Transparency Talk

Category: "Equity" (9 posts)

Confessions of a DEI Data Junkie
October 7, 2021

EvaNicoBy Eva Nico

I am going to start with what may seem like a brag and not a confession.

In pursuing our mission to “get you the information you need to do good,” Candid receives and moves vast quantities of digital information in the social sector on more than 1.8 million active US-based nonprofits. As part of that work and over the past 7 years, we’ve been actively and systematically collecting and sharing demographic data – information about race & ethnicity, gender identity, sexual orientation, and dis/ability status. There are now over 22,000 organizations actively sharing demographic information via Candid’s profiles.

The point of these facts isn’t to brag; rather, it’s to show that we have some hard-won experience to share. In fact, I am going to do the opposite of brag. In this blog, I’m going to give concrete examples of a few of our own mistakes and surprises in collecting and sharing demographic data.

Why confess these at all?

We want to share the mistakes we’ve made – so you don’t have to repeat them. We want to share them so you can learn from our experience in collecting this information systematically over the past seven years. We want to share, because we need your help. We ask that your organization advocate for a Gold Seal of Transparency and demographic data via Candid.

There are sensitive and important questions our sector struggles to understand: Who leads and works at nonprofits? Who is served by nonprofit organizations? Which organizations are supported by philanthropy (or not)?

By asking your grantees, members or peers to participate on Candid, you are working toward answers to these important questions. You are also doing so in a way that is respectful of the time and effort organizations need to go through to provide these answers. Instead of hundreds of custom, one-off surveys between foundations and grantees or associations and members– we can work together toward a collective understanding of diversity in the social sector. That’s the real promise of Candid and of “having information you need to do good.”

True Confessions

Confession: We knew asking about identity would be hard – but we underestimated how hard it would be.

Identity is not simple. But to keep the burden of data collection low and to analyze trends easily, the questions about identity and methods for data collection and reporting need to be.  It’s a constant balancing act.

On the GuideStar nonprofit profile, organizations can report on four dimensions of diversity: race & ethnicity, gender identity, sexual orientation, and dis/ability status. Our “How to Collect and Share DEI Data” guide is a resource for the field and has been written with nonprofits who want to start collecting their organization’s data in mind.

The questions and choices of answers have been carefully considered with our expert partners – CHANGE Philanthropy, Equity in the Center, and RespectAbility. We also re-visit the questions based on feedback and by analyzing the data contributed by organizations.

An analysis of data shared by more than 22,000 organizations provides a clear example of how challenging questions about identity can be. We provide an open-response option that invites people to “Please specify” their race and ethnicity. And to date people have specified over 100 ways of describing their identity beyond the structured choices we’ve provided. Some with the intent to educate about their primary identity– by sharing “Middle Eastern” and “Jewish." Some with the intent to protest the question (e.g. by answering “Human”).

So what can you learn?

  • Adopt standards where possible. The Census questions are a kind of standard, as are Candid’s questions shared in the How to Collect and Share DEI Data guide.
  • Consult with experts and evolve the standard. We are open to feedback on Candid’s Diversity, Equity, and Inclusion (DEI) questions and we receive comments through our support channel.
  • Keep the balance. Respect for identity vs. the burden of collection, depth of data vs. utilization.

Confession: We collected data we couldn’t interpret.

When GuideStar (now Candid) launched the DEI data collection, the balancing act was even tougher, as many organizations did not see the need for these questions on the profile. In our attempts to make the data collection simple, we compromised on how the data was collected to the point where it became difficult to make sense of it.

For example, we did not validate that the number of staff or board members identified within a demographic category totaled to the overall board and staff count. In the course of the data collection, we received some feedback from people trying to use the data. Feedback like:  

“Basically … we need further guidance to clean up the data we received. For example, in some cases, the number of staff who checked each category box do not match the total number of staff the organization has.”

We’ve corrected this, of course, in the newest iteration of the data collection launched in August 2019. We also made sure that each demographic question had explicit options to “Decline to state” and for “Unknown” responses (to account for non-responders to surveys of board and staff). These were significant changes that have improved the quality of the collected data tremendously.

So what can you learn?

  • Collect data you can use – by actually trying to use it.
  • Include best practice response options like “Decline to state” (for those who decline to identify themselves explicitly) and “Unknown” (to account for non-responders to surveys of board and staff).
  • Learn from the responses you get.

Confession: We assumed nonprofits had the data to share.

In the early days of DEI data collection, we noticed that adoption among nonprofits was rather slow. There are many hesitations in collecting and sharing this data but one we identified early on was that some nonprofits did not have this data to share in the first place. Or perhaps they did have the data but in different categories and formats.

In response, we created the How to Collect and Share DEI Data guide to take the guess work out of collecting DEI data. The guide includes introductory text, questions and definitions.

So what can you learn?

  • Create resources and offer grant support to help nonprofits collect the data.
  • Build DEI into your application process.
  • Don’t let perfect be the enemy of the good – acknowledge challenges with missing data and move forward with the analysis.

Confession: The variety of reactions and feedback surprised us.

If your organization advocates for the collection of DEI data – be prepared for a variety of feedback. We’ve received many comments over the years both positive and negative.

Some of the feedback will be negative:

“We hire employees based on experience, skills and heart, not to fulfill a social-political agenda.”

“I'm offended at the profile questions.  I am not going to ask employees what their sexual orientation is nor am I going to be made to feel guilty because my staff is all white (because our community is white).”

Some might be heart-breaking, for example when the questions you ask might not do justice to someone’s identity:

“I just wanted to let you know there's a few issues with terminology on the demographics piece for orgs to fill out. As someone [who is] non-binary, I'm not cis but I also don't identify as trans.”

What can you learn?

  • Respond to all and let them know how much you appreciate their feedback.
  • Collect constructive input and consider for the next iteration of revisions.

What’s next?

We started recognizing organizations for sharing demographic data about their leader with a Gold Seal of Transparency in October 2020. Since then, we’ve seen tremendous growth in the number of organizations doing so via Candid’s profiles – from just over 6,000 in October 2020 to now over 22,000 organizations and counting. But there is more we can do together.

With more than 1.8 million active nonprofits and almost 200,000 with at least one full-time employee in the US alone – there is a lot of room to grow participation and we need your help. We ask that your organization advocate with your peers, members or grantees for a Gold Seal of Transparency and demographic data via Candid.

