Transparency Talk

Category: "Grantmaking" (148 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

Transparency: One Small Step for Funders, One Giant Leap for Equity
May 9, 2019

Genevieve Boutilier is a Program Associate at the Peace and Security Funders Group.

This post also appears in the Alliance blog.

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Genevieve Boutilier

In order to solve a problem, one must first identify its parameters. This applies, too, to the philanthropic sector; to that end, many of us are pushing for greater transparency in our field. For example, Candid teamed up with a hundred foundations to make public their grants data, assets, policies, and procedures through the GlassPockets initiative, while our funder affinity group colleagues at PEAK Grantmaking and the Transparency and Accountability Initiative advocate for greater transparency with their members. At the Peace and Security Funders Group, we push for transparency through our Peace and Security Funding Index.

For the past five years, the Index has chronicled thousands of grants awarded by hundreds of peace and security funders to get a better sense of who and what gets funded in this sector. This data is useful for understanding the landscape of peace and security funding, including by identifying funding gaps and new funders; however, it has its limits. In the hot-off-the-press 2019 Index, we make the case for how improving this data benefits funders. But beyond benefitting funders, improving the data greatly benefits grantees and the communities they serve, which – in a virtuous cycle – increases funder effectiveness.

On the most basic level, better data gives grantseekers insight into a foundation’s priorities. This allows grantees to more easily identify foundations with similar missions, making space for grantees to spend less time fundraising and more time focusing on their missions – be it fighting for indigenous rights, preventing nuclear war, or helping child soldiers reintegrate into their communities. This opens the door for more open, honest, and equitable relationships between foundations and the grantees they support, which is essential for impactful grantmaking.

But simply understanding who and what gets funded is only the start of the conversation. It’s time to take the conversation to the next level.

By definition, peace and security funders decide who gets a chance at peace by how they award grants. They are the guardians of crucial resources and enormous wealth, and they get to decide how much, how, and when it’s allocated. This is an incredible amount of power. With this power comes the responsibility to engage in the work in ways that center the needs of communities on the frontlines of some of the globe’s greatest challenges.

With timely, more detailed data, this sector can start to answer the tough questions that experts like Edgar Villanueva and Vu Le have been asking: Why are certain regions, issues, and strategies underfunded? Why are certain populations prioritized over others? Why isn't awarding general operating support increasing, especially given the ample evidence that suggests that it’s a best practice? Why are certain kinds of grantees passed over for funding?

”We aren’t collecting data for data’s sake—we’re hoping to transform this sector for the better.”

For our part, we aren’t collecting data for data’s sake—we’re hoping to transform this sector for the better.

To this end, we encourage all funders to start asking the tough questions about their grantmaking, and to increase their knowledge and understanding of equity in the philanthropic sector. Funders can begin to do this in three straightforward ways. First, submit detailed data about your grantmaking to Candid. We at the Peace and Security Funders Group (PSFG) are encouraging our 59 members – who represent a vast majority of the funding in the peace and security field – to submit their detailed 2018 grants data by June 30, 2019, so that we can improve the utility of the Peace and Security Funding Index. Second, funders can join their peers – including a handful of PSFG members – in becoming members of the Justice Funders network; here, they can listen and learn from each other and experts. Finally, funders should assess their own grantmaking practices. Ask yourself, ‘How could I change grantmaking practices to become more transparent and more equitable?’

There are countless other resources to help funders engage, so if you’re stuck and not sure where to go, we at PSFG can try and point you in the right direction.

--Genevieve Boutilier

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

Meet Our Newest GlassPockets Foundation: An Interview with Dawn Hawk, Chief Operating Officer, Philanthropic Ventures Foundation
March 26, 2019

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, helpful examples, and lessons learned.

Philanthropic Ventures Foundation (PVF), a grantmaking public charity, was established in 1991 to test new approaches to grantmaking. PVF has developed an expertise in “grassroots giving” through which it aspires to transform philanthropy, making it more responsive and collaborative to better meet community needs. In partnership with grassroots leaders, PVF identifies needs that can be met with philanthropic support, and then devises program ideas to help tackle the issues head on. From this drive to address unmet needs came the idea of immediate-response grants, in which PVF provides funds within a 48-hour turnaround. These immediate-response grant programs have benefitted teachers as well as social workers and juvenile court judges who work with youth in foster care.

