Transparency Talk

Category: "Janet Camarena" (26 posts)

WEBINAR—#OpenForGood: Sharing Knowledge to Advance Foundation Impact
September 5, 2019

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Meg Long
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Veronica Olazabal
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Lee Alexander Risby

Learn how to go about sharing knowledge to drive broader impact across the social sector. This webinar coming up on September 17th, hosted by Grantmakers for Effective Organizations, featuring the inaugural winners of Candid’s #OpenForGood Award, will present best practices and approaches to help your foundation shift to a culture of learning.

The webinar will explore how foundations can take specific steps to better support knowledge-sharing by providing an overview of Candid’s #OpenForGood field scan and how-to guide, and asking participants to identify challenges and possible solutions when it comes to opening up knowledge for the greater good. Recent #OpenForGood award-winning foundations, the Rockefeller Foundation and the C&A Foundation, will share their insights and lessons learned in shifting to a culture of learning.

Building on a recent field scan and interviews with leaders across the globe, we will explore the following questions:

  • Why share knowledge? What are the benefits and for whom?
  • What barriers get in the way of foundations sharing their knowledge, and what are practical strategies for overcoming those barriers?
  • How can knowledge-sharing be used to level power dynamics and advance equity?
  • What role can technology play in helping to simplify the act of knowledge sharing?

REGISTER HERE

Meet Our New GlassPockets Foundation: An Interview with Chris Langston, President & CEO, Archstone Foundation
August 8, 2019

GlassPockets Road to 100

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

Since its inception in 1985 as a healthcare conversion foundation, Archstone Foundation has responded to the implications of changing demographics by supporting innovative responses to the emerging and unmet needs of older adults. The Foundation has funded a wide range of grantees making important contributions in critical, yet often overlooked areas of need.

Today, the Foundation focuses its grantmaking on four major areas:

  • Enabling older adults to remain in their homes and communities;
  • Improving the treatment of late-life depression;
  • Developing innovative responses to the family caregiving needs of older adults; and
  • Expanding the health care and broader workforce needed to care for, and serve, the rapidly growing aging population.

Archstone Foundation is among our newest GlassPockets participants. In this interview with GlassPockets’ Janet Camarena, Chris Langston, President & CEO of the Archstone Foundation, explains why transparency is central to its philanthropic efforts.

GlassPockets: Archstone Foundation was born out of a healthcare conversion, when a nonprofit HMO became a for-profit corporation. Do you think transparency is more important for healthcare conversion foundations to demonstrate that these dollars are being used for public good? Or are there other reasons that you are prioritizing philanthropic transparency?

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Chris Langston

Chris Langston: I’m sure the public is more interested in what’s going on with healthcare conversion foundations, as the funds are more clearly a public trust because they derived from the tax advantages given to the nonprofit parent. As an older, smaller conversion, the public has long since forgotten the origin of the endowment, but what we do is still supported by the taxpayers granting favorable treatment to the endowment. Nevertheless, to my mind, conversions or foundations born of a wealthy individual’s gift (or other source) have the same obligation to transparency. Foundations are granted tremendous autonomy in what and how they do their work and, beyond some very broad IRS regulations, are only accountable to their boards. As a consequence, I think that we owe the public great visibility into what we do and how we do it. I believe that the great diversity of foundations is a strength in the sector, and I oppose external mandates regarding subject matter, limited lifespan, payout rates, or other aspects of foundation discretion. So, the only remaining constraint is public scrutiny of our process and our work.

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?

CL: I see the GlassPockets standards as a floor and not one that takes a great deal of effort to keep shiny. We share through our website our current grants, our strategic plans, our governance documents, and financial reports. Even small foundations need to have these tools and structures and sharing them digitally is no burden. These things change relatively slowly and in the modern era are relatively easy to keep up to date.

Moreover, I’ve worked at two other foundations previously, one which started as not very transparent because of inattention to communicating to the public and one which had historically gone to great lengths to be opaque – the Atlantic Philanthropies during its anonymous giving phase. In neither case did our lack of transparency make our work better – I think it made it worse. We got less constructive engagement from the field, we got less alignment between us and grantees, and we didn’t benefit from the extra energy that comes from knowing that your successes and failures are going to be visible for all to see.

GP: Your commitment to openness includes maintaining a responsive grantmaking program with an open RFP that can be submitted on an ongoing basis. At a time when many foundations are putting up walls by shifting to invite only grantmaking, this is notable in that you are maintaining this kind of openness with a very small program team made up of three officers. Why has it been important to maintain the open RFP, and what is your advice to keeping it manageable for lean teams?

CL: Actually, we are right now reviewing our responsive grantmaking program and could very well stop or constrain it. While having an open RFP mechanism is one kind of openness, I am more committed to having an open-door policy. I think it is a legitimate strategic decision as to whether a foundation takes grant applications by invitation only, has a monthly letter of intent review (as we currently do), or something in between. What’s more important is that there be regular opportunities whereby grantseekers can learn from foundation staff about foundation priorities and strategies for change and where foundation staff can learn about the needs and interests of nonprofits in the field and the people in need.

