our commitment to transparency goes beyond openly reporting our policies and procedures and the grants we fund. The Foundation strives to be actively involved in the community and to be equal partners in community initiatives. Our public commitment to partnership is one of the reasons we were selected to lead Spartanburg's involvement in a national competition to improve health outcomes in our community. We will ensure that lessons learned and changes in health outcomes are tracked and reported. In that way, our successes and challenges both can help others as they embark on similar efforts.

We hope other foundations - big and small - will see the importance of being more transparent and engaged in the communities they serve and make the Reporting Commitment pledge. By collectively being transparent about our work, we strengthen our credibility and increase public trust, improve grantee and community relationships, facilitate collaboration among each other and reduce duplication of efforts, and build a shared community of learning.

-- Molly Talbot-Metz

Through a Glass a Little Less Darkly: 2015 Philanthropic Transparency Highlights
January 7, 2016

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

Janet Camarena PhotoAs we begin 2016, it’s important to reflect on the progress and highlights from the previous year.  And here at Glasspockets, we are always looking for examples of how the field is opening its windows and giving us all a better glimpse of what is going on inside. So, here you will find a listing of the top ten moments, efforts, and singular examples in 2015 that stood out to me as serving to bring the great kaleidoscope of philanthropy into sharper focus. 

The Thought Leaders:

#10 - Fund for Shared Insight (FSI) shares baseline report, Feedback Loops and Openness: A Snapshot of the Field, in March.  One of the report’s most interesting findings was that the key barrier to foundation openness is organizational culture.  This could be seen as a lowlight rather than a highlight since culture is tough to overcome.  But this was an important finding and report to be commissioned and shared because FSI is not just another industry group out to improve philanthropy; it is actually made up of philanthropy professionals now representing more than a dozen leading foundations, so the opportunity for peer learning, influence, and momentum building is high. 

Laura Arrillaga-Andreessen#9 - Philanthropist and Silicon Valley Thought Leader, Laura Arrillaga-Andreessen, advocates that philanthropy should adopt a "glass skulls" approach, encouraging donors to open up about the processes and strategies foundations use to think through grantmaking decisions.  In an August Transparency Talk blog, she explained that true transparency "provides a window into the brain of the foundation," and also elaborated on the link between greater transparency and greater impact.  The tech community has not exactly been lauded for openness around its giving. Since Arrillaga-Andreessen is particularly influential among Silicon Valley’s tech philanthropists, this is a hopeful sign that her peers may eventually recognize openness - as a better strategy than stealth - to attain social impact. 

Darren Walker photo#8 - Leading foundations opened up their processes and strategies via the blogosphere and other online engagement.  Some foundations have been blogging for a long time, but last year I noticed a couple of online missives in particular that I hope signals a new trend of foundations, including their own CEOs, more regularly engaging online with audiences-and more importantly, signaling that they are listening, informing strategies based on what they are hearing, and responding to feedback and questions.  A notable example is Ford Foundation CEO Darren Walker and his online letter in June, "What’s Next for the Ford Foundation?" Much has been written, and deservedly so, about Walker’s eloquent case for continuing to focus the foundation’s resources on inequality.  What stood out to me happened earlier in that letter, where Walker wrote about the responses he received when he asked stakeholders to assess his first year on the job: "Tell me the truth. That simple request drew more than 2,000 e-mails to my inbox. Some of them were profound and insightful. Others, lighthearted. But all of them were truthful. And I couldn’t be more grateful. In reading and reflecting on each and every response, I have become more aware of the ways in which we can improve our institution, and serve our mission."

In a field in which many grantees never receive a response to a completed grant report, hearing about a CEO who reads his emails is hard to believe were it not for how Walker proceeded to then openly share the kind of institutional self-awareness that is only possible from taking such an exercise seriously.

Larry Kramer PhotoAnother notable mention in this vein is the William and Flora Hewlett Foundation's "Work in Progress" blog, which counts CEO Larry Kramer as a regular contributor, and offers insights into foundation operation, strategy, and direction.  The blog, which just completed its second year, quickly gained attention when Kramer made it a key part of his foundation leadership to create a culture of transparency at Hewlett, and has consistently offered a window on a variety of leaders at Hewlett.  At a foundation with term limits, in which the cast is consistently changing, having this kind of frequent access to the humans behind the philanthropy machinery is important.  This was underscored in a blog Kramer wrote in September called Question Time in which he re-caps good questions that came up in "open forum" calls the foundation hosted in the summer to offer grantees a platform to ask the foundation about "anything and everything."  The questions and answers included everything from the foundation’s strategy to combatting climate change to preparing grantees for program staff transitions given the term limits, as well as future directions for funding. But the key message from the post and the Open Forum is that the foundation is listening and responding.