Philanthropic Ventures Foundation is among our newest GlassPockets participants. Dawn Hawk, chief operating officer, explains why transparency is an essential component of PVF’s community and relationship-focused approach to grantmaking.

GlassPockets: Why is transparency an important value to informing how Philanthropic Ventures Foundation operates?

Dawn Hawk: For PVF, transparency is more than displaying organizational policies. Transparency is relationships with our partners – our grantee partners and donors. Transparency is related to trust. It takes one to develop the other. And trust comes from deeply understanding the work and challenges of our grantees.

Because our grantees’ success is important to us, we visit them regularly, we learn from them, and we help them tell their story, via our blog, newsletter, and social media. One key role we play for our donor advised funds is to advise our donors on giving with impact, and we want to introduce them to nonprofits with outstanding leadership and fresh ideas. Thus we feel it is important to profile our grantees on our website and in conversations.

We aren’t focused on transparency around what we will fund as we haven’t conducted a strategic thinking process that sets our funding areas in stone. We are more focused on modeling a risk-taking approach, and advocating for more responsiveness from our foundation colleagues, to free up the time our nonprofit partners now spend on writing proposals.

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Dawn Hawk

GP: Since you are in the unique role of both grantmaking and fundraising, that gives you a unique vantage point. What is one or two pieces of information you wish more foundations would have transparently on their websites?

DH: All organizations searching for support want to be able to determine if their work is a fit for a foundation’s giving focus, so having open program guidelines clearly stated is key. One of the most difficult statements for a grantseeker to understand is “we do not accept unsolicited proposals” and PVF will never state that. To us transparency also means accessibility. If you are doing good work, we want to know about it, which is why we pride ourselves on being out in the community more than in our offices, and when in the office we always pick up the phone.

And yet, PVF also struggles with communicating our “giving focus” on our website because we provide such a wide range of services: giving creative grantmaking advice to our donor advised fund clients; modeling responsive grantmaking through our immediate response grant programs for teachers and social workers; administering awards programs for innovative startup partners wishing to make an impact without establishing a stand-alone foundation; serving as a fiscal depository for projects that do not yet have their tax-exempt status but are otherwise ready to begin their charitable work.

While PVF’s immediate response grant programs and awards programs provide an easy entry point for grantseekers who fit the eligibility guidelines, there is no streamlined way for a grantseeker to understand the giving focuses of our many donor advised funds. This is a common problem with community foundations. We’d love to open this discussion and hear how our fellow community foundations address this. For PVF we make a point to profile the work of outstanding leaders and programs working in the community, as these are the programs we also hope will inspire and motivate our donors to give support. At a time when local grassroots solutions are more important than ever, we feel it is our role to inform donors about important, critical work happening in their back yard and to encourage them to “give local."

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

DH: It has been helpful to become aware of all the avenues of transparency. The featured categories allow a foundation to conduct a self-audit to be able to present a more complete profile of their work. Since the GlassPockets assessment looks at a number of indicators across the whole foundation, deciding to do the assessment helped us to focus on transparency as a team. We are viewing the GlassPockets process as an ongoing process – we are on the road!

GP: Do you have any examples of how being a transparent funder has led you to become more effective in your philanthropy?

DH: Of course, having transparent up front information about what you fund will answer a grantseekers’ questions, and minimize the research time a nonprofit must invest. And making ourselves transparent and accessible helps us better understand their time constraints and how to structure our grantmaking processes in a way that supports our partners rather than creates a burden. As a result, we prioritize streamlined application processes out of respect for our grantees’ time and to free them up to focus more on their mission than on fundraising. In essence, transparency and accessibility lead to processes based on empathy and respect. PVF has always allocated a modest amount of grant funding to enable us to model responsive grantmaking, giving critical intervention funding when it is needed, making grants without formal applications from nonprofits, and providing support based on knowledge of the program and its impact.

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

DH: In our role as an intermediary, transparency is also about helping to create a culture of learning among our donors. We continually work with our donor advised fund clients to keep them informed about local issues, such as the inequality gap, lack of housing, and displacement. We convene nonprofits and funders around these issue areas, providing forums for engagement where they can meet as equals to discover and advance new ideas to address our biggest problems, and we share these discussions online.

We help donors with a funding goal – for example, to support young people to implement community service projects – to turn these funding ideas into long-running, high-impact programs with open applications – like the Bay Area Inspire Awards Program which we have administered for five years. And of course we always endeavor to make our program application process streamlined and the decision announcement timeline short!

