Transparency Talk

Category: "#OpenForGood" (31 posts)

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

Janet Camarena is the director of transparency initiatives at Candid.

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

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

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

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

Opening Up Evaluations & Grantee Reports

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

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

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

Lessons Learned from Scholarship & Fellowship Funding

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

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

Sharing Knowledge about the Social Sector

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

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

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

--Janet Camarena

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

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

GlassPockets Road to 100

This post is part of our “Road to 100 & Beyond series, in which we are featuring the foundations that have helped GlassPockets reach the milestone of 100 published profiles by publicly participating in the “Who Has GlassPockets? self-assessment. This blog series highlights reflections on why transparency is important, how openness evolves inside foundations over time, promising practices in transparency, helpful examples, and lessons learned.

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

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

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

 

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Mandy Ellerton

How Feedback Calls Work

We use a systematic approach for feedback calls:

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

 

What’s Going Well

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

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

 

What We’re Working On

We still have room to improve our feedback calls:

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

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

--Mandy Ellerton

Putting a Stop to Recreating the Wheel: Strengthening the Field of Philanthropic Evaluation
December 13, 2018

Clare Nolan is Co-Founder of Engage R+D, which works with nonprofits, foundations, and public agencies to measure their impact, bring together stakeholders, and foster learning and innovation.

Meg Long is President of Equal Measure, Philadelphia-based professional services nonprofit focused on helping its clients—foundations, nonprofit organizations, and public entities—deepen and accelerate social change.

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Clare Nolan

In 2017, Engage R+D and Equal Measure, with support from the Gordon and Betty Moore Foundation launched an exploratory dialogue of funders and evaluators to discuss the current state of evaluation and learning in philanthropy, explore barriers to greater collaboration and impact, and identify approaches and strategies to build the collective capacity of small and mid-sized evaluation firms. Our goal was to test whether there was interest in our sector for building an affinity network of evaluation leaders working with and within philanthropy. Since our initial meeting with a few dozen colleagues in 2017, our affinity network has grown to 250 individuals nationally, and there is growing momentum for finding ways funders and evaluators can work together differently to deepen the impact of evaluation and learning on philanthropic practice.

At the recent 2018 American Evaluation Association (AEA) conference in Cleveland, Ohio, nearly 100 funders and evaluators gathered to discuss four action areas that have generated the most “buzz” during our previous network convening at the Grantmakers for Effective Organizations (GEO) conference and from our subsequent network survey:

1. Improving the application of evaluation in philanthropic strategy and practice.

2. Supporting the sharing and adaptation of evaluation learning for multiple users.

3. Supporting formal partnerships and collaborations across evaluators and evaluation firms.

4. Strengthening and diversifying the pipeline of evaluators working with and within philanthropy.

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Meg Long

We asked participants to choose one of these action areas and join the corresponding large table discussion to reflect on what they have learned about the topic and identify how the affinity network can contribute to advancing the field. Through crowd-sourcing, participants identified some key ways in which action teams that will be launched in early 2019 can provide a value-add to the field.

1. What will it take to more tightly connect evaluation with strategy and decision-making? Provide more guidance on what evaluation should look like in philanthropy.

Are there common principles, trainings, articles, case studies, guides, etc. that an action team could identify and develop? Could the affinity network be a space to convene funders and evaluators that work in similar fields to share evaluation results and lessons learned?

2. What will it take to broaden the audience for evaluations beyond individual organizations? Create a “market place” for knowledge sharing and incentivize participation.

As readers of this blog will know from Foundation Center’s #OpenForGood efforts, there is general agreement around the need to do better at sharing knowledge, building evidence, and being willing to share what foundations are learning – both successes and failures. How can an action team support the creation of a culture of knowledge sharing through existing venues and mechanisms (e.g., IssueLab, Evaluation Roundtable)? How could incentives be built in to support transparency and accountability?

