Transparency Talk

Category: "International Philanthropy" (13 posts)

Meet Our #OpenForGood Award Winner: An Interview with Craig Connelly, Chief Executive Officer, The Ian Potter Foundation
June 12, 2019

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Craig Connelly

This post is part of the Glasspockets’ #OpenforGood series done 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. View more posts in the series.

The Ian Potter Foundation is an Australian foundation that supports and promotes excellence and innovation working for a vibrant, healthy, fair, and sustainable Australia. In this interview, Craig Connelly shares insights with GlassPockets' Janet Camarena about how the foundation’s practices support learning and open knowledge.

GlassPockets: Congratulations on being one of our inaugural recipients of the #OpenForGood award! The award was designed to recognize those foundations that are working to advance the field by sharing what they are learning. Can you please share why you have prioritized knowledge sharing at the Ian Potter Foundation and how this practice has helped you to advance your work? Or put another way, what is the good that has come about as a result?

Craig Connelly: The Ian Potter Foundation decided to invest in our research and evaluation capability primarily to improve the quality of our grantmaking. We believe that evaluating our grantees and the work that we fund through measuring and evaluating outcomes enables us to understand the extent to which our funding guidelines are achieving the intended outcomes. This results in a more informed approach to our grantmaking which should improve the quality of our grantmaking over time.

A core part of this includes being completely transparent with our grantees and with the broader sector. To do anything otherwise is not being consistent with our expectations of our grantees. We are asking our grantees to be partners, to pursue a strategic relationship with them and that requires open and honest conversation. Therefore, we need to be an open, honest and transparent funder and demonstrate that in order to win the trust of the organizations we fund.

Examples of this transparency are the learnings that we glean from our grantees that we share with the broader sector. We’re getting very positive feedback from both funders and grantees on the quality of the learnings that we’re sharing and the value that they add to the thought processes that nonprofit organizations and other funders go through.

The-ian-potter-foundationGP: Increasingly we are seeing foundations move toward a structure of having staff dedicated to evaluation and learning. For those foundations that are considering adding such a unit to their teams, what advice do you have about the structures needed to create a culture of learning across the organization and avoid the creation of one more silo?

CC: Anyone in a research and evaluation role needs to be an integral part of the program management team. The research and evaluation process informs our grantmaking. It needs to assist the program managers to be better at what they do, and it needs to learn from what the program managers are doing as well. You don’t want it to be a silo, it is just another function of your program management team. It is an integral part of that team and it is in constant communication both with the program management team and with grantees from day one.

GP: As you heard during the award presentation, one of the reasons the Ian Potter Foundation was selected to receive this award is because of how you prioritize thinking about how stakeholders like grantees might benefit from the reports and knowledge you possess. We often hear that while there is a desire to share grantee reports publicly, that there are reputational concerns that prevent it or that to scrub the reports of sensitive information would be too time consuming, yet you do it for all of your portfolios. What are your tips for how to keep this a manageable process?

CC: The initial work to compile and anonymize our grantee learnings required some investment in time from our Research & Evaluation Manager and communications team. To make this task manageable, the work was tackled one program area at a time. Now that a bank of learnings has been created for each program area, new learnings are easily compiled and added on a yearly basis. This work is scheduled at less busy times for those staff involved. The Ian Potter Foundation is also looking at ways learnings can be shared directly from grantees to the wider nonprofit sector. One idea is to create a forum (e.g. a podcast) where nonprofits can share their experiences with their peers in the sector.

GP: A concern we often hear is that a funder creating a culture of learning leads to an increased burden on grantees who are then asked for robust evaluations and outcomes measures that no one is willing to pay for. Does The Ian Potter Foundation include funding for the evaluations and reporting or other technical assistance to mitigate the burden on grantees?

"...we need to be an open, honest and transparent funder and demonstrate that in order to win the trust of the organizations we fund."

CC: One of the benefits that we found at The Ian Potter Foundation of having a Research & Evaluation Manager becoming an integral part of our process is that our authorizing environment – our board and the committees responsible for program areas – have become very comfortable including funding evaluation for all of our grants. We now also understand what it costs to complete an effective evaluation. We often ask grantees to add more to their budget to ensure a good quality evaluation can be completed as part of the grant.

GP: Learning is a two-way street and foundations are both producers and consumers of knowledge. Let’s close this interview with hearing about a noteworthy piece of knowledge you recently learned thanks to another foundation or organization sharing it, and how it helped inform your own work.

