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756 Results

  • Impact Measurement Showcase

    Contains 1 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    Back for another year, with a brand-new panel of presenters, this session will highlight how several foundations are measuring outcomes and impact. Understand the mechanisms and processes session presenters use to collect, analyze, and share data. Hear brief, nuts-and-bolts views on several different methods for measuring impact. Given the range of grantmakers and approaches the presenters represent, at least one of methods could work for your organization.

    Participants will learn about:

    Different ways foundations are measuring impact

    Identifying a model for measuring impact that could work in their organization

    Adam Cimino

    Grants Manager

    The James Irvine Foundation

    Adam Cimino was appointed as The James Irvine Foundation's grants manager in 2017, after having served in the Grants Administration department since January 2013. Prior to joining Irvine, Adam was the Chapter Funding and Compliance Coordinator at the Sierra Club. He has also held administrative roles with WNYC Public Radio and KQED-FM. Adam holds a bachelor’s degree in communication studies from Sonoma State University and a master’s degree in public administration from San Francisco State University.

    Johnna Flood

    Senior Director, Evaluation and Learning

    Mile High United Way

    Johnna leads the Evaluation & Learning team at Mile High United Way, facilitating strategic and data-informed decision making, continuous learning, and evaluating initiatives and investments.

    For over 15 years, Johnna’s career has been focused on helping groups strategically conceptualize, deliver and evaluate programs using utilization-focused and developmental evaluation, Community-Based Participatory Research, Collective Impact and Human-Centered Design methodologies. Johnna started her career in evaluation in Denver, Colorado, then in the San Francisco Bay Area where she received her Master’s in Public Health at the University of California, Berkeley. She also started a consulting business, Community Wise and co-founded an innovative childcare service - Gma Village - that connects local grandmas with low-income parents needing care. Johnna continued consulting when she returned to Denver in 2016 and was excited to joint the Mile High United Way team in the Fall of 2017.

    Dan Gaff

    Director of Grants Management

    May and Stanley Smith Charitable Trust

    Dan Gaff is the director of grants management for the May and Stanley Smith Charitable Trust in Marin County, California. Dan has worked in philanthropy and grantmaking, both domestically and internationally, since 2006. Working closely with Trust staff, Dan oversees grantmaking operations, policies, and procedures; administers the Trust’s grants database (Fluxx) and website; and facilitates transparency and reporting efforts. Dan has served in various roles with the Northern California Chapter of PEAK Grantmaking and was a Co-Chair of the PEAK Grantmaking national conference in 2018. Dan received a Bachelor’s degree in Biology from the College of William and Mary, and a Master’s degree in Music History from the University of Virginia, before heading west to the San Francisco Bay Area, which he has called home since 2001.

    Jennifer Ho

    Senior Learning Officer

    Conrad N. Hilton Foundation

    Jennifer Ho advises and supports the Hilton Foundation’s systems and processes that enable organizational learning, reflection and strategy improvement. Prior to joining the Foundation, Ho worked for the University of California Los Angeles in the evaluation of statewide public health policies, the nationwide evaluation of higher education efforts to promote diversity in biomedical research, and researching data use for decision-making in Los Angeles Unified School District. Previously, she spent over five years in the nonprofit sector monitoring and evaluating international educational development projects primarily in the South and Southeast Asia regions. Ho received her doctorate in social research methodology from University of California Los Angeles, holds a master’s in international educational policy from the Harvard Graduate School of Education, and a bachelor’s degrees in political science and philosophy from Boston University.

    Avi Khullar

    Associate Director, Learning and Impact

    Stuart Foundation

    Avi leads the design and development of learning and impact efforts at the Stuart Foundation.

    Prior to joining the Stuart Foundation, Avi worked as an assistant commissioner at the New York City’s Administration for Children’s Services where she oversaw agency-wide outcome and accountability reporting and advised executive management on policy development and operations using insights from quantitative, qualitative, and systems analysis. Avi also led multiple public-sector strategy and operations projects as project director at the Vera Institute of Justice and as a senior consultant at Deloitte Inc. Avi holds an MBA and a bachelor’s degree in electrical engineering from the University of Toronto, Canada.

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Knowledge Management: Capture and apply knowledge to promote learning and improvement.

  • Local Voices in the Lead: Tools for Community-Led Grantmaking

    Contains 1 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    Consider lessons GlobalGiving learned from designing a grant selection process (for its Girl Fund) in which prior grantees served as final decisionmakers. See how putting local voices in the lead can enable you to shift power to those most affected by your work.

    Participants will learn about:

    Regulations for international grants made by public charities

    Assessing whether grantees are community-ledCreative strategies for shifting power into the hands of those doing the work on the ground

    Easy ways to find and support community-led projects in more than 170 countries

    Alison Carlman

    Director of Impact

    GlobalGiving

    Courtney Eskew

    Senior Partner Services Manager

    GlobalGiving

    Jonathan Kolo

    President

    Timeout for Africa Education and Sports Foundation

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Process and Change Management: Plan and monitor processes efficiently and effectively and manage change as needed to contribute to grantmaker's strategic goals and grantee's success.
    • Staff and Volunteer Development: Build the capacity of staff and volunteers to be successful in their grantmaking role.