The Watchdogs:

David Callahan photo#7 - Inside Philanthropy becomes a must read.  The world needs watchdogs, and in 2015, Inside Philanthropy became a must read for many insiders looking to see if they had been written about.  David Callahan used his journalistic chops and considerable knowledge about philanthropy to write compelling content about high profile givers and didn’t hold back on his assessments.  More than 30 of Inside Philanthropy’s blogs in 2015 either mention or focus on transparency, and in fact, he closed the year with a particularly detailed piece, Darkness Grows: Time for a New Conversation About Philanthropy and Transparency that shows why for those who find transparency a burden, it is definitely better to give than to receive.

 

Aaron Dorfman photo#6 - NCRP’s executive director, Aaron Dorfman releases video footage of how difficult it can be to get an appointment with foundation executives. Philamplify, which is a project of NCRP, produced a report criticizing the opacity of the Hess Foundation and challenging it to evolve beyond "transaction philanthropy."  The only problem is they had no way to actually make sure the foundation ever saw the written report.  You can watch the video to see the lengths to which Dorfman went to try and deliver the unsolicited advice.  But the reason this is a highlight and not a lowlight is that the video and Philamplify have a sphere of influence beyond just the foundation in question, and it served as a cautionary tale here to others about why the "don’t call us, we’ll call you" approach in philanthropy is part of the problem and not a solution.

 

Philanthropy-Not Business as Usual:

DonSDoering Photo#5 - While some foundations are still debating the merits of sharing grants data publicly on websites or external databases, one foundation executive director devoted significant real estate on the JRS Biodiversity Foundation website to showcasing the full story of each funded project. In a March Transparency Talk blog post, Don Doering outlined the JRS Biodiversity Foundation’s commitment to transparency in service to greater philanthropic impact.  The online "Grant Portfolio" section of its website reads like one might expect an internal board docket would look.  Visitors to this area of the website can quickly get up to speed on: the background of each grant; key objectives and activities of the grant; planned outcomes and outputs; progress reports; lessons learned; and notes from JRS staff about the project in question.  When colleagues ask me what my hopes are for the future of transparency in philanthropy, it often looks a lot like what the JRS Biodiversity Foundation website already has to offer. 

James Canales#4 - In late November our CEO Brad Smith wrote a blog post that appeared in PhilanTopic and Transparency Talk on the growing and troubling trend of foundations accepting applications by invitation only. In fact, he cited that only 28 percent of foundations in our database appear to have a responsive grantmaking process, and asserted that isolating a foundation from the outside world is not a best practice and concluded with some practical suggestions for how the field can open the door, "even if it’s just a crack."  Well, we heard back very swiftly from one foundation CEO, Jim Canales of the Barr Foundation, who immediately took the advice to heart and took the time to add language to the foundation’s website explaining the various ways in which one can get invited to apply.  The page outlines the often mysterious process of things like trustee-directed grants, staff initiated grants, and how to introduce foundation staff to a new idea or organization. Since taking the helm of the Barr Foundation, similar to what I stated earlier about Kramer at Hewlett and Walker at Ford, Canales has made improved transparency a priority at Barr and a signature of his leadership strategy. I hope this signals a trend of foundation leadership transitions that actually do lead to, well, leadership.   It may seem a small thing to add language to a website, but to those on the outside looking in, explaining the process of securing an invitation shows sensitivity toward inclusion, as opposed to the growing tendency toward exclusion.