”The GlassPockets process is a thoughtful and well-structured way of getting started in opening up to the public, what largely belongs to the public, even if it is held in trust for them by us on the inside.”

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?

CL: The GlassPockets process is a thoughtful and well-structured way of getting started in opening up to the public, what largely belongs to the public, even if it is held in trust for them by us on the inside. Providing the information helps you in many ways – it helps you be sure that you even have all the tools, policies, and procedures of a modern nonprofit (e.g., conflict of interest, committee charters, etc.). It helps you whenever you have a twinge of conscience at the thought of making something public, in so far as that is telling you that you are doing something that you don’t feel good about – something that doesn’t pass the “would you want to see it on the front page of the paper test.” And the process is part of creating a culture of openness and honesty among and between board, staff, and grantees. Creating this kind of culture is an enormous project undermined by fear, norms of silence, and power differentials – but I think it is critical for effective grantmaking.

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

CL: Having earned a GlassPockets designation now at a second organization, it is this issue that really interests me – how can we take further steps in transparency. While it is scary and a long-term project to build a shared understanding and the will to change, I hope to make much more information public – for example, grant proposals (at least the funded ones), evaluations, board minutes, budgets, and more. The federal grantmaking process at the National Institute of Health already does much of this. When I think about government processes, I expect all of that transparency and more -- and yet government is at least nominally subject to the control of the voting public. Since foundations do not make their grantmaking or staffing decisions subject to elections, shouldn’t we be even more transparent than government?

Fundamentally, the issue is that among funders and nonprofits, we spend a lot of time not just “reinventing the wheel” but more accurately, reinventing the flat tire. It is not that there is more knowledge or skill on one side or the other of the grantmaking table, it’s that there isn’t enough truth and light illuminating the conversation. And as the party with the power of the purse, it is incumbent on us to go first to change the dialogue if we want to have better results.

--Chris Langston & Janet Camarena

Transparency Levels Go Live on GlassPockets
July 25, 2019

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Janet Camarena

Janet Camarena is director of transparency initiatives at Candid.

Earlier this year, we announced a new Transparency Level framework on GlassPockets that would recognize grantmakers for having Core, Advanced, or Champion-level transparency practices based on how detailed the websites are for each profiled foundation. This announcement coincided with GlassPockets reaching its 100th publicly shared profile when the Walton Family Foundation joined and doubled down on their commitment to transparency by supporting GlassPockets in developing the new tiered-approach to transparency. Now, for the first time in the history of the platform, these levels are publicly visible when viewing the funders profiled on the site.

Each GlassPockets profile now comes complete with a transparency badge denoting the level that funder has attained. We encourage foundations to proudly display this badge on their websites as a way to demonstrate their commitment to transparency. You can get your badge here. Visitors to “Who Has Glass Pockets?” can also sort by transparency level to see which foundations comprise each. This sort feature also lists foundations by the number of transparency indicators they currently have, making it possible to quickly determine which foundations lead the pack when it comes to their online transparency practices.

Currently, the distinction of which foundation has the most transparent website goes to Rockefeller Brothers Fund (RBF), so a big congratulations to RBF for living its values when it says that it “is committed to sharing information to promote understanding of its mission and to advance the work of its grantees. The RBF values transparency, openness, and accountability, and has long provided detailed information about its history, program strategies, grants, impact, governance, operations, and finances.” The John D. and Catherine T. MacArthur Foundation, The Wallace Foundation, the Brazil Foundation, currently round out the top four foundations on GlassPockets based on the variety of types of data that is shared on their websites.

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The transparency levels are designed to motivate foundations to continue to improve their transparency practices over time, as well as to use the data GlassPockets has collected to create suggested pathways for how transparency can evolve over time. The Core-level transparency practices are a natural entry point for new participants and reveal the data that is most commonly shared by foundations, which tends to be information about what the foundation does. Advanced transparency practices reveal not just what a foundation does, but also reveals how they do it by sharing information about a foundation’s operations. And Champion-level transparency practices push the current boundaries of what most foundations share online.

If it’s been a while since you’ve updated your GlassPockets profile, or reviewed your website’s transparency practices, now is an excellent time to do so, and you might just level up!

Explore GlassPockets Now

--Janet Camarena

Meet Our #OpenForGood Award Winner: An Interview with Lee Alexander Risby, Head of Effective Philanthropy & Savi Mull, Senior Evaluation Manager, C&A Foundation
June 19, 2019

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Lee Alexander Risby

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.

C&A Foundation is a European foundation that supports programs and initiatives to transform fashion into a fair and sustainable industry that enables everyone – from farmer to factory worker – to thrive. In this interview, Lee Alexander Risby and Savi Mull share 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 C&A Foundation and how this practice has helped you to advance your work?

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Savi Mull

Savi Mull: For almost five years, C&A Foundation has been dedicated to transforming the fashion industry into a force for good. A large part of that work includes instilling transparency and accountability in supply chains across the industry. From the start, we also wanted to lead by example by being transparent and accountable as an organization, sharing what we were learning whilst on this journey, being true to our work and helping the rest of the industry learn from our successes and failures.