CC: Yes, we have a couple of examples I can point to. The first comes from our Education Program Manager, Rikki Andrews, who points to the creation of the Early Childhood Impact Alliance (ECIA) through a grant to the University of Melbourne. The purpose of the ECIA is to convene, connect and increase understanding of research and policy among early childhood philanthropic funders, to ensure there is more strategic and concerted philanthropic support of research and its application.

Additionally, the Foundation’s Senior Program Manager, Dr. Alberto Furlan, explains, ‘We are in the process of learning from organizations we partner with all the time. In the last few years, program managers have been prioritizing extensive site visits to shortlisted applicants to discuss and see the projects in situ. In a ‘big country’ such as Australia, this takes a considerable amount of time and resources, but it invariably pays off. Such visits highlight the importance of relationship building deep and honest listening when partnering with not-for-profits. The Foundation prides itself in being open and approachable and site visits greatly contribute to understanding the reality of the day-to-day challenges, and successes, of the organizations working on the ground.’

--Craig Connelly & Janet Camarena

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

How the Sustainable Development Goals Can Focus Outcomes Measurement
April 25, 2019

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GlassPockets Road to 100

Dr. Squirrel Main is the Research and Evaluation Manager at The Ian Potter Foundation in Australia.

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, helpful examples, and lessons learned.

We all can play a small part in broader global movements, both in our grantmaking and our outcomes measurement. As such, The Ian Potter Foundation is beginning to encourage grantees to learn more about the United Nations Sustainable Development Goals (SDGs). As the Foundation's research and evaluation manager, I have found grantees often have difficulty pitching their progress and successes in a manner that readily translates across contexts and stakeholders. For example, a grantee may be trying for ongoing funding from local, state and Commonwealth governments and reaching out to an Aboriginal Community Controlled Health organization. The SDGs, especially when contextualized at a local level can speak to all four stakeholders and more.

In terms of outcomes measurement, as a foundation we support the global goals and, as such, are increasingly offering the option to use the global indicators behind these goals. Tracking these SDGs can assist grantees in increasing the sophistication of their measurements: the previous "all of our children are doing well" is now a more clear "we know that 85% of our 112 participants are now developmentally on track (up from 44%) as measured by their AEDC scores." It's easy to see how the latter sentence translates readily into government dollars—and as we know, leverage is the currency of philanthropy.

In addition to increasing grantees' leverage potential, our foundation can better focus the way in which we track and achieve outcomes. Having such clear outcomes is much easier—dare I say "more fun"?—when placed in the context of a global measurement movement. The Ian Potter Foundation was proud to join the GlassPockets movement last year because we believe transparency can benefit the philanthropic sector, particularly given the benefits of shared frameworks for learning. Along that vein, here's what we are learning from our experimentation with using the SDGs.

The Process of Integrating SDGs into Foundation Work

How do we encourage grantees and applicants to use SDGs to measure their outcomes? On a very practical note, it meant adding the relevant SDGs to our application via a drop-down menu in our grants management software (some databases now have add-on modules you can purchase to do this job). While grantees are free to select outcomes measurements that are best suited to their stakeholder needs, since mid-2016 105 out of 379 final-stage applicants have voluntarily opted to select SDGs as potential outcomes. To assist this process, we have specifically color-indicated SDGs on our help sheets, with the goal number listed in parentheses (see, for example, our Environment and Conservation help sheet).

In terms of process specifics, we are gradually transitioning from open-form to suggested goals to SDGs, and have produced documents which outline suggested goals and example metrics for grants in each program area. In Q3 of 2019, we will further narrow the outcomes, which will likely mean that over 85% of outcomes listed on our application will be SDG indicators.

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Squirrel Main


How the SDGs Appear Across the Foundation's Work

The SDGs manifest themselves in very different ways across our broad portfolio. Currently direct outcome measurement, SDG-aligned research and strategic initiatives are the most common approaches where we are finding alignment with SDG work.

Direct measurement can be relatively straightforward. For instance, our science grantmaking focuses predominantly on environmental restoration and conservation, so most grantees find it easy to align their outcomes with goals 13 (Climate), 14 (Water) and 15 (Land). One example is a grant we continued last year to Professor Jessica Meeuwig at the Marine Futures Lab at the University of Western Australia to increase protection, monitoring and reporting of marine reserves around the Australian coastline. Professor Meeuwig selected "Proportion of important sites for terrestrial, freshwater and marine biodiversity that are covered by protected areas, by ecosystem type (SDG 15.1.2)" as one of her long-term metrics. Easy. Watch this space and we will know the results.