--Janet Camarena

Join Candid at the PEAK Grantmaking Conference
March 7, 2019

Untitled designIt’s Peak season! PEAK Grantmaking conference season, that is. That time of year many of us look forward to when grants operations professionals get together to compare notes, learn from one another, and take home new ideas and approaches to make their grantmaking practices and process more efficient, effective, and equitable.

Candid Round Table

candidWe are particularly excited about PEAK’s conference this year, because it’s our first time going out into conference land as Candid, so we’re looking forward to getting out there, and doing the usual mixing and mingling, but also listening and learning from questions and ideas you have to share with us. So bring your hopes and dreams about how we transform to our Candid Round Table on Tuesday, March 12th from 3:45-5:15pm. We will also have a Candid booth in the Exhibit Hall, so please stop by and visit!

Beyond the Round Table and exhibiting, we also hope you will also join us for a couple of very timely and topical sessions we’ll be offering.

Ivory Tower No More

First up on Monday, March 11th from 1:30-2:45pm, I’ll be facilitating a session called Ivory Tower No More, which will give participants a sneak preview of both the new PEAK Principles and Practices, as well as the forthcoming GlassPockets Transparency Levels—all in the name of helping your foundation avoid “Ivory Tower Syndrome.” How do you know if you are suffering from this dreaded malady? Have your policies and practices built a moat around your foundation that is as much an obstacle for you as for others?  Learn how to avoid creating practices that work against your foundation’s ability to live up to its commitment to serve the public good. This session focuses on the importance of transparency to effective foundation stewardship, and helps you to understand how to shift toward openness in a way that strengthens your foundation by building bridges instead of moats. Inspiring case studies will be shared by my panel colleagues, Amy Anderson from the Bush Foundation; Mona Jhawar from The California Endowment; and Cheryl Milloy from the Marguerite Casey Foundation.

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Participatory Grantmaking

Then on Tuesday morning, join my Candid colleague, Jen Bokoff along with Arlene Wilson-Grant from the Disability Rights Fund, as they introduce Participatory Grantmaking 101: Inclusive and Effective Strategic Practice. This session highlights findings from our latest GrantCraft guide. Explore the “why” and the “how” of participatory grantmaking, from its benefits and its challenges to its mechanics for recruiting community members, reviewing applications, and making decisions. Hear about the practical, real-world experience of foundations that have been using this approach for years. Presenters will offer both a field-wide view and specific anecdotes from within PEAK Grantmaking member foundations.

Hope to see you in Denver!

--Janet Camarena

Philanthropy, Transparency, and Indigenous Relationships
February 28, 2019

Kate Frykberg is a philanthropy advisor based in New Zealand, and trustee of the Te Muka Rau Trust, a philanthropic trust with a specific focus on social cohesion, respectful relationships, and the central place of Te Ao Māori (the Māori world) in Aotearoa New Zealand, where all feel confident and respected in their own cultures and heritage.

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, helpful examples, and lessons learned.

GlassPockets Road to 100

I’ve been thinking about funder relationships with indigenous communities and the ways in which we get this wrong and right, and what role transparency can play in strengthening these efforts.

My cultural context is Aotearoa New Zealand and here the term most commonly applied to settlers is Pākehā – which usually (but not always) also implies that you are white. Indigenous people are Māori, or Tangata Whenua – People of the Land.

I am Pākehā, and a few years back I set myself on a journey to figure out what this means and how to be better at it. This has involved learning some tikanga (customs) and Te Reo Māori (Māori language) – why should all our interactions be conducted in the language of those who colonised the land? It has involved questioning my own identity and heritage. It has involved playing my part in addressing racism and inequity. And it has involved reflecting on and strengthening my relationships with Māori – in my work in philanthropy and in my personal life.

