Transparency Talk

Category: "Philanthropy" (46 posts)

Learn from the Transparency Challenge Highlights Reel
January 19, 2017

(Janet Camarena is director of transparency initiatives. A version of this post first appeared on the James Irvine Foundation blog.)

Janet Camarena PhotoWho doesn’t love a challenge? Marathons and Olympic events spur individual athletes to break records, mountaintops invite climbers to scale greater heights, and moonshot challenges motivate innovators to aim for the impossible. Could transparency pose similar challenges and opportunities for philanthropy?

Last November, Glasspockets launched a new feature designed to inspire foundations to greater transparency heights. Using data gathered from 81 foundations that have taken and shared the “Who Has Glass Pockets?” transparency assessment, the Glasspockets team identified transparency benefits and trends in a new Foundation Transparency Challenge infographic.  Since it’s often easier to learn by example, the infographic serves as a highlights reel showcasing foundations that are succeeding where most fear to tread, and this post digs in a little deeper to help other foundations learn from some of the selected examples.

Less Pain, Much to Be Gained

The Foundation Transparency Challenge reveals the toughest challenges for philanthropy — those elements that are shared by the fewest participating funders.

The infographic curates the hundreds of documents we have aggregated in Glasspockets to highlight those that can serve as good examples, including pain points for the field such as providing assessments of overall foundation performance, codes of conduct, and grantee feedback mechanisms. Below are observations about each of these based on some good examples from our collection of participants, along with an explanation of why these particular examples were selected.

Assessment of Overall Foundation Performance

Opening up how a foundation measures its own progress develops a culture of shared learning across the field. Despite the fact that many foundations emphasize impact assessment for their grantees, few lead by example and share how they measure their own progress.

Transparency Challenge - Shared Learning Infographic
Only 22 percent (18 foundations) of the 81 Glasspockets participants use their websites as a vehicle to share an overall foundation performance assessment though some do (The James Irvine Foundation, the Robert Wood Johnson Foundation, and the New York State Health Foundation.)

Irvine’s assessment is also unique because it is updated annually, aligned to the rhythm of a foundation annual report — a good tip for those considering how to make the ritual of the annual report a more beneficial exercise.

Another common pitfall is foundations often focus all of their assessment efforts on the grantmaking side. Dashboard metrics in these three examples of performance assessments include things like social media, reputational capital, communications and learning, staffing, financial performance, and funding in diverse communities, in addition to programmatic dashboards. In other words, they look at the institution as a whole.

Grantee Feedback Mechanism

Providing a way for grantees to provide a foundation with ongoing feedback serves to strengthen relationships with stakeholders and creates a culture of continuous improvement, yet only 31% of our sample do so. Most foundations have a contact form of some kind, but few take the step of creating a form specifically for feedback year-round. Opening up a foundation’s website in this way helps break down the insularity of philanthropy.

“Learn from a new Transparency Challenge infographic, which serves as a highlights reel showcasing foundations that are succeeding where most fear to tread.”

Because it is difficult for foundations to receive unvarnished feedback, the David and Lucile Packard Foundation uses a neutral third party service to collect confidential feedback, in addition to giving the option of providing the foundation with direct feedback at any time.

Another obstacle for feedback is grantee time. A good step taken by both Packard and the Barr Foundation is to provide prompts that make it easier for the grantee to consider areas in which they might have advice for the foundation.

In the case of Barr, its online form resembles a Yelp review format that allows a star rating and offers a quick multiple-choice survey in addition to the ability to provide an open-ended response.

Code of Conduct

Finally, posting a Code of Conduct is a small but simple way to build credibility and public trust by demonstrating an institution’s commitment to professional and ethical conduct. Many foundations do not post a code of ethics or guiding principles, but even for those who do, surprisingly few explain what happens if the code is violated.

The codes of conduct offered up by Commonwealth Fund, the Alfred P. Sloan Foundation, and the Rockefeller Foundation are good examples for peers; they include rules of engagement that one might expect, and they also have rare but important details about the consequences of a code violation.