Organizations like the Jessie Ball duPont Fund, the Charles Stewart Mott Foundation, and the David and Lucile Packard Foundation have already done so. In their message to grantees, the Mott Foundation said why: “to promote a just, equitable and sustainable society compels us to strive to do the best we can to promote diversity, equity and inclusion in our grantmaking.”

With the unprecedented level of resources and attention on diversity, equity, and inclusion in our own sector – we are poised to make real and lasting progress – but only if we are willing to work together and hold ourselves accountable to the data.

 

—Eva Nico (she/her) is Senior Director of Profile Management at Candid.

Turning Aspiration into Action
August 10, 2021

A New Report Illustrates Equity in Action at the McKnight Foundation

Na Eng
Na Eng

By Na Eng

As a communication professional, I am often focused on the weight of words and both the hope and expectation they create. Values-based language can be especially challenging—for example, how do we translate virtues like equity and transparency into concrete action steps? In 2018, the McKnight Foundation released the organization’s first diversity, equity, and inclusion (DEI) statement. Since then, the Foundation’s board and staff have held fast to the tenet that we need to back up our words with actions. Aspiration must transform into action because communities deserve more than good intentions.

A new Equity in Action report documents examples of shifts we’ve taken at the Foundation to tilt toward a more diverse, inclusive, and equity-oriented organization since the DEI statement’s release. In the past three years, McKnight has made changes in how we use our public voice, make grants, invest funds, convene partners, and work with vendors. McKnight’s DEI efforts are a work in progress, and while this work has not always followed a smooth or linear path, the Foundation has indeed made progress.

Impact through Multiple Roles

As a private foundation, we’ve long recognized that we can create impact through multiple roles that include—and extend far beyond—grantmaking. These six identities—as identified in the DEI statement—are funder, convenor, thought leader, employer, economic entity, and institutional investor. The Equity in Action report gives examples of action steps we’ve taken in those areas.

EquityInAction-ReportCoverHere are a few highlights:

$32 Million for a More Equitable Minnesota. Using an inclusive process, McKnight designed an entirely new program focused on building a more equitable and inclusive Minnesota. With a projected annual grantmaking budget of $32 million starting in 2022, Vibrant & Equitable Communities is one of the largest programs at McKnight. In addition, all of McKnight’s programs—whether addressing climate change, supporting working artists, advancing collaborative crop research, or funding innovative neuroscience research—are committed to embedding equity as a through-line in our grantmaking.

Diverse Leadership across the Foundation. As an employer, McKnight has dramatically increased the diversity of its senior leaders and program and operations directors. The Foundation’s board selected Tonya Allen, a longtime champion of equity and inclusion, as president in late 2020. She heads an all-women, majority-BIPOC team with diverse lived experiences. In fact, 10 of the 17 McKnight team members (or 59%) who hold director level positions or above identify as Black, Indigenous, or people of color.

Speaking Up for Justice. As a thought leader, McKnight has increased the use of its public voice to stand in solidarity with our communities, collectively grieve acts of racial violence, and advocate for a more participatory democracy and equitable distribution of federal funds. For example, in the past few years, we have issued or signed on to public statements—including the We Stand for Democracy statement, AAPIP’s Open Letter to Philanthropy, and the Philanthropic Collective to Combat Anti-Blackness and Realize Racial Justice—that stood for our core value of equity, and represented ways we embed an equity approach into all areas of our work.

The Equity in Action report gives numerous examples of inclusive impact investments, convenings on equity topics, and efforts to pay more attention to the Foundation’s purchasing decisions. For example, today approximately 45 percent of our endowment is mission-aligned, and, among other investments, we specifically invest in creating affordable housing, supporting small businesses owned by people of color, and making sure low to moderate income communities have access to renewable energy and efficiency solutions. For our convenings, we created inclusive guidelines that considered ways to create welcoming environments and access, and to lift the contributions of Black, Indigenous, and people of color participants. And the Foundation just adopted a new vendor policy to promote fairness and inclusion, and to increase opportunities for underrepresented groups to provide goods and services to the Foundation.

Aspiration must transform into action because communities deserve more than good intentions.

Joining Together to Set New Patterns for Equity

In her book Emergent Strategy, activist and organizer adrienne maree brown speaks to what it takes to successfully enact change. Using the analogy of fractals—infinitely complex patterns that are created by repeating a simple process over and over—she encourages advocates to understand that the small, consistent practices impact the large. “What we practice at the small scale sets the pattern for the whole system,” she writes.

While some of the steps featured in the Equity in Action report are modest and nascent, even the smallest of these actions creates new precedents and patterns. We still have much more work to do and more to learn. We know the roots of inequity are deep and structural. The Foundation is committed to continuing to learn, listen, reflect, and speak up—with transparency—to advance equity inside and outside the Foundation. Most importantly, we will continue to act.

As more foundations make public commitments to racial equity, McKnight’s leadership hopes that collective and open reporting of our experiences will speed up progress and encourage mutual accountability. Together, we can combine our efforts to enact change and move larger systems.

 

—Na Eng is communications director at the McKnight Foundation, a private family foundation based in Minneapolis.

Internet Society Foundation Joins GlassPockets
July 21, 2021

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Sarah Armstrong

Meet Our New GlassPockets Foundation: An Interview with Sarah Armstrong, Executive Director, Internet Society Foundation

This post is part of our "Road to 100 & Beyond" series, in which we are featuring the foundations that have joined us in building a movement for transparency that now surpasses 100 foundations publicly participating in the "Who Has GlassPockets?" self-assessment. This blog series highlights reflections on why transparency is important, how openness evolves inside foundations over time, helpful examples, and lessons learned.

The Internet Society Foundation funds initiatives that strengthen the Internet in function and reach so that it can effectively serve all people. Its work advances the vision of the Internet Society (ISOC): The Internet is For Everyone. Toward that end, the Internet Society Foundation supports efforts to ensure that the Internet is open, globally-connected, secure, and trustworthy.

InternetSocietyFdnlogoThe Internet Society Foundation is among our newest GlassPockets participants. In this interview with GlassPockets’ Janet Camarena, Sarah Armstrong, Executive Director of the Internet Society Foundation, explains why transparency is key to its philanthropic approach.

GlassPockets: The last 18 months have been a very unpredictable and challenging time for us all, and much of what is shaping philanthropy today stems from responding to multiple crises unfolding from the pandemic, systemic inequities, and from misinformation that has threatened everything from democracy to public health. How is the Internet Society Foundation responding to these unprecedented times, and how has your thinking about the role of the internet in relation to these issues informed your strategies?