The thing is though, there are quite a few ways in which we Pākehā miss the mark in our relationships with Māori, often despite our best intentions. I’m not talking blatant racism, which sadly still exists, but that is a topic for another time. Instead I am talking about the wide spectrum of ways in which we try to do the right thing but then it just goes a bit wrong. Here are seven examples from my cultural context:

  1. Unconscious bias – “We would have liked to employ someone Māori but no-one who met our criteria applied.
  2. Paralysis – “I know I am pretty ignorant about things Māori and I’m scared of getting it wrong, so I will just try to avoid engaging.
  3. Paternalism – “I want to help those poor Māori people.
  4. Tokenism – “We’ve just appointed someone Māori to our board – phew – job done.”
  5. Idealising – “Oh your culture is just so deep and spiritual – it’s the answer to all the world’s problems.”
  6. Smugness – “I’ve been learning to speak Māori – I can’t wait to show you how cool I am.
  7. Cultural appropriation – “I’ve found meaning in your culture – it’s mine now too.”

And, truth is, I think I’ve done all of the above at different times. So what might a better relationship look like?

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Kate Frykberg

My friend and colleague Marcus Akuhata-Brown describes this insightfully: “Māori need to feel free to be Māori and to enjoy high-trust relationships with Pākehā without leaving our Māori selves at the door. Also Pākehā need to be able to share power – and sometimes cede power. That’s when the going can get tough.”

This high-trust, respectful, power-sharing relationship between Māori and Pākehā is perhaps the kind of relationship envisaged in our country’s founding document, a treaty signed between Māori and the Britain called Te Tiriti o Waitangi (The Treaty of Waitangi). So how might this relationship play out in practice?

Philanthropy is dear to my heart – but most New Zealand foundations operate according to models imported from the US and Europe. Thinkers like Dr. Manuka Henare and Dame Anne Salmond have questioned this, and the small philanthropic trust my husband Dave Moskovitz and I set up over a decade ago is one of several funders trying to do things differently. Our very small foundation, Te Muka Rau has a specific focus on social cohesion, respectful relationships and the central place of Te Ao Māori (the Māori world) in Aotearoa New Zealand. We transparently state our commitment to the Treaty of Waitangi on our website and we are trying to run our trust as a partnership between Māori and Pākehā. So far this process has involved:

  • Moving to a bi-cultural governance model with two Māori and two Pākehā trustees;
  • Being gifted a new name Te Muka Rau, meaning “the many strands,” to replace the previous name of “Thinktank Charitable Trust;”
  • Aligning the way we run trustee meetings with Maori tikanga;
  • Experimenting with making small grants on the basis of a conversation between people requesting funding and our trustees, with the required checks and balances and paperwork managed internally;
  • Not asking for written reports on grants and instead meeting face to face;
  • Offering non-financial support like advice on fundraising and technology, writing articles in support of the causes we fund, and providing introductions to other funders;
  • Considering the role of reciprocity in philanthropy to better align with giving in Te Ao Māori;
  • Being transparent in who we are, how we work, where the money comes from, where it goes to - and being open and eager to learn from feedback.  (We are proud to be the first New Zealand foundation to become a GlassPockets funder.)

These changes have enabled Te Muka Rau to fund Māori-led initiatives like a project where Māori young people interview and film established Maōri leaders to gather learnings on authentic Māori leadership, and a project to reinstate and teach traditional food growing practices in local communities. Both of these projects are important for reclaiming cultural knowledge and practices, and it is unlikely that we would have known about either project before we changed how we worked.  In fact, it is even unlikely that we would have been trusted to fund these projects. This is because there is an uncomfortable irony in seeking resources from the coloniser to reclaim knowledge lost under colonisation, but this is at least somewhat addressed when half the trustees are Māori.

On the flip side, there have been some projects which looked good to our Pākehā trustees which we didn’t fund – because our Māori trustees had insights into implications and unintended consequences that we would never have become aware of.

Te Muka Rau Trust has not yet gone far along the path to becoming a true partnership between Māori and Pākehā, nor am I very far on the path to being a better Pākehā. But, through being transparent and open we have started to build trust. By listening and learning we have started to build stronger relationships. And by consciously sharing power we have started to build partnership. I think this path is creating better outcomes for everyone involved, and I personally am finding the journey exciting, challenging and enlightening.

--Kate Frykberg

Open Road Alliance Joins GlassPockets
February 21, 2019

Meet Our New GlassPockets Foundation: An Interview with Maya Winkelstein, Executive Director, Open Road Alliance

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, helpful examples, and lessons learned.

Open Road Alliance (ORA) is a private philanthropic initiative that serves the social sector by keeping impact on track in an unpredictable world. Open Road was founded in 2012 by psychologist and philanthropist Dr. Laurie Michaels to address the need for contingency funds and the absence of risk management practices in philanthropy. ORA provides both short- and long-term solutions to unexpected challenges that arise during project implementation, so that impact and finite resources can be maximized across the social sector. To meet immediate needs, ORA offers fast, flexible funding to nonprofits and social enterprises facing discrete, unexpected roadblocks during project implementation.