Ross-150#3 - Throughout 2015, a number of high-profile foundation CEOs wrote about the importance of tracking and sharing diversity data.  Business as usual in philanthropy often can mean a double standard applies, with high expectations for transparency with grantee organizations, and a completely different yardstick for foundations.  So it was refreshing to see the foundation executives who were stepping forward to make these declarations do so with their own data in hand.  Dr. Robert Ross, CEO of The California Endowment (TCE), wrote about why diversity is important enough for philanthropy to measure in a Transparency Talk blog post last month, and he reflected on the impact the TCE Diversity Audit has had.  Ross states, "The Diversity Audit has helped us strengthen the culture and authorizing environment to express our values through our policies, practices, processes." In case you’re wondering, TCE is one of a very few foundations that conduct and publicly share transparency data.  According to our "Who Has Glass Pockets?" transparency assessment tally: of the 77 foundations that have taken and shared their assessments, only six publicly share head counts of this kind publicly, so TCE’s example here will perhaps serve as a framework for others. 

Another initiative, Green 2.0, has been pushing for similar transparency among environmental organizations, including environmental funders.  According to its latest chart, 12 of the top 40 environmental funders are sharing diversity data, and eight have made public statements about its importance. So the net positive here is not just the individual sharing of the data, but the movement building among peers that has the potential to influence how foundations approach inclusivity and diversity in the future, and perhaps more importantly, expand the spectrum of individuals who might consider philanthropy as a viable career path.

Rainbow Flag#2 - One of the great philanthropic strategy success stories happened in 2015 with Marriage Equality officially becoming the law of the land.  Through the work of the Civil Marriage Collaborative, philanthropy learned that when it works collectively and engages in storytelling about its beneficiaries, it can accelerate the pace of change.  Changing public opinion on gay marriage was key to the decision. In a break from business as usual in philanthropy, a collective of funders came together to support advocacy efforts, and stuck together over 11 years, investing $153 million to change hearts and minds.  Key to this was a willingness to invest in media campaigns, as well as to think broadly about the beneficiaries who would benefit from this investment, and then to humanize the case by showcasing stories featuring the voices of parents and grandparents of gay children as part of the effort.  The Civil Marriage Collaborative also gets extra kudos for sharing the lessons learned over those 11 years, the successes as well as the failures, with a case study and video titled appropriately, Hearts and Minds: The Untold Story of How Philanthropy and the Civil Marriage Collaborative helped America Embrace Marriage Equality.

Zuckerberg & Chan#1 - Mark Zuckerberg and his wife, Priscilla Chan launched the Chan Zuckerberg Initiative in December, and in so doing, also launched a global debate that put philanthropic transparency in the spotlight like never before.  Some may be surprised to see me list the Chan Zuckerberg Initiative as a transparency highlight, but what gave me hope is not the Initiative on its own, but the attention and visibility it gave to the importance of philanthropic transparency.  Suddenly topics usually reserved for the geekiest of foundation geeks--tax code, philanthropic vehicles, and the difference between traditional philanthropy and the LLC approach -- were being covered by everyone from The New York Times to San Jose Mercury News.  Committing Facebook shares currently valued at $45 billion to "advancing human potential and promoting equality" was bound to make a splash, but the ripples of the splash had more to do with the structure the couple chose for its largesse, rather than their eloquently written letter and the couple’s desire to make a positive difference. 

Unlike private foundations, LLCs are not required to provide details on giving, are able to fund both for profit and nonprofit entities, and there is no transfer of funds to an entity that is regulated to serve the public good.  However, on the positive side, with the launch of the Initiative,  Chan and Zuckerberg didn’t just write a moving letter; as one might expect, they developed an extensive and actually very informative Facebook page that includes a detailed timeline going back to the Initiative’s inception in 2009 through to the present, outlining key milestones and investments.  There are many foundations that don’t go to this extent.  However, at least with a private foundation, eventually all grants must be disclosed on the 990pf form, and there is no telling whether whatever information the Initiative provides is comprehensive.  So, is a Facebook status update really enough for an Initiative of this scale? It is a fair question to ask whether the public is really going to be served if there are no public disclosures actually required. And the win here is that perhaps enough people globally raised this question that it will inspire greater affinity for more transparent vehicles. 

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 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 New Year!

--Janet Camarena

Diversity at the Foundation: Important Enough to Measure
December 8, 2015

(Robert K. Ross, M.D., is President and Chief Executive Officer for The California Endowment, a health foundation established in 1996 to address the health needs of Californians.)

Editor’s Note: In the near future, our “Who Has Glass Pockets?” transparency assessment will include an additional data element related to diversity. We will continue to track which foundations have values statements related to diversity and inclusion, and we will also be adding a transparency element indicating which foundations openly share diversity data about their staff and board.  Currently, relatively few foundations provide diversity head counts, with only 6 out of 77 profiled foundations sharing that data publicly.  The California Endowment recently completed and posted its annual Diversity Audit, so we invited its team to draft a series of posts explaining why and how they share this information. This is the first post in that series.