Sarah Armstrong: The past 18 months have shown us all that the Internet is a lifeline. In this era of lockdowns, it’s enabled children to continue learning, families and friends to stay connected, and vital public health information to keep circulating.

Aside from the pandemic, we’ve also seen the role that the Internet and technology play in recording acts of injustice that in previous decades were more easily downplayed. So the Internet and its importance in our lives at this moment cannot be overstated. Yet 49 percent of the world is still unconnected, according to the United Nations. As a Foundation in its start-up phase, we keep that troubling statistic front and center as we build our strategies and we have prioritized two pillars in our work. One is providing connectivity to communities without access. The second is equipping people with the digital skills needed to use the Internet in a productive way. We see those two components – gaining access to the Internet plus having the knowledge to use it productively – as critical to unlocking the Internet’s potential to tangibly change people’s lives for the better.

GlassPockets: The sad realities of remote schooling during the pandemic have raised much greater awareness of how digital divides are still with us and may be getting worse and serving to exacerbate uneven access to quality education and achievement gaps. For example, many of us saw the heartbreaking photo that was widely circulated on the internet of children sitting on a sidewalk outside a California fast-food restaurant to use its WiFi connection to be able to access their digital classroom during the lockdown. The transparency such images provide do serve to lay bare ongoing inequities, even in one of the supposed digital capitals of the world, but is that awareness also helping shift society toward change? As you think about the future of the Internet and how to shape that future in a direction that maintains your vision of the Internet for all, how are you approaching these widening access divides?

Sarah Armstrong: Let me start by saying that our Foundation has a truly global reach – we reached 58 countries in 2020, through 93 grants that are helping organizations around the world change their communities for the better through the Internet. And while each country has its own circumstances, when it comes to Internet access – broadly speaking – we see three challenges that threaten our vision of an Internet for Everyone: affordability, inadequate infrastructure, and a lack of digital literacy.

One way we are bridging the access gap is by supporting the creation of community networks. A community network is an Internet access solution built and run by a community, rather than through a major Internet service provider. Community networks offer a complementary way of connecting everyone by bringing connectivity in areas that are financially unattractive for mainstream Internet service providers. We recently supported the creation of two community networks: one is helping improve access for 13 tribal nations in southern California, and the other helped bring the Internet to communities who live on the fringes of the Amazon in northeastern Brazil. Different communities, different countries, but both facing exactly the same challenge.

Another factor that contributes to the access divide is digital literacy, and we are addressing this challenge through our SCILLS program. This program supports organizations that are working to close the knowledge gap that prevents many communities, and in particular girls and women, from using and benefiting from the Internet.

We are also using research as a tool to help us understand, quantify and communicate the true costs of ignoring the access divide. Earlier this year, through our Research program we funded a project in collaboration with the Alliance for Affordable Internet. This research seeks to answer the question, “What is the economic impact of women not having access to the Internet? It’s our hope that by spotlighting the economic dangers of denying women access to the Internet, policymakers and other influential voices will take note of this research, and use it as a tool in creating a roadmap to equity for women in the digital space.

GlassPockets: Transparency, openness, accessibility, and collaboration are some of the virtues that come to mind when thinking about the positive impacts of the Internet on society, so has operating your foundation in a transparent way stemmed from this ideal? And if so, how has your foundation made these virtues core to how you work, and what advice do you have for other organizations embarking on similar efforts?

Sarah Armstrong: The Internet Society Foundation is committed to operating in a transparent way that prioritizes openness, accessibility and collaboration. And we have made this possible in a number of ways.

Our website serves as the single source of truth about our grant programs, where we publish all the information an applicant would need to understand if they are eligible for one of our grants, how to apply, and the process we use to evaluate applications. This information is available in English, French, and Spanish. And as part of our due diligence process, applicants are required to answer a list of questions that can tell us right away if they are eligible and qualified to receive funding.

Additionally, once applications have been accepted for consideration, they are reviewed by what the Foundation calls the Independent Program Review Committee. This committee is comprised of three to five experts who are chosen based on their knowledge of the subject matter and as part of their review, they recommend which applications should be funded and at what level, as well as document feedback for the applicant that is compiled and shared by the Foundation. Throughout this process, independent experts are required to adhere to our Conflict-of-Interest Policy.

"It’s difficult to practice integrity without being honest and transparent.

Lastly, as a team we’ve agreed upon a set of values to guide how we work and one of them calls for us to “act with Integrity.” And it’s difficult to practice integrity without being honest and transparent. My advice to other organizations would be to find a way to embed transparency into your organizational values, that way it’s easier to bring the word into daily conversations and eventually weave it into the fabric of the organization.

GlassPockets: One of the biggest barriers we encounter when it comes to foundations embracing a more transparent approach is a lack of understanding of the return on the investment of time and effort. Can you share a story about how opening up and illuminating the work that you are doing has helped you to better achieve your organization’s goals, or advanced your work in some unanticipated way?

Sarah Armstrong: Being a new Foundation, it’s been important for us to establish trust with our grantees, especially considering that we began running our programs at the onset of the pandemic when everything had an air of uncertainty. One way we have tried to build this trust is by holding quarterly check-in calls that bring all grantees in a given cohort together to informally discuss any challenges, opportunities, or learnings they are experiencing in their projects.

The grantee feedback has been extremely positive, with many sharing that these calls provide them a platform to speak openly and without judgment about the ups and downs of operating their programs in a COVID world, and also allow for a rich exchange of ideas. These calls also provide additional space for the grantees and Program Officers to be more flexible and adaptable, and hold necessary conversations such as perhaps adjusting the scope of a project, or revisiting a project’s goals. As a Foundation that is embracing a test, learn, and adapt model to our programming during this startup phase, these calls have been an important part of our learning journey.

GlassPockets: Your foundation has the distinction of having both a GuideStar Transparency Seal as well as now a GlassPockets Transparency Badge. How did these processes help you improve or better understand the Internet Society Foundation’s level of transparency, and why should your peers participate?

Sarah Armstrong: This process has created the opportunity for us as a team to have these important conversations around what transparency means, how we can embed it into our work, and what kind of Foundation we want to be for our grantees and other stakeholders. This will be an ongoing conversation for us as the Foundation continues to grow and shape our programming, and we look forward to the journey. I’d encourage my peers to participate in this process; it helps us as organizations to build stronger and more trust-based relationships that ultimately enable our work to have a greater impact.