In terms of research, we are attempting to go beyond direct goal accomplishment. For instance, we have engaged in some blue-sky thinking in this area and are supporting Deakin University researcher Brett Bryan to bring the SDGs to a local level. So, for example, one of the project's goals reads: "Derive detailed local sustainability pathways for the Goulburn-Murray study area … assessing the range and viability of options (e.g. irrigation reconfiguration, ecosystem services markets, renewable energy) … to ensure a just transition to a more sustainable future…" In short, these researchers are bringing sophisticated mathematical models to old-fashioned community meetings to determine the best way to help communities meet goals aligned with the SDGs that are most important to that community. In his six-month face-to-face check-in, Professor Bryan observed that the Victorian State Government recently decided to use SDGs as THE framework for future environmental reports. This move further underscores the need for communities and smaller grantees to be fluent in "SDGese" in order to remain salient in the political realm over the next decade. To put a spin on the old adage, when government sneezes, grantees catch cold!

Lastly, some grantees apply SDGs beyond research to strategic policy work. To facilitate measuring this type of work, we divide long-term outcomes into technical (outcomes for an immediate group/project/organization) and strategic (large policy/systemic change). The SDGs are very nimble and can be applied to both types of outcomes. For example, a grantee focusing on technical success–like our grant to expand Youthworx's capacity to build its social enterprise–might choose to select indicator (8.6.1) Proportion/number of youth (aged 15-24 years) engaged in education, employment or training for their hands-on training programs, whereas other projects—even by the same organisation—(one example that has been funded by others is Youthworx's National Youth Commission project) focus on more ‘strategic' outcomes such as (8.b.1) Existence of a developed and operationalized national strategy for youth employment as a distinct strategy or as part of a national employment strategy. We encourage grantees to pick what's right for them—and remind them that it's OK to just do solid service delivery, if that's their main modus operandi.

Do the SDGs work neatly for every area of our funding? To be honest, no. Unlike other areas, the arts are much trickier to align with the SDGs. We acknowledge the distinction between vibrancy and sustainability. And, while some arts-focused foundations choose to measure progress based on sub-goals related to culture (e.g., Goal 3 (well-being), 4 (education) and 11 (cities and communities)), we have chosen—for now—to espouse the outcomes listed by Australia's Cultural Development Network and offer those options in our drop-down menus. Out of our seven major funding areas, the arts are the only program area for which we do not have SDGs as outcome measurement options.

Our Role in Building SDG Capacity

In addition to encouraging applicants to select (and measure) SDG-related outcomes on the application, we convene Welcome Workshops after every Board meeting in which grantees gather to learn about our foundation and priorities. These workshops are also an opportunity for grantees within the same program area to discuss dissemination, goal setting and outcomes measurement. To this end, part of our presentation specifically references the SDGs and encourages grantees to consider how their measurements are aligned. We also conduct face-to-face, post-award evaluation site visits with the majority of grantees, and these visits present another opportunity to consider how they will collect data and reflect on learnings related to their long-term outcomes' measurement. We have found that in the last few funding rounds, grantees are very knowledgeable about the SDGs and enthusiastic to collaborate and learn more about existing models of measurement within their field. No one wants to reinvent wheels when shared frameworks already exist.

Measuring the Difference

And, of course we, like you, wonder if the focus on SDGs will make a tangible difference to our foundation's outcomes. Our current active grants have an average duration of 2 years, 9 months (and that average is lengthening), so we have yet to analyse our progress—or, more importantly, learn and improve the trajectory of our progress towards the SDGs. However, in preparation for measuring this new outcome's framework, we have a baseline benchmark to use as a comparison. Presently, for the 833 grants closed (since January 2010—our foundation is 50 years old but our outcomes measurement is relatively new!) for which we have been able to gather long-term outcomes, we are achieving a 71% success rate. Within the next year, as we review final reports, we will begin to encounter the results from the SDGs—which will help us measure and learn from our progress towards these global goals. And ideally—although we acknowledge that 100% success is not the holy grail of philanthropy—we will be able to show how focusing on the SDGs (and the collective learnings and wisdoms associated with progress towards those goals) has assisted us in striving towards a more vibrant, fair, healthy and sustainable Australia.