Ross-150About seven years ago, our Board of Directors engaged in a conversation about the values of diversity, equity, and inclusion at our institution.  While we re-affirmed our allegiance to these values which was present at the inception of The California Endowment, we concluded that we needed to ratchet up the seriousness of our resolve.  The questions that arose: Are we, as a foundation, committed enough to this issue to measure and track improvement?  We have metrics for a range of equity indicators in our healthy communities work, Sons and Brothers program etc., and overall strategic plan, so why not on the matter of diversity in our operation and structure as a foundation?

So, off we went.  We resolved to create a tool to assess our progress, now known as the Diversity Audit.  In it, we committed to express the value of, and commitment to, diversity across a range of parameters at The California Endowment: on our Board, at the management level, among our staff, grantees of the foundation, as well as contractors, consultants, and even investment managers.  We wanted to be able to express our commitment to diversity-equity-inclusion no matter which aspect or element of the foundation one might encounter.

The process of creating, and then institutionalizing the Diversity Audit required the support and engagement of Board, management, and staff.  There is a saying, “Culture eats strategy for breakfast.” We pay particular attention to recruiting new board members and senior management who value diversity, equity and inclusion.  We look to them to ensure that this commitment lives beyond any one individual or position, and becomes engrained in the DNA of the culture of The Endowment.  While turnover is inevitable in any organization, we do not ever take this commitment as a given. 

Cal Endow Photo
We also required the support of a savvy, thoughtful partner to hold our organizational hand through the process, and we procured the services of SPR Associates to do so.  SPR worked with our staff to begin establishing the right kind of data collection and reporting platform; we needed our Human Resources, Grants Administration, Contracts Administration, Program and Learning Staff, and Investments team all in the boat.  Obviously it required us to embark on the business of asking grantees, contractors, and consultants for the right kind of diversity information – and in the right way.  We now have the diversity question being posed nearly every time we engage in a financial or business transaction.

Diversity Audit 2013 coverOur Diversity Audit, while focusing on tracking progress through metrics, should not be confused or mistaken with the use of quotas.  Simply put, we don’t have numerical goals that define “success” in the Diversity Audit.  But we do want to know whether we have an organization that reflects the range of diversity that the state of California – and the communities we serve – now boasts.  Can we look ourselves in the mirror and comfortably state that our commitment to diversity is at last maintained, and even improves over time?

The Diversity Audit has helped us strengthen the culture and authorizing environment to express our values through our policies, practices, processes.  We review its progress with our Board every three years.  We share both our successes and mistakes with the philanthropic field because we believe that our efforts and value can inform our sector’s learning.  Diversity is indeed an element of my performance measures as President & CEO.  And that’s the way it should be.

--Robert K. Ross

Living Up to a Legacy of Glass Pockets
November 5, 2015

(Deanna Lee is chief communications and digital strategies officer at Carnegie Corporation of New York.)

Deanna LeeWhat does a website redesign have to do with “glass pockets?” For Carnegie Corporation of New York—whose mission is to promote the advancement and diffusion of knowledge and understanding—it goes far beyond a general use of the Internet to transmit information. “Glass pockets” is a defining principle of who we are, and thus a defining principle that has guided our entire web redesign process.

First, some background. In the 1950s,  Carnegie Corporation chair Russell Leffingwell testified before Congress that “foundation[s] should have glass pockets,” allowing anyone to easily look inside them and understand their value to society.  A legacy of transparency connected to dissemination continued through Corporation president John Gardner, who advocated for energetic dissemination of activities, to current president Vartan Gregorian, who has emphasized our “legacy of glass pockets” as an ideal and a guidepost for “communicating as clearly and in as much depth as possible how the Corporation conceives of its mission.”

Today’s digital landscape means that we can realize this—reaching and engaging more people, with more information about what we do—as never before. We think of web channels, tools, and design, not as new, “disruptive” technologies, but rather as evolving (and exciting!) opportunities to realize a 100-plus year-old mission.

