Transparency Talk

Category: "Feedback" (62 posts)

Opening Up Emerging Knowledge: New Shared Learning from IssueLab
May 23, 2019

Janet Camarena is the director of transparency initiatives at Candid.

This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

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Though it’s hard to believe, we are already almost halfway through 2019! Given that midpoints are often a time to reflect and take stock, it seemed good timing to mine the knowledge that the field has shared in IssueLab to see some examples of a few of the reports and lessons learned that our GlassPockets foundations have shared over the last six months. Scanning the recent titles, some themes immediately jumped out at me that seemed to be a focus of research across the field, such as racial and gender equity, global trends, and impact measurement.

This is also a good reminder that IssueLab helps make your knowledge discoverable. Though I’m highlighting seven recent publications here, I only had to visit one website to find and freely download them. Acting as a “collective brain” for the field, IssueLab organizes the social sector’s knowledge so we can all have a virtual filing cabinet that makes this knowledge readily available. If it’s been a while since you uploaded your knowledge to IssueLab, you can add any of your publications to our growing library here. It’s a great way to make your knowledge discoverable, mitigate the knowledge fragmentation in the field, and make your foundation live up to being #OpenForGood.

And, speaking of #OpenForGood, our inaugural awards designed to encourage more knowledge sharing across the field will be announced at the upcoming GEO Learning Conference during lunch on May 29th. If you will be at GEO, join us to learn who the #OpenForGood knowledge sharing champions will be! And remember, if you’ve learned something, share something!

Opening Up Evaluations & Grantee Reports

“It’s a refreshing reinvention of the traditional grantee report, placing priority on collecting and sharing the kinds of information that will be helpful to other practitioners, rather than just the data that the funder might need.”

Foundations pilot initiatives all the time, but do they share what they learned from them once the evaluation is all said and done? And what about all the potentially helpful data filed away in grantee reports? This first cluster of new reports opens up this kind of knowledge:

  • Creative City (published by Animating Democracy, Funded by the Barr and Boston Foundations, April 2019) The Creative City pilot program, created by the New England Foundation for the Arts in partnership with the Barr Foundation, supported artists of all disciplines for art in Boston that would serve to drive public imagination and community engagement. Artists, funders, and administrators alike will find much to learn from this report about how to rethink arts in the context of people and place. One compelling example is the Lemonade Stand installation, created by artists Elisa H. Hamilton and Silvia Lopez Chavez, which made the rounds of many Boston neighborhoods, and attracted many people with its bright yellow kiosk glow. Though it looked on the surface like a lemonade stand, it was actually an art installation inviting the community to connect by exchanging stories about how they turned lemons into lemonade.
  • Giving Refugees A Voice: Independent Evaluation (MacroScope London, Funded by the C&A Foundation, March 2018-February 2019) The C&A Foundation supported the Giving Refugees a Voice initiative, designed to improve working conditions for Syrian and other refugees in the Turkish apparel sector using social media monitoring technology. The pilot initiative used social media monitoring technology to analyze the public Facebook posts of millions of refugees associated with the apparel sector in Turkey. The purpose of this analysis was to galvanize brands, employers, and others to take actions and make changes that would directly improve the working conditions for Syrian people in Turkey. This impact report forthrightly reveals that though the social media efforts were an innovative way to document the scale of the Syrians working informally in the Turkish apparel industry, the pilot fell short of its goals as there was no evidence that the social media analysis led to improved working conditions. Rather than keep such a negative outcome quiet, the C&A Foundation publicly released its findings and also created a blog summary about them earlier this year outlining the results, what they learned from them, and what would be helpful for stakeholders and partners to know in an easy-to-read outline.
  • Grantee Learnings: Disability (Published by Ian Potter Foundation, December 2018) The information documented in this publication has been taken from the final reports of disability-serving grantees, which were submitted to The Ian Potter Foundation following the completion of their projects. The Ian Potter Foundation routinely shares out grantee learnings for each of its portfolios as a way to support shared learning among its existing and future grantees, and this is the most recent of these. The report is easily arranged so that other disability services providers can benefit from the hard-won lessons learned of their peers when it comes to likely areas of shared challenges such as staffing, program planning, working with parents and partners, scaling, evaluation measurement, and technology use. It’s a refreshing reinvention of the traditional grantee report, placing priority on collecting and sharing the kinds of information that will be helpful to other practitioners, rather than just the data that the funder might need.

Lessons Learned from Scholarship & Fellowship Funding

Donors looking to make a difference using scholarships and student aid to improve diversity, equity, and inclusion have two new excellent sources of knowledge available to them:

  • Delivering on the Promise: An Impact Evaluation of the Gates Millennium Scholars Program (Published by American Institutes for Research, Funded by the Bill & Melinda Gates Foundation, May 2019) This report shares findings from an impact evaluation of the Gates Millennium Scholars (GMS) program and reflects on findings from implementation evaluations conducted on the program since its inaugural year. The GMS program is an effort designed to improve higher education access and opportunity for high achieving low-income students of color by reducing the cost of entry. The program also seeks to develop a new and diverse generation of leaders to serve America by encouraging leadership participation, civic engagement, and the pursuit of graduate education and careers in seven fields in which minorities are underrepresented—computer science, engineering, mathematics, science, education, library science, and public health. It discusses the extent to which the program has made an impact, and offers concluding thoughts on how the Foundation can maximize its investment in the higher education arena. A central argument of this report is that philanthropic activities like the GMS program can indeed play a crucial role in improving academic outcomes for high-achieving, disadvantaged students.
  • Promoting Gender Equity: Lessons From Ford’s International Fellows Program (Published by IIE Center for Academic Mobility Research & Impact, Funded by Ford Foundation, January 2019) As part of its mission to provide higher education access to marginalized communities, the Ford Foundation International Fellowships Program (IFP) sought to address gender inequality by providing graduate fellowships to nearly 2,150 women—50% of the IFP fellow population—from 22 countries in the developing world. This brief explores how international fellowship programs like IFP can advance educational, social, and economic equity for women. In addition to discussing the approach, the program took in providing educational access and opportunity to women. The brief looks at two stories of alumnae who have not only benefitted from the fellowship themselves, but who are working to advance gender equity in their home communities and countries. Activists, advocates, and practitioners can draw upon the strategies and stories that follow to better understand the meaning of gender equity and advance their own efforts to achieve social justice for women and girls worldwide.