GlassPockets: Since ideally, transparency is always evolving and there is always more that can be shared, what are some of your aspirations for how the Internet Society Foundation will continue to open up its work in new ways in the future?

Sarah Armstrong: We will continue with the practices we have established but also follow our Test, Learn and Adapt model. Because we are a startup, we know we are testing new things, as well as learning from the practices we have put into place and the questions we are asking. And we make adaptations as needed from what we learn. It is in this way that we will move forward to ensure our transparency commitment evolves.

Better Data, Better Decisions, Better World
June 3, 2021

Sarina-dayal
Sarina Dayal
Davis-parchment
C. Davis Parchment

By C. Davis Parchment (she/her) and Sarina Dayal (she/they)

This post originally appeared on Candid blog.

Last month, over 1,300 grants professionals gathered virtually for PEAK2021. For eight days, this group of philanthropy professionals dedicated to advancing equitable, effective grantmaking practices came together to connect, learn, and share in critical discussions about the practice of grantmaking. LaTosha Brown, co-founder of Black Voters Matter Fund, underscored a major theme during the opening keynote that carried through the rest of the conference: together. She reminded us that as a field, we must create the future of philanthropy together. Inherent in that call to action is an implicit recognition that working together as a field of millions of disparate actors requires the right information to realize our potential to make the world a better place.

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At a conference packed with grants managers, talk of data and data systems were abundant and layered. Data governs almost every aspect of our individual lives and plays a significant role in our field. We need data to tell our story, identify funding opportunities and gaps, uplift partners, define the problems we seek to solve, and contribute to our collective impact.

For years now, philanthropy has been working to become more accountable and less siloed. So has Candid. It’s one of the main reasons we became Candid—by bringing together data on nonprofits and foundations, we can help our sector accomplish so much more together.

The social sector’s information landscape is changing. And it's clear that now is the time for philanthropy to step up and collectively be more data-driven. For years, we’ve seen too much lip service paid to organizing our philanthropic response in a more systematic and equitable way, and there hasn’t been enough adoption of cohesive, data-driven practice. This is not an individual problem—the nature of philanthropy is structured so that foundations are able to work in silos with little accountability or competitive pressure to take joint action. Despite this, it is on all of us to change this narrative.

We know that change is hard and slow, and Candid is a great example. It’s been two years since we’ve become Candid, and we are still navigating the transition. Bringing together our cultures and our data systems has by no means been a seamless process, and we continue to experience both successes and failures in the process of change. But we know they are necessary.

In celebration of PEAK Grantmaking’s 25th anniversary, Satonya Fair, President and CEO of PEAK, reminded us that, “If you want to go fast, go alone. If you want to go far, go together.” So, to help us go far together, Candid is prepared to help.

To become the data-driven, relevant, responsive, and equitable sector we aspire to be, we must have an information infrastructure on which we can all rely. Candid is working to build this infrastructure and data capacity for the sector. While we are most commonly known for tools and resources like GuideStar profiles and Foundation Maps, we are currently bringing together our data repositories so we can seamlessly capture a full view of the field.

But for this to work best, it requires broad adoption and participation. We need both funders and nonprofits to contribute their information to Candid’s central data system. We also need to improve how we generate data in ways that reduce the burden on nonprofits while building efficiency for the sector as a whole.

This starts with organizations having a current GuideStar profile with in-depth, up-to-date information, recognized with a Seal of Transparency. These profiles allow nonprofits and foundations to tell their full story by adding specific information about their programs, such as measures of progress, operations, demographic information, and financials. Consider updating your GuideStar profile and asking your potential and current grantees to earn a Gold Seal of Transparency. By doing so, you’ll be advocating for increased and enriched sector-wide information about nonprofits—who they are, what they do, who they serve, and why it matters. This also alleviates the burden on grantees to tell their story over and over again, since it’s displayed on their profile for all to access.

Through Candid’s data partner networks, GuideStar profile information is shared with all major U.S.-based donor-advised funds and more than 200 charitable sites, including AmazonSmile and Facebook. Research shows that organizations with a GuideStar Seal of Transparency have 53% more fundraising success. And from an equity lens, Candid is increasingly being tapped to identify BIPOC-led and/or BIPOC-serving organizations for funders that are making efforts to center equity in their grantmaking. Let’s help lift up these organizations—together—using one standard.

We also need funders to share their grants data directly with us through e-reporting. We can’t rely on tax returns from nonprofits and foundations to meet the sector’s information needs. (That’s even more relevant this year! See our blog post on the IRS 990-filing backlog). Only with current contributed data, including detailed grant descriptions, can we tell the full story of where funding is and is not going. Please consider making a regular practice of sharing details about your grantmaking. Check out a recent webinar, Why & How to Share Your Grants Data with Candid, to learn more.

Information from funders is essential to paint a complete picture of the field so that we can monitor trends. This became even more clear to us in 2020 when working on our COVID-19 and racial equity funding maps. Many funders use our resources as a starting place to understand the field’s activity. While we actively collect real-time data, we rely on your contributed information to accurately represent how the field responds to urgent needs. In addition to providing open access to grants and nonprofit data on our special topic websites, we also collect and share related reports on IssueLab. As your foundation commissions and publishes knowledge, remember to also share it with Candid via IssueLab so it’s easily discovered by others.

We know it's a big lift to be data-driven and navigate new tools and processes. To help, we’ve created a new self-paced, free course to learn how to use Candid’s mapping, data, and knowledge tools to better identify funding peers, potential grantee partners, and funding gaps.

There is still so much we all need to learn. If you have feedback or questions for us—whether it’s about the data infrastructure or demographic information—we are always open to conversations in the pursuit of making data work for all. Reach out to us or comment here if there’s something you want us to consider.

A big congratulations to PEAK for a very successful conference.

In partnership—together,

Davis and Sarina

Sharing Power: A Frank Discussion Between Funders and Grantees
May 26, 2021

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Janet Camarena

by Janet Camarena, Senior Director of Candid Learning, Candid


One of the most energizing things about Candid Learning is the opportunity it affords us to bridge the philanthropy divide by bringing together funders and grantees to learn from one another.

As we collectively grapple with the uneven pandemic recovery, and the realities of the work ahead to improve systemic inequities, it’s increasingly critical to examine the role power and influence play in the social sector.

special free webinar program we are offering next week brings together funders and their nonprofit partners to discuss strategies and approaches to sharing power to improve the grantee-grantmaker relationship.