Lee Alexander Risby: Indeed, from the beginning, we made a commitment to be open about our results and lessons by publishing evaluations on our website and dashboards in our Annual Reports. After all, you cannot encourage the fashion industry to be transparent and accountable and not live by the same principles yourself. Importantly, our commitment to transparency has always been championed both by our Executive Director and our Board.

Savi: To do this, over the years we have put many processes in place.  For example, internally we use after-action reviews to gather lessons from our initiatives and allow our teams to discuss honestly what could have been done better in that program or partnership.  We also do third party, external evaluations of our initiatives, sharing the reports and lessons learned. This helps us and our partners to learn, and it informs initiatives and strategies going forward.

The Role of Evaluation Inside Foundations

GP: Your title has the word “evaluation” in its name and increasingly we are seeing foundations move toward this staffing 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?

SM: I believe it is essential to have this type of function in a foundation to drive formal learning from and within programs. But at the same time, it is an ongoing process that cannot be driven by one function alone. All staff needs to be responsible for the learning that makes philanthropy effective – not just evaluators.

LAR: To begin, we were deliberate in building a team of evaluation professionals to promote accountable learning. We started hiring slowly and built the team over time. What I looked for with each new member of the team, and I am always looking for, is an evaluator with more than just skills, they also need the influencing, listening, communication and negotiating skills to help others learn. Evaluations have little effect without good internal and external communication.

”For us, it was important to be a critical friend, listener, and enabler of learning and not the police.”

The evaluation function itself has also evolved over the last five years. It started off as a monitoring, evaluation and learning function (MEL) and is now Effective Philanthropy. From the start, the function was as not set up as an independent department but created to help programmatic teams in the design of appropriate monitoring and evaluation for the programs, and facilitators and advisors on strategy. However, it has not always been a straight-forward process from the inside. In the first years, we had to spend a lot of time explaining and persuading staff of the need for evaluation, transparency and learning and the benefits of doing so. We wanted to avoid a strong independent evaluation function as that can reduce learning by placing too much emphasis on accountability. For us, it was important to be a critical friend, listener, and enabler of learning and not the police.

SM: So, the first bit of advice is that evaluators should be supportive listeners, assisting programmatic teams throughout the design and implementation phases to get the best results possible. They should not come in just at the end of an initiative to do an evaluation.

LAR: The second piece of advice is on positioning, support, and structure of evaluation within a foundation.  Firstly, it is critical to have is to have the buy-in of the leadership and board for both evaluation and transparency. And secondly, the evaluation function must be part of the management team and report to the CEO or Executive Director. This gives reporting and learning the appropriate support structure and importance.

The third piece of advice is to consider not creating an evaluation function, but an effective philanthropy function. Evaluation is done for learning, and learning drives effectiveness in grant-making for better results and long-term impacts on systems.

SM: The final piece of advice is to take guidance from others outside your organization. The whole team has consulted broadly with former colleagues and mentors from across the evaluation community as well as experienced philanthropic professionals. Remember you are part of a field with peers whose knowledge and experience can help guide you.

Opening Up Pain Points

GP: One of the reasons the committee selected C&A Foundation to receive the award is because of your institutional comfort level with sharing not just successes, but also being very forthright about what didn’t work. We often hear that foundation boards and leaders are worried about reputational issues with such sharing. What would you say to those leaders about how opening up these pain points and lessons has affected C&A Foundation’s reputation in the field, and why it’s worth it?

LAR: I would say this. The question for foundation boards and leaders is straightforward: do you want to be more effective and have an impact? The answer to that will always be yes, but it is dependent on learning and sharing across the organization and with others. If we do not share evaluations, research or experiences, we do not learn from each other and we cannot be effective in our philanthropic endeavors.

"There is a benefit to being open, you build trust and integrity – success and failure is part of all of us."

The other question for boards and leaders is: who does philanthropy serve? For us, we want to transform the fashion industry, which is made up of cotton farmers, workers in spinning mills and cut and sew factories, consumers and entrepreneurs, to name a few – they are our public. As such we have the duty to be transparent to the public about where we are succeeding and where we have failed and how we can improve. We do not think there is a reputation risk. In fact, there is a benefit to being open, you build trust and integrity – success and failure is part of all of us.

SM: Adding to what Lee has said, being open about our failures not only helps us but the entire field. Some of our partners have felt reticent about our publishing evaluations, but we always reassure them and stress from the beginning of an evaluation process that it is an opportunity to understand how to they can improve their work and how we can improve our partnership, as well as a chance to share those lessons more broadly.

Learning While Lean

GP: Given the lean philanthropy staffing structures in place at many corporate foundations, do you have any advice for your peers on how those without a dedicated evaluation team might still be able to take some small steps to sharing what they are learning?

SM: Learning is a continuous process. In the absence of staff dedicated to evaluation, take baby steps within your power, such as implementing after-action reviews, holding thematic webinars, or doing quick summaries of lessons from grants and/or existing evaluations from others. If the organization’s leadership endorses learning, these small steps are a good place to start.

GP: And speaking of lean staffing structures, 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 C&A Foundation include funding for the evaluations and reporting or other technical assistance to mitigate the burden on grantees?