Sharing Knowledge about the Social Sector

Foundations invest in knowledge creation to better understand the ecosystem of the social sector, as well as to address critical knowledge gaps they see in the fields in which they work. Thanks to these titles being added to IssueLab, we can all learn from them too! Here’s a couple of recent titles added to IssueLab that shed new and needed light on the fields of philanthropy and nonprofits:

  • Philanthropy in China (Published by Asian Venture Philanthropy Network, Funded by The Rockefeller Foundation, April 2019) Philanthropy is now a global growth industry, but philanthropic transparency norms in other parts of the world are often lacking, so knowledge can be scarce. Philanthropy in China today is expanding and evolving rapidly, so filling in these knowledge gaps is even more pressing. This report presents an overview of the philanthropy ecosystem in China by reviewing existing knowledge and drawing insights from influential practitioners. It also provides an analysis of the key trends, opportunities as well as a set of recommendations for funders and resource providers who are inspired to catalyze a more vibrant and impactful philanthropy ecosystem in China.
  • Race to Lead: Women of Color in the Nonprofit Sector (Published by the Building Movement Project, Funded by New York Community Trust, Robert Sterling Clark Foundation, Community Resource Exchange, New York Foundation, Meyer Memorial Trust, Center for Nonprofit Excellence at the United Way of Central New Mexico, North Carolina Center for Nonprofits, Russ Finkelstein, February 2019) This report is part of the Race to Lead series by the Building Movement Project, seeking to understand why there are still relatively so few leaders of color in the nonprofit sector. Using data taken from a national survey of more than 4,000 people, and supplemented by numerous focus groups around the country, this latest report reveals that women of color encounter systemic obstacles to their advancement over and above the barriers faced by white women and men of color. Another key finding in the report is that education and training are not enough to correct systemic inequities—women of color with high levels of education are more likely to be in administrative roles and are more likely to report frustrations about inadequate and inequitable salaries. Building Movement Project’s call to action focuses on systems change, organizational change, and individual support for women of color in the sector.

Is this reminding you that you have new knowledge to share? Great—I can’t wait to see what you will #OpenForGood!

--Janet Camarena

Don’t “Ghost” Declined Applicants: The Ins and Outs of Giving Applicant Feedback
April 4, 2019

Mandy Ellerton joined the [Archibald] Bush Foundation in 2011, where she created and now directs the Foundation's Community Innovation programs. The programs allow communities to develop and test new solutions to community problems, using approaches that are collaborative and inclusive of people who are most directly affected by the problem.

GlassPockets Road to 100

This post is part of our “Road to 100 & Beyond series, in which we are featuring the foundations that have helped GlassPockets reach the milestone of 100 published profiles by 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, promising practices in transparency, helpful examples, and lessons learned.

I’ve often thought that fundraising can be as bad as dating. (Kudos to you lucky few who have had great experiences dating!) Lots of dates, lots of dead ends, lots of frustrating encounters before you (maybe) find a match. All along the way you look for even the smallest sign to indicate that someone likes you. “They laughed at my joke!” or, in the case of fundraising, “they seemed really excited about page five of last year’s impact report!” Not to mention the endless time spent doing online searches for shreds of information that might be useful. This reality is part of the reason why Bush Foundation was proud to be among the first 100 foundations to participate in GlassPockets. We believe that transparency and opening lines of communication is critical to good grantmaking, because both in dating and in fundraising, it can be heartbreaking and crazymaking to try and sort out whether you have a connection or if someone’s “just not that into you.” If only there was a way to just “swipe left” or “swipe right” and make everything a little simpler.

“We believe that transparency and opening lines of communication is critical to good grantmaking.”

I’m not proposing a Tinder for grantmaking (nor should anyone, probably, although hat tip to Vu Le for messing with all of us and floating the idea on April Fool’s Day). But over the past several years, Bush Foundation’s Community Innovation program staff has used a system to provide feedback calls for declined applicants, in the hopes of making foundation fundraising a little less opaque and crazymaking. We use the calls to be transparent and explain why we made our funding decisions. The calls also help us live out our “Spread Optimism” value because they allow us to help and encourage applicants and potentially point them to other resources. This is all part of our larger engagement strategy, described in “No Moat Philanthropy.”