These are just a few of many examples in “The Transparency Challenge” infographic, so take a look to see which examples might inspire you to the next mountain peak on your journey to openness. In a future post I’ll review the remaining examples we highlighted and why.

How Philanthropic Is the Trump Cabinet?
January 11, 2017

(Brad Smith is president of Foundation Center.)

Here are the facts, decide for yourself. That may sound like a radical proposition in what some–after a bitter election season dominated by spin, lies and fake news–are calling a "post-truth world," but it is what we do at Foundation Center. In releasing "Eye on the Trump Cabinet" as the newest feature of Foundation Center's Glasspockets website, our goal is track the charitable giving related to Cabinet nominees and their nonprofit Board service.

Explore Eye on the Trump Cabinet

Eye on the Trump Cabinet shows that, taken as a whole, the Cabinet nominees are by no means strangers to philanthropy.

There has been a lot of speculation among philanthropic foundations about what the new Administration might mean for the sector. Will lower tax rates reduce charitable giving? If government retreats from social programs will foundations be expected to take up the slack? Will new regulations be introduced to somehow influence the kinds of priorities foundations support? At the extremes I have heard people assert: "these people (the new Administration) don't know anything about philanthropy," and fielded a question from a Danish reporter who wanted to know if the controversy over the Clinton and Trump foundations would lead to the end of transparency in the sector. But what do the data tell us?

Explore Eye on the Trump Cabinet

"Eye on the Trump Cabinet" shows that, taken as a whole, the Cabinet nominees are by no means strangers to philanthropy. Between them, they are related to 25 different foundations. By "related" we mean foundations run by cabinet nominees or family members, in addition to ones in which they might have been affiliated or served as Board members. To learn more about those foundations, click on the links to their profiles in Foundation Directory Online and their 990 tax returns to learn about their operating expenses, specific grants and investments. Similarly, the data show that Cabinet nominees have served on the boards of nearly 50 nonprofit organizations focusing on education, veterans' affairs, health, and children, to mention a few.

Explore Eye on the Trump Cabinet

Through this lens, perhaps most notable among the Cabinet nominees is Betsy DeVos, someone who comes from a strong family tradition of philanthropy and has a significant foundation (the Dick and Betsy DeVos Family Foundation) together with her husband. Moreover, until recently, she served as Board Chair for the Philanthropy Roundtable, a membership organization of foundations and donors that is a critical part of the infrastructure that upholds institutional philanthropy. Among the core beliefs of the Roundtable are that philanthropic freedom is essential to a free society and that voluntary private action offers solutions for many of society's most pressing challenges.

Explore Eye on the Trump Cabinet

Foundations and nonprofits cannot (and should not) take the place of government primarily because their resources, while significant, are dwarfed by federal and state budgets in addition to those of the business sector. On the contrary, their limited resources are valuable precisely because it is their non-profit, independent status that gives them the freedom to innovate, take risks, support controversial causes, stick with tough challenges for the long term, and provide core support to critical societal institutions.

Explore Eye on the Trump Cabinet

The relationship between government and the philanthropic sector can be one of collaboration, disagreement, or both, but it has been part of the fabric of American democracy for more than 100 years. Foundation Center, itself a nonprofit, was born in 1956 out of McCarthy-era hearings accusing foundations of supporting un-American activities. The sector's response was to create Foundation Center as a trusted public information service that could prove it had nothing to hide. We believe that transparency will, in the long run, always prove its value. How philanthropic is the new Administration? Explore Eye on the Trump Cabinet, come to your own conclusions, wait, watch, and, above all, participate.

-- Brad Smith

George Michael's Quiet Philanthropy
December 27, 2016

(Melissa Moy is special projects associate for Glasspockets.)

George MichaelAlthough iconic pop singer George Michael was well known for hits like “Last Christmas” and “Wake Me Up Before You Go-Go,” few knew about his generosity to strangers and the causes he cared about.

Proving once again that anonymity has a shelf life, we are now learning about Michael's philanthropic resume. His random acts of kindness included an anonymous payment for a woman’s IVF treatment and contributions to several United Kingdom fundraisers.  The 53-year-old former Wham! singer died Dec. 25 of heart failure.