-- Squirrel Main

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

Facing the Future Together
February 5, 2019

The social sector is big. It’s essential. It’s complex. For a combined 85 years, Foundation Center and GuideStar have helped people make sense of that complexity.

But the world faces growing challenges: polarization, climate change, technological revolution, and poverty and inequality. Foundation Center and GuideStar must do more to support the social sector.

Bradford Smith
Bradford Smith
Jacob Harold
Jacob Harold

candidThat's why we are combining our talent, technology, data, and leadership to become a new organization, Candid. There is so much more we can do together:

  • We can offer a 360-degree view of the work of social good—who’s doing what, where, on the issues that matter to people around the world.
  • We can bring the nonprofit sector closer to having common profiles for every organization and in doing so promote more efficient systems for raising funds, managing grants and donations, and measuring impact.
  • We can offer insights that were never before possible and share those insights in clear and actionable ways.
  • We can link the learning of changemakers around the world so they can work smarter, together.

Combining two historic organizations—with tools used by millions of people across hundreds of platforms—will be challenging to say the least. Over the next several years, we will be weaving together technology systems, petabytes of data and content, dozens of products and services, and, most importantly, the deep knowledge and experience of more than 200 staff. But we are confident we can do it.

To guide this transition, we will aspire to the ideal embodied in our new name. The word candid speaks to the roots of Foundation Center and GuideStar, organizations born out of the need to provide fair, accurate, and objective information about foundations and nonprofits. It also informs how we will work, speaking to our future imperative of continuing to earn our stakeholders’ trust in an information-wary world. To succeed, we will need to be honest about what works, what doesn’t, what we know, and what we still need to figure out. In this vein, as Candid, we will use transparency as a guiding value in our communication with you.

Tomorrow two of our colleagues will discuss how we became Candid and what this change means for you. But now we turn to you. Tell us what you’d like to see in a stronger social sector: how can information transform the work of social good?

Bradford Smith is president and Jacob Harold is executive vice president of Candid.

Vodafone New Zealand Foundation Joins GlassPockets
January 17, 2019

Vodafone New Zealand FoundationGlassPockets Road to 100

Meet Our New GlassPockets Foundation: An Interview with Lani Evans, Foundation Manager, Vodafone New Zealand Foundation

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 participating in the "Who Has GlassPockets?" self-assessment. This blog series highlights why transparency is important, how openness evolves inside foundations over time, helpful examples, and lessons learned.

The Vodafone Foundation has been giving globally since 1991 and the New Zealand Foundation is one of 27 Vodafone Foundations around the world. In New Zealand, the foundation has been working since 2002, and focused on youth development since 2007. Over that time, it has invested more than NZ $28 million in local communities.

Vodafone New Zealand Foundation is dedicated to creating a thriving and prosperous Aotearoa New Zealand, where all young people can live lives they value. According to Treasury New Zealand, there are 210,000 children and young people who don't have access to the resources and support they need to grow into the great adults they want to be. Vodafone New Zealand Foundation wants to change that.

The Vodafone New Zealand Foundation is among our newest GlassPockets participants. Lani Evans, Foundation Manager, explains why the foundation takes the time to make transparency a priority.

GlassPockets: Why is Vodafone New Zealand Foundation prioritizing foundation transparency?

Lani EvansLani Evans

Lani Evans: For us transparency is all about relationships. We're a relational funder, and we want to have high-trust relationships with our community partners. We want them to be open and honest with us – to tell us the positive stories of change, but to also tell us when things are difficult, when a program isn't working as expected, or when our behavior is impacting their efficacy. We can't expect that level of transparency from them, if we're not willing to offer it ourselves.

Transparency is also a way of holding ourselves to account. By being transparent, we give communities and organizations the opportunity to see the full picture, to understand us and, if they want, to critique us. It helps to redress the power imbalance that exists between funders and grantees.

GP: Given competing priorities and often relatively small staff teams, why should corporate grantmakers make transparency a priority?

LE: One of the challenges we have in corporate philanthropy is a community perception that we are limitless in our resources! And while I absolutely wish that was true, the reality is that we have limited funds available, and strategic boundaries on the types of projects we can support. We've found that increasing our transparency, and publishing things like our policy documents, staff information and financial accounts, actually reduces our workload. The transparency allows people to more clearly understand our capacity, our focus areas, and what we will and won't fund. That means we're receiving fewer requests that we are simply unable to fulfil, which is good for the community and good for us.