Join us on June 2 for this frank conversation, which will include approaches to help grantee organizations advocate for themselves despite the power imbalance, and advice for funders about how to mitigate the power differential inherent to grantee-grantmaker partnerships.

Thumb-cover-funding-performance-250x300-v2The webinar will draw upon the powerful and thoughtful essays in the recent Leap Ambassadors publication, Funding Performance: How Great Donors Invest in Grantee Success.

Candid is delighted to be hosting Tipping Point CEO, Sam Cobbs and Ford Foundation Executive Vice President, Hilary Pennington in conversation with National Immigration Law Center Executive Director, Marielena Hincapié and Homeless Prenatal Program Founder and Executive Director, Martha Ryan to explore how funders and grantees can navigate power sharing—in service of stronger, more equitable outcomes. Leap Ambassador Lowell Weiss will moderate this free discussion.

Whether you are a donor or grantee, the insights and hard-won lessons learned that the panelists will share will be compelling and inspirational as we consider how we can all work together more equitably and effectively.

Register for this free webinar today.

Headwaters Foundation Joins GlassPockets
December 3, 2020

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Brenda Solorzano

Meet Our New GlassPockets Foundation: An Interview with Brenda Solorzano, Chief Executive Officer, Headwaters Foundation

This post is part of our "Road to 100 & Beyond" series, in which we are featuring the foundations that have joined us in building a movement for transparency that now surpasses 100 foundations publicly participating in the "Who Has GlassPockets?" self-assessment. This blog series highlights reflections on why transparency is important, how openness evolves inside foundations over time, helpful examples, and lessons learned.

Headwaters Foundation works side-by-side with Western Montanans to improve community health. Its vision is a Western Montana where all people, especially the region’s most vulnerable, are healthy and thriving.

In recognition that the resources of the Headwaters Foundation belong to the communities it serves, its philanthropic investments are designed with community at the center of the work. The foundation supports efforts that address the social determinants of health issues that keep Western Montanans from being healthy. Investments by the foundation prioritize two vulnerable communities, children living in poverty and American Indian communities. Through 2023 its granting programs include:

  • Strategic Initiatives: Supporting multi-year, multi-faceted strategic initiatives that build community capacity to collaboratively address the issues that keep Western Montanans from being healthy
  • GO! Grants: Quick turnaround, high impact, low stress grants for mission aligned organizations in rural Western Montana
  • Policy Grants: Focused on research, policy development and grassroots advocacy, these investments inform Montana health policy conversations

Headwaters Foundation is among our newest GlassPockets participants. In this interview with GlassPockets’ Janet Camarena, Brenda Solorzano, CEO of the Headwaters Foundation, explains why transparency is key to its philanthropic approach.

GlassPockets: 2020 has been a very unpredictable and challenging time for us all, and much of what is happening in philanthropy today stems from responding to multiple crises unfolding from the pandemic and from a nation reckoning with racial injustice. How is Headwaters responding to these unprecedented times, and how has your thinking about transparency, openness, and funder accountability informed your approach?

Brenda Solorzano: The current crises are forcing philanthropy to re-visit why and how we do our work, including us at Headwaters. At Headwaters, we start from a place of trusting that communities know best about the challenges they face and the solutions needed. This is the lens we applied when the dual crises hit Montana. We turned to our grantees and asked them what they needed. They told us they needed resources to address the significant food access and childcare issues elevated by the pandemic. So that is what we provided. They also shared the need to shift their grant priorities and timelines, so we did that too. The basic theme here is that we listened to our grantees and the communities they serve. There is no greater accountability for a funder than to listen to your grantees. This is true always, regardless of whether we are living in a pandemic or not. And while we always take this approach to our work, these times pushed us to ask ourselves what else we could be doing in regards to transparency and accountability. The decision to participate in GlassPockets came as a result of this exploration. It had been on my radar for a while but the crises lit a fire to finally get it done.

GlassPockets: Your website outlines a community-driven, collaborative approach to problem solving. There is growing interest in participatory approaches to grantmaking as one way to mitigate traditional grantee-grantmaker power dynamics that can get in the way, as well as to better learn and value community expertise. Can you share some thoughts about how this approach is leading the foundation in different, more effective directions than otherwise might have been the case with a traditional philanthropic approach?

“The benefits of these elements are that grantees start from a place of partnership and buy-in when they are in control of defining the problem and solution.”

Brenda: Philanthropy has a long history of top-down approaches. This includes defining the problems and solution, determining success, and freedom to shift on a whim. And while there may be some merits to these approaches, they often do not support the critical community work that could more effectively address the big social challenges we face, especially during times of crises. Before I address the benefits of this approach, I want to call out a few points. First, doing work in this way requires ceding power and control by foundation staff and board. It also requires relationship building with grantee partners that is grounded in more than the money. Finally, it requires a shared vision for the change that is desired. The benefits of these elements are that grantees start from a place of partnership and buy-in when they are in control of defining the problem and solution. Grantees are also more honest in sharing when there is a mutual definition of success because they have insight in to how the foundation will define success and have a trusting relationship to work through any challenges that may arise.  Another benefit is that by doing the work this way, grantees can focus on their mission critical work and not have to spend time demystifying the traditional grant application process. From a personal perspective, the way we do the work at Headwaters is more fulfilling than the traditional approaches I took in my previous 15 plus years of grantmaking.

GlassPockets: One of the biggest barriers we encounter when it comes to foundations embracing a more transparent approach is a lack of understanding of the return on the investment of time and effort.  Can you share a story about how opening up and illuminating the work that you are doing has helped you to better achieve your organization’s goals, or advanced your work in some unanticipated way?

“The lack of transparency in philanthropy creates far more unnecessary work on the part of grantees and foundation staff than if you spent some time creating more transparent ways of communicating.”

Brenda: I would counter the narrative by sharing that the lack of transparency in philanthropy creates far more unnecessary work on the part of grantees and foundation staff than if you spent some time creating more transparent ways of communicating. I’ll share a story that exemplifies this. When we launched our grantmaking programs, I met with many nonprofit leaders wanting to access funds from this new foundation. During a meeting with one of these local nonprofit leaders. I shared our website, which includes a clear description of our strategy and grantmaking priorities. I also shared that all of our grantmaking programs were on the website and that there were no other “behind closed door” funds. After reviewing the materials, she came back to me and said that it was clear to her that her organization and their work were not a fit for funding. She noted that she appreciated the clarity and directness of my communication because she would no longer keep pursuing funding from us since it was clear they did not fit into any of the funding programs. She noted that she has a yearly plan to meet with funders or apply for funding from any foundation that she thinks she has even a slight chance of getting funds from. She recognizes that playing this game results in a lot of her time chasing dollars she may not get, but feels that is what foundations’ lack of clarity cause her to do. She crossed us off her yearly foundation visit and thanked me for giving her time to focus on things that had better return on investment for her mission-critical work. I appreciated that I would not have to take another meeting with her and instead could prioritize time with mission- and strategy-aligned grantees.