Earlier this year, we mourned legendary musicians Prince and David Bowie, who like Michael also quietly and generously supported numerous philanthropic causes.    

In the coming days, we’ll likely learn more about Michael’s generous philanthropy, which included donations to fight cancer and HIV.

--Melissa Moy

Glasspockets Find – Can the Silicon Valley Giving Code Be Cracked?
December 21, 2016

The fast and furious pace of Silicon Valley’s tech innovation culture has also given rise to burgeoning new wealth, and yes, new philanthropy.  From 2008 to 2013, total Silicon Valley-based individual giving increased 150%, from $1.9 billion to $4.8 billion, according to a new report. But how do established nonprofit groups make contact with the new philanthropic powerhouses in the neighborhood?

“Just blocks away from the region’s booming tech companies but (local nonprofits) aren’t sure how to attract Silicon Valley’s philanthropy to their causes.”

This question is at the heart of the new report, “The Giving Code: Silicon Valley Nonprofits and Philanthropy,” documenting the rising challenge local Silicon Valley nonprofits face in attracting funding from some of the world’s most generous funders – right in their own backyard.  Despite this wealth of local resources, about 30% of the community-based organizations focused on providing local safety net support – such as homelessness, poverty, troubled public schools – reported higher deficits than the national average.

The authors noted the region is developing an “emerging giving code – an implicit set of strategies and approaches shared by Silicon Valley’s individual, corporate, and institutional philanthropists alike.”  This approach to giving is “widely shared among the region’s new philanthropists” and heavily influenced by technology and business. 

Giving Code Report CoverWith support from The David and Lucile Packard Foundation, Open Impact gathered data from more than 300 Silicon Valley stakeholders, such as wealthy residents and their advisors, nonprofit executives, corporate and private foundation giving officers, and thought partners across all sectors. 

A key issue raised in the report: Although Silicon Valley philanthropists give funds to local issues and causes, most but most are earmarked for private schools, universities and hospitals rather than for community-based organizations. 

The report stated, “These nonprofits are struggling to keep pace with exponential increases in demand for their services, lack the capacity and the funding to gain real traction, or are themselves in financial distress.  Some have offices just blocks away from the region’s booming tech companies—but they aren’t sure how to attract Silicon Valley’s philanthropy to their causes.  The support they need to have more systemic impact is often right next door, but it is not a door they know how to open.”

Silicon Valley Demographics

Although the Silicon Valley boasts a growing number of millionaires and billionaires, many of its 2.6 million residents are facing financial distress due to the high cost of living. About 29.5% or 800,000 people rely on public or private assistance.  The median sale price of a home in 2015 was $830,361, and in some neighborhoods, homes are two or three times that price.  Since 2011, rents have increased 27%, which is 227% higher than the national average.

Many of Silicon Valley’s community-based organizations operate on a small scale and are doing their best to meet the needs of a growing displaced and vulnerable population.  These organizations have little time, capacity or resources to advocate for systemic change – which appeals to many philanthropists seeking strategic impact.

Barriers to Local Giving

The report identified barriers to local giving:

  • The small size of community-based nonprofits, which have minimal capacity to partner with foundations, corporations and individual donors in the ways philanthropists expect or meet requirements that come with large grants.
  • The cultural divide between the new Silicon Valley donor and traditional nonprofits. Many Silicon Valley donors have business backgrounds and prefer a “return on investment”; they believe they will have more impact in a developing country, where costs and barriers are often low.
  • Knowledge and information gaps – local nonprofits do not know how to make contact with the new donors on the philanthropic scene; and new philanthropists lack awareness of local nonprofits and local needs.
  • Social network and experience gap – community-based nonprofit leaders and new philanthropists “don’t move in the same social circles.”
  • Mindsets and language gap – nonprofit leaders speak a kind of “moral language that emphasizes social responsibility, social justice, equity and the common good” and they use jargon like “empower,” “transformation,” and “theory of change.” Meanwhile, new philanthropists and donors speak in the language of “business, efficiency, and bottom-line profits… they talk about the ‘biggest bang for the buck’ not just in business but in their philanthropy.”