SM: The foundation has a Monitoring and Evaluation Policy that lays out the role of the programmatic staff and partners as well as of the dedicated Effective Philanthropy Team. C&A Foundation partners are generally responsible for the design and execution of self-evaluation - to be submitted at the end of the grant period. External evaluation budgets are covered by the foundation and do not pose a financial burden on partners at all. They are included in the overall cost of an initiative, and when needed we have an additional central evaluation fund that is used to respond to the programmatic team’s and partner’s ad hoc demands for evaluations and learning.

The Effective Philanthropy team does provide technical assistance to partners and foundation staff upon request. The guidance ranges from technical inputs related to the theory of change development to the design of baseline and mid-line data collection exercises. The theory of change work has been really rewarding for partners and ourselves. We all enjoy that part of the work.

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 work.

Learning Leads to Effectiveness

C-a-foundation (1)LAR: In the moving from a more traditional MEL approach to effective philanthropy we looked at the work of other foundations. This included learning from the William and Flora Hewlett Foundation, the Rockefeller Foundation, and others. We had discussions with a number of peers in the field. We also asked Nancy MacPherson (formerly Managing Director of Evaluation at Rockefeller) and Fay Twersky (Director of Effective Philanthropy at Hewlett) to review our Effective Philanthropy strategy when it was under development. Their feedback and advice helped a lot. In the end, we decided to begin to build out the function in a similar way to the Hewlett Foundation. But there are some differences. For example, our evaluation practice is currently positioned at a deeper initiative level, which is related to the field context where there is a significant evidence gap across the fashion industry that needs to be filled. Concomitant to this is our emphasis on piloting and testing and that goes hand-in-hand with the demand for evaluative thinking, reporting, and learning.

Our team has also been influenced by our own successes and failures from previous roles. That has also inspired us to embrace a slightly different approach.

SM: In terms of where we are at the moment, we still oversee performance monitoring, evaluation, and support to the program teams in developing theories of change and KPIs; but we are also building out organizational learning approach and are in the process of hiring a Senior Learning Manager. Lastly, we are piloting our organizational and network effectiveness in Brazil, which is being led by a colleague who joined the foundation last year.

LAR: We are also in the midst of an Overall Effectiveness Evaluation (OEE) of C&A Foundation’s first 5-year strategy. In general, this is not a type of evaluation that foundations use much. As well as looking at results, the evaluators are evaluating the whole organization, including Effective Philanthropy. For me as an evaluator, it has been really rewarding to be on the other side of a good question.

We are learning from the OEE as we go along and we decided to create ongoing opportunities for reporting/feedback from the process rather than waiting until the very end for a report. This means that program staff can be engaged in proactive discussions about performance and emerging lessons in a timely way. The OEE is already starting to play a vital role to inform the development of the next 5-year strategy and our organization. But you will surely hear more on that evaluation process later as it will be published. There is always room for improvement and learning never stops.

--Lee Alexander Risby and Savi Mull

Candid Announces Inaugural #OpenForGood Award Winners
May 30, 2019

Janet Camarena is director of transparency initiatives at Candid.

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.

Open For Good Awardees and Committee MembersLeft to Right: Meg Long, President, Equal Measure (#OpenForGood selection committee); Janet Camarena, Director, Transparency Initiatives, Candid; Awardee Savi Mull, Senior Evaluation Manager, C&A Foundation; Awardee Veronica Olazabal, Director, Measurement, Evaluation & Organizational Performance, The Rockefeller Foundation; Clare Nolan, Co-Founder, Engage R + D (#OpenForGood selection committee).

Yesterday as part of the Grantmakers for Effective Organizations Learning Conference, Candid announced the inaugural recipients of the #OpenForGood Award, which is designed to recognize and encourage foundations to openly share what they learn so we can all get collectively smarter. The award, part of a larger #OpenForGood campaign started in 2017, includes a set of tools to help funders work more transparently including a GrantCraft Guide about how to operationalize knowledge sharing, a growing collection of foundation evaluations on IssueLab, and advice from peers in a curated blog series.

The three winning foundations each demonstrate an active commitment to open knowledge and share their evaluations through IssueLab, an open repository that is free, searchable, and accessible to all. Selected by an external committee from a globally sourced nomination process, the committee reviewed the contenders looking for evidence of an active commitment to open knowledge, creative approaches to making knowledge shareable, field leadership, and incorporating community insights into knowledge sharing work.

And the Winners Are…

Here are some highlights from the award presentation remarks:

C and A FoundationC&A Foundation
Award Summary: Creativity, Demonstrated Field Leadership, and Willingness to Openly Share Struggles

The C&A Foundation is a multi-national, corporate foundation working to fundamentally transform the fashion industry. C&A Foundation gives its partners financial support, expertise and networks so they can make the fashion industry work better for every person it touches. Lessons learned and impact for each of its programs are clearly available on its website, and helpful top-level summaries are provided for every impact evaluation making a lengthy narrative evaluation very accessible to peers, grantees and other stakeholders. C&A Foundation even provides such summaries for efforts that didn’t go as planned, packaging them in an easy-to-read, graphic format that it shares via its Results & Learning blog, rather than hiding them away and quietly moving on as is more often the case in the field.