In addition to its investment portfolio, Open Road promotes the long-term, sector-wide adoption of better risk management practices. In collaboration with peers, ORA conducts research, develops tools, and generates data on approaches to financial and non-financial risk management.

Open Road Alliance is among our newest GlassPockets participants. Maya Winkelstein, executive director, explains why transparency is central to its philanthropic efforts.

GlassPockets: As a donor-advised fund (DAF), Open Road is voluntarily being more transparent than what's required, so why are you prioritizing transparency? Is it part of your strategy?

Untitled design
Maya Winkelstein

Maya Winkelstein: Transparency is key to our investment strategy and to our mission of Keeping Impact on Track. We believe that honest, transparent conversations - particularly in the donor-grantee relationship - are critical to mitigating risk and preserving impact.

As for being a DAF, we chose that structure because it’s very flexible and keeps our administrative costs down - meaning we can put more of our assets directly into our grant and loan portfolios. We’re focused on impact, the rest is just logistics!

GP: We often hear concerns that transparency takes a lot of time and resources, so it's really more relevant for large foundations. Why would you say transparency and openness should be a priority for even foundations comprised of a small team? How have you benefited from your efforts to open up your work?

MW: We believe in a customer service approach to philanthropy where our customers are
our grantees and potential grantees. This ethos is embodied in our customer service credo which outlines how we do business. We exist to serve them, not the other way around. I think this is how philanthropy should be -- no matter the size of your organization. Given this core ethos, it would be impossible for us to provide “good service” without transparency and honesty. That’s what makes it a priority for us.

We have also found that integrating transparency into our criteria, our decision-making process, timelines, expectations, and definitions of impact makes for more effective partnerships. Being honest accelerates relationship development and given that the organizations we work with are coming to us with a challenge laid bare, there’s a built in requirement and responsibility for mutual transparency and candor. It’s an invaluable piece of the Open Road puzzle.

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

MW: We are grateful to have the opportunity to participate in GlassPockets. Not only so that peers and partners have insight into Open Road, but the process afforded us the opportunity to evaluate how accessible we are to potential applicants or peers seeking resources. It has inspired us to include more ways to engage with Open Road on our contact page, and to highlight feedback received and how to give us feedback, by providing a link to our profile on GrantAdvisor.

GP: Feedback mechanisms are often something that foundations struggle with. Open Road Alliance has been able to provide such a mechanism by becoming an early adopter of GrantAdvisor, an open platform where grantees and applicants can anonymously review your foundation. Why is this important and what have you learned from your participation?

MW: We’re big fans of GrantAdvisor, and I’ve been lucky enough to serve as a member of their National Leadership Panel for three years. I think it’s a platform that’s long overdue. It’s important to us because anonymous feedback is honest feedback. GrantAdvisor.org offers the opportunity to hear directly from our most important stakeholders (i.e. grantees).

As an ED, I also use it as a management tool. I regularly check recent reviews to see how our investment team is doing - if we are living up to our customer service credo. If we get a bad review or critical feedback, we use that to have a conversation internally and assess if we need to make a change. Every enterprise needs unfettered feedback from its customers. GrantAdvisor gives us that.

GP: Since ideally, transparency is always evolving and there is always more that can be shared, what are some of your hopes for how Open Road Alliance will continue to open up its work in new ways in the future?

MW: As a small team we don’t always have the bandwidth to report on our impact. We’re currently in the process of hiring a data scientist who will be instrumental in analyzing our portfolio, the impact we’ve had on individual projects and the sector, and, frankly, what we could be doing better. With increased capacity, we’re looking forward to sharing that data more regularly!

--Janet Camarena

How Family Foundations Are Opening Up: Part II
January 31, 2019

Elaine Gast Fawcett of PhilanthropyCommunications.com is a philanthropy writer and communications strategist who has managed multi-million dollar grant programs for foundations, is a certified multigenerational family trainer with 21/64, and a Contributing Editor to the National Center for Family Philanthropy (NCFP). This post is the second of a two-part look at some of the key findings about transparency in family foundations from a new NCFP report.