And so, the redesign process for Carnegie.org began with a largely internal branding exercise to further define our longstanding mission. With the great folks at Story Worldwide, we articulated a core narrative with “pillars” or key principles, including a sense of stewardship to the legacy of Andrew Carnegie, a focus on expert knowledge, a “selfless” emphasis on program grantees and their work, and a commitment to serving as a convener of grantees in like areas of knowledge, and of knowledge-based communities.  These organizational principles were central to how design firm Blenderbox went on to imagine and develop the website layout and user experience.

At the same time, we conducted surveys and interviews with multiple stakeholders and audiences about the old site. As Chris Cardona of the Ford Foundation has written on the Glasspockets blog, we have to be open to failure, and be willing to look at what works and what doesn’t.  Also important, as emphasized in Glasspockets’ transparency indicators, is sharing the results.

What wasn’t working? People said they did not have a clear sense of our program areas.  With information and stories ranging from international peace and security to voting rights to standards in K-16 education all “mixed together,” they found it difficult to delve into their areas of interest.  Also, grantees wanted to be able to connect with peers, and to learn about each other’s activities.

This is why the new Carnegie.org immediately presents a clear depiction of our core program areas (arranged, in homage to Andrew Carnegie, like library book spines). 

1-600px
 

Each program folds out into a preview of a mini-site, with separate subdomains or “hubs” for Education…Democracy…International Peace and Security…and Higher Education and Research in Africa. 

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Enter a program hub, and a simple layout shows the overarching goal of the program and its focus areas (or, in terms of Glasspockets indicators, grantmaking priorities).

Beyond that, each program boasts its own flavor and kinds of content that emphasize those mission pillars—expert knowledge, convening, an emphasis on grantees, and stewardship of our history:

3-600pxInternational Peace and Security currently features commentary on this policy question of the day: Should the U.S. cooperate with Russia on Syria and ISIS? Answers are “convened” as a compendium of multiple grantee experts, scholars, and policymakers—a forum bringing together leading worldwide thinkers and opinions. 

Education features an interactive, multimedia presentation (we call it a Fable) on STEM education—showcasing our historical work on math and science education, including Carnegie Commission reports that set the framework for today’s Next Generation Science Standards, and visual case studies of grantees like Chicago’s Museum of Science and Industry.

Democracy’s Fable takes an extensive look at the 50th anniversary of the Voting Rights Act. Plus, at a time when nearly one in four Americans is not registered to vote, we wanted to convene communities and engage the public with our grantees’ work.

4-600px“Your Vote—Your Voice” showcases tiles of leaders of the New Americans Campaign weighing in on why it's important for recently naturalized citizens to vote. 

Good digital strategy also employs community, in the form of partnerships. We’re pleased to have worked with TINT to convene live social media compilations, including the feeds of more than 40 partners of National Voter Registration Day. And, a Genius version of the Voting Rights Act allows for annotations by experts at the Brennan Center for Justice and others.

Finally, we at the Corporation are, first and foremost, stewards of Andrew Carnegie’s legacy. Nearly 10 percent of visitors to our old site came for biographical information about him. To meet their needs more fully and to meet our mission, our Andrew Carnegie Fable includes embeddable elements key for students preparing multimedia presentations, with timelines, quotations, audio and film of Carnegie, infographics on his wealth, and connections to our family of 26 Carnegie institutions worldwide.

This is just the beginning. We’ll soon unveil features allowing program officers to share their experiences, video forums, and more.  It all comes down to glass pockets—using information and the presentation of information to openly share how we meet our mission responsibilities of serving as convener and champion of expert knowledge and change-making grantees. Carnegie.org aims to clearly present our intent, our priorities, and our work, and most of all to be a living—and evolving—expression of our mission to advance and diffuse knowledge and understanding.

--Deanna Lee

#77: Transparency Talk Welcomes the VNA Foundation to Glasspockets
October 14, 2015

(Melissa Moy is special projects associate for Glasspockets.  For more information, visit Foundation Center’s Who Has Glasspockets, and learn about VNA Foundation and the other foundations.)

Vna-foundationIn late September, the VNA Foundation joined our growing collection of “Who Has Glass Pockets?” (WHGP) profiles, which serve as both an assessment tool and a demonstration of a foundation’s commitment to transparency.  VNA became the 77th foundation to join WHGP. 

We thought it would be helpful to use our Transparency Talk blog as a way to introduce our audience to the newest foundation participant, and point out some of the interesting ways in which this Chicago-based foundation that supports healthcare for the underserved is employing innovative methods in how they communicate grantmaking and open up the work of philanthropy.