The Ian Potter FoundationIan Potter Foundation
Award Summary: Creativity, Field Leadership, and Lifting Up Community Insights

This foundation routinely publishes collective summaries from all of its grantee reports for each portfolio as a way to support shared learning among its existing and future grantees. 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 questions to satisfy the typical ritual of a grant report that goes something like submit, data enter, file away never to be seen, and repeat.

Beyond being transparent with its grantee learning and reports, the Ian Potter Foundation also recently helped lift the burden on its grantees when it comes to measurement and outcomes. Instead of asking overworked charities to invent a unique set of metrics just for their grant process, foundation evaluation staff took it upon themselves to mine the Sustainable Development Goals targets framework to provide grantees with optional and ready-made outcomes templates that would work across the field for many funders. You can read more about that effort underway in a recent blog post here.

The Rockefeller FoundationThe Rockefeller Foundation
Award Summary: Field Leadership, Consistent Knowledge Sharing, and Commitment to Working Transparently

The Rockefeller Foundation can boast early adopter status to transparency and openness—it  has had a longstanding commitment to creating a culture of learning and as such was one of the very first foundations to join the GlassPockets transparency movement and also to commit to #OpenForGood principles by sharing its published evaluations widely. Rockefeller Foundation also took the unusual step of upping the ante on the #OpenForGood Pledge aiming for both creating a culture of learning and accountability, with its monitoring and evaluation team stating that: “To ensure that we hold ourselves to a high bar, our foundation pre-commits itself to publicly sharing the results of its evaluations - well before the results are even known.” This ensures that even if the evaluation reports unfavorable findings, the intent is to share it all.

In an earlier GlassPockets blog post, Rockefeller’s monitoring and evaluation team shows a unique understanding of how sharing knowledge can advance the funder’s goals: “Through the documentation of what works, for who, and how/under what conditions, there is potential to amplify our impact, by crowding-in other funders to promising solutions, and diverting resources from being wasted on approaches that prove ineffectual.”  Rockefeller’s use of IssueLab’s open knowledge platform is living up to this promise as anyone can currently query and find more than 400 knowledge documents funded, published, or co-published by the Rockefeller Foundation.

Winners will receive technical support to create a custom Knowledge Center for their foundation or for a grantee organization, as well as promotional support in knowledge dissemination. Knowledge Centers are a service of IssueLab that provides organizations with a simple way to manage and share knowledge on their own websites. By leveraging this tool, you can showcase your insight, promote analysis on your grantees, and feature learnings from network members. All documents that are uploaded to an IssueLab Knowledge Center are also made searchable and discoverable via systems like WorldCat, which serves more than 2,000 libraries worldwide, ensuring your knowledge can be found by researchers, regardless of their familiarity with your organization.

Why Choose Openness?

The #OpenForGood award is focused on inspiring foundations to use existing and emerging technologies to collectively improve the sector. Today, we live in a time when most expect to find the information they need on the go, via tablets, laptops, and mobile phones, just a swipe or click away. Despite this digital era reality today only 13 percent of foundations have websites, and even fewer share their reports publicly, indicating that the field has a long way to go to creating a culture of shared learning. With this award, we hope to change these practices. Rather than reinvent the wheel, this award and campaign encourages the sector to make it a priority to learn from one another, share content with a global audience, so that we can build smartly one another’s work and accelerate the change we want to see in the world. The more you share your foundation's work, the greater the opportunities to make all our efforts more effective and farther reaching.

Congratulations to our inaugural class of #OpenForGood Award Winners! What will you #OpenForGood?

--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

GlassPockets Announces New Transparency Levels: Leveling Up Your Practices
March 28, 2019

Janet Camarena is director of transparency initiatives at Candid.

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Janet Camarena

It's an exciting moment for us here at GlassPockets, and for the field of philanthropy, as we’ve just reached the milestone of 100 foundations committing to work more transparently by participating and publicly sharing their “Who Has GlassPockets?” transparency self-assessment profiles on our website. Yesterday, the Walton Family Foundation (WFF) officially became our 100th participant. What you are seeing today is the result of a diligent process that started last summer, as WFF continually worked to improve the openness of its website. With clear pathways to connect directly with staff members, a knowledge center containing lessons learned as well as packaged “flashcards” containing easily shareable bits of information, and a new searchable grants database spanning its 31-year history, WFF is not starting small when it comes to openness. Transparency can be tricky territory for family foundation donors who may be more accustomed to privacy and anonymity when it comes to their giving, so it’s particularly exciting for us to reach the milestone of 100 published profiles thanks to a family foundation enthusiastically embracing a more transparent approach.

When we started with a handful of foundations and fewer than two dozen transparency indicators, it was more experiment than movement. Now that we’ve aggregated data on transparency trends among 100 participating foundations, it’s a good opportunity to pause and reflect on what we are learning from this data that could inform the way forward to a more transparent future for philanthropy.