Elaine Gast Fawcett
Elaine Gast Fawcett

Last week I started by identifying some of the key ways in which family foundations are working more transparently than in the past. Strengthening relationships was core to the two practices I identified: being accessible to grant applicants and learning from listening to the community. Here are a few more helpful examples and practices from the National Center for Family Philanthropy’s new guide Transparency in Family Philanthropy: Opening to the Possibilities.

Transparency is…Credibility to Bring Voice to Issues

When Stefan Lanfer came to the Barr Foundation in 2008, it was just over a decade old, and did all of its grantmaking anonymously. “In 2009, Barr’s trustees decided it was time to be more open and transparent about the foundation’s work,” he says.

What drove the decision? “Mission. The board saw the potential to bring more value beyond its grant dollars alone—to elevate the voices and work of our partners, and also to use our own voice to contribute to public debates about the issues we focus on.”

The shift to greater transparency took time. One of the foundation’s core values is humility. For its many years as an anonymous funder, the prevailing view was that “attention ought to be on the community leaders and issues at hand, not us,” says Lanfer, who was tasked with leading the foundation’s communications efforts. “We weren’t interested merely in increasing visibility for Barr. We wanted to know how to use communications to further our mission.”

“We realized there are times when the Barr Foundation lending its voice can be significant to issues affecting our city and region,” he says. “It can spark, frame, and help shift important conversations.”

For example, like many cities, Boston has experienced a huge real estate boom along its waterfront, says Lanfer. “Over the last 10 years, development along Boston’s waterfront has exploded. Meanwhile media coverage and public debate has principally focused on the merits or concerns about individual projects—and not on growing concerns that Boston’s waterfront could end up being walled off from public use. In this context, Barr’s president, Jim Canales, wrote an Op Ed that ran in the Boston Globe, calling for a new conversation, and a different approach. He called for greater ambition and vision to create a waterfront that all can access and enjoy for generations.”

That one Op-Ed precipitated a significant increase in media coverage of the topic. At the same time, Barr launched a new special initiative focused on the waterfront, which has since awarded over $11 million. Yet, it was a willingness to add its voice to the conversation, says Lanfer, that had that first, important amplifying effect. “It drew more attention to the cause and created a momentum that wasn’t there before, and has only continued to build.”

Transparency is…Sharing Mistakes in the Spirit of Learning

“When we started thinking about transparency, it was when we were looking at ways to help communities develop and how they could become more resilient, flexible, and intuitive in their own ways,” says Richard Russell, board member of The Russell Family Foundation (TRFF). “We looked at what was making a difference in the waters of Puget Sound. What we learned was that more than 50 percent of the pollution of Puget Sound comes from the communities surrounding it, and that those communities have a lack of consciousness that they live next to this incredible fjord and are dumping everything in there.”

“We asked ourselves: what is our theory of change? What will make a difference down the road?” says Russell. “We saw an opportunity to build trust and convene community. The more we can be open with each other, the better the quality of our connection.”

One of the ways to be open is to share mistakes, he says. “In our culture, mistakes are taboo. Yet revealing mistakes can be a source of strength,” he says. “We all think we have to protect ourselves. Yet a lot of our nervousness or fears around that are misguided.”

“My parents (George and Jane Russell, founders of TRFF) believed that you can advance progress so much faster if you got the right people in the room and got out of their way. If you try to keep people out of the room or hide mistakes that people are inevitably going to make, it injects more tension into relationships,” says Russell.

In the spirit of its founders, TRFF posts its mistakes. In fact, for years, one of the most it ever posted was on a failed program related investment that it had made to a nonprofit. “The video featured interviews with the executive director of the nonprofit, interviews with me from TRFF, what we had learned, and how we the foundation processed these lessons learned across the silos,” says CEO Richard Woo.

“People don’t learn from each other if they aren’t open,” says Russell. “One of the most valuable things we’ve been able to do as a community leader is to convene people on issues that they aren’t talking about—to get people to let their hair down and talk openly. We all need to be a learning organization.”

Transparency is…Opening Up Online

A website is a minimal transparency tool, says Patrick Troska. “At a minimum, people should be able to find you and get in touch with you, not have their question go into some black hole. We do exist in the public trust and are supposed to be responding to the public—and if we’re not doing that, what are we doing?”

“I hope these stories will inspire family foundations to look at their own transparency practices, and how family foundations—and the communities they serve—can benefit from increased openness.”

