Coming off a great, dizzying six weeks on the speaking and conference circuit, some of which I’ve tracked here. Philanthropy New York, Philanthropy Ohio, the community foundations conference, Minnesota Council on Foundations, and more – for this ambivert, lots of socializing, plus downtime in Cleveland, Minnesota, Austin, and Maryland to recharge. Thanks to everyone who hosted me and came out for sessions.
Here’s what I’m taking away from my time on the road:
- Everything old is new again. The talk of the community foundations conference was a panel in which a speaker showed the agenda from the same conference…in 1925 (!)…and it was…wait for it…practically the same agenda as 2014. It’s one thing to have perennial problems in philanthropy. It’s another to willfully or blithely ignore history. I had cause recently to revisit Joel Orosz’s classic “The Insider’s Guide to Grantmaking” from 2000 – it’s great! Full of humane thinking and practical insight. Should be required reading. Not to mentions perennials from GrantCraft, Center for Effective Philanthropy, and Grantmakers for Effective Organizations. My boss keeps telling me to read “The Golden Foundations” by Waldemar Nielsen. What’s on your philanthropy required-reading list? In grad school, back in the early 2000s before you could just store these on Google Docs, in my polisci doctoral program we had a CD-ROM (later a thumb drive) of summaries and outlines of classic texts prepared by students in years past that got passed down to the next class when it was time to study for qualifying exams. We could use something like that in philanthropy, open-sourced. Anyone up for jumping in with me? If it already exists, all the better – let’s build on it.
- Going it alone is for suckers. At work, we’ve been emphasizing the importance of an ecosystem approach to strategy and capacity building. That message is really resonating with all kinds of audiences. Increasingly, anyone’s point of departure in the social-impact space has to be, what is my strategy in relation to the strategies of other actors in my space? This forces you to think about who those actors are. What capacity do I as a funder need to be a good partner with nonprofits, companies, government, intermediaries, etc.? I’m very conscious that my first point applies very well to my second, i.e., that this is not a new problem, and would welcome good sources on this.
- Go small to go big. My talk at Minnesota Council on Foundations was about “Scaling Our Work for Greater Impact.” I argued that funders should focus on playing their roles in the social ecosystem responsibly, meaning that they’re reliable, sensible, and accountable. By getting hold of those basics, “going small,” they’re better positioned to “go big” by leveraging their impact through collaboration. Again, this is the point of departure, not just an add-on or something it’d be nice to have.
- What’s in your utility belt? Oh, Alec Baldwin. Ostracized from TV and print, and now heckled off the agenda of the Independent Sector conference. I mean, it’s not like he didn’t bring it on himself. He’s also been replaced as the pitchman for Capital One credit cards – for a few years, it was his gravelly voice that intoned, “What’s in your wallet?” A version of that question is relevant for funders – what tools are in your utility belt, and what are you using beyond the grant to achieve impact. This one’s definitely not a new question! But I see lots of interest on it out there, and it’s tied to the capacity question – what tools should you choose, and how do you prioritize those based on the ability you have on staff and can either build or buy? Research, advocacy, convening, advancing difficult dialogues, mission investing – the list goes on. So much opportunity, so little understanding of how to prioritize based on mission, need, and capacity.
For funders, how do you think about your nongrantmaking roles? Are you clear on what roles are a best fit for your in your ecosystem? What perennial questions do you find yourself revisiting?