Transparency Indicators Evolve

GlassPockets Road to 100

Earlier this year I observed that a promising trend we are seeing in the field is that more foundations are developing sections of their websites devoted to explaining how they work, what values they hold dear, and in some cases, how these values inform their work and operations. Among the 100 foundations that have taken and publicly shared their transparency assessments, 42 percent are now using their websites as a means to communicate values or policies that demonstrate an intentional commitment to transparency. As a result we recently added transparency values/policies as a formal indicator to our GlassPockets assessment. But once you have developed such a values or policy statement, how does a foundation live up to it?

That’s where we hope our “Who Has GlassPockets?” assessment will continue to help foundations create a roadmap to transparency. The assessment is not static and has evolved with the field. When we started in 2010, there were 23 transparency indicators based on an inventory of thousands of foundation websites. As we continue to observe website transparency trends, the assessment has now grown to 27 indicators. Aside from the newest indicator for transparency values/policies, based on the kinds of information that foundations are now starting to share, some other new indicators we added since inception are strategic plans, open licensing policies, and use of the Sustainable Development Goals framework(SDGs). And we expect that as the field continues to evolve, this list of indicators will grow as well.

As the list has grown longer, foundations frequently ask us which indicators are the right ones to start with. Some also tell us that they want to participate, but not until they have at least half or even three-quarters of the indicators on the list. Though we applaud striving to be more transparent, the intent of GlassPockets was never that it be considered a “one-size-fits-all” approach, or that we expected that a majority of the indicators be in place to participate. Rather, that the GlassPockets exercise would serve to surface it as a priority, help the foundation evolve its transparency over time, and ideally would be a process the institution revisits on a regular basis, updating the GlassPockets profile with more and more indicators as transparency improves.

New Transparency Levels and Badges

So to help foundations better understand how to get started and how to grow transparency practices over time, we analyzed the data we have been collecting, and some patterns about how transparency evolves in philanthropy are now becoming clearer. We also conducted advisor interviews with a number of GlassPockets participants to better understand what would be most motivational and helpful in this regard. After reviewing everything we’ve learned so far, we have identified three levels through which foundations pass as they chart their course to greater transparency – these represent core, advanced, and champion-level transparency practices that you can view on this chart.

Explore how the Transparency Indicators relate to each level

Core-level transparency practices represent data most commonly shared by participating foundations and are the best place for new participants to begin. Advanced-level transparency practices open up the way you work to the world and represent information shared by about 50 to 70 percent of participating foundations. Champion-level transparency practices, in place at fewer than half of participating foundations, represent information-sharing that is pushing existing boundaries of foundation transparency.

These new levels represent an optional guide that can be helpful to follow but it is not intended to be viewed as a formal set of requirements. As has always been the case, any foundation at any stage of its transparency journey is welcome to participate and chart its own course. However, to motivate participation and progress, GlassPockets will begin awarding Transparency Badges based on the transparency level attained. These badges will appear on the GlassPockets profile, and will also be made available for use on the foundation’s website. Since it is not a one-size-fits-all, all participating foundations will automatically receive the Core GlassPockets transparency badge, and those who attain Advanced (10-18 indicators) or Champion level (19 or more indicators) will receive a badge denoting the appropriate designation.

Learn About the Transparency Badges

On the Level

Based on the new levels described above, GlassPockets will soon be adding the new Transparency Badges to each profile. So, if it’s been awhile since you reviewed your “Who Has GlassPockets?” profile, or if you’re looking for motivation to improve your transparency, now’s the time to review your existing profile, or submit a new one to see how your foundation stacks up. For existing GlassPockets participants, May 28th is the deadline to review your profile and get any updates or changes in to us before we start making the transparency levels and badges visible on the GlassPockets website the week of June 3rd. To update your profile, you can fill out any new links or corrections on this submission form, or simply email me your changes. As always, new profiles can be added at any time and you can learn more about that process here.

And last, but certainly not least, big thanks and cheers to our existing GlassPockets participants for helping us reach this milestone, and a big welcome to those who will help us reach the next one!

-- 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

A New Year, a New Transparency Indicator: Coming Soon—Transparency Values & Policies
January 3, 2019

Janet Camarena is director of transparency initiatives at Foundation Center.

Janet Camarena PhotoWhen GlassPockets started nine years ago, it was rare to find any reference to transparency in relation to philanthropy or foundations. The focus of most references to transparency at the time were in relation to nonprofits or governments, but seldom to philanthropy. When we set out to create a framework to assess foundation transparency, the “Who Has GlassPockets?” criteria were based on an inventory of current foundation practices meaning there were no indicators on the list that were not being shared somewhere by at least a few foundations. Not surprisingly, given the lack of emphasis on foundation transparency, there were few mentions of it as a policy or even as a value in the websites we reviewed, so it didn’t make sense at the time to include it as a formal indicator.