 

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Mandy Ellerton

How Feedback Calls Work

We use a systematic approach for feedback calls:

  • We proactively offer the opportunity to sign up for feedback calls in the email we send to declined applicants.
  • We use a scheduling tool (after trying a couple different options we’ve landed on Slotted, which is relatively cheap and easy to use) and offer a variety of times for feedback calls every week. Collectively five Community Innovation Team members hold about an hour a week for feedback calls. The calls typically last about 20 minutes. We’ve found this is about the right amount of time so that we can offer feedback calls to most of the declined applicants who want them.
  • We prepare for our feedback calls. We re-read the application and develop an outline for the call ahead of time.
  • During the call we offer a couple of reasons why we declined the application. We often discuss what an applicant could work on to strengthen their project and whether they ought to apply again.
  • We also spend a lot of time listening; sometimes these calls can understandably be emotional. Grant applications are a representation of someone’s hopes and dreams and sometimes your decline might feel like the end of the road for the applicant. But hang with them. Don’t get defensive. However hard it might feel for you, it’s a lot harder for the declined applicant. And ultimately, hard conversations can be transformative for everyone involved. I will say, however, that most of our feedback calls are really positive exchanges.
  • We use anonymous surveys to evaluate what people think of the feedback calls and during the feedback call we ask whether the applicant has any feedback for us to improve our programs/grantmaking process.
  • We train new staff on how to do feedback calls. We have a staff instruction manual on how to do feedback calls, but we also have new team members shadow more seasoned team members for a while before they do a feedback call alone.

 

What’s Going Well

The feedback calls appear to be useful for both declined applicants and for us:

  • In our 2018 surveys, respondents (n=38) rated the feedback calls highly. They gave the calls an average rating of 6.1 (out of 7) for overall helpfulness, 95% said the calls added some value or a lot of value, and 81.2% said they had a somewhat better or much better understanding of the programs after the feedback call.
  • We’ve seen the number of applications for our Community Innovation Grant and Bush Prize for Community Innovation programs go down over time and we’ve seen the overall quality go up. We think that’s due, in part, to feedback calls that help applicants decide whether to apply again and that help applicants improve their projects to become a better fit for funding in the future.
  • I’d also like to think that doing feedback calls has made us better grantmakers. First, it shows up in our selection meetings. When you might have to talk to someone about why you made the funding decision you did, you’re going to be even more thoughtful in making the decision in the first place. You’re going to hew even closer to your stated criteria and treat the decision with care. We regularly discuss what feedback we plan to give to declined applicants in the actual selection meeting. Second, in a system that has inherently huge power differentials (foundations have all of it and applicants have virtually none of it), doing feedback calls forces you to come face to face with that reality. Never confronting the fact that your funding decisions impact real people with hopes and dreams is a part of what corrupts philanthropy. Feedback calls keep you a little more humble.

 

What We’re Working On

We still have room to improve our feedback calls:

  • We’ve heard from declined applicants that they sometimes get conflicting feedback from different team members when they apply (and get declined) multiple times; 15% of survey respondents said their feedback was inconsistent with prior feedback from us. Cringe. That definitely makes fundraising more crazymaking. We’re working on how to have more staff continuity with applicants who have applied multiple times.
  • We sometimes struggle to determine how long to keep encouraging a declined applicant to improve their project for future applications versus saying more definitively that the project is not a fit. Yes, we want to “Spread Optimism,” but although it never feels good for anyone involved, sometimes the best course of action is to encourage an applicant to seek funding elsewhere.

I’m under no illusions that feedback calls are going to fix the structural issues with philanthropy and fundraising. I welcome that larger conversation, driven in large part by brave critiques of philanthropy emerging lately like Decolonizing Wealth, Just Giving and Winners Take All. In the meantime, fundraising, as with dating, is still going to have moments of heartache and uncertainty. When you apply for a grant, you have to be brave and vulnerable; you’re putting your hopes and dreams out into a really confusing and opaque system that’s going to judge them, perhaps support them, or perhaps dash them, and maybe even “ghost” them by never responding. Feedback calls are one way to treat those hopes and dreams with a bit more care.

--Mandy Ellerton

Evolving Towards Equity, Getting Beyond Semantics
December 17, 2018

Mona Jhawar serves as learning and evaluation manager for The California Endowment.

Mona JhawarIn my previous post, I reflected on The California Endowment’s practice of conducting a Diversity, Equity, and Inclusion (DEI) Audit and how it helps us to stay accountable to intentionally integrating and advancing these values across the foundation.

We started this practice with a “Diversity and Inclusion” Audit in 2008 and as part of our third audit in 2013, The California Endowment (TCE) adjusted the framing to a “Diversity, Equity, and Inclusion” Audit. This allowed us to better connect the audit with how the foundation viewed the goals of our strategy and broadened the lens used through the audit process.

While this could be viewed as a semantic update based on changes in the nonprofit and philanthropic sectors, by 2016 our audit results reflected how TCE described both our core values that lead with principles of DEI and the ultimate outcome of our work that point towards health equity and justice for all. And although we didn’t make a corresponding change to reflect this shift in what the audit specifically assesses, select findings from our most recent audit highlight how not only diversity, but how equity is also being operationalized within the foundation.

Getting beyond the numbers

In some ways, the most straightforward entry point for DEI discussions is to first examine diversity by assessing quantitative representation within the foundation at the board and staff level, among our partners, contractors, vendors, and investment managers. Though it’s a necessary beginning, reporting and reflection, however, cannot stop with counting heads.  While our audit may have started as a way to gauge inclusion through the lens of diversity, it’s become clear that collecting and examining demographic data sets the stage for critical conversations to follow.

Part of the inherent value of reflecting on diversity and representation is in service of getting beyond the numbers to discover what questions the numbers inspire. Questions such as:

  • Who’s missing or overrepresented and why?
  • What implications could the gaps in lived experiences have on the foundation, the strategies used and how our work is conducted?
  • What are the underlying structures and systems that shape the demographics of the foundation and of the organizations with which we partner?

It’s these types of questions about our demographics and diversity that help move us beyond discussions about representation into deeper discussions about equity.

The audit has been a valuable point of reflection and action planning over the past several years. It’s a comprehensive process conducted in partnership with evaluation firm, SPR, that spans an extensive number of sources.