    Lifecycle of a Grant Competencies

    • Planning and Pre-Grant: Design and implement the review process to support an informed grant decision.

  • Private Foundation IRS Requirements

    Contains 1 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    The IRS allows foundations to maintain privileged status if they meet federal tax law requirements designed to ensure that foundations fulfill charitable purposes rather than benefit insiders. Get answers to frequently asked questions about IRS requirements, including: how to stay in compliance; how to complete the Form 990-PF; what does the 5 percent distribution rule entail; and what common mistakes can be avoided.

    Participants will learn about:

    Sufficient 990-PF information to sign a return with confidence

    Self-dealing transactions

    Qualifying distributions to include in the 990-PF

    Accounting for returned grants

    ​Christopher D. Petermann

    Partner

    PKF O'Connor Davies

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Financial Management: Implement financial policies and controls to ensure effective and efficient deployment of financial resources for grantmaking.
    • Strategic Management: Promote organizational mission and goals and inspire colleagues to achieve them.

  • Reducing Risk and Communicating about Compliance: Using Intermediaries in Grantmaking

    Contains 1 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    This session will focus on grantmaking through intermediaries. From key terminology (“fiscal sponsor” vs. ”fiscal agent”) to benefits and best practices for communicating with intermediaries, participants will discuss managing the relationship with stakeholders during the grantmaking process and the effect of intermediaries on systems and technology related to grants management.

    Participants will learn about:

    Key terminology related to working with intermediaries

    Benefits and best practices for working with intermediaries

    Managing grantee relationships, adapting processes, and technologies when working with intermediaries

    Krista Batey

    Director of Grant Making and Compliance

    Arabella Advisors

    As a director at Arabella Advisors, Krista supports Arabella's managed nonprofits, primarily the New Venture Fund, a 501(c)(3) public charity. In this role, she partners with clients—including philanthropists, foundations, and social entrepreneurs—to design and structure their projects to maximize impact. 

    Krista has a background in grantmaking and 14 years of experience in the philanthropic sector. She is passionate about designing and promoting effective grant-making practices and enjoys working with clients to develop customized processes that align with their values, goals, and mission. Before coming to Arabella, Krista worked as a program officer at the American Medical Association Foundation and as a grants officer at the Rotary Foundation.

    Krista is a member of Peak Grantmaking and guest-edited Peak's online journal issue on intermediaries. She has also presented at the National Network of Fiscal Sponsors Annual Conference.

    Kathleen Flynn

    Compliance Officer

    New Venture Fund

    Kathleen Flynn is the compliance officer for the New Venture Fund, a 501(c)(3) public charity, supporting innovative public interest projects, donor collaboratives and grantmaking programs through fiscal sponsorship. Kathleen uses her 16 years of experience with nonprofit operations to mitigate risk for this $350 million non-profit and monitor compliance with laws, regulations, and policies. Prior to joining NVF, Kathleen was a senior director at Arabella Advisors, helping to manage several nonprofits, including NVF and the Sixteen Thirty Fund, a 501(c)(4) organization. For over four years, Kathleen was the planning and operations manager for the Pew Research Center’s Religion & Public Life Project, where she managed finances, contracts, and grants. Kathleen also spent six years as the director of finance and operations at the Dee Norton Lowcountry Children’s Center, a nonprofit in Charleston, South Carolina, that provides services to child abuse victims and their families.

    Elsa Leon

    Grants Manager

    MacArthur Foundation

    Elsa serves as a grants manager with the Journalism and Media portfolio as well as the Conservation and Sustainable Development portfolio. She ensures the proper management of grants, including compliance with requirements, financial reporting, and ongoing monitoring.

    Prior to joining the foundation’s centralized grants management department in 2017, she worked as a grants administrator for several different programs across the Foundation. In that role, she managed grant and administrative budgets, provided advice and support to program teams on foundation grants management procedures, budget processes, and log maintenance.

    Elsa works on the following MacArthur programs and projects: Conservation & Sustainable Development and Journalism & Media.

    Jennifer Shipp

    Senior Counsel

    William and Flora Hewlett Foundation

    Jennifer Shipp is senior counsel at the William and Flora Hewlett Foundation. She provides legal support for the programmatic work of the foundation’s Global Development and Population program. Additionally, she is responsible for managing legal issues for the foundation’s information technology team and international grants management.

    Previously, Jennifer worked at Arabella Advisors supporting its work with New Venture Fund and at the David and Lucile Packard Foundation, both in its Children, Families, and Communities program and Office of the General Counsel. Earlier in her career, Jennifer worked at two U.S. law firms, Morrison & Foerster LLP and Simpson Thacher & Barlett LLP, where she focused on corporate finance transactions.