GlassPockets Road to 100A lot has changed in nine years, and it’s clear now from reviewing philanthropy journals, conferences, and yes, even foundation websites that awareness about the importance of philanthropic transparency is on the rise. Among the nearly 100 foundations that have taken and publicly shared “Who Has GlassPockets?” transparency assessments, more than 40 percent are now using their websites as a means to communicate values or policies that aim to demonstrate an intentional commitment to transparency. And demonstrating that how the work is done is as important as what is done, another encouraging signal is that in many cases there are articulated statements on new “How We Work” pages outlining not just what these foundations do, but an emphasis on sharing how they aim to go about it. These statements can be found among funders of all types, including large, small, family, and independent foundations.

We want to encourage this intentionality around transparency, so in 2019 we are adding a new transparency indicator asking whether participating foundations have publicly shared values or policies committing themselves to working openly and transparently. In late January the “Who Has GlassPockets?” self-assessment and profiles will be updated reflecting the new addition. Does your foundation’s website have stated values or policies about its commitment to transparency? If not, below are some samples we have found that may serve as inspiration for others:

  • The Barr Foundation’s “How We Work" page leads with an ethos stating “We strive to be transparent, foster open communication, and build constructive relationships.” And elaborates further about field-building potential: “We aim to be open and transparent about our work and to contribute to broader efforts that promote and advance the field of philanthropy.”

  • The Samuel N. and Mary Castle Foundation’s Mission and Core Values page articulates a long list of values that “emerge from the Foundation’s long history,” including a commitment to forming strategic alliances, working honestly, “showing compassion and mutual respect among grantmakers and grantees,” and ties its focus on transparency to a commitment to high standards and quality: “The Foundation strives for high quality in everything it does so that the Foundation is synonymous with quality, transparency and responsiveness.”

  • The Ford Foundation’s statement connects its transparency focus to culture, values around debate and collaboration, and a commitment to accountability: “Our culture is driven by trust, constructive debate, and leadership that empowers innovation and excellence. We strive to listen and learn and to model openness and transparency. We are accountable to each other at the foundation, to our charter, to our sector, to the organizations we support, and to society at large—as well as to the laws that govern our nonprofit status.”

  • An excerpt from the Bill and Melinda Gates Foundation’s “Information Sharing Approach” page emphasizes collaboration, peer learning, and offers an appropriately global view: “Around the world, institutions are maximizing their impact by becoming increasingly transparent. This follows a fundamental truth: that access to information and data fosters effective collaboration. At the foundation, we are embracing this reality through a continued commitment to search for opportunities that will help others understand our priorities better and what supports our decision making. The foundation is also committed to helping the philanthropic sector develop the tools that will increase confidence in our collective ability to address tough challenges around the world…..We will continually refine our approach to information sharing by regularly exploring how we increase access to important information within the foundation, while studying other institutional efforts at transparency to learn lessons from our partners and peers.”

  • The Walter and Elise Haas Fund connects its transparency focus to its mission statement, and its transparency-related activities to greater effectiveness: “Our ongoing commitment to transparency is a reflection of our mission — to build a healthy, just, and vibrant society in which people feel connected to and responsible for their community. The Walter & Elise Haas Fund shares real-time grants data and champions cross-sector work and community cooperation. Our grantmaking leverages partnerships and collaborations to produce results that no single actor could accomplish alone.”

  • The William and Flora Hewlett Foundation’s statement emphasizes the importance of transparency in creating a culture of learning: “The foundation is committed to openness, transparency and learning. While individually important, our commitments to openness, transparency, and learning jointly express values that are vital to our work. Because our operations—both internal and external—are situated in complex institutional and cultural environments, we cannot achieve our goals without being an adaptive, learning organization. And we cannot be such an organization unless we are open and transparent: willing to encourage debate and dissent, both within and without the foundation; ready to share what we learn with the field and broader public; eager to hear from and listen to others. These qualities of openness to learning and willingness to adjust are equally important for both external grantmaking and internal administration.”

These are just a few of the examples GlassPockets will have available when the new indicator is added later this month. Keep an eye on our Twitter feed for updates.

Happy New Year, Happy New Transparency Indicator!

--Janet Camarena

What Does It Take to Shift to a Learning Culture in Philanthropy?
November 20, 2018

Janet Camarena is director of transparency initiatives at Foundation Center.

This post also appears in the Center for Effective Philanthropy blog.

Janet Camarena PhotoIf there was ever any doubt that greater openness and transparency could benefit organized philanthropy, a new report from the Center for Effective Philanthropy (CEP) about knowledge-sharing practices puts it to rest. Besides making a case for the need for greater transparency in the field, the report also provides some hopeful signs that, among foundation leaders, there is growing recognition of the value of shifting to a culture of learning to improve foundations’ efforts.

Understanding & Sharing What Works: The State of Foundation Practice reveals how well foundation leaders understand what is and isn’t working in their foundation’s programs, how they figure this out, and what, if anything, they share with others about what they’ve learned. These trends are explored through 119 survey responses from, and 41 in-depth interviews with foundation CEOs. A companion series of profiles tell the story about these practices in the context of four foundations that have committed to working more openly.

Since Foundation Center’s launch of GlassPockets in 2010, we have tracked transparency around planning and performance measurement within the “Who Has Glass Pockets?” self-assessment. Currently, of the nearly 100 foundations that have participated in GlassPockets, only 27 percent publicly share any information about how they measure their progress toward institutional goals. Given this lack of knowledge sharing, we undertook a new #OpenForGood campaign to encourage foundations to publicly share published evaluations through the IssueLab open archive.