VNA Foundation, established in 1890 as the Visiting Nurse Association of Chicago, supports nonprofit organizations offering home- and community-based health care to the medically underserved.

About its Glasspockets participation, VNA states on its website: “We believe that foundations need to understand the value of transparency, be more open and clear in our communications, and highlight how the philanthropic sector partners with its grantees to serve the public good.”

"We believe that foundations need to understand the value of transparency, (and) be more open and clear in our communications."

The grantmaking process, from what a successful proposal looks like to what to expect when a funder says they want to meet with you, is often shrouded in mystery—but not at VNA.  The website features an informative prospective grantee area that not only shares the grantmaking process but reaches a high bar in transparency by sharing complete grant applications of successful proposals in addition to providing helpful insights into the foundation’s grantmaking process and its expectations from a site visit.  VNA also has an open invitation for grantees to highlight their work via the VNA Foundation’s YouTube channel.

VNA also shares contextual and historical information about its current and past special initiatives, and includes links to 14 years of its annual reports, an unusually comprehensive report collection.    

Additionally, VNA provides a unique and interactive infographic that discloses a great variety of grantmaking information in a very user-friendly format.  In the infographic, VNA openly shares geographic and financial information, as well as diversity data about its grantmaking in Chicago, from the city to the suburbs. 

Infographic data highlights include:

  • Grant overview & total grantmaking
  • Grant demographics by population, gender and ethnicity
  • Types of medical services and service settings among grantees
  • Types of grant support

Additionally, VNA’s infographic details what its grantees have learned, which may be helpful for other service organizations wanting to build on the work, while also providing other healthcare funders and grantees with helpful knowledge about their shared field.  For example, one grantee shared new and unforeseen challenges in light of the Affordable Care Act and Medicaid expansion.  Although the expansion has provided more people with insurance, the number of clinics and providers has not grown to meet the demand.

Does your foundation have glass pockets?  Please take our "Who Has Glass Pockets" assessment.  Your foundation could be #78!

--Melissa Moy

“Glass Skulls”: The Next Era of Transparent Philanthropy
August 11, 2015

(Laura Arrillaga-Andreessen is a Lecturer in Business Strategy at the Stanford Graduate School of Business, Founder and President of the Laura Arrillaga-Andreessen Foundation, Founder and Board Chairman of Stanford Center on Philanthropy and Civil Society and Founder and Chairman Emeritus of the Silicon Valley Social Venture Fund. She is also author of the New York Times Bestseller, Giving 2.0: Transform Your Giving and Our World.” Find her on Twitter @LAAF.)

200px-Laura_Arrillaga-AndreessenIn recent decades, philanthropic funding has been driving remarkable social impact whether by seeding new organizations, scaling proven ideas, or providing essential capital for the development of innovative models such as microfinance, social impact bonds, and impact investing. Despite these notable successes, however, the philanthropic sector is failing to perform in a critical area, one that’s needed to take overall philanthropic impact to the next level: providing transparency around decision-making processes.

Under the leadership of Brad Smith, Foundation Center has developed a powerful concept that could help move the sector towards a new era of transparency. By asking philanthropic institutions the question: “Does Your Foundation Have Glass Pockets?” the Foundation Center is helping organizations to peel back the layers that obscure everything from the value of their total assets and their list of board directors, to their grantmaking strategies. In short, the Glasspockets initiative is championing philanthropic transparency and empowering organizations to communicate openly.

From Glasspockets to Glass Skulls

With a keen sense of the need for greater philanthropic accountability, I plan to build on the important work of Brad Smith and Janet Camarena by taking the Glasspockets concept even further. In philanthropy, the notion of accountability must extend beyond transparency around decisions on what we choose to fund. True transparency goes much further by revealing the processes we use to think through our grantmaking decisions. Essentially, it’s providing a window into the very brain of the foundation. I call this having a “glass skull.”

For foundations, creating this window is no easy undertaking. It involves discussing openly and honestly how they arrived at the decision to say “yes.” And, more importantly, it means grappling publicly with the reasons behind the decision to say “no,” however much foundations would like to celebrate any organization that is acting with good intent to create social value.