GlassPockets: How did the GlassPockets self-assessment process help you improve or better understand Headwater's level of transparency, and why should your peers participate?

Brenda: As a trust-based funder, we are continuously asking ourselves how we can better live the values of humility, equity and transparency. The GlassPockets assessment made it clear that we have a long way to go to maximize how we live the value of transparency. I felt pleased that we met some of the expectations, but I quickly realized that there is more information we should be sharing with our grantees and the communities we serve. As a result of this learning, we have added a transparency goal for 2021 and will be building a work plan, so when we re-do our GlassPockets assessment next year, we will rate better than our current assessment indicates. This was a good learning process for me and I realized that relying on my gut to measure our level of transparency was seriously flawed.  I’d encourage my colleagues to do their own GlassPockets assessment because it will clearly identify areas of improvement needed to truly be a transparent funder.

GlassPockets: The Headwaters Foundation is active in the Trust-Based Philanthropy movement. Can you share a bit with us about the Trust-Based approach, why Headwaters is participating, and how transparency and openness play a role within that effort?

“I’d encourage my colleagues to do their own GlassPockets assessment because it will clearly identify areas of improvement needed to truly be a transparent funder.”

Brenda: In any kind of relationship, it is difficult to have a trusting relationship without transparency. This applies to a funder/ grantee relationship and it is why transparency is so critical within the Trust-Based Philanthropy (TBP) approach.  As mentioned above, TBP is grounded in centering values of equity, humility and transparency. These values are critical if foundations aim to have trusting relationships with grantees and/or are hoping to rebalance the power dynamic between themselves and their grantees.

While transparency is a key component of TBP, it is only part of what TBP is all about. TBP is an approach that also requires centering relationships with grantees, collaborating with humility and curiosity, sharing and ceding of power by foundations, and centering equity by changing practices that perpetuate inequities. The theory of TBP is that having a philanthropic approach with all of these components will lead to more effective community-led change efforts that could more effectively create a just society.

GlassPockets: Since ideally, transparency is always evolving and there is always more that can be shared, what are some of your aspirations for how Headwaters Foundation will continue to open up its work in new ways in the future?

Brenda: To start with, we need to do better at meeting the GlassPockets criteria around foundation transparency. This will be the low hanging fruit, but something we must improve. A couple of other areas I’d like Headwaters to explore is how we can be more transparent about how we manage and invest our endowment. We are also looking at how we can do better in sharing what we are learning from our work and how to share it with key audiences including grantees, the communities we serve, and the field of philanthropy.

Action & Accountability: Why Demographic Data Matters Now
May 28, 2020

Every day we wake up anxiously to frightening new data. The number of cases. The number of deaths. Which country has surpassed another? Who’s flattening the “curve.”  And... that the pandemic’s impact is shockingly disproportionate across race, age, gender, and geography. Due to the living legacies of oppression baked deeply into our social, economic, and political systems, we are seeing that the folks most negatively affected by the crisis are more likely to be Black, Brown, and Native.  In the US especially, we are also seeing a backlash of xenophobia towards Asian and Pacific Islander communities due to efforts to racialize the virus. Add in other intersecting identities like gender identity, age, sexual orientation, immigrant status, justice-system impacted, disability status, and socio-economic class and it becomes clear that those most affected will likely face greater challenges to accessing aid or meeting eligibility requirements for existing support and recovery packages.

Although the scale here is unprecedented, the narrative is a familiar one to us. Prior to the pandemic, CHANGE Philanthropy, PEAK Grantmaking, D5 Compass, and Candid were partnering to raise awareness about the importance of collecting and sharing demographic data. As COVID-19 continues to disproportionately affect our most vulnerable communities and philanthropy mounts a large scale response to growing needs, we encourage foundations and nonprofits to consider these recommendations in an effort to accurately account for the reach and impact of philanthropic dollars and use this data to address funding gaps to communities most impacted by the crisis.

Our challenge for you: 

  • Review your response strategy with an equity lens. 
  • Move the money simply and equitably.
  • Track your grants' intended impact and community reach.
  • Be transparent by sharing your giving and program data.

Reviewing Your Response Strategy with an Equity Lens 

Billions of dollars are being mobilized to support what will become a lengthy and multi-stage response to both the pandemic and a devastating economic downturn. How they will be invested, and to which organizations and communities, will shape the legacy of philanthropy’s response during this historic crisis. A survey in 2018 by PEAK Grantmaking and Frontline Solutions found that 56% of funders had a formal equity statement. Yet, when PEAK conducted a flash survey of its members it found that so far only around 10% of funders are reporting that they are collecting any demographic data for the leaders or nonprofits or the beneficiaries they serve as part of this rapid response.

This represents an opportunity for foundations to not only to walk the talk around embedding equity into practice, but also to show it. As funders continue to distribute aid addressing COVID-19, it will be imperative for them to document the intended beneficiary community, demographics about the leadership of grantee organizations, and how the organizations are addressing community needs. This kind of focus on demographic data is essential if philanthropy truly wants to assess and improve its track record on equity and inclusion.

Move the Money Simply and Equitably

As the calls for more responsive and streamlined philanthropy grow around the current crisis, grants management professionals—the people inside grantmaking organizations who are managing technology systems, application, and reporting processes, grant agreements, and payments—are leading organizational efforts to adapt grantmaking processes, procedures, technology, and communications. At PEAK Grantmaking, many members have reported that they are already adding fields to their grants management systems to collect data around how money is being spent during this crisis. 

As decision makers are called on to make quick determinations in new settings (many have hosted or attended their very first virtual grant review committee meetings in just the last two months!), it becomes even more important for them to have data to inform their deliberations, ensure that philanthropy’s response is equitable, and take into account communities that have been marginalized or left out of traditional grantmaking practices. It is in these moments of crisis response and recovery that we must make some changes in practice, otherwise, we will default to the philanthropic practices that have only exacerbated inequity.