Recently, the Jay and Rose Phillips Family Foundation of Minnesota revamped its website to be more community focused. There are now photos from the community, blog posts written by foundation staff and other guest writers, staff contact information, and funding guidelines. The foundation is even considering an interactive map showing where they fund.

The Perrin Foundation in New Haven, Connecticut also recently redeveloped its website. “When we started the process, we found we weren’t as transparent online as we thought we were,” says president Laura McCargar. “On our previous site, we had listed our board chair, but no other board members. We talked about grantmaking areas, but didn’t talk about how we encourage folks to build relationships. We listed our grant partners, but no financials.”

While it’s been a somewhat challenging process to redevelop the website, the “opportunity to discuss together how we publicly represent ourselves has been invaluable.” She says one of the discussion points was about how board members individually wish to be represented on the site. “Some felt photos might make it too much about the family, and others felt it would keep us too much behind a veil if we didn’t put photos up. These are important conversations to have.”

Ultimately, consistent with the GlassPockets transparency self-assessment, it’s up to a family foundation board, perhaps with staff, to decide on the right level of transparency for them, and why. I hope these stories will inspire family foundations to look at their own transparency practices, and how family foundations—and the communities they serve—can benefit from increased openness.

Want more? Download the National Center for Family Philanthropy’s new guide, Transparency in Family Philanthropy: Opening to the Possibilities, which encourages donors, boards, and staff of family foundations (and other giving vehicles) to purposefully consider their choices regarding transparency in grantmaking, governance, and operations. This guide includes a list of questions family foundations can ask themselves as a board to think deeply and develop a transparency strategy.

--Elaine Gast Fawcett

How Family Foundations Are Opening Up
January 24, 2019

Elaine Gast Fawcett of PhilanthropyCommunications.com is a philanthropy writer and communications strategist who has managed multi-million dollar grant programs for foundations, is a certified multigenerational family trainer with 21/64, and a Contributing Editor to the National Center for Family Philanthropy (NCFP). This post is the first of a two-part look at some of the key findings about transparency in family foundations from a new NCFP report.

Elaine Gast Fawcett
Elaine Gast Fawcett

When it comes to transparency, family foundations, by and large, choose the level of their liking or opt to remain “under the radar.” Yet as the public and the nonprofit sector call for greater funder openness and transparency, more family foundations are wondering: how transparent should we be, and why? Will transparency lead to greater effectiveness? Or are there some circumstances where it serves our mission more to stay mums-the-word?

While there is a wide range of transparency practices in family philanthropy, there are more stories of the field swinging toward openness. I interviewed a number of family foundations for the National Center for Family Philanthropy’s new guide Transparency in Family Philanthropy: Opening to the Possibilities. Here are a few stories that show how family funders are thinking and acting when it comes to transparency, and what has come as a result.

Transparency is…Being Accessible to Grant Applicants

“When we think about our approach, we don’t use the word transparency—it’s just what we do,” says Jean Buckley, president of the Tracy Family Foundation in Illinois, and daughter of the founders R.T. and Dorothy Tracy.

“From a grantmaking perspective, we’ve always strived to be transparent in our process—communicating clearly on our website how to apply and when we make funding decisions,” she says. Beyond that, the Tracy Foundation encourages grant applicants to consult with the foundation program manager to strengthen their applications and increase their chances of getting funded.

“We see so many applications that come in and need a lot of work. By making ourselves accessible to grant applicants, we can give them tips on making their proposals better. It also helps our program manager get to know the organization, and prepare to communicate to the board.”

She acknowledges that a foundation can’t have that level of communication with applicants without a dedicated staff. It takes time to dedicate those resources. Yet, at the end of the day, she says, it saves time. “I used to spend my time reading through countless applications, sending emails and follow up emails. And more than half the time, it would postpone funding,” she says. “Now that applicants have these pre-conversations with our program officer, the applications are clearer, and our discussions now are so much more efficient at board meetings. It’s improved our process and saved everyone time,” she says.

Buckley does acknowledge that there are challenges to transparency, particularly in small towns. “We live in a rural area, and no one wants to feel like they are bragging about giving away money,” she says. “Privacy can also be an issue. The more ‘out there’ the foundation is, people always want something from you, and there’s a good chance you’ll get stopped in the grocery store,” she laughs.