The authors noted that the combination of these gaps – knowledge and information gap, social network and experience – contribute to and reinforce an empathy gap that is felt by both sides.  Therefore, wealthy tech entrepreneurs don’t understand nonprofit leaders, and vice versa, which may lead to judgment and ultimately make it more difficult to “recognize how their work, their passions, their skills, and insights might align for the betterment of their shared local community.”

This report also captures hope amidst struggle.  This hope may be best manifested by the funder of the report, the David and Lucile Packard Foundation, which was one of the very first Silicon Valley philanthropies to emerge in the region.  The foundation was established in 1964 following the birth of the Hewlett-Packard Company, which was ahead of the curve, i.e. the now familiar trajectory of moving from garage shop tinkering to tech powerhouse. Today, despite being a large, global foundation, the Packard Foundation maintains an active grantmaking program that supports local communities.

The report concluded that potential opportunities to develop a more effective and collaborative Giving Code will “spark the creation of an even more powerful Silicon Valley giving code: one that works on behalf of all the region’s residents.”

--Melissa Moy

What Do We Know About…Disconnected Youth?
December 13, 2016

(Bob Giloth is vice president of the Center for Economic Opportunity at the Annie E. Casey Foundation.  This post first ran on Philantopic.)

Bob Giloth HeadshotOver six million Americans between the ages of 16 and 24 are not in school or working. Often known as disconnected or opportunity youth, they are among the upwards of fourteen million young adults who are only marginally or periodically in school or working. At the same time, several million young people have had almost no labor market or educational experience in the past year.

Youth and young adults represent the future of our country — our economy, our communities, our democracy — and it is in our best interest to help ensure that they’re engaged with and connected to school and jobs.

Special collection_disconnected youth

To that end, the Annie E. Casey Foundation asked Foundation Center to create a special collection on IssueLab about the group of young people known as disconnected youth. This new online resource houses nearly one hundred and forty recent reports, case studies, fact sheets, and evaluations focused on the challenges confronting youth today, as well as lessons and insights from the field.

The Casey Foundation's interest in these issues began in 2012, when we published Youth and Work: Restoring Teen and Young Adult Connections to Opportunity, signaling its recognition of the crisis facing young people and the need to create stronger pathways to education and jobs. The foundation's commitment mirrored a national reawakening to the needs and aspirations of youth, including the White House Council for Community Solutions, the Aspen Forum for Community Solutions, and the Obama administration's My Brother's Keeper initiative to improve opportunities for boys and young men of color.

Casey acted on this expanded commitment to opportunity youth by launching two new initiatives — Generation Work and Learn and Earn to Achieve Potential — and by strengthening our longstanding Jim Casey Youth Opportunities Initiative. All three focus on enabling more youth and young adults to succeed in school, secure good jobs and a steady paycheck, and become financially stable. More recently, we have invested in increasing access to summer learning and employment opportunities for young people in our hometown of Baltimore, as well as in research and evaluation aimed at identifying the most effective programs and strategies. In addition, we've supported the youth-focused efforts of our national policy and civic partners.

What has become clear over the past five years is that advocates for opportunity youth need to build on existing evidence, program models, and policies, even as we wrestle with new questions related to young people with firsthand experience of the child welfare and juvenile justice systems, not to mention trauma; young parents; the role of social and family ties in the lives of disconnected youth; youth leadership; and the dramatically different outcomes we see among youth by race and ethnicity.

In this spirit of gathering lessons and asking new questions, we hope this collection on IssueLab will help promote the dissemination of promising practices in the field of opportunity youth and, eventually, grow to include more technical evaluation studies that build our overall evidence base.

Youth are our future. And we in the philanthropic, public, private, and nonprofit sectors must help them realize their aspirations by building multiple, effective pathways that enable them to succeed in school and in the labor market.

But this will only happen if we share and synthesize our knowledge in real time to create better investment strategies and choices.