Track Your Grants’ Intended Impact and Community Reach

Instead of building systems that satisfy the information needs of the few while overshadowing the needs of the system as a whole, we recommend improving transparency and data collection efforts by sharing data that can be accessed by everyone to help inform both crisis response and recovery efforts.

Nonprofits can easily share key details about who they are, whom they serve, and any specific COVID-19 response through the GuideStar Profile Update Program.  Consider asking all applicants to complete the Demographics section. There, organizations can share leadership, board, and staff demographic information as well as equity strategies. The demographic survey was updated last year in partnership with CHANGE philanthropy and Equity at the Center to revise the language and approach to collecting and sharing demographic information. This data can help to inform grantmaking and be integrated later in reporting grant details.  

It sounds counter-intuitive but tracking data about grantees need not be at odds with streamlined, rapid response processes. Common standards, taxonomies, and practices are the bedrock for comparability, analysis, and insight.  The fierce independence of our sector often works against our goals to effect large-scale change with disparate actors who frequently are reticent to share information using common standards. By adopting existing taxonomies and standards foundations can bypass the time it takes to create custom systems, and ensure comparability with peers.

Be Transparent by Sharing Your Giving and Program Data

Now is the time for foundations to go beyond the details they disclose on annual IRS reporting forms (990-PF) and share current, complete, and accurate giving data, especially on COVID-19 response work and specific populations that are intended to benefit from that work.

Candid is actively tracking philanthropy’s response to the coronavirus pandemic. The public-facing website includes funding opportunities, an interactive map listing awarded grants and grant descriptions, a directory of rapid response funds, and related news items all updated daily at candid.org/coronavirus. Though this effort is currently tracking more than $10 billion in grants, it is incomplete without your data.

Here are some tips to maximize the impact of this reporting: 

  1. If your organization has already funded efforts related to the crisis, please share information on this grantmaking with Candid. Knowing where the money is going and how, and having the latest information from organizations, facilitates thoughtful collaboration and decision making in times of crisis. 
  2. If your organization has established a coronavirus response fund, please let Candid know so we can include it on the list of funds we’re curating. 
  3. If you have never shared grants data before, we recommend using the simplified eReporting template.
  4. Provide detailed grant descriptions. This is the best way to ensure your data will be accurately coded to capture the subject, population, geographic area served, and support strategy you intended and, ultimately, mapped correctly. 
  5. For additional information or assistance with eReporting, email: egrants@candid.org.

 

In closing…

We already know that the impact of this pandemic is tragically inequitable. Let’s take this moment to embed intentionality around demographic data collection and reporting and bake it into our recovery funding practices. These tools and strategies will allow us to be more transparent and accountable about the reach of our pandemic response grantmaking.  If practiced, they will strengthen the field, our ability to analyze the impact, and help future philanthropists understand how to invest in community-based solutions. By combining equitable action response with timely and accurate data collection, philanthropy can avoid past patterns of excluding historically under-served communities from much needed support.

About the Authors

Melissa Sines leads PEAK Grantmaking’s work to identify effective, efficient, and equitable philanthropic practices and advocate for their adoption by grantmakers. She currently serves as Programs and Knowledge Director at PEAK Grantmaking

C. Davis Parchment has long worked to support a social sector driven by better data, research, and analysis. Currently serves as Director of Partnerships-West where she is responsible for elevating and expanding the reach of Candid across the western region by building partnerships and strategies that help to strengthen the social sector.

Kelly Brown is principal consultant at Viewpoint Consulting, which provides program design, research, and analysis to organizations and individuals investing resources to strengthen underserved communities. Previously she led the D5 Coalition, a five-year effort to advance philanthropy through diversity, equity, and inclusion.

Carly Hare (Pawnee/Yankton) strives to live a commitment to advancing equity and community engagement through her professional and personal life. Carly serves as the Coalition Catalyst/National Director of CHANGE Philanthropy.

Is the Environmental Movement Still #SoWhite? Learning from the 2019 Green 2.0 Transparency Report Card
March 12, 2020

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Whitney Tome

Whitney Tome is the executive director of Green 2.0, which advocates for improved diversity, equity, and inclusion in the mainstream environmental movement.  

As environmental disasters from the recent wildfires in Australia and California to the growing intensity of tropical storms increase, environmental work takes on heightened urgency. We know that crises such as wildfires, rising sea levels, poor water, and air quality disproportionally impact people of color and vulnerable communities, so it’s important that the movement for improving our environment be accessible, welcoming, and open to all.

Since its inception in 2014, Green 2.0 has pioneered accountability measures for the #DiversifyGreen movement writ large. Through our annual Transparency Report Cards, we’ve exposed some of the worst actors within the top 40 environmental NGO’s and foundations while praising those who’ve demonstrated true commitments to diversity with their hiring practices. Our work has been instrumental in putting the spotlight on the glaring diversity issues within the environmental movement, and as a consequence, we’ve seen folks make substantive progress.

Though the diversity statistics for 2019 are encouraging, it is far too premature to declare victory. Some of the top foundations and organizations in this space who claim to be major, influential players, perpetuate a double standard—asking their grantees for their data and equity efforts while not providing their own.

This kind of hypocrisy is not just a glaring weakness, but it needs to be understood as an obstacle to making the kind of progress and impact these organizations seek to make.

"Opportunity, accountability, and intentionality are three pillars that funders and nonprofits alike must stand on."

Let us be clear—opportunity, accountability, and intentionality are three pillars that funders and nonprofits alike must stand on. Environmental leaders cannot afford to lose sight of the significance of diversity at a time when this movement needs greater unity and coordination of resources than ever before. There is too much at stake. Especially for our most vulnerable communities.

Inaction is inexcusable. And data can move people to action. This is why we publish these diversity statistics each year. With the critical support, leadership, and thought-partnership of Guidestar by Candid and Dr. Stefanie K. Johnson, our report cards and data analysis are produced with great care and efficacy because these organizations, like every organization, must be held accountable.