Towards Equity and Inclusion

As TCE pursues our health equity goals, we’ve been able to define and distinguish key differences between diversity, equity, and inclusion. While diversity examines representation, we define equity as promoting fair conditions, opportunities, and outcomes. We also define inclusion as valuing and raising the perspectives and voices of diverse communities to be considered where decisions are being made. For future audits, we’re looking to refine our DEI audit goals to more explicitly focus on equity and inclusion across both our grantmaking efforts and to even more deeply examine our internal policies, practices, and operations. However, here are a few examples from our latest audit that highlight how equity and inclusion currently show up across the foundation outside of our grantmaking.

Equity in hiring

  • Recognizing the impact of structural racism and mass incarceration, TCE followed the lead of partners working to “ban the box” and the Executives’ Alliance for Boys and Men of Color to change hiring practices. TCE now utilizes a Fair Chance Hiring Policy that opens the door for hiring qualified applicants with a conviction or an arrest and shares open positions with anti-recidivism organizations.

Inclusion and equity in investments

  • In the spirit of inclusion, the criteria for our Program Related Investments (PRIs) integrate whether the PRI will engage the community it is intended to benefit as well as whether the investment will address a known health inequity or social determinant of health.
  • In recognition of structural racism leading to higher rates of incarceration within communities of color, in 2015 TCE announced that we will no longer invest in companies profiting from for-profit prisons, jails, or detention centers.

Equity in vendor selection

  • Operationalizing equity also requires considering how facility operations align with organizational values. In line with our divestment from for-profit prisons, an RFP process identified a vendor-nonprofit team that encouraged hiring formerly incarcerated and homeless community members within our onsite café. We remain committed to this approach.

The Work Ahead

We’ve accomplished a great deal. At the same time, as we evolve towards becoming an equity organization there are areas where we need to put more of our attention.

To move beyond articulating values and to get to deeper staff engagement, audit feedback suggests more staff resources are needed to connect individual functions and roles to our DEI values, including through our performance review process, particularly among non-program staff.

Connected to developing a greater vision regardless of department affiliation, we will soon embark to engage staff across the entire organization to develop a more deeply shared racial equity analysis of our work.  As part of this effort, our board is participating in racial equity trainings and adopted a resolution to utilize a racial equity lens as the foundation develops our next strategic plan.  Building on what we’re learning through our audits, in 2019 we’ll launch this effort towards becoming a racially equitable health foundation that will intentionally bring racial equity to the center of our work and how we operate.

Finally, as we continue to partner with and support community to fight for equity, there are several unanswered, imminent questions we’ll need to tackle. Within the walls of the foundation:

  • How do we hold ourselves to the same equity and inclusion principles that our partners demand of system leaders?
  • How do we confront the contradictions of how we operate as an organization rooted in a corporate or hierarchical design to share power with staff regardless of position, increase decision making transparency, and include those impacted by pending decisions in the same way we ask our systems leaders to include and respond to community?
  • With an interest in greater accountability to equity and inclusion, how do we not only tend to power dynamics but consider greater power sharing through foundation structures and current decision-making bodies both internally and externally?

Herein lies our next evolutionary moment.

--Mona Jhawar

Creating a Culture of Learning: An Interview with Yvonne Belanger, Director of Evaluation & Learning, Barr Foundation
November 8, 2018

Yvonne Belanger is the director of learning & evaluation at the Barr Foundation and leads Barr's efforts to gauge its impact and support ongoing learning among staff, grantees, and the fields in which they work.

Recently, Janet Camarena, director of transparency initiatives for Foundation Center, interviewed Belanger about how creating a culture of learning and openness can improve philanthropy. This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.


YvonneGlassPockets: More and more foundations seem to be hiring staff with titles having to do with evaluation and learning. You’ve been in this role at the Barr Foundation for just about a year, having come over from a similar role at the Bill & Melinda Gates Foundation. Why do you think roles like this are on the rise in philanthropy, and what are your aspirations for how greater capacity for evaluation and learning can benefit the field?

Yvonne Belanger: I think the spread of these roles in strategic philanthropy comes from increasing recognition that building a stronger learning function is a strategic investment, and it requires dedicated expertise and leadership. My hope is that strong evaluation and learning capacity at Barr (and across the philanthropic sector generally) will enable better decisions and accelerate the pace of social change to make the world more equitable and just.

GP: What have been your priorities in this first year and what is your approach to learning? More specifically, what is Barr’s learning process like, what sources do you learn from, how do you use the learnings to inform your work?

YB: At Barr, we are committed to learning from our efforts and continuously improving. Our programmatic work benefits from many sources of knowledge to inform strategy including landscape scans, academic research, ongoing conversations with grantees and formal site visits, and program evaluations to name a few. During this first year, I have been working with Barr’s program teams to assess their needs, to sketch out a trajectory for the next few years, and to launch evaluation projects across our strategies to enhance our strategic learning. Learning is not limited to evaluating the work of our programs, but also includes getting feedback from our partners. Recently, we were fortunate to hear from grantees via our Grantee Perception Report survey, including specific feedback on our learning and evaluation practices. As we reflected on their responses in relation to Barr’s values and examples of strong practice among our peers, we saw several ways we could improve.

GP: What kinds of improvements are you making as a result of feedback you received?

YB: We identified three opportunities for improvement: to make evaluation more useful, to be clearer about how Barr defines success and measures progress, and to be more transparent with our learning.