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?

LE: The self-assessment process revealed a few really basic gaps in the information we were providing. It helped us to think about what might be missing and prompted us to include some easy extras that provide important context, like statistics on diversity and copies of our policy documents. It was a simple and useful process.

It also prompted us to discuss transparency in our team meetings – what it means, why it's important and how we can continue to improve our practice, particularly in our data collection, annual report and yearly website reviews.

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

LE: Getting better at evaluating our own effectiveness is the next step for us. As an organization we have a big, hairy, audacious goal – we want to halve the number of excluded and disadvantaged young people in Aotearoa New Zealand by 2027. Right now, we're grappling with what that actually means and how we'll know when we get there. It's an exciting time – there's a lot of work for us to do, and some big challenges ahead, but I'm excited to share our progress, as well as our learnings along the way.

-- Janet Camarena 

New Report Sheds Light on Global Funding Trends by U.S. Foundations
August 23, 2018

Janet Camarena is director of transparency initiatives for Foundation Center.

Janet Camarena PhotoThose of us in philanthropy often hear that foundations are increasingly rising to the challenge and working to address the world’s most pressing problems, and new data now available demonstrates that in order to fully address these challenges, philanthropic dollars are transcending borders and prior levels of giving. A new report released this month by the Council on Foundations and Foundation Center reveals that global giving by U.S. foundations increased by 29% from 2011 to 2015, reaching an all-time high of $9.3 billion in 2015. Interestingly, despite reaching that new peak in global giving, the report also documents that just 12% of international grant dollars from U.S. foundations went directly to organizations based in the country where programs were implemented.

The State of Global Giving by U.S. Foundations is the latest report in a decades-long collaboration between the two organizations and aims to help funders and civil society organizations better navigate the giving landscape as they work to effect change around the world. A treasure trove of data from prior reports dating back to 1997 is publicly available here.

In terms of transparency and openness, the report offers a helpful data-driven perspective on some of the key global philanthropy debates, issues, and movements of our time. Are you concerned with whether increasing government regulations are preventing foundations from supporting efforts in countries that have enacted tougher funding restrictions? Or, do you want to know how much funding goes to groups on the ground vs. U.S.-based intermediaries? Or, how about getting a better understanding of where the $9.3 billion was spent and how it is advancing the 17 different Sustainable Development Goals? These are just a few examples of the kinds of data and analysis you’ll find in the new report.

Increased Restrictions on Foreign Funding

Global GivingAs governments around the world continue to pass legislation that places increasing restriction on civil society, these restrictions can complicate direct grantmaking to local organizations by U.S. foundations. Between 2012 and 2015, the International Center for Not-for-Profit Law found that almost 100 laws constraining the freedoms of association or assembly were proposed or enacted across more than 55 countries. And, perhaps of most concern to foundations, 36% of these laws limited intentional funding of local civil society groups. Common restrictions affecting international funding include: governmental pre-approval of all grants coming from foreign sources; routing of all foreign funding through government entities; or enacting funding caps or taxation.

Despite the growth of these potentially chilling restrictions, surprisingly the report data did not show a correlation between the funding flows to a specific country and its level of restrictions as ranked on the “Philanthropic Freedom” index. However, it’s important to note that this kind of analysis may be more accurate over time. Since this study used grants data from 2014-2015, it could be likely that the effects of recently enacted legislation on philanthropy would surface in future grant years after the laws take full effect. Based on the currently available data, what is clear is that when we look at the top recipient countries that most benefit from U.S. foundation funding, some of these high ranking recipient countries are the ones with very challenging legal environments. Of course, philanthropic funding flows are always determined by a multitude of factors, but this raises questions to explore, such as why are certain countries with difficult legal environments high on the recipient list while others are not?

Intermediary Giving vs. Local Support

Representatives from NGOs, and advocates of community-based groups have long pushed for increased philanthropic capital to flow directly through these groups rather than through large, U.S-based intermediaries. And growing movements like #ShiftThePower have continued to build momentum around direct investments in communities. However, perhaps due to the aforementioned increasing restrictions on foreign funding, the new report reveals that foundations continue to favor funding through U.S.-based intermediaries, and:

  • Direct grants to local organizations were substantially smaller in size, averaging just under $242K, while grants to intermediaries averaged just over $554K; and
  • In terms of dollar amount, U.S.-based intermediaries received $20.5 billion in total, while non-U.S. intermediaries received $10.5 billion, and direct support tallied $4.1 billion.
  • By number of grants, nearly 49,000 grants during this four-year period went to U.S. intermediaries, 7,514 went to non-U.S. intermediaries, and 16,948 grants were awarded directly.

