Transparency Talk

Category: "Who Has Glass Pockets?" (38 posts)

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

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Craig Connelly

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

--Craig Connelly & Janet Camarena

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

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

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GlassPockets Road to 100

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

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

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

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

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

The Process of Integrating SDGs into Foundation Work

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

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

Squirrel-main-150



Squirrel Main


How the SDGs Appear Across the Foundation's Work

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

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

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

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

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

Our Role in Building SDG Capacity

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

Measuring the Difference

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

-- Squirrel Main

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

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.”

 

Ellertonmandy20152
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

Meet Our 100th GlassPockets Foundation: An Interview with Daphne Moore, Communications Director, Walton Family Foundation
March 27, 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.

The Walton Family Foundation (WFF) is a family-led foundation in operation since 1987. The children and grandchildren of founders, Sam and Helen Walton, lead the foundation and work to create access to opportunity for people and communities. WFF works in three areas: improving K-12 education, protecting rivers and oceans and the communities they support, and investing in its home region of Northwest Arkansas and the Arkansas-Mississippi Delta.

The Walton Family Foundation is our newest and 100th foundation to join GlassPockets. Daphne Moore, communications director, explains why transparency is a key aspect of WFF’s long-term approach to grantmaking.

GlassPockets: Congratulations on being the foundation that got us to the 100th profile mark! And to start on a transparent note, I also want to acknowledge and thank the Walton Family Foundation for marking its participation with an investment in the field by supporting enhancements to our GlassPockets platform, including the development of a new tiered framework so that foundations can more easily chart a path to working transparently. What can you tell us about why the Walton Family Foundation is prioritizing transparency, both at the foundation and at the field level?  

Daphne Moore: Thank you! The new, tiered framework is a smart approach to encouraging participation, and we were eager to be part of its development because the tiers make it easier to get started. Transparency can serve three valuable purposes: Transparency increases trust, something that is important when working with grantees as well as other funders and partners; it helps find alignment and where we can work together with others while lessening the duplication of efforts; and it helps to foster feedback from grantees and other collaborators encouraging new ideas and fresh thinking. It is a “push and pull” dynamic. The foundation has become more proactive in telling its own story. But that alone is one-sided. It’s also important for us to pull others into our work. The best ideas can come from anywhere, so we want to stay open to new thinking from all over and create pipelines to tap into that thinking.

Daphne Moore


Daphne Moore

GP: Family foundations cite a number of barriers to working transparently. Some say that they are reluctant to turn toward transparency because of a fear of risk to the family, while for others it can have more to do with an organizational culture that thinks of the foundation as "private family business." How did transparency become one of the values WFF leaders embraced?  

DM: In 2017, as we passed our 30th anniversary as a foundation, we wanted to articulate our mission, vision and values in a fresh way and in a way that resonates with our staff, our grantees and other stakeholders. We launched an effort to revisit and reflect on what drives our work. Board members and other Walton family members played a big part in that process by participating in interviews, workshops and even forming an advisory committee. We also sought and received significant input from a broad group of stakeholders – both internal and from grantees and sector leaders. We launched new language defining our mission and vision along with a simple, yet powerful, set of values. You can read about them on our website. One of those values is being OPEN. We want to be open about who we are and to ideas from anywhere. Platforms like GlassPockets are definitely part of living out that value.

GP: We often hear concerns that transparency takes a lot of time and resources. Why would you say transparency and openness should be a priority? How have you benefitted from your efforts to open up your work?  

DM: The more we ingrain transparency in our work, the less effort it becomes. It’s a muscle that you develop over time. Transparency takes a lot of the mystery out of philanthropy. That’s a good thing. It makes sense to be open about the strategy that goes into our grantmaking, who we’re working with and what we’re working for. We believe those closest to the problems we’re trying to solve are also those closest to the solution. The more we can provide insight into the work, the better we get at carrying out our mission and the better the chances of success.

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? And related to this, you are joining as part of the new, advanced transparency level. Were the new GlassPockets Transparency Levels helpful or motivating to you?  

DM: GlassPockets is not the only way to be a transparent organization, but it’s a great way to put a stake in the ground and signal to both internal and external audiences that transparency matters and is important. The process showed us that transparency isn’t as complicated as we sometimes think, and the important thing is to start. The new Transparency Levels make participation less intimidating and foster a sense that this is truly a journey. We hope the levels inspire others to take our approach – just get started!

GP: The Walton Family Foundation website has quite a few entry points for visitors to learn about your work and what you're learning from it. You have sections devoted to stories, another to sharing knowledge, and another to communicating compelling facts via online flashcards. Can you talk about this framework and how you distinguish between each type of content, and why each is important to advancing your work?  

DM: Each section of our website showcases different aspects of the work we do. They open windows into the organization. With our Stories section – our blog – we’re trying to highlight the work of our grantees and the people committed to making a positive change in their communities. There’s such a broad scope to our work and some very powerful stories to tell. The blog also gives Walton family members, our leadership team and our program officers an opportunity to share their experiences and perspective on what we do, how we do it and why we do it. The Knowledge Center provides an opportunity for us to highlight what we have learned and what we’re learning from others. To have the greatest impact, we need to know what works, what doesn’t and how to be better in our grantmaking. Our Strategy, Learning and Evaluation Department takes a strategic approach to learning, which guides our decision making and planning. Through flashcards, we aim to break down complex issues into ‘snackable’ segments that can be easily consumed at a glance and shared on social media. The newest element of our website is one we’re excited about. We have launched a searchable online grants database, so visitors will be able to learn more about grants we have made going back 30 years.