It’s a chance she is willing to take. “Without transparency, funders can miss out on opportunities and connections and learning. We all learn so much from each other,” says Buckley.

”It’s not like we sit around and talk about how to be more transparent. We’re open, honest people running a foundation, trying to make the communities we work in a better place. To do that requires us to be transparent, to engage in thoughtful communication with ourselves and others.” – Jean Buckley, Tracy Family Foundation

Transparency is…Listening and Building Authentic Relationships

Authenticity and transparency go hand in hand, says Patrick Troska, executive director of the Jay and Rose Phillips Family Foundation of Minnesota. It requires a different set of skills to do it right and well, and it takes time and effort.

Philanthropists have historically been more directive and less in the role of listener, he says. “We realized we needed to stop talking and authentically listen. That’s how we built relationships. We were transparent about our guiding values and that we wanted to be in true partnership with the community. Even using the word partners as opposed to grantees intimates a different way of being.”

First, foundation staff assessed themselves individually and as an organization using a tool called the Intercultural Development Inventory assessment. “We needed to understand how we show up in the community when it comes to race, diversity and equity—what are the biases and lenses we bring, how much space do we take up based on our level of privilege, and how can we, as a predominantly white staff, authentically work in a persons of color community? Understanding this was an important first step. It showed us who we are, what we needed to do differently, and what types of behaviors we would need to start to practice.”

“Next, we had conversations with anyone who would talk with us: community leaders, faith leaders, teachers, principals, students, business leaders, and more. We asked them: what are your hopes, your dreams for your community? What do you most want for this community?”

“Then? We listened.”

This wasn’t always easy or comfortable. Troska remembers a moment at a community meeting when an angry leader shouted at foundation staff. “Who are you to be in our community, she said. We knew we needed to sit there and listen. And we came back the next week, and the next week, and listened more. We could have gotten defensive or run away. But we stayed and practiced a set of skills and actions that helped us show up differently.”

“We now have a strong set of allies—folks who want to be a part of the work we’re doing. A new set of leaders emerged from those conversations we had early on. We’re now seen as a more trusted partner in the community, all because of the work we did to be more open to what the community had to say.”

Learn more about transparency trends in philanthropy in my next post, or by downloading the National Center for Family Philanthropy’s new guide, Transparency in Family Philanthropy: Opening to the Possibilities.

--Elaine Gast Fawcett

Trump Foundation to Dissolve Under Judicial Supervision
December 20, 2018

This article originally appeared in Foundation Center's Philanthropy News Digest.
 
GlassPockets continues to track and report all that is publicly knowable about the charitable giving of key members of the Trump Administration. To learn more, visit Eye on the Trump Administration.

TrumpNew York State attorney general Barbara D. Underwood has announced that, following a court decision in favor of the attorney general's office, the Donald J. Trump Foundation has signed a stipulation agreeing to dissolve under judicial supervision and with the oversight of the AG's Charities Bureau, with proposed recipients of the foundation's remaining assets subject to review and approval by the AG. 

In November, the New York Supreme Court decided to allow Underwood's suit — which also seeks restitution and penalties and to bar President Trump and his three eldest children from serving on the boards of other New York charities — to proceed. The suit remains ongoing despite the dissolution.

According to Foundation Center data, between 2006 and 2016 the Donald J. Trump Foundation awarded 286 grants totaling $6.6 million to 196 nonprofit organizations.

The Washington Post reports that the foundation's remaining $1.75 million in assets will be distributed to other charities. Assets under the foundation's control topped out at $3.2 million in 2009, while in recent years its largest gifts came from World Wrestling Entertainment mogul Vince McMahon and his wife, Linda, who currently heads the Small Business Administration, not Trump himself. The largest gift by the foundation appears to have been made in 1989, when it awarded $264,231 to the Central Park Conservancy to restore a foundation outside the Trump-owned Plaza Hotel; that same year — the year that Trump's oldest son turned eleven — the foundation awarded its smallest gift, $7, to enroll an unnamed boy in the Boy Scouts.

"Our petition detailed a shocking pattern of illegality involving the Trump Foundation — including unlawful coordination with the Trump presidential campaign, repeated and willful self-dealing, and much more," Underwood said in a statement. "This amounted to the Trump Foundation functioning as little more than a checkbook to serve Mr. Trump's business and political interests."

 
 
--Philanthropy News Digest

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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:

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    Foundation Center

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