Transparency Talk

Category: "Outcomes" (36 posts)

Ask, Listen, Act. Embedding Community Voices into our Brand.
September 12, 2019

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Zeeba Khalili

Zeeba Khalili is the Learning and Evaluation Officer at Marguerite Casey Foundation.

Los Angeles, California; Baltimore, Maryland; Mobile, Alabama; Rapid City, South Dakota; El Paso, Texas; and Yakima, Washington. These six cities were chosen to reflect a diversity of regional, generational, cultural, ethnic and socioeconomic perspectives. In 2002, as part of our creation, Marguerite Casey Foundation convened listening circles in these six cities to listen to the voices of more than 600 families. The Foundation posed the same three questions in each listening circle:

  • What creates strong families and children?
  • What would it take to change the systems that have an impact on the lives of families and children?
  • How would you leverage $30 million to ensure the well-being of children, families and communities?

Though these six hundred voices spoke of diverse needs, in many ways we discovered they spoke as one. They called for respecting and valuing families; empowering families and holding them at the center of systems of care; promoting grassroots activism and leadership; collaborating across agencies and systems; changing unresponsive policies; and galvanizing public will to support families that help avoid crises and ultimately lead away from dependence on systems.

We didn’t convene listening circles just to check a box of community involvement. Hearing stories and ideas directly from communities allowed us to build a Foundation that challenged preconceived notions about the “best” way to support families and end poverty. What we heard became the framework for the Foundation’s mission and strategy, grounded in listening to communities’ concerns as articulated by community leaders and taking action informed by families’ voices. We committed to Ask, Listen, Act, making it our brand promise, and one of our forms of philanthropic transparency. The Foundation grounds its decisions in what we’ve heard from our constituencies, both grantees and families, and we make our learnings public so that other groups can learn from the work we’ve already done.

Today, Marguerite Casey Foundation’s grantmaking echoes the sentiments heard seventeen years ago. We provide long-term, sizeable multi-year general operating support grants to grassroots activism and advocacy organizations. We invest in Equal Voice networks, regionally and nationally, facilitated by network weavers, who help grantees collaborate across issues, form alliances and bring about long-term change.

Marguerite-casey-foundationAdditionally, the Foundation lifts the voices of low-income families to the national dialogue through our Equal Voice News online platform, harnessing the power of storytelling about families leading change in their communities. Program officers, closest to the grantees, connect the Foundation’s communications team to the families on the ground and elevate their experiences so that others can learn from them. For example, in July, the Foundation chronicled a Black farming community in rural Georgia, once thought to be vanishing, but that remains steadfast in its efforts to fight issues of Black land loss and food-related disparities. This story supports the work of Southwest Georgia Project for Community Education, a grantee of the Foundation, serving as a tool in fundraising and in garnering greater media attention.

Ask, Listen, Act allows us to engage the community for both our benefit and for theirs. Its methodology can be seen across the Foundation, including in how we learn from our grantees. Every few years we commission the Center for Effective Philanthropy (CEP) to conduct a Grantee Perception Report survey of our grantees to assess our impact and interactions. These reports create genuine opportunity for the Foundation to reflect on our strategies and in the past, based on feedback, we identified two key areas to improve: consistency of communications and assistance beyond grant dollars. We created cross-regional teams of Program Officers to ensure that grantees could always reach someone with questions or concerns and provided several grantees in the South with technical assistance funding to grow their financial and governance infrastructures.

We hold ourselves accountable to the six hundred families that came together from across the country in 2002 to help us with our founding. Their unique circumstances and breadth of perspectives continue to be heard today in the communities we serve, shared with us by our grantees, and so the Foundation’s approach remains steadfast. We hope that the philanthropic community will recognize that the constituencies we serve deserve to be listened to and more than that, deserve to be experts of their own lives.

--Zeeba Khalili

Meet Our #OpenForGood Award Winner: An Interview with Veronica Olazabal, Director of Measurement, Evaluation and Organizational Performance, The Rockefeller Foundation
July 10, 2019

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Veronica Olazabal

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

The Rockefeller Foundation advances new frontiers of science, data, policy, and innovation to solve global challenges related to health, food, power, and economic mobility. In this interview, Veronica Olazabal shares insights with GlassPockets' Janet Camarena about how the foundation’s practices support learning and open knowledge.

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

Veronica Olazabal: We are excited to be an inaugural recipient of the #OpenForGood award! As you may be aware, since its founding more than 100 years ago, The Rockefeller Foundation's mission has been “ to promote the well-being of humanity throughout the world.” To this end, the Foundation seeks to catalyze and scale transformative innovation across sectors and geographies, and take risks where others cannot, or will not.

While often working in new and innovative spaces, the Foundation has always recognized that the full impact of its programs and investments can only be realized if it measures - and shares - what it is learning. Knowledge and evidence sharing have been core to the organization's DNA dating back to its founder John D. Rockefeller Sr., who espoused the virtues of learning from and with others—positing that this was the key to "enlarging the boundaries of human knowledge." You can imagine how this, in turn, resulted in transformational breakthroughs such as the Green Revolution, the eradication of Yellow Fever and the formalization of Impact Investing.

The-rockefeller-foundationGP: 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? 

VO: Learning is a team sport and to that end, an evaluation and learning team should be centrally positioned and accessible to all teams across a foundation. At the Rockefeller Foundation, the Measurement and Evaluation team engages with both the programmatic and the impact investing teams. We see our role as enablers of good practices around impact management and programmatic learning -- often working with teams in early stage design support, through start-up, implementation and exit. We also work collaboratively with others at the Foundation such as our grants-management and data teams to ensure the “right” M&E data is being captured throughout our grantee’s lifecycle.

