Transparency Talk

Category: "Transparency Tips" (163 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 New GlassPockets Foundation: An Interview with Chris Langston, President & CEO, Archstone Foundation
August 8, 2019

GlassPockets Road to 100

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

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

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

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

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

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

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Chris Langston

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

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

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

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

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

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

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

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

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

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

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

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

--Chris Langston & Janet Camarena

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

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

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Craig Connelly

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

--Craig Connelly & Janet Camarena

Candid Announces Inaugural #OpenForGood Award Winners
May 30, 2019

Janet Camarena is director of transparency initiatives at Candid.

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

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

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

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

And the Winners Are…

Here are some highlights from the award presentation remarks:

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

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

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

This foundation routinely publishes collective summaries from all of its grantee reports for each portfolio as a way to support shared learning among its existing and future grantees. It’s a refreshing reinvention of the traditional grantee report, placing priority on collecting and sharing the kinds of information that will be helpful to other practitioners, rather than questions to satisfy the typical ritual of a grant report that goes something like submit, data enter, file away never to be seen, and repeat.

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

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

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

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

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

Why Choose Openness?

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

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

--Janet Camarena

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

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

This post also appears in the Alliance blog.

Genevieve




Genevieve Boutilier

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

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

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

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

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

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

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

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

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

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

--Genevieve Boutilier

Designing for Impact: Using a Web Redesign to Improve Transparency, Equity, and Inclusion
April 11, 2019

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

Na Eng
Na Eng

Na Eng is the communications director at the McKnight Foundation, a private family foundation based in Minneapolis.

The McKnight Foundation is proud to be among the early group of foundations that joined the GlassPockets movement and has benefited from its tools and resources. As GlassPockets crosses the threshold of 100 foundation transparency profiles on its website, I wanted to share a personal reflection on how McKnight approaches transparency on our website, and how GlassPockets has been part of that journey.

When I decided on a redesign of our website about a year ago, I knew that there was a great body of knowledge we could tap into by reviewing GlassPockets tools and content, so I scheduled a call with Janet Camarena, who leads the website and initiative to encourage greater foundation transparency. In this new version of our web presence, I wanted to design for transparency from the start. GlassPockets didn´t disappoint, and Janet offered a helpful perspective from her years of observing the paths and barriers faced by our peers on the road to transparency.

While the word transparency can sometimes feel like a clinical term, Janet explained that transparency and openness can humanize institutions through the power of storytelling, and we all know foundations have powerful stories about the impact of their grantees. When I asked her about the common tendency of foundations to embrace a stance of humility, she nodded. She said she often hears that humility can stand in the way of embracing a “GlassPockets approach,” preventing us from seeing storytelling as an act of public service, rather than as self-serving content.

This conversation reaffirmed for me one of the core benefits of foundation transparency: when the public knows more about what foundations fund and how they approach their work, trust is built, advancing the entire field of philanthropy, the nonprofits we support, and our collective impact.

GlassPockets Road to 100

How McKnight Advances Transparency with its Website

A key purpose for our foundation website is pragmatic and impactful transparency. With our web developer, Visceral, we tried to make our site as fun to peruse and simple to navigate as possible, and we packed it with information to help people conduct practical business. For example, we now include all the details on how to seek funding, how to reserve a meeting space, and even the investments we make in our impact investing portfolio. We also have a robust, easy-to-search grants database, which makes us a rarity among national funders. According to the GlassPockets’ Transparency Challenge, only about one of every 100 foundations shares current grants data online. Lists of grants, combined with compelling images and vignettes throughout the site, help others to better understand our organization’s mission.

In addition, I’ve come to realize that providing more information does not necessarily achieve greater transparency. It’s as essential to offer an updated, accurate representation of work—and that means clearing the clutter. (Consider the KonMari method of thanking what no longer has value, and then letting go.) External websites should not be used as an internal digital archiving system. We’ve learned that dated content often caused confusion about our current purpose and identity. However, for scholarly use, we do archive older reports with IssueLab, which has an impressive open knowledge-sharing system.

Digital Accessibility & Linguistic Inclusion

Transparency also requires understanding the needs of diverse audiences and making digital inclusion a priority. When we set out for our site to be more user-friendly for people who are hard of hearing or blind, we commissioned an accessibility audit. And rather than rely on web-based scanners, we asked people who had the relevant disabilities to evaluate its accessibility level. Among the changes, we added closed captioning to all our videos, at little cost. We’ve since expanded closed captioning to more than a dozen languages, all spoken in our home state of Minnesota, including Hmong, Laotian, Somali, Oromo, Arabic, Chinese, Spanish, and others.

A website can leave people behind or it can inspire more people to advance the mission.

Our efforts toward digital inclusion, which enable transparency for people with different physical and linguistic abilities, are ongoing. We still have much to learn. We´re now learning more about the technical needs of people in low-bandwidth zones in the developing world, rural communities, and even in pockets of metro areas. When most digital communications are designed for able-bodied English language speakers who have access to high-speed internet, significant population groups are cut off from the ideas and opportunities we offer, and we’re deprived of the chance to connect with people who have so much to contribute to advancing our mission.

Our society often thinks of discrimination in terms of individual actions, giving scant attention to systemic barriers. These are insidious obstacles created and maintained, often unintentionally, even by people of goodwill—simply because they’re not aware of the impact of these barriers on those who are not just like them.

The website of an organization that has the power to distribute resources, bestow awards, and select new staff and partners can be an instrument for perpetuating or disrupting inequity. And when a foundation has important ideas to spread—in our case, ideas about advancing a just, creative, and abundant future where people and planet thrive— a website can leave people behind... or it can inspire more people to advance the mission.

Thankfully, we have movements like GlassPockets urging us all to move toward more pragmatic, inclusive, and impactful transparency.

--Na Eng

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

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

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

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

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

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

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

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

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

Dawn

Dawn Hawk

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

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

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

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

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

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

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

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

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

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

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

--Janet Camarena

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About Transparency Talk

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

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

    Questions and comments may be
    directed to:

    Janet Camarena
    Director, Transparency Initiatives
    Foundation Center

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

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