Based on our 2019 findings, we urge leaders in the environmental movement to adopt the following recommendations: Green2.0_logo-NEW

  1. More organizations in the funder sector of the movement need to report their data. As it stands, so few foundations have reported that Dr. Stefanie K. Johnson simply could not make an apples-to-apples comparison of which sector is excelling more rapidly. It is clear that NGOs excel in reporting data and are making strides, and while we assume foundations are making less progress due to lack of commitment to even report data, we simply cannot know for sure. What is clear is that data reporting signals external commitment and reinforces internal resolve to remove barriers to diversity that exist in persistently white organizations.
  2. Leaders must be thoughtful about how the opportunity to diversify manifests differently at different levels of their organizations. For example, while senior staff numbers have increased slightly in this year’s report, leaders have to consider whether that is sustainable if C-Suite professionals stay longer and their organizations are not expanding the number of senior staff positions. When senior positions do open, pushing search professionals to deliver truly diverse slates is an urgent necessity, and underscores the importance of having good data to back up the need. Evidence for the importance of tracking demographic data and using it to advocate for greater inclusion can be seen in the growing diversity of boards noted in this year’s report.
  3. Listen to young people. As we’ve seen, despite their lack of representation in the public sphere, young people are already building separate lanes of influence on climate change. Their leadership, messaging, and organizing strategies are noticeably more inclusive and racially diverse than the institutions that comprise the wider movement. They are nimble and rapidly responsive, in part, because they are the communities they are trying to save.

    "Inaction is inexcusable. And data can move people to action."

While we have faith that the longstanding, mainstream environmental movement will challenge itself to push the envelope on inclusivity, we implore the recalcitrant organizations to step forward and pledge to do better today. Not tomorrow. Not next year. Because many brown and Black communities just don’t have the time.

When Numbers Fall Short: The Challenge of Measuring Diversity in a Global Context
January 16, 2020

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Bama Athreya

Bama Athreya is the Gender and Social Inclusion Advisor at the C&A Foundation, a corporate foundation committed to making fashion a force for good and transforming the industry to be more sustainable and provide decent livelihoods.  

At C&A Foundation we believe many of the challenges we seek to tackle are rooted in social exclusion. We are on a journey to deepen our approach to gender justice, diversity, equity, and inclusion. As part of our own effort to learn, we recently undertook a demographic survey of our 60+ employees worldwide to find out how “diverse” we are as an organization and what it might imply for our efforts to create an equitable organization. It was a first for us and we learned far more than the numbers alone revealed.

The process itself was both eye-opening and humbling. It forced us to reflect on what really matters for our global organization when it comes to diversity and it revealed some of our own implicit biases.

"We believe many of the challenges we seek to tackle are rooted in social exclusion."

We worked with US-based consultants to prepare the survey—covering age, sexual orientation, gender identity, nationality, disability, race, religion, and educational status. Unknowingly, the very act of selecting these categories imposed a US-centric world view, particularly with respect to our understanding of race and ethnicity.

For example, the category “Latinx” was used in the initial survey; this category is very relevant in the US, but reductive in Latin America, confusing in Europe, and irrelevant in South Asia. An important category for Europe—Roma—was not available for selection.

So we tried again, re-surveying our country offices in an attempt to create meaningful country-specific data. This proved far more useful in revealing what we should be considering as we seek to foster an inclusive workplace culture.

In Brazil, for example, race is a very salient concept and we are developing a much stronger understanding of why power dynamics around race may be the single most important thing we can address in that context. Less than half the Brazilian population is white —yet, political and economic structures are predominantly controlled by whites.

In Mexico, we need to consider the significant proportion of indigenous people and “mestizos” (mixed ethnicity). Although Mexicans of European descent are the minority there, they too remain a dominant political and economic class. In India, race itself is a problematic construct. Instead, caste discrimination has played a powerful role in reinforcing social group dominance and oppression for centuries. A dizzying array of ethno-linguistic groups suggests diversity but masks the real and sometimes violent social exclusion based on caste and religion. While historically disadvantaged “scheduled” castes and tribes make up around 25 percent of India’s population, they are significantly under-represented in the country’s economic life.

And throughout South Asia, religion is a political and social flashpoint. This applies to Bangladesh, a majority Muslim country where Hindus and Christians face increasing sectarian violence, as well as India, where, as recent events show, laws and policies excluding Muslims reflect rising Hindu nationalism.

Since C&A Foundation always aims to be open and transparent, it is our practice to openly share what we learn from our research, and this exercise was no exception. However, in the end, due to the importance of country and cultural context, the only demographic categories we felt were appropriate to include in our annual report were gender, disability, and migration status. Age is another context-neutral category we might report globally in the future. But for our 60 staff people spread across the world, we realized that inclusive hiring, promotion and retention policies needed to do more than just look at the numbers, even for these categories.

So what did we learn, and what do we suggest to other foundations undertaking similar surveys?

First, generic global surveys aren’t the best way to tackle region-specific diversity and inclusion challenges. Instead, start with a social inclusion assessment that looks at the local context. Who has power? Who is marginalized? From there you can craft context-specific demographic questions for your employees or your partners.

Lesson two: don’t just play the numbers game. With, at most, a dozen staff in any given country office, we found there is limited value in trying to add them all up to some global statistic on diversity. However, it is important to look at who’s not present in your workplace. For example, in Brazil, we’ve taken affirmative steps to recruit more Afro-Brazilians by hiring a consultancy specialized in searching for Afro-Brazilian professionals. And we are looking carefully at how to create more inclusive workplaces for people with disabilities across all of our country offices. For us, this kind of targeting does more to address diversity than a broad-brush effort.

"It is important to look at who’s not present in your workplace."

Finally, another value of this approach is that you are leading by example to your grantees since you likely ask them to provide you with their own demographic data. Just as we realize the limitations to what we do with this data, we can understand and respect the variety of approaches that our grantees may take to tackle their own specific diversity, equity and inclusion challenges. At C&A Foundation we see our efforts to address inequality as another means to encourage our local grantees to prioritize and embrace their own equity and inclusion agendas. This is where our broader influence may lie—and offers a further compelling reason to continue our own internal journey.

 

In 2020, C&A Foundation`s work in fashion will become part of Laudes Foundation - a new, independent foundation designed to support brave initiatives that will inspire and challenge industry to harness its power for good. The organization will works both to influence capital so that investment encourages good business practices, and through industry to tackle its deep and systemic challenges.

Laudes Foundation is a part of the Brenninkmeijer family enterprise, next to the COFRA  businesses and the family’s other private philanthropic activities, including Porticus, Good Energies Foundation, and Argidius Foundation.

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About Transparency Talk

  • Transparency Talk, the GlassPockets blog, is a platform for candid and constructive conversation about foundation transparency and accountability. In this space, Candid 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 Candid.

    Questions, comments, and inquiries relating to guest blog posts may be
    directed to:

    Janet Camarena
    Senior Director of Candid Learning


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