Given its overall interest in building capacity and strengthening the field, philanthropy is well positioned to gather practice and research literature about programs and policies that support opportunity youth. Doing so will help ensure that nonprofits and other stakeholders have access to accurate, up-to-date information about what works for whom and what targets should guide future investment — while paving the way for the application of that knowledge on a broader scale benefiting many more young people.

The Casey Foundation is committed to continuing its youth initiatives and sharing lessons about promising strategies that promote tangible results and progress. We invite others to join us in this endeavor and look forward to contributions from our peers and partners in this work.

--Bob Giloth

The Case for Opening Up Foundations Meetings to the Public
December 6, 2016

(Caroline Fiennes is Director of Giving Evidence, and author of It Ain't What You Give. She co-authored a recent report investigating the role open meetings play in increasing transparency. A version of this post was originally published on Giving Evidence, and has been reposted here with permission.)

Caroline FiennesAll charities and charitable foundations exist to serve the public good. Most of them are subsidized by the public through various tax breaks. Any publicly-listed company must have a meeting at least annually at which the directors are held accountable to the people whose capital they deploy. In over 15 years in this "industry," we’ve only encountered two charities/foundations in the UK which have meetings at which the public – or the intended beneficiaries – can know what goes on. The 800-year-old fund, City Bridge Trust in London, lets anybody observe its decision-making meetings, and Global Giving UK has an annual general meeting (AGM) at which anybody can ask anything. Why don’t more?

It’s hard to be accountable to people, or to hear from people, if they’re not in the room. So we wondered how many charities and foundations have public meetings.

Giving Evidence simply telephoned the 20 largest charities and foundations in each of the UK and the US and asked whether they ever have any meetings which are open to the public, and whether the public can ask questions. Of the 82 organizations we asked, only two have any meetings in public. None allows the public to ask questions.

Open-meetings-coverThis is about accountability and transparency to the people who provide subsidy and to the people the charities and foundations exist to serve.

Suppose that a nonprofit is treated poorly by a grantmaking organization. How can you tell the management of that funder of your experience? Or suppose that the foundation’s strategy could be strengthened by knowledge that you have about a particular population group or region? How can you offer your expertise? Or suppose that the grantees that a foundation is supporting are not providing the services they are supposed to be providing? How can you provide the foundation with your beneficiary feedback? For most foundations, you can’t. This seems to us not good enough.

Hence it’s not the norm elsewhere. For instance, all UK local authorities have their decision-making meetings in public, as does the National Institute of Health and Care Excellence which decides what treatments can be funded from public money.

What’s to hide? One foundation representative perhaps gave the game away by saying outright: “We are accountable to ourselves, not [to] the public. They do not fund us.” Given the tax subsidy, that just isn’t true.

Our purpose here is not to moan or cast blame, but to raise the issue and suggest some ways that charities and foundations can be more accountable and transparent to those who fund them. We are not suggesting that every single charitable entity be required to hold them; most of the 180,000 registered charities in the UK and a million in the US have zero staff. Rather, we suggest requiring organizations with budgets over a certain threshold to hold such events – that threshold might be £1m or $1m, and it might rise over time.

--Caroline Fiennes

Building Communities of Practice in Crop Research
November 22, 2016

(Jane Maland Cady is International Program Director at The McKnight Foundation. This post first ran on The McKnight Foundation's blog.)

JCady_originalTo spur change at the systems level, it is critical to involve many individuals and institutions that work within that system, facilitating the sharing of information and knowledge. This has been a core belief of McKnight’s Collaborative Crop Research Program (CCRP) for many years. Our assessment, however, is that cross-sector collaboration, learning, and networking have historically been sorely lacking in agriculture research and development systems across the world.

Testing a New Model

Twelve years ago, CCRP sought to change this by testing out a community of practice (CoP) model in the Andes region of South America. Community of practice, a term that has come into fashion over the last few years, refers to a group of people with a common concern or passion who interact regularly to improve their work. In the case of CCRP, the cohort of Andes grantees was united by geographic region and common interest and experience in addressing the stark hunger and poverty issues in their communities. As the model began to prove effective in strengthening capacity at regional, institutional, project, and individual levels, CCRP expanded the model to our other regions.

