Louise Kuramoto is a Grant Researcher at the Myer Family Company. She works with families, foundation and corporates providing philanthropic research, administration and strategic advice with regard to their philanthropy.
Engaging effectively with grantees is something that many philanthropists and philanthrocrats alike strive to achieve but are we really getting it right? And when I talk of ‘engaging effectively’ I am not talking of post application feedback but rather the day-to-day relationships you hold with your grantees.
So, where do you sit on the spectrum? Think of a program you have funded and ask yourself three questions;
1. Do I have the direct contact details of the person managing or responsible for the program and have I had a conversation with them?
2. Can I explain the program’s three main challenges to achieving its objectives?
3. Am I aware of the program’s progression (or otherwise!) in the last six to twelve months?
For those of you who could not confidently answer ‘yes’ to each of the above questions you may want to give verbal reporting further consideration.
Otherwise known as face-to-face reporting, verbal reporting is a tool that some foundations have been using to varying degrees as a way to truly understand the organisations they fund and the complexities and challenges of the areas in which they work. Foundation staff cite that the reduction of paperwork for both the funded organisation and the philanthropic body is a bonus, but the real benefits of verbal reporting lie in the face-to-face interactions they have with their grantees. It is these face-to-face meetings they state, that have proved to facilitate a more open and honest dialogue between the two parties, consequently enabling the foundation to form a true partnership with its grantees and in turn, yield better results.
The Myer Family Company, in collaboration with The Portland House Foundation, held a forum late last year to explore this topic further, specifically focusing on The Portland House Foundation’s reporting model which encompasses:
- A high trust, low documentation process;
- The CEO or leader of the funded organisation committing to attend at least one face-to-face reporting meeting per year (this meeting would also include a number of other funded organisations who verbally report on their projects); and
- Supplementary documentation (such as financials etc.) is requested as needed.
The organisations represented at the forum also described the verbal reporting process as highly beneficial to their work because it provides a ‘safe’ environment whereby their organisational and project challenges can be offered for discussion and brainstorming with the donor and other attendees. This point is especially pertinent for us philanthropists/crats, who have a tendency to focus on financial giving and at times underestimate the value of the non-financial support we are able to offer. Whether it’s as a sounding board to discuss program design or harnessing the skills, knowledge or networks of board members, the value these links and expertise can leverage is often much more than any monetary figure the donor could provide.
So next time you seek an update on a particular project or receive an application in the mail, think about picking up the phone and organising a meeting with your grantee, it might change your outlook entirely.
You can follow Louise on Twitter @LouKuramoto or the Myer Family Company via @MF_Philanthropy
I’m not embarrassed to say that much of my twenties was spent jumping from high-horse to high-horse. I had views on everything and felt that it was incumbent on me to share those views with any poor soul who would listen. More often than not, like many twenty-somethings, what I lacked in eloquent reasoning I made up for in passionate rhetoric. Unfortunately, as well meaning as I was (and am) I was occasionally guilty of sweeping statements, the kind of which I had no real right to make. I recall one occasion being in conversation with the eminent historian Professor Geoffrey Blainey, where I suggested to him my belief that the world had never faced an issue as critical or important as climate change. He warmly, and without the slightest hint of denigration, suggested there were very few things the world had not faced before. It wasn’t that he disagreed with my views on the importance of action on climate change (I can’t actually speak to what his views are on that), it was simply my use of sweeping sentiments that he wanted to highlight.
There are a few years between me and my twenties now and my passionate youthfulness battles daily with my maturing sense of cynicism at the world around me. I’m still prone to jockeying my way on to the occasional high-horse or two but I have mastered the art of picking my battles much more carefully. All the while the words of Professor Blainey have manifested themselves into my thinking about philanthropy and specifically into the philanthropic obsession in Australia with ‘innovation’. Could it be the sector suffers from the same passion filled rhetoric that afflicted me in my twenties?
I was recently speaking with Stacey Thomas, from Myer Family Philanthropic Services. She runs a weekly philanthropy popquiz that poses some of the questions facing philanthropy in Australia (you can follow Stacey and the quiz on twitter @thomstac). Stacey and I were having a chat over the meaning of ‘innovation’ and what it looks like in program or project form when philanthropy is asked to fund it. Stacey kindly agreed to make the idea of innovation the focus of her popquiz in the week just gone and she increased her altruistic credentials further by sharing the results with me.
As I was reading over the comments left by the 29 respondents to the quiz there was one statement that caught my attention, I am always reminded that the innovation of contemporary dance is firmly rooted in classical ballet. For me this statement sums up some of my concerns with the philanthropic approach of supporting ‘innovative’ programs only. What actually constitutes innovation? Is it something entirely new that’s never been seen before (which, as Professor Blainey alerted me to, is very hard to find)? Or do we accept that innovation is more regularly built on the back of the work of many others. Is innovation a successful program that has worked in Fitzroy, rolled out in Sunshine? In other words, how much innovation is enough?
My view? Well it’s my position that innovation shouldn’t simply = new. If philanthropy wants to support innovation, then it should be the NFP sector and broader community that is dictating what that looks like. If a community genuinely identifies that a well established program is the answer to its needs, then perhaps that should be innovation enough?
While I do believe philanthropy should be a little more flexible with what it defines as ‘innovative’, there will always be that passionate part of me that holds out hope for that one ‘thing’ that solves some of our most pressing problems. It is important that philanthropy helps to keep the fires of creativity burning among our the leaders, thinkers and doers of our community. Just because the task appears impossible does not mean that it is.
The Innovation point is the pivotal moment when talented and motivated people see the opportunity to act on their ideas and dreams
- W. Arthur Porter
Everything that can be invented, has been invented
- Charles H. Duell, Director of US Patent Office 1899
You can follow the musing of Caitriona Fay on Twitter @cat_fay and the blog @3eggphil