  • Make evaluations more collaborative and beneficial to our partners. We heard from our grantees that participating in evaluations funded by Barr hasn’t always felt useful or applicable to their work. We are adopting approaches to evaluation that prioritize grantee input and benefit. For example, in our Creative Commonwealth Initiative, a partnership with five community foundations to strengthen arts and creativity across Massachusetts, we included the grantees early in the evaluation design phase. With their input, we modified and prioritized evaluation questions and incorporated flexible technical assistance to build their capacity for data and measurement. In our Education Program, the early phase of our Engage New England evaluation is focused on sharing learning with grantees and the partners supporting their work to make implementation of these new school models stronger.
  • Be clearer about how we measure outcomes. Our grantees want to understand how Barr assesses progress. In September, we published a grantee guide to outputs and outcomes to clarify what we are looking for from grantees and to support them in developing a strong proposal. Currently, our program teams are clarifying progress measures for our strategies, and we plan to make that information more accessible to our grantees.
  • Share what we learn. To quote your recent GrantCraft Open for Good report, “Knowledge has the power to spark change, but only if it is shared.” To maximize Barr’s impact, we aim to be #OpenForGood and produce and share insights that help our grantees, practitioners, policymakers, and others. To this end, we are proactively sharing information about evaluation work in progress, such as the evaluation questions we are exploring, and when the field can expect results. Our Barr Fellows program evaluation is one example of this practice. We are also building a new knowledge center for Barr to highlight and share research and reports from our partners, and make these reports easier for practitioners and policymakers to find and re-share.

GP: Clearly all of this takes time and resources to do well. What benefits can you point to of investing in learning and knowledge sharing?

YB: Our new Impact & Learning page reflects our aspiration that by sharing work in progress and lessons learned, we hope to influence nonprofits and other funders, advance field knowledge, inform policy, and elevate community expertise. When you are working on changing complex systems, there are almost never silver bullets. To make headway on difficult social problems we need to view them from multiple perspectives and build learning over time by analyzing the successes – and the failures - of many different efforts and approaches.

GP: Barr’s president, Jim Canales, is featured in a video clip on the Impact & Learning page talking about the important role philanthropy plays as a source of “risk capital” to test emerging and untested solutions, some of which may not work or fail, and that the field should see these as learning opportunities. And, of course, these struggles and failures could be great lessons for philanthropy as a whole. How do you balance this tension at Barr, between a desire to provide “risk capital,” the desire to open up what you are learning, and reputational concerns about sharing evaluations of initiatives that didn’t produce the desired results?

YB: It’s unusual for Foundations to be open about how they define success, and admissions of failure are notably rare. I think foundations are often just as concerned about their grantees’ reputation and credibility as their own. At Barr we do aspire to be more transparent, including when things that haven’t worked or our efforts have fallen short of our goals. To paraphrase Jim Canales, risk isn’t an end in itself, but a foundation should be willing to take risks in order to see impact. Factors that influence impact or the pace of change are often ones that funders often have control over, such as the amount of risk we were willing to take, or the conceptualization and design of an initiative. When a funder can reflect openly about these issues, these usually generate valuable lessons for philanthropy and reflect the kind of risks we should be able to take more often.

GP: Now that you are entering your second year in this role, where are the next directions you hope to take Barr’s evaluation and learning efforts?

YB: In addition to continuing and sustaining robust evaluation for major initiatives across our program areas, and sharing what we’re learning as we go, we have two new areas of focus in 2019 – people and practices. We will have an internal staff development series to cultivate mindsets, skills, and shared habits that support learning, and we will also be working to strengthen our practices around strategy measurement so that we can be clearer both internally and externally about how we measure progress and impact. Ultimately, we believe these efforts will make our strategies stronger, will improve our ability to learn with and from our grantees, and will lead to greater impact.

 

Building Our Knowledge Sharing Muscle at Irvine
May 17, 2018

Kim Ammann Howard joined the James Irvine Foundation as Director of Impact Assessment and Learning in 2015. She has more than 20 years of social impact experience working with nonprofits, foundations, and the public sector to collect, use, and share information that stimulates ongoing learning, and change.

This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

Kim Ammann HowardHaving recently spent two days with peer foundation evaluation directors, I am savoring the rich conversations and reflecting on how shared knowledge benefits my own thinking and actions. It also reminds me of how often those conversations only benefit those inside the room. To really influence the field, we need to build our knowledge sharing muscle beyond our four walls and usual circles. A new report from the Foundation Center, Open for Good: Knowledge Sharing to Strengthen Grantmaking, aims to help funders do just that, and I was happy to contribute some of The James Irvine Foundation’s own journey to the guide.

When I joined the Foundation at the end of 2015, there was already a commitment to transparency and openness that established knowledge sharing as part of the culture. It was something that attracted me to Irvine, and I was excited to build on the types of information collected and disseminated in the past, and to figure out how we could grow.

Open For Good CoverOur Framework

In 2016, we launched our new strategy, which focuses on expanding economic and political opportunity for California families and young adults who are working but struggling with poverty. This presented an opportune moment to articulate and set expectations about how impact assessment and learning (IA&L) is integrated in the work. This includes defining how we assess our progress in meeting our strategic goals, how we learn, and how we use what we learn to adapt and improve. We developed a framework that outlines our approach to IA&L – why we think it’s important, what principles guide us, and how we put IA&L into practice.

While the IA&L framework was designed as an internal guide, we decided to make it available externally for three reasons: to honor the Foundation’s commitment to transparency and openness; to hold ourselves accountable to what we say we espouse for IA&L; and to model our approach for colleagues at other organizations who may be interested in adopting a similar framework.

What We’re Learning

We’ve also dedicated a new portion of our website to what we are learning. We use this section to share knowledge with the field – and not only the end results of an initiative or body of research but also to communicate what happens in the middle – to be transparent about the work as we go.