Progress on Sustainable Development Goals

Readers of this blog might recall that last year around this time we added the Sustainable Development Goals to our “Who Has Glass Pockets?” transparency self-assessment framework. This allowed us to document examples of funders using this shared, multi-sector language to convey their priorities and ultimate goals of their work. 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. Some foundations have started 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.

GlassPockets currently has tracked examples from corporate, community, independent, and family foundations that are using the SDG framework as a means to better communicate their work. Now, thanks to the new report, we now also have data about how philanthropic grantmaking is making progress on the SDGs, as well as trend data based on the Global Goals:

  • The Global Goals that represented the largest share of global grant dollars were Good Health & Well Being ($17 billion); Gender Equality ($4.9 billion); and Zero Hunger ($3.6 billion).
  • And among the Global Goals that showed the greatest reduction in grant support over the time period covered by the report were Affordable & Clean Energy which declined by 40 percent; Quality Education which dipped by 31.4 percent; and Clean Water & Sanitation which dropped by more than 30 percent.

It’s important to note that the SDGs formally did not go into effect until January 2016, and the data from this report begins from 2011. Still, the distribution of foundation funding by SDGs during the five year period before will serve as a baseline for tracking U.S. philanthropic efforts toward the achievement of the global goals.

With mounting challenges that transcend national boundaries, it’s increasingly important to understand how funds are being allocated to tackle global issues. Now, thanks to this report, we have a window into the scope and growth of institutional philanthropy as a global industry.

--Janet Camarena

Meet Our New GlassPockets Foundation: An interview with Kate Fryberg of New Zealand's Te Muka Rau Charitable Trust
August 2, 2018

Te Muka Rau Charitable Trust is the first New Zealand Foundation to join the GlassPockets movement. Kate Frykberg, trustee and philanthropy advisor, explains why.

Katie 2GlassPockets: Why is Te Muka Rau prioritizing foundation transparency?

Kate Frykberg: For us, transparency is simply about being open and honest about who we are, what we do, and how our funds are spent.  I would hate people to wonder if we had anything to hide, and I think this does sometimes happen with foundations that are not transparent.  Additionally, charitable foundations receive tax benefits, so we need to clearly show that we are using that foregone tax for the public good – and that we have achieved at least as much public good as the government would have done with that tax money.

”If we are being philanthropic, we should be upfront about how we are serving our communities.“

GP: Some assume that transparency is important for larger foundations. Why do you think it's important for smaller foundations as well?

KF: We are a small foundation by New Zealand standards and we are tiny by US standards – but transparency matters whatever the size.  If we are lucky enough to live comfortably, we should, I believe, be philanthropic and share some of what we have.  And if we are being philanthropic, we should be upfront about how we are serving our communities.  Big foundation, small foundation - the concept is the same – it’s just the number of zeros in the dollar figures that are different.

That said, one size does not fit all – so it was important for us that the GlassPockets process did not issue a score that counted against us if we were not sharing all of the indicators. For example, a small foundation like us with no paid staff doesn’t need things like executive compensation processes and whistle blower policies.  So transparency needs to be able to be adjusted to fit values, purpose, and  size.  It’s really just about openness and clarity.

GP: You have lots of experience as a philanthropy consultant and also as the prior Chair of Philanthropy New Zealand. Why is philanthropic transparency important in the New Zealand context?

KF: The New Zealand context is a little different from the United States – for example there is currently no legally required annual payout amount here.  I think this makes it all the more important to open up things and be very clear how much is given and how the community is benefiting.  Additionally, people here are often a little shy about talking about their giving, so transparency can help normalise philanthropy and build the culture of giving.  Finally, unless we are transparent, it is very difficult for the organisations that we might want to support to know about us and decide whether they should try to connect with us.  So transparency also helps our core business of funding public good initiatives.

”…with templates like what GlassPockets offers, this stuff isn’t hard to do.“

GP: How did the GlassPockets assessment help you to improve your foundation and its transparency, and why should your peers also participate?