The reality, however, is that the magnitude of the social problems we face today demands investments far exceeding the financial resources of the sector as a whole. If we act alone and fail to share our intellectual and human resources, we will never be able to deliver the solutions needed.

This means the onus is on us, as individuals and institutions, not only to direct our funds to the most efficient and effective organizations, but also to share with other philanthropists what we are learning along the way and how this shapes the choices we make. It means operating with both glass pockets and glass skulls. And it’s a strategy I aspire to put at the heart of my work when I launch the Marc and Laura Andreessen Foundation in the coming years.

Opening the Doors to Knowledge

In pushing for greater knowledge sharing and transparency, I believe we can prevent the constant and inefficient reinvention of the philanthropic wheel and avoid forcing other stewards of charitable funding to waste their valuable time and intellects on research, analysis and assessment that has already been carried out by others. Additionally, we can help inform where other funders—both institutional and individual alike—do and do not invest their social change dollars.

Cari Tuna, the visionary co-founder and head of Good Ventures, uses radical transparency in all aspects of the foundation’s operations by publicly sharing what the team has learned from its grantmaking and research processes. While in the past philanthropists often spent countless hours studying social issues and crafting foundation processes and ideas, Good Ventures—through an innovative partnership with charity evaluator GiveWell—has created the Open Philanthropy Project.

The Open Philanthropy Project works to select promising focus areas for large-scale philanthropy. It then makes grants and discusses publicly the process, the results and the challenges it has faced in managing these grants. The idea is not only to give more effectively, but also to increase the quality of information available to others about how to give effectively. 

At LAAF (the Laura Arrillaga-Andreessen Foundation), our mission is to add to this knowledge pool.

Through ProjectU, an online hub of philanthropy education resources, and Giving 2.0: The MOOC, a free online course, the idea is to empower all givers to be effective philanthropists. We do this by providing them with the background knowledge and skills they need not only to have an impact through their own giving activities, but also to help others increase their impact.

The good news is that extraordinary opportunities exist for all of us to advance transparency in philanthropy. Moreover, a number of pioneering organizations are leading the charge. First, Foundation Center and its Glasspockets initiative have done much to draw attention to the importance of transparency in the philanthropic sector. And in recent months, others have been working to make knowledge sharing a philanthropic norm. These include the Hewlett Foundation, which has been discussing its transparency journey via its blog Work in Progress, and the Knight Foundation, which is establishing best practices for funding transparent academic research.

So What Next?

This progress is exciting, but it is merely the tip of the transparency iceberg. We are at the beginning of a new stage in philanthropy where, through online and digital technology, the tools required to share institutional knowledge are at our fingertips.

However, harnessing technology is only part of what’s needed. Now we must break down the organizational and cultural barriers that prevent transparency from spreading rapidly. For some, this means overcoming fear. Moving towards full transparency can be an intimidating prospect. Many of us are happy to share our successes but are uncomfortable exposing our mistakes, vulnerabilities and outright failures.

Yet the potential benefits of doing so are tremendous. By increasing transparency and knowledge sharing, we can ensure that every philanthropist, even those relatively new to the process of giving, can increase their effectiveness immediately. We can also make it easier for any philanthropist—whether institutional or individual; whether giving time, money, expertise or networks—to experience the joy and satisfaction that meaningful giving brings (meaningful giving means when you understand specifically how your investment translates into social good).

So how do you get started on this journey? I encourage you to explore my Stanford GSB case studies (including a new case profiling Cari Tuna and Good Ventures) along with other philanthropic resources, all of which are available online and free of charge at ProjectU (made possible through both LAAF and the incredible generosity of Stanford Graduate School of Business for making my philanthropy case studies available for free). This growing body of research (currently at 28 cases with another eight currently underway) presents analysis of foundations of all sizes, geographies and focus areas whose strategies, operating principles and grantmaking practice are examples of philanthropic best practice.

The case portfolio includes detailed content on foundation transparency, measurement and evaluation, corporate philanthropy, effective use of technology, investment and grantmaking strategy, and more. These cases provide the frameworks, tools, and examples to help institutions to strengthen their knowledge and to support anyone who is embarking on the journey towards becoming a transparent philanthropist— both glass pocket and glass skull.

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:

    Janet Camarena
    Director, Transparency Initiatives
    Foundation Center

    If you are interested in being a
    guest contributor, contact:
    glasspockets@foundationcenter.org

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