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

DM: We’re thinking about doing this in several ways. First, and most directly related to GlassPockets, we expect to continue to add indicators to our profile. Look for us to do this throughout the next year. Another way is rethinking how we describe our work. When you’re focused on tackling some of the biggest challenges, you tend to focus on process and policy. You have to do that – it’s how you create systemic change. But process and policy are not what drives our work. It’s people – students, teachers, farmers, fishermen, entrepreneurs and artists. It’s also the Walton family members that lead us and the values that motivate them to want to create positive change for people and communities. So look for more about what drives the foundation and the impact that changes lives today and lasts for generations.

--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

Open Road Alliance Joins GlassPockets
February 21, 2019

Meet Our New GlassPockets Foundation: An Interview with Maya Winkelstein, Executive Director, Open Road Alliance

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.

Open Road Alliance (ORA) is a private philanthropic initiative that serves the social sector by keeping impact on track in an unpredictable world. Open Road was founded in 2012 by psychologist and philanthropist Dr. Laurie Michaels to address the need for contingency funds and the absence of risk management practices in philanthropy. ORA provides both short- and long-term solutions to unexpected challenges that arise during project implementation, so that impact and finite resources can be maximized across the social sector. To meet immediate needs, ORA offers fast, flexible funding to nonprofits and social enterprises facing discrete, unexpected roadblocks during project implementation.

In addition to its investment portfolio, Open Road promotes the long-term, sector-wide adoption of better risk management practices. In collaboration with peers, ORA conducts research, develops tools, and generates data on approaches to financial and non-financial risk management.

Open Road Alliance is among our newest GlassPockets participants. Maya Winkelstein, executive director, explains why transparency is central to its philanthropic efforts.

GlassPockets: As a donor-advised fund (DAF), Open Road is voluntarily being more transparent than what's required, so why are you prioritizing transparency? Is it part of your strategy?

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Maya Winkelstein

Maya Winkelstein: Transparency is key to our investment strategy and to our mission of Keeping Impact on Track. We believe that honest, transparent conversations - particularly in the donor-grantee relationship - are critical to mitigating risk and preserving impact.

As for being a DAF, we chose that structure because it’s very flexible and keeps our administrative costs down - meaning we can put more of our assets directly into our grant and loan portfolios. We’re focused on impact, the rest is just logistics!

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?

MW: We believe in a customer service approach to philanthropy where our customers are
our grantees and potential grantees. This ethos is embodied in our customer service credo which outlines how we do business. We exist to serve them, not the other way around. I think this is how philanthropy should be -- no matter the size of your organization. Given this core ethos, it would be impossible for us to provide “good service” without transparency and honesty. That’s what makes it a priority for us.

We have also found that integrating transparency into our criteria, our decision-making process, timelines, expectations, and definitions of impact makes for more effective partnerships. Being honest accelerates relationship development and given that the organizations we work with are coming to us with a challenge laid bare, there’s a built in requirement and responsibility for mutual transparency and candor. It’s an invaluable piece of the Open Road puzzle.

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?

MW: We are grateful to have the opportunity to participate in GlassPockets. Not only so that peers and partners have insight into Open Road, but the process afforded us the opportunity to evaluate how accessible we are to potential applicants or peers seeking resources. It has inspired us to include more ways to engage with Open Road on our contact page, and to highlight feedback received and how to give us feedback, by providing a link to our profile on GrantAdvisor.

GP: Feedback mechanisms are often something that foundations struggle with. Open Road Alliance has been able to provide such a mechanism by becoming an early adopter of GrantAdvisor, an open platform where grantees and applicants can anonymously review your foundation. Why is this important and what have you learned from your participation?

MW: We’re big fans of GrantAdvisor, and I’ve been lucky enough to serve as a member of their National Leadership Panel for three years. I think it’s a platform that’s long overdue. It’s important to us because anonymous feedback is honest feedback. GrantAdvisor.org offers the opportunity to hear directly from our most important stakeholders (i.e. grantees).

As an ED, I also use it as a management tool. I regularly check recent reviews to see how our investment team is doing - if we are living up to our customer service credo. If we get a bad review or critical feedback, we use that to have a conversation internally and assess if we need to make a change. Every enterprise needs unfettered feedback from its customers. GrantAdvisor gives us that.

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

MW: As a small team we don’t always have the bandwidth to report on our impact. We’re currently in the process of hiring a data scientist who will be instrumental in analyzing our portfolio, the impact we’ve had on individual projects and the sector, and, frankly, what we could be doing better. With increased capacity, we’re looking forward to sharing that data more regularly!

--Janet Camarena

Vodafone New Zealand Foundation Joins GlassPockets
January 17, 2019

Vodafone New Zealand FoundationGlassPockets Road to 100

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

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

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

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

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

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

Lani EvansLani Evans

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

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

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

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

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

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

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

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

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

-- Janet Camarena 

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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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