KF: With the help of the GlassPockets team, a New Zealand version of the transparency guidelines and a self-assessment form was created; we went through that first and made quite a few changes to our website as a result.  Then we did the US GlassPockets assessment and made a few more changes.  But actually both processes were really easy – maybe a day’s work in total to think things through and tweak our website.  Of course, the leaner a foundation is, the faster the process. But, I think it’s a good message for peers to hear– with templates like what GlassPockets offers, this stuff isn’t hard to do. 

GP: Do you have any examples or anecdotes to share regarding how being a transparent funder has helped you to become more effective in your philanthropy?

KF: I think that being transparent has made it easier for organisations working in the space we fund (social cohesion) to find us, to assess how well our values and work fits theirs and then to connect with us.  That said, what helps create effective philanthropy is a much debated question and requires more than transparency alone, but it’s an important piece of the puzzle that helps build the field as a whole. 

GP: Since transparency is always evolving, what are some of your hopes for how you continue to evolve your openness in the future?

 KF: We value continual learning and I think the next thing we will prioritize is to add a place to share what we are learning.  For example, we are a bicultural funder and half our trustees are Māori (indigenous) – there may be something we can share about this journey.   On the GlassPockets assessment there is an item called “knowledge centre” – which sounds a bit grand for us - but actually no matter what size we are, we have lessons and learnings to share.  So ticking off the knowledge centre box by sharing our learnings will probably be our next step.

Meet Our New GlassPockets Foundation: C&A Foundation reflects on becoming accountable from the inside out
July 26, 2018

C&A Foundation is the first European foundation to sign up for GlassPockets. Sarah Ong, Programme Manager, Supply Chain Innovation and Transformation, explains why.

Untitled design (89)Disclosure of transparent data is one of the C&A Foundation’s major strategies to improve conditions in the garment industry. We believe transparency is an essential tool to increase accountability in apparel production and much of our support is focused on enabling partners to disclose and use transparent data on supply chains and working conditions. Discovering GlassPockets, it only seemed right to practice what we preach and make our own way of working transparent too. Our Executive Director, Leslie Johnston explains:

"Joining GlassPockets was an important first step, allowing us to apply our deep commitment to transparency to ourselves while also learning from others how else we can be more open."

"C&A Foundation is working hard to positively transform one of the world’s most opaque industries: fashion. To do so, we believe in the power of transparency which can move hearts, change minds, and nudge action. It is therefore equally important that we embrace transparency in how we operate. Joining GlassPockets was an important first step, allowing us to apply our deep commitment to transparency to ourselves while also learning from others how else we can be more open. We still have work to do but are grateful for initiatives like GlassPockets that enable more accountability in the philanthropic sector.”

One of the things we’ve found from the transparency work we support is that disclosure is more useful when it is made in a standardised way, so that performance can be compared against peers and over time. It is for this reason we believe it’s important to disclose through our new GlassPockets profile, as well as on our own website.

Untitled design (90)As a relatively new foundation we are still on a transparency journey. We began by making our external evaluations public, and last year the Center for Effective Philanthropy (CEP) conducted our first anonymous partner survey. CEP then used the survey results to benchmark our performance against 300 other funders, which we made a priority to publish on our website. The results were like holding up a mirror to our own performance. We learned that our first few years as a global foundation have not always been easy on our partners, particularly as we have been developing our processes and strategy. Reflecting on the results, we have identified two priorities for improvement:

  • Improving the transparency and efficiency of our processes: Survey respondents rated the foundation lower than typical on the clarity and consistency of its communications. The feedback showed we need to be more transparent on what we do and don't fund, and on how our grantmaking process works.
  • Improving our quality of relationship with partners: While foundation staff have higher than typical contact with survey respondents, we received lower than typical ratings for understanding of our partners' contexts. Simply, we need to listen better.

Publishing the results of our CEP benchmarking, was our way of taking them seriously, holding ourselves accountable and letting others hold us accountable to act on what we heard. We hope the changes we have made, and the process of being transparent will have improved the quality of our relationships with our partners and the change we can achieve together.

"We still have work to do but are grateful for initiatives like GlassPockets that enable more accountability in the philanthropic sector."

Participating in GlassPockets is the next step on our transparency journey. Completing the disclosure has highlighted several more areas where we can be more transparent, and we plan to add to our disclosures over the coming months. For example, we realised that we do not disclose our diversity data or diversity values and policies, which is an oversight since gender equity is so central to our work. We hope this disclosure encourages partners and those in the communities where we work to help us get better in how we do what we do. Our doors are open for your feedback.