3. How can the field create spaces that support greater collaboration and knowledge sharing among funders and evaluators? Identify promising evaluator partnership models that resulted in collaboration and not competition.

Partnerships have worked well where there are established relationships and trust and when power dynamics are minimized. How can an action team identify promising models and practices for successful collaborations where collaboration is not the main goal? How can they establish shared values, goals, etc. to further collaboration?

4. What will it take to create the conditions necessary to attract, support, and retain new talent? Build upon existing models to support emerging evaluators of color and identify practices for ongoing guidance and mentorship.

Recruiting, hiring, and retaining talent to fit evaluation and learning needs in philanthropy is challenging due to education and training programs as well as changing expectations in the field. How can we leverage and build on existing programs (e.g., AEA Graduate Education Diversity Internship, Leaders in Equitable Evaluation and Diversity, etc.) to increase the pipeline, and support ongoing retention and professional development?

Overall, we are delighted to see that there is much enthusiasm in our field to do more work on these issues. We look forward to launching action teams in early 2019 to further flesh out the ideas shared above in addition to others generated over the past year.

If you are interested in learning more about this effort, please contact Pilar Mendoza. If you would like to join the network and receive updates about this work, please contact Christine Kemler.

--Clare Nolan and Meg Long

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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

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

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

 

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

Nominations for Foundation Center’s #OpenForGood Award Now Open
June 13, 2018

Sarina Dayal is the knowledge services associate at Foundation Center.

Sarina DayalTo encourage funders to be more transparent, Foundation Center has launched the inaugural #OpenForGood Award. This award will recognize foundations that display a strong commitment to transparency and knowledge sharing.

Last year, we started #OpenForGood, a campaign to encourage foundations to openly share what they learn so we can all get collectively smarter. Now, we’re launching this award as a way to bring due recognition and visibility to foundations who share challenges, successes, and failures openly to strengthen how we can think and act as a sector. The winning foundations will demonstrate an active commitment to open knowledge and share their evaluations through IssueLab, an open repository that is free, searchable, and accessible to all. We’re looking for the best examples of smart, creative, strategic, and consistent knowledge sharing in the field, across all geographic and issue contexts.

What’s In It for You?

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 the form of social media and newsletter space. What is a Knowledge Center and why would you want one? It is 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?

OFGaward-528The #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 create a culture of shared learning. With this award, we hope to change these practices. Rather than reinvent the wheel, this award and campaign encourage the sector to make it a priority to learn from one another and share content with a global audience, so that we can build smartly on 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.

Who Is Eligible for the Award?

  • Any foundation anywhere in the world (self-nominations welcome)
  • Must share its collection of published evaluations publicly through IssueLab
  • Must demonstrate active commitment to open knowledge
  • Preferential characteristics include foundations that integrate creativity, field leadership, openness, and community insight into knowledge sharing work
  • Bonus points for use of other open knowledge elements such as open licensing, digital object identifiers (DOIs), or institutional repository

Anyone is welcome to nominate any foundation through September 30, 2018. Winners will be selected in the Fall through a review process and notified in January. The award will officially be presented at next year’s annual GEO Conference. If you have any questions, please email openforgood@foundationcenter.org. Click here to nominate a foundation today!

Who will you nominate as being #OpenForGood?

--Sarina Dayal

Building Our Knowledge Sharing Muscle at Irvine
May 17, 2018

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

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

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

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

Open For Good CoverOur Framework

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

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

What We’re Learning

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

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

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

--Kim Ammann Howard

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

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

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

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

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

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

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

Download the Guide

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

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

--Melissa Moy 

To Serve Better, Share
May 3, 2018

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

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

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

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

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

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

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

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

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

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

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

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

Sharing Sharpens Your Thinking

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

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

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

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

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

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

Sharing Benefits the Field

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

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

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

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

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

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

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

Sharing Is a Skill

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

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

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

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

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

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

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

--Daniela Pineda

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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.

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