Today, all four CCRP regions exchange ideas within their communities of practice and with each other, working to spark new thinking and innovation in agriculture research and development. Over time, the communities have grown their skills and approaches, particularly around farmer-centered research and agroecological intensification (AEI) — or, finding food solutions that balance the needs of the earth and its people.

CCRP-Blog-Image-2-cropped-resized
Kandela, the president of a women’s group belonging to the farmer federation FUMA Gaskiya (Niger) is marking her preferred pearl millet panicles during participatory pearl millet selection. (Photo credit: Bettina Haussmann).

 

10YrsCCRPMalawi-1Ways to Improve Networking, Learning, and Collaboration

With the success of The McKnight Foundation's four implemented communities of practices, the foundation has identified several methods that help to achieve success in networking, learning, and collective action. First, each community of practice is supported by a regional team that supports CCRP’s grantmaking processes; the team also facilitates ongoing support and feedback loops. These include reviewing concept notes and proposals, planning inception meetings, cross-project meetings and exchanges, initiating mid-year reviews, and providing feedback on annual reports and project progress. It is a resource-intensive model, to be sure. But the foundation hears consistently from grantees that this structure of regular interactions builds skills and relationships with project teams and other partners, serving to strengthen the capacity of the larger CoP.

Another important way that CCRP builds an effective community of practice is by tailoring its priorities and activities based on each region’s context. A combination of efforts help promote a CoP’s vibrancy within the crop program, including:

  • grantmaking portfolio driven by regional needs and opportunities
  • In-person and virtual trainings and workshops to explore particular thematic areas, strengthen research methods, and build particular sets of skills
  • Annual facilitated CoP convenings that typically involve scientific presentations, interactive or modeling exercises, peer exchange and critical feedback, collective reflection / idea generation, and immersive field visits
  • Targeted technical assistance based on emergent needs, both grantee-led and initiated by the regional team, as well as linking with program-wide technical expertise and support
  • Cultivating an evaluative culture that supports 1) integrated monitoring, evaluation, and planning; 2) learning regarding developmental-evaluation and adaptive action approaches; 3) using and incorporating foundational principles that guide the work and program as a whole; and 4) building participatory evaluation skills
  • Other resources and tools such as handbooks, guides, videos, checklists and templates, sensors, database access, and GIS technology provision
  • Ongoing formal and informal peer learning
  • Support and collaboration in the CoP for leadership development, mentorships, conference planning, peer review for publications, and other kinds of professional and academic development


10YrsCCRPWestAfricaThe foundation's crop research program first implemented the community of practice model in the Andes 12 years ago and in Africa 10 years ago. Today, these seasoned CoPs continue to lead to new innovations and inspiration. The foundation is excited and proud to celebrate the 10th anniversaries of both the Southern Africa and West Africa communities of practices this year. On the occasion of these anniversaries, each CoP recently produced collections of research and insights gathered from their respective areas of work. We invite you to review them and learn more.

--Jane Maland Cady

If An Evaluation Was Commissioned But Never Shared, Did It Really Exist?
November 15, 2016

(Fay Twersky is director of the Effective Philanthropy Group at The William and Flora Hewlett Foundation. Follow her on Twitter at @FayDTwersky. This post first ran on Center for Effective Philanthropy's blog.)

Fay photoThere are a lot of interesting data in the recent Benchmarking Foundation Evaluation Practices report, co-authored by the Center for Effective Philanthropy and the Center for Evaluation Innovation. There is useful, practical information on how foundations structure their evaluation operations, how much they spend on evaluation, the kinds of evaluations they commission, and so forth. Great stuff.

But some findings give me pause. Perhaps the most sobering statistic in the report is that very few foundations consistently share their evaluations with their grantees, other foundations, or the public. Only 28 percent share their evaluations “quite a bit or a lot” with their grantees.  And that drops to 17 percent for sharing with other foundations, and only 14 percent for sharing with the general public.