--Sarah Ong

Are You Over or Under-Protecting Your Grants Data? 5 Ways to Balance Transparency and Data Protection in Sensitive Contexts
April 12, 2018

Laia Griñó is director of data discovery at Foundation Center. This post also appears in the Human Rights Funders Network's blog.

Laia Grino photoOver the last few months, this blog has presented insights gained from the Advancing Human Rights initiative’s five-year trend analysis. Getting to these insights would not have been possible had not a growing number of funders decided to consistently share more detailed data about their grantmaking, such as through Foundation Center’s eReporting program. In a field where data can pose real risks, some might feel that this openness is ill-advised. Yet transparency and data protection need not be at odds. By operating from a framework of responsible data, funders can simultaneously protect the privacy and security of grantees and contribute to making the human rights field more transparent, accountable, and effective.

This topic – balancing transparency and data protection – was the focus of a session facilitated by Foundation Center at the PEAK Grantmaking annual conference last month. Our goal was not to debate the merits of one principle over the other, but to help provide a framework that funders can use in determining how to share grants data, even in challenging circumstances. What follows are some of the ideas and tips discussed at that session (a caveat here: these tips focus on data shared voluntarily by funders on their website, with external partners like Foundation Center, etc.; we recognize that funders may also face legal reporting requirements that could raise additional issues).

HRFN Graphic

  • Think of transparency as a spectrum: Conversations regarding data sharing often seem to end up at extremes: we must share everything or we can’t share anything. Instead, funders should identify what level of transparency makes sense for them by asking themselves two questions: (1) What portion of our grants portfolio contains sensitive data that could put grantees at risk if shared? and (2) For the portion of grants deemed sensitive, which grant details – if any – are possible to share? Based on our experience with Advancing Human Rights, in most cases funders will find that it is possible to share some, if not most, of their grants information.
  • Assess the risks of sharing data: Answering these questions requires careful consideration of the consequences if information about certain grants is made public, particularly for grantees’ security. As noted at the PEAK session, in assessing risks funders should not only consider possible negative actions by government actors, but also by actors like militant groups or even a grantee’s community or family. It is also important to recognize that risks can change over time, which is why it is so critical that funders understand what will happen with the data they share; if circumstances change, they need to know who should be notified so that newly sensitive data can be removed.
  • Get grantees’ input: Minimizing harm to grantees is of utmost importance to funders. And yet grantees usually have little or no input on decisions about what information is shared about them. Some funders do explicitly ask for grantees’ consent to share information, sometimes at multiple points along the grant process. This could take the form of an opt-in box included as part of the grant agreement process, for example. At a minimum, grantees should understand where and how data about the grant will be used.
  • Calibrate what is shared based on the level of risk: Depending on the outcomes of their risk assessment (and grantees’ input), a funder may determine that it’s inadvisable to share any details about certain grants. In these cases, funders may opt not to include those grants in their reporting at all, or to only report on them at an aggregate level (e.g., $2 million in grants to region or country X). In situations where it is possible to acknowledge a grant, funders can take steps to protect a grantee, such as: anonymizing the name of the grantee; providing limited information on the grantee’s location (e.g., country only); and/or redacting or eliminating a grant description (note: from our experience processing data, it is easy to overlook sensitive information in grant descriptions!).
  • Build data protection into grants management systems: Technology has an important role to play in making data protection systematic and, importantly, manageable. For example, some funders have “flags” to indicate which grants can be shared publicly or, conversely, which are sensitive. In one example shared at PEAK, a grants management system has been set up so that if a grant has been marked as sensitive, the grantee’s name will automatically appear as “Confidential” in any reports generated. These steps can minimize the risk of data being shared due to human error.

Transparency is at the core of Foundation Center’s mission. We believe deeply that transparency can not only help build public trust but also advance more inclusive and effective philanthropy. For that reason, we are committed to being responsible stewards of the data that is shared with us (see the security plan for Advancing Human Rights, for example). A single conference session or blog post cannot do justice to such a complex and longdebated topic. We are therefore thankful that our colleagues at Ariadne360Giving and The Engine Room have just started a project to provide funders with greater guidance around this issue (learn more in these two thoughtful blog posts from The Engine Room, here and here). We look forward to seeing and acting on their findings! 

--Laia Griñó

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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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