Yet, I will be the first to say that building a culture of learning by continuously reaching “over the fence” is a lot of work and might be challenging for a small team, which is the reality for most foundations. Benchmarking data produced by the Center for Evaluation Innovation (CEI) and the Center for Effective Philanthropy (CEP) lands most M&E teams at foundations at around 1.5. So, capacity for culture change is clearly a challenge. My suggestion here is to source evaluation and learning talent that balances the hard technical chops with the softer people skills. I believe you truly need both and if an organization optimizes for one over the other, might experience a series of false starts. A good place to start in sourcing evaluation talent is the American Evaluation Association (AEA).

GP: As you heard during the award presentation, one of the reasons the Rockefeller Foundation was selected to receive this award is because of your commitment to sharing the results of any evaluation you commission, before you even know the outcome. This pledge seems designed to not let negative findings affect your decision about whether or not to share what your learned. 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 Rockefeller’s reputation in the field, and why it’s worth it?

VO: In 2017, The Rockefeller Foundation was pleased to be the first to make all of its evaluations available to IssueLab as part of #OpenForGood. But to the Foundation, being open goes well beyond passively making information available to those seeking it. Being truly open necessarily involves the proactive sharing of lessons so that others can be aware of and leverage from the things that we are learning. To that end, we regularly author blogs, disseminate evaluation reports and M&E learnings via digital channels, and – perhaps most importantly – share back evaluation results with our grantees and partners – so that evaluation is more than a one-way extractive exercise.

"Being truly open necessarily involves the proactive sharing of lessons so that others can be aware of and leverage from the things that we are learning."

Taking sharing one step further, earlier this year, The Rockefeller Foundation adopted a new Data Asset Policy aimed at making the data that we collect as part of our grantmaking freely available to others who could use it to effect more good in the world. The policy is grounded on two core principles: 1) that the data we fund has incredible value for public good and that these assets can serve as fuel for better decision-making; and 2) we commit ourselves to being responsible stewards of these data, which means prioritizing privacy and protection, especially of those individuals and communities we seek to serve. Moving forward, this opens up the ability to amplify our learning even further and in even more innovative ways.

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

VO: Having had the experience of being both a funder and a grantee, I know this is a real barrier to enabling robust learning cultures and evidence-informed decision-making. For this reason, at The Rockefeller Foundation we approach resourcing in a few different ways:

  • First, through embedding resources for evaluation and learning into individual grantee budgets and agreements from the start. This type of funding enables grantees to generate the type of data they need for their own decision-making, learning and reporting.
  • We also often work in a consortia model where we commission an evaluation and learning grantee separately to synthesize learnings across groups of grantees and provide technical assistance as needed. This approach helps decrease the reporting burden for “implementation” types of grantees as it generates what is it the Foundation would like to learn (which could differ from what the grantees and their clients find useful). Here is an example from our Digital Jobs Africa portfolio generated through this evaluation and learning model.
  • Finally, we have also at times, and upon request, seconded our own M&E staff to grantees and partners to help build their M&E muscle and enable them to measure their own impact. While this is rare, we are seeing this request more and more and hence why we value both technical expertise and relationship management skills.

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

VO: There are many opportunities to learn from others. In my current role, I am in continuous engagement with colleagues in similar roles at other philanthropies and regularly meet before or after convenings organized by CEP, GEO and AEA. In addition, as part of my work on the Fund for Shared Insight which is a funding collaborative working to make listening to end-users the norm, my philanthropy colleagues and I often exchange on where we all are in our personal and institutional learning journeys.

Finally, as part of a W.K. Kellogg Foundation-funded Lab for Learning, The Rockefeller Foundation was most recently among a cohort of 15 foundations that took part in a year-long series of convenings to address systemic barriers to learning. Participation here required us to experiment with ideas for supporting learning in our own settings and then sharing our experiences with the group. Through this engagement, we learned about how others were building learning habits in their foundations (written about in Julia Coffman’s post here). More specifically, the measurement and evaluation team was able to introduce Making Thinking Visible and Asking Powerful Questions in our early stage support to program teams to push thinking about assumptions and concrete dimensions of the work. This engagement then helped to structure the foundations of a learning agenda (e.g. theory of change-like tool with clear outcomes, hypotheses, assumptions and evidence) that would be used to anchor adaptive management and continuous improvement once the program strategy rolled out.

--Veronica Olazabal & 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

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

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

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

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

Elaine Gast Fawcett
Elaine Gast Fawcett

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

Transparency is…Credibility to Bring Voice to Issues

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

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

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

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

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

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

Transparency is…Sharing Mistakes in the Spirit of Learning

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

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

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

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

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

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

Transparency is…Opening Up Online

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

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

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

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

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

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

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

--Elaine Gast Fawcett

How Family Foundations Are Opening Up
January 24, 2019

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

Elaine Gast Fawcett
Elaine Gast Fawcett

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

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

Transparency is…Being Accessible to Grant Applicants

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

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

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

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

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

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

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

Transparency is…Listening and Building Authentic Relationships

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

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

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

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

“Then? We listened.”

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

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

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

--Elaine Gast Fawcett

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

Evolving Towards Equity, Getting Beyond Semantics
December 17, 2018

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

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

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

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

Getting beyond the numbers

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

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

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

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

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

Towards Equity and Inclusion

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

Equity in hiring

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

Inclusion and equity in investments

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

Equity in vendor selection

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

The Work Ahead

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

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

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

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

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

Herein lies our next evolutionary moment.

--Mona Jhawar

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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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