“We have a moral imperative to share what we are learning from the evaluations we commission so that others may learn from our successes and mistakes.”

Really? Why are we not sharing the lessons from the evaluations we commission?

It feels wrong.

It seems to me that we have a moral imperative to share what we are learning from the evaluations we commission so that others may learn — both from our successes and mistakes. 

After all, why would we not share?

Are we worried about our stock price falling? No. We don’t have a stock price.

Are we worried about causing undue harm to specific organizations? There are ways to share key lessons from evaluations without naming specific organizations.

Do we believe that others don’t care about our evaluations or our findings? Time and again, foundation leaders list assessment and evaluation as high on the list of things they need to get better at.

Are reports too technical? That can be a challenge, but again, there are ways to share an executive summary — or commission an easy to read summary — that is not a heavy, overly technical report.

So, the main question is, why commission an evaluation if you are going to keep the lessons all to yourself? Is that charitable?

--Fay Twersky 

The Foundation Transparency Challenge
November 2, 2016

Janet CamarenaI often get asked which foundations are the most transparent, closely followed by the more skeptical line of questioning about whether the field of philanthropy is actually becoming more transparent, or just talking more about it.  When Glasspockets launched six years ago, a little less than 7 percent of foundations had a web presence; today that has grown to a still underwhelming 10 percent.  So, the reality is that transparency remains a challenge for the majority of foundations, but some are making it a priority to open up their work. 

Our new Foundation Transparency Challenge infographic is designed to help foundations tackle the transparency challenge. It provides an at-a-glance overview of how and why foundations are prioritizing transparency, inventories common strengths and pain points across the field, and highlights good examples that can serve as inspiration for others in areas that represent particular challenges to the field. 

Trans challenge_twitter1-01

Using data gathered from the 81 foundations that have taken and shared the “Who Has Glass Pockets?” transparency assessment, we identified transparency trends and then displayed these trends by the benefits to philanthropy, demonstrating the field's strengths and weaknesses when it comes to working more openly.

Transparency Comfort Zone

Despite the uniqueness of each philanthropic institution, looking at the data this way does seem to reveal that the majority of foundations consider a few elements as natural starting points in their journey to transparency.  As we look across the infographic, this foundation transparency comfort zone could be identified by those elements that are shared by almost all participating foundations:

  • Contact Information
  • Mission Statement
  • Grantmaking Priorities
  • Grantmaking Process
  • Key Staff List

Transparency Pain Points

On the flip side, the infographic also reveals the toughest transparency challenges for philanthropy, those elements that are shared by the fewest participating funders:

  • Assessments of Overall Foundation Performance
  • Diversity Data
  • Executive Compensation Process
  • Grantee Feedback
  • Open Licensing Policies
  • Strategic Plans

What’s In It for Me?

Community of Shared LearningOnce we start talking about the pain points, we often get questions about why foundations should share certain elements, so the infographic identifies the primary benefit for each transparency element.  Some elements could fit in multiple categories, but for each element, we tried to identify the primary benefit as a way to assess where there is currently the most attention, and where there is room for improvement. When viewed this way, there are areas of great strength or at least balance between strengths and weaknesses in participating foundations when it comes to opening up elements that build credibility and public trust, and those that serve to strengthen grantee relationship-building.  And the infographic also illustrates that philanthropic transparency is at its weakest when it comes to opening up its knowledge to build a community of shared learning.  For a field like philanthropy that is built not just on good deeds but on the experimentation of good ideas, prioritizing knowledge sharing may well be the area in which philanthropy has the most to gain by improving openness. 

“The reality is that transparency remains a challenge of foundations, but some are making it a priority to open up their work.”

And speaking of shared learning, there is much to be learned from the foundation examples that exist by virtue of participating in the “Who Has Glass Pockets?” assessment process. Our transparency team often receives requests for good examples of how other foundations are sharing information regarding diversity, codes of conduct, or knowledge sharing just to name a few, so based on the most frequently requested samples, the infographic links to actual foundation web pages that can serve as a model to others.