For example, in 2017, we spent a year listening and learning from grantees, employers, thought leaders, and other stakeholders in California to inform what would become our Better Careers initiative. At the end of the year, we announced the goal of the initiative to connect low-income Californians to good jobs with family-sustaining wages and advancement opportunities. It was important for us to uphold the principles of feedback set in our IA&L framework by communicating with all the stakeholders who helped to inform the initiative’s strategy – it was also the right thing to do. We wanted to be transparent about how we got to our Better Career approach and highlight the ideas reflected in it as well as the equally valuable insights that we decided not to pursue. Given the resources that went into accumulating this knowledge, and in the spirit of greater funder collaboration, we also posted these ideas on our website to benefit others working in this space.

As we continue to build our knowledge sharing muscle at Irvine, we are exploring additional ways to communicate as we go. We are currently reflecting on what we are learning about how we work inside the foundation – and thinking about ways to share the insights that can add value to the field. Participating as a voice in the Foundation Center’s new Open for Good guide was one such opportunity, and the stories and lessons from other Foundations in the guide inspires our own path forward. 

--Kim Ammann Howard

Learn, Share, and We All Win! Foundation Center Releases #OpenForGood Guide and Announces Award Opportunity
May 10, 2018

Open For Good CoverMelissa Moy is special projects associate for Glasspockets.

This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

Knowledge is a resource philanthropy can’t afford to keep for itself, and as a result of a newly available guide, funders will now have a road map for opening up that knowledge. The new GrantCraft guide, Open for Good: Knowledge Sharing to Strengthen Grantmaking, supported by the Fund for Shared Insight, illustrates practical steps that all donors can take to create a culture of shared learning.

Philanthropy is in a unique position to generate knowledge and disseminate it, and this guide will help foundations navigate the process. Each year, foundations make $5 billion in grants toward knowledge production. These assessments, evaluations, communities of practice, and key findings are valuable, yet only a small fraction of foundations share what they learn, with even fewer using open licenses or open repositories to share these learnings. Foundations have demonstrated that some of the information they value most are lessons about “what did and didn’t work.” And yet, this is the same knowledge that foundations are often most reluctant to share.

The guide, part of Foundation Center’s larger #OpenForGood campaign, makes a strong case for foundations to openly share knowledge as an integral and strategic aspect of philanthropy. Through interviews with leaders in knowledge sharing, the guide outlines tested solutions to overcome common barriers to impart learnings, as well as essential components needed for funders to strengthen their knowledge-sharing practice. The guide emphasizes that sharing knowledge can deepen internal reflection and learning, lead to new connections and ideas, and promote institutional credibility and influence. 

Knowledge comes in all shapes and sizes – program and grantee evaluations, foundation performance assessments, thought leadership, formal and informal reflections that are shared among foundation staff and board members. The guide will help your foundation identify the types of information that can be shared and how to take actionable steps.

Download the Guide

OFGaward-528To further encourage funders to be more transparent, this week Foundation Center also announces the opening of a nomination period for the inaugural #OpenForGood Award  to bring due recognition and visibility to foundations who share challenges, successes, and failures to strengthen how we can think and act as a sector.

Three winning foundations will demonstrate an active commitment to open knowledge and share their evaluations through IssueLab. Winners will receive technical support to create a custom knowledge center for themselves or a grantee, as well as promotional support in the form of social media and newsletter space. Who will you nominate as being #OpenForGood?

--Melissa Moy 

To Serve Better, Share
May 3, 2018

Daniela Pineda, Ph.D., is vice president of integration and learning at First 5 LA, an independent public agency created by voters to advocate for programs and polices benefiting young children.

This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

Daniela Pineda Photo 2We share ideas freely on Pinterest, we easily give our opinions on products on Amazon and we learn from “how-to” videos on YouTube from the comfort of our homes. We even enjoy sharing and being creative by pulling ideas and concepts together.

Often, this is not what happens once we step foot in the office. We may find ourselves more reluctant to embrace sharing what works, learning what doesn’t and then applying these lessons to our work. It’s hard to speak about how things didn’t turn out as expected. It is as if we are saving the treasure of our knowledge for a rainy day, as if it’s a limited resource.

I believe in the power of being #OpenForGood, using knowledge to improve philanthropic effectiveness, in our case, to help create more opportunities and better outcomes for young children.

That’s why I am delighted to participate in a new how-to guide that was just released this week by sharing examples from our journey to opening up our knowledge at First5 LA. As part of Foundation Center’s #OpenForGood movement, the new GrantCraft guide Open for Good: Knowledge Sharing to Strengthen Grantmaking provides tips and resources, including strategies for knowledge sharing. Everyone benefits when organizations strengthen their knowledge sharing practices by enhancing organizational capacity and culture, and by understanding how to overcome common hurdles to sharing knowledge.  

“We can achieve more collectively and individually by sharing information and creating knowledge.”

As a public entity, First 5 LA is uniquely positioned to share knowledge with the field. Our mandate to be transparent serves as a powerful launchpad for sharing knowledge. For example, in our work with communities across Los Angeles County, we work to elevate the voices and perspectives of parents to leaders and lawmakers.

When we create opportunities for parents and policymakers to hear from each other, we are moving beyond a transparency requirement to foster more nuanced conversations on how we can all help improve outcomes for kids.

No matter your type of organization or mission -- foundations, nonprofit, government or business, we can achieve more collectively and individually by sharing information and creating knowledge.

Sharing information about what has worked, what hasn’t, and being open to learning lessons from others is a skill that sharpens your thinking, benefits the field, and helps advance your own goals, while also benefiting those you serve.