As someone who has spent the last decade examining foundation transparency practices (or the lack thereof) and championing greater openness, I read CEP’s findings with an eye for elements that might help us better understand the barriers and catalysts to this kind of culture shift in the field. Here’s what I took away from the report.

Performance Anxiety

UWW_MAIN_COV_border (1)While two-thirds of foundation CEOs in CEP’s study report having a strong sense of what is working programmatically within their foundations, nearly 60 percent report having a weaker grasp on what is not working. This begs the question: If you don’t know something is broken, then how do you fix it? Since we know foundations have a tendency to be success-oriented, this by itself wasn’t surprising. But it’s a helpful metric that proves the point of how investing in evaluation, learning, and sharing can only lead to wiser use of precious resources for the field as a whole.

The report also reveals that many CEOs who have learned what is not working well at their foundations are unlikely to share that knowledge, as more than one-third of respondents cite hesitancy around disclosing missteps and failures. The interviews and profiles point to what can best be described as performance anxiety. CEOs cite the need for professionals to show what went well, fear of losing the trust of stakeholders, and a desire to impress their boards as motivations for concealing struggles. Of these motivations, board leadership seems particularly influential for setting the culture when it comes to transparency and failure.

In the profiles, Rockefeller Brothers Fund (RBF) President Stephen Heintz discusses both the importance of his board and his background in government as factors that have informed RBF’s willingness to share the kinds of information many foundations won’t. RBF was an early participant in GlassPockets, and now is an early adopter of the #OpenForGood movement to openly share knowledge. As a result, RBF has been one of the examples we often point to for the more challenging aspects of transparency such as frameworks for diversity data, knowledge sharing, and investment practices.

An important takeaway of the RBF profile is the Fund’s emphasis on the way in which a board can help ease performance anxiety by simply giving leadership permission to talk about pain points and missteps. Yet one-third of CEOs specifically mention that their foundation faces pressure from its board to withhold information about failures. This sparks my interest in seeing a similar survey asking foundation trustees about their perspectives in this area.

Utility or Futility?

Anyone who works inside a foundation — or anyone who has ever applied for a grant from a foundation — will tell you they are buried in the kind of paperwork load that often feels futile (which actually spawned a whole other worthy movement led by PEAK Grantmaking called Project Streamline). In the CEP study, the majority of foundation CEOs report finding most of the standard sources of knowledge that they require not very useful to them. Site visits were most consistently ranked highly, with the majority of CEOs (56 percent) pointing to them as one of the most useful sources for learning about what is and isn’t working. Grantee focus groups and convenings came in a distant second, with only 38 percent of CEOs reporting these as a most useful source. And despite the labor involved on both sides of the table, final grant reports were ranked as a most useful source for learning by only 31 percent of CEOs.

”Thanks to CEP’s research, we have evidence of real demand for a greater supply of programmatic knowledge.“

If most foundations find greater value in higher touch methods of learning, such as meeting face-to-face or hosting grantee gatherings, then perhaps this is a reminder that if foundations reduce the burdens of their own bureaucracies and streamline application and reporting processes, there will be more time for learning from community and stakeholder engagement.

The companion profile of the Weingart Foundation, another longtime GlassPockets participant, shows the benefits of funders making more time for grantee engagement, and provides a number of methods for doing so. Weingart co-creates its learning and assessment frameworks with grantees, routinely shares all the grantee feedback it receives from its Grantee Perception Report (GPR), regularly makes time to convene grantees for shared learning, and also pays grantees for their time in helping to inform Weingart’s trustees about the problems it seeks to solve.

Supply and Demand

One of the questions we get the most about #OpenForGood’s efforts to build an open, collective knowledge base for the field is whether anyone will actually use this content. This concern also surfaces in CEP’s interviews, with a number of CEOs citing the difficulty of knowing what is useful to share as an impediment to openness. A big source of optimism here is learning that a majority of CEOs report that their decisions are often informed by what other foundations are learning, meaning foundations can rest assured that if they supply knowledge about what is and isn’t working, the demand is there for that knowledge to make a larger impact beyond their own foundation. Think of all that untapped potential!

Of course, given the current state of knowledge sharing in the field, only 19 percent of CEOs surveyed report having quite a bit of knowledge about what’s working at peer foundations, and just 6 percent report having quite a bit of knowledge about what’s not working among their programmatic peers. Despite this dearth of knowledge, still fully three-quarters of foundation CEOs report that they use what they have access to from peers in informing strategy and direction within their own foundations.

Thanks to CEP’s research, we have evidence of real demand for a greater supply of programmatic knowledge. Now there is every reason for knowledge sharing to become the norm rather than the exception.

--Janet Camarena

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About Transparency Talk

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

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

    Questions and comments may be
    directed to:

    Janet Camarena
    Director, Transparency Initiatives
    Foundation Center

    If you are interested in being a
    guest contributor, contact:
    glasspockets@foundationcenter.org

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