Don’t know what a good Code of Conduct looks like?  No problem, check out the samples we link to from The Commonwealth Fund and the Alfred P. Sloan Foundation. Don’t know how to tackle sharing your foundation’s diversity data?  Don’t reinvent the wheel, check out the good examples we flagged from The California Endowment, The Rockefeller Foundation, and Rockefeller Brothers Fund. A total of 19 peer examples, across seven challenging transparency indicators are offered up to help your foundation address common transparency pain points.

Why did we pick these particular examples, you might ask?  Watch this space for a follow-up blog that dives into what makes these good examples in each category.

#GlasspocketsChallenge

And more importantly, do you have good examples to share from your foundation’s transparency efforts? Add your content to our growing Glasspockets community by completing our transparency self-assessment form or by sharing your ideas with us on Twitter @glasspockets with #GlasspocketsChallenge and you might be among those featured next time!

--Janet Camarena

 

Glasspockets Find: Philanthropic Leaders Join Ban the Box Movement to Address Inequality
October 26, 2016

(Melissa Moy is special projects associate for Glasspockets.)

A growing number of foundations are becoming more comfortable taking public stands on issues, rather than just offering behind the scenes support. One recent example is the Ban the Box movement, whereby public and nonprofit employers, and more recently foundation leaders are taking a public stand designed to draw attention to the employment discrimination of people with arrest and conviction records.

2016-10-26Ford Foundation CEO Darren Walker is one such foundation leader, who recently highlighted Rashad Robinson, executive director of Color of Change, and his video promoting the Ban the Box movement.  The video is part of Ford Foundation’s #InequalityIs campaign, which engages the public to share its thoughts around inequality, from a motel housekeeper’s perspective about immigration to writer/activist Gloria Steinman’s on gender inequality and reproductive rights.   

Foundations are generally known for their role and leadership in funding and supporting nonprofits and organizations that address societal and socioeconomic issues, and not known to be on the front lines of movements themselves.  Perhaps the success of the Civil Marriage Collaborative is creating a change in awareness - that when foundations are visible partners, they can actually accelerate change.

“When foundations are visible partners, they can actually accelerate change.”

Through the Ban the Box Philanthropy Challenge, 42 foundations are using their influence and communications expertise to spur movement and action to eliminate barriers to employment for people with arrest and conviction records.

Organizers note that a prior history of convictions or arrests is a form of employment discrimination that has a “disproportionate impact on men of color, who are more likely to be incarcerated as a result of rampant over-criminalization,” according to the Ban the Box website.

In 2015, foundation leaders affiliated with the Executives’ Alliance for Boys & Men of Color submitted a letter to President Obama urging him to issue an executive order to “Ban the Box” in federal government and federal contractor hiring, which would open employment opportunities in the private sector.

Ban the Box Logo

Foundation leaders also recognized that a wide spectrum of stakeholders needed to be involved to address this employment barriers, including employers in the philanthropic sector.

The collaborative is challenging foundations to adopt fair hiring policies so that foundations will play their part as employers “to remove the stigma associated with a record, and (set) an example for other foundations and their grantees to follow.” Such actions will help advance opportunities to assist formerly incarcerated individuals and reduce recidivism.

The Ban the Box movement has attracted a bevy of prominent foundations across health, economic and social welfare focus areas, including The California Endowment, Ford Foundation, Robert Wood Johnson Foundation, Kresge Foundation, and the W.K. Kellogg Foundation.

The group is calling grantmakers and other organizations to action.  The current social media campaign is asking supporters to #BanTheBox and promote #FairChanceHiring.

Since transparency is still a challenge for the field of philanthropy, seeing foundation leaders step forward on the pressing social issues of the day could be an encouraging signal that some are growing more comfortable with more public facing and influencing roles.  Transparency Talk looks forward to tracking the impact this movement will have on the philanthropic sector’s hiring practices, as well as its influence on encouraging other foundations to take more visible roles on the issues and causes they care about.

--Melissa Moy

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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