We must be mindful of the many potential roadblocks to sharing in service of becoming more effective, both inside and outside of our own organizations. Among them: egos and a lack of humility; competition for resources; a lack of incentives to share; and a lack of awareness of what information is shared and what outcomes it produces.

Sharing Sharpens Your Thinking

Failing to see knowledge sharing as part of your job amounts to lost opportunity, lost time, and lost resources. Making the time to find out what others are doing is important. At a minimum, we can feel empowered by the simple knowledge that we aren’t the only ones dealing with the problems we face in our jobs. In a best case scenario, we can adapt that information to our context, and try new ways to do our jobs better.

Open For Good CoverThis notion really hit home for me from a very simple online search when I started a new role. Curious if others were also grappling with similar issues about how to effectively evaluate place-based work, I searched a few sites. In philanthropy, we are fortunate to have impressive open online repositories such as Foundation Center’s Issue Lab, where we can find loads of information.

Indeed, my search led to several pieces on lessons learned from funders of place-based work. I fortunately found a thoughtful report on the topic at hand. But what was most useful, beyond reading the insight gleaned, was that I was then able to reach out to one of the authors to learn exactly what it meant to let the evaluation design evolve with the initiative.

Based on this connection, I refined a step on our learning agenda process to ensure we set the expectation that community voices were consulted earlier, during the planning phase of the project. While we had already planned for inclusion, I learned what types of pitfalls to avoid when structuring community engagement on a long-term evaluation project.

Since reaching out to my colleague, I have continued to learn from him and a broader network of learning practitioners who also value sharing knowledge. This concept of reaching out to others and asking simple questions is simple, and yet so few make the time to do it.

The truth is, great ideas can come from anywhere: a conversation on a commuter train, a session at a conference, or results from a search engine. Sharing, and being open to new ideas, serves to sharpen thinking and can improve your ability to achieve your philanthropic to  goals.

Sharing Benefits the Field

At a more global level, to make an impact on society and change things for the better, share what you know, and be willing to adjust your approach based on what you learn. That’s the approach we embrace at First 5 LA.

This not only helps our organization in our mission, but it sets an example for other like-minded organizations to open their viewpoints on sharing their successes and failures.

“Don’t save your knowledge for a rainy day—it’s an unlimited resource!”

For example, we recently worked with an evaluation partner to restructure the scope of its engagement. This was difficult because the project had been in place for a long time and the restructuring resulted in a more narrow scope. The partner was disappointed that we determined only two of the four initially designed subprojects remained relevant to our work. It could appear we were no longer committed to learn about this investment.

By being open with them, we also heard about their own concerns that the data would be of sufficient quality to conduct rigorous analyses. We listened and came up with a joint approach  to reach out to a different entity to secure an alternative data source. This worked, and now the project has been refocused, new data was secured, and the partner saw firsthand that while the approach changed, we were still committed to learning together.

Sharing information and outcomes is essential to being influencers in our areas of expertise. And learning from others is essential to being assets within our fields. In this case, we landed on an alternative approach to leverage data, and we maintained a productive relationship with our partner. We plan to share this approach broadly so that it can spark new ideas and insights or confirm an approach among other grantmakers grappling with similar issues.

Once we as individuals, managers and organizations can distill and discern knowledge, we can apply it to our own important work for public good, and share it with others to help them with theirs.

Sharing Is a Skill

These sharing efforts should permeate your organization, beyond the C-suite. Leaders must lead by example and encourage staff to see themselves as gatherers – and contributors – of knowledge to their fields.

Ultimately, learning to share information is a skill. To do this, and to glean the best information from data includes sharing it with others both inside and outside of your organization.

But collecting reams of information will do us no good if we do not have a specific plan for the data, and then analyze what it means in a bigger universe – and for those we serve.

At First 5 LA, we take a very pragmatic approach to data collection. First, we work with our programs to identify the specific systems we are trying to impact. Once that is determined, we then create learning agendas, which are tools for us to prioritize the key learning questions that will help us know if we are making progress on behalf of kids in Los Angeles  County.

Our approach requires that we specify how we plan to use those data before we collect it. Data should be tied to specific learning questions.

We are proud of our work and approach to use learning as a strategy, and it is not always easy to let others benefit from what we learn the hard way.

But our work is not ultimately about a singular institution. And you don’t need to save your knowledge for a rainy day—it’s usually an unlimited resource! It’s about huddling under a shared umbrella in stormy weather, and basking together in the sunshine for the ones who need us the most. Those we serve.

--Daniela Pineda

Knowledge Sharing to Strengthen Grantmaking
April 26, 2018

Clare Nolan, MPP, co-founder of Engage R+D, is a nationally recognized evaluation and strategy consultant for the foundation, nonprofit and public sectors. Her expertise helps foundations to document and learn from their investments in systems and policy change, networks, scaling, and innovation. This post also appears on the Grantmakers for Effective Organizations’ (GEO) Perspectives blog.

This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

Clare Nolan PhotoKnowledge has the power to spark change, but only if it is shared. Many grantmakers instinctively like the idea of sharing the knowledge they generate with others. But in the face of competing priorities, a stronger case must be made for foundations to devote time and resources to sharing knowledge. The truth is that when foundations share knowledge generated through evaluation, strategy development and thought leadership, they benefit not only others but also themselves. Sharing knowledge can deepen internal reflection and learning, lead to new connections and ideas, and promote institutional credibility and influence.

Foundations can strengthen their knowledge sharing practices by enhancing organizational capacity and culture, and by understanding how to overcome common hurdles to sharing knowledge. The forthcoming GrantCraft guide Open for Good: Knowledge Sharing to Strengthen Grantmaking provides tips and resources for how foundations can do just that. My organization, Engage R+D, partnered with Foundation Center to produce this guide as part of #OpenForGood, a call to action for foundations to openly share their knowledge.

Knowledge Sharing GraphTo produce the guide, we conducted interviews with the staff of foundations, varying by origin, content focus, size, and geography. The participants shared their insights about the benefits of sharing knowledge not only for others, but also for their own organizations. They also described strategies they use for sharing knowledge, which we then converted into concrete and actionable tips for grantmakers. Some of the tips and resources available in the guide include:

  • A quiz to determine what type of knowledge sharer you are. Based upon responses to questions about your organization’s capacity and culture, you can determine where you fall within a quadrant of knowledge sharing (see visual). The guide offers tips for how to integrate knowledge sharing into your practice in ways that would be a good fit for you and your organization.
  • Nuts and bolts guidance on how to go about sharing knowledge. To take the mystery out of the knowledge sharing process, the guide breaks down the different elements that are needed to actually put knowledge sharing into practice. It provides answers to common questions grantmakers have on this topic, such as: What kinds of knowledge should I be sharing exactly? Where can I disseminate this knowledge? Who at my foundation should be responsible for doing the sharing?
  • Ideas on how to evolve your foundation’s knowledge-sharing practice. Even foundation staff engaged in sophisticated knowledge-sharing practices noted the importance of evolving their practice to meet the demands of a rapidly changing external context. The guide includes tips on how foundations can adapt their practice in this way. For example, it offers guidance on how to optimize the use of technology for knowledge sharing, while still finding ways to engage audiences with less technological capacity.

The tips and resources in the guide are interspersed with quotes, audio clips, and case examples from the foundation staff members we interviewed. These interviews provide voices from the field sharing tangible examples of how to put the strategies in the guide into practice.

Want to know how your foundation measures up when it comes to knowledge sharing? We are pleased to provide readers of this blog with an advance copy of Chapter 2 from the forthcoming Guide which includes the quiz referenced above. Want to learn more? Sign up for the Foundation Center’s GrantCraft newsletter and receive a copy of the Guide upon its release. And, for those who are attending the GEO conference next week in San Francisco, visit us at our #OpenForGood pop-up quiz station where you can learn more about what kind of knowledge sharer you are.

--Clare Nolan

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

Chantell Johnson is managing director of evaluation at the John D. and Catherine T. MacArthur Foundation. This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

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

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

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

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

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

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

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

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

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

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

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

--Chantell Johnson 

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

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

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

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

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

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

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

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

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

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

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

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

Phil goals#4 - GrantAdvisor Breaks Through Insular Foundation Culture: Industries as diverse as restaurants, travel, retail, health, and even nonprofits have had the blessing and curse of receiving unfiltered user feedback via online review sites for many years now, so it’s hard to believe that until 2017 this was not the case for philanthropy. With the launch of GrantAdvisor.org in April, now foundations can view, for better or worse, what their stakeholders really think. Anyone can register to give feedback, and once a foundation receives more than five reviews their profile goes live on the site. Given the power dynamic, reviews are anonymous, and foundations are able to post responses. An engaging profile with emoji-symbols invites users to rate foundations on two principal metrics: the length of time it takes to complete a foundation’s application process, and a smiley/frowning face rating assessing what it’s like to work with the particular funder. So far, enough reviews have been submitted to provide 49 foundations with unfiltered feedback. And perhaps more importantly, more than 130 foundations have registered to receive alerts when feedback is posted, so it’s an encouraging sign that the field is listening. As more reviews get published, this will continue to scale in 2018, and it will be interesting to see the kinds of changes foundations make in response.

990-PF graphic#3 - Open Data & Open 990-PFs Set the Stage for Change: Open, machine-readable 990-PFs actually became a reality in 2016, but 2017 represented the first full year of their availability and allowed some interesting experimentation to take place. For the uninitiated, though the IRS 990 and 990-PFs have always been public documents, they weren’t made digitally available as open data until April 2016 when the IRS started making digitally available all electronically filed 990 and 990-PF documents. Since the data is now not only open, but digital and machine-readable, this means that anyone from journalists to researchers to activists can aggregate this data and make comparisons, correlations, and judgments about philanthropy at lightning speed, all without any input from foundations. Throughout 2017, agencies like Foundation Center, GuideStar, and academic research institutions that use data from the 990s to analyze the field experimented with the usability of the data for new analytic tools. Here at Foundation Center, we prototyped investment transparency and financial benchmarking tools, while others also experimented with using the new treasure trove of open data in innovative ways. For example, a start-up company called Foundation Financial Research is compiling 990-PF benchmarking data on foundation endowment investment performance. Though there are technical glitches to be worked out, it is likely that over time the data will become more reliable and comprehensive leading to more such comparative tools. A recorded webinar by Digital Impact reviewed the challenges and opportunities of this new age of open philanthropic data, and a webinar and blog series on Transparency Talk outlines specific considerations for private foundations.

Paradise Papers graphic
Source: International Consortium of Investigative Journalists

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

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

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

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

-- Janet Camarena

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About Transparency Talk

  • Transparency Talk, the Glasspockets blog, is a platform for candid and constructive conversation about foundation transparency and accountability. In this space, Foundation Center highlights strategies, findings, and best practices on the web and in foundations–illuminating the importance of having "glass pockets."

    The views expressed in this blog do not necessarily reflect the views of the Foundation Center.

    Questions and comments may be
    directed to:

    Janet Camarena
    Director, Transparency Initiatives
    Foundation Center

    If you are interested in being a
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