    Jennifer has a bachelor’s degree from Emory University, a master’s in public policy from University of California, Berkeley, and a law degree from Howard University School of Law. She is a member of both the New York Bar and the California Bar.

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Process and Change Management: Plan and monitor processes efficiently and effectively and manage change as needed to contribute to grantmaker's strategic goals and grantee's success.
    • Strategic Management: Promote organizational mission and goals and inspire colleagues to achieve them.

  • Supporting Your Grantees' Financial Resilience

    Contains 1 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    Financially resilient organizations successfully navigate current challenges and maximize opportunities for the long-term. Critically, those organizations have a comprehensive understanding of their financial health and share their financial story with key stakeholders. Explore the concept of financial resilience for nonprofits, define the key values and practices characteristic to financially resilient organizations, and examine strategies for supporting grantees in achieving greater financial resilience.

    Participants will learn about:

    How a culture of inclusion, transparency, and team-based decision-making contributes to organizational resilience

    The importance of multi-year planning, scenario planning, and ongoing financial performance management

    Critical roles a balanced revenue mix and appropriate capital structure play in ensuring long-term financial resilience

    Crafting grants that supports the financial resilience of grantees

    ​Hilda Polanco

    Founder and CEO

    Fiscal Management Associates (FMA)

    Hilda is the founder and CEO of FMA, a management consulting firm that builds the capacity of nonprofit and foundation leaders nationwide. Skilled at navigating the challenging relationships between nonprofits and their foundation investors, Hilda designs and delivers training to the staff of nonprofit organizations and supports funder grantmaking and investment strategies designed to maximize grantees’ financial resilience. 

    Hilda has been published widely on a variety of topics in nonprofit fiscal management and leads FMA’s nationwide staff in capacity-building partnerships that leverage place-based strategies and anchor institutions to build community around fiscal management best practices.

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Financial Management: Implement financial policies and controls to ensure effective and efficient deployment of financial resources for grantmaking.

    Lifecycle of a Grant Competencies

    • Planning and Pre-Grant: Design and implement the review process to support an informed grant decision.

  • Centralized, Decentralized, or Hybrid: How to Make Any Corporate Grantmaking Structure Successful

    Contains 1 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    Corporate giving programs and foundations face unique challenges stemming from the sheer number of employees and stakeholders—internal and external—engaged and interested in their giving. These challenges only get bigger for companies operating on a national or international scale. To organize its philanthropy, a company has to choose whether to centralize its strategic priorities and decision-making, cede control over strategies and decisions to local managers (decentralize), or create a hybrid of the two. Each choice has its strengths, weaknesses, and challenges. This session will explore each model, offer colleagues’ views of the pros and cons they experience with each, and provide advice and support from colleagues for any challenges you are navigating with your company’s corporate grantmaking structure.

    Participants will learn about:

    Different types of corporate grantmaking structures

    Pros and cons of each structure, including the key challenges of each

    Approaches to strengthen each type of structure

    Caitlin Caspersen

    Consultant

    TCC Group

    Caitlin designs, develops, and manages community giving programs and their learning communities that marry smart grant design and grantmaking with strategic connections for collaborative learning, resource sharing, capacity building and training, and coordinated impact. Caitlin knows the importance of designing programs that make the most of the resources available, and in doing so helps clients identify their fit in the social impact space, strategically framing programs that fill gaps while creatively leveraging resources and maximizing giving.

    Although she has many content area interests, she knows that she is not the expert in all of them. She leaves that to people that do this work every day. Instead, Caitlin facilitates the connections, communications, and collaborations to help relevant stakeholders make informed decisions about giving and programming, develop new initiatives, learn from and teach one another, and lead the way to meaningful social change.

    Rebecca Ferguson

    Senior Director, Grants Operations

    Salesforce.org

    Rebecca Ferguson is the senior director, global grants operations, at Salesforce.org. In this role she oversees grant-making operations, sets grants management strategy, builds alignment and partnerships, and enables ongoing learning and improvement. Rebecca has more than 15 years of experience scaling social good initiatives globally, including nine years at the Bill & Melinda Gates Foundation in roles making and managing large international grant portfolios and leading strategy, planning and management activities. Her professional experience also includes positions in grassroots community organizations, the Dutch Planned Parenthood affiliate, and UNESCO’s Education Sector across settings in the U.S., the Netherlands, France, Spain, Ethiopia, and India. She holds a Master of Public Health from the University of North Carolina and a Master of Business Administration in Sustainable Systems from Presidio Graduate School.

    Sarita Michaca

    Grants Manager

    Citi Foundation

    Sarita Michaca is grants manager at the Citi Foundation. She is responsible for the global grantmaking administration including application development, grant monitoring and due diligence, as well as information management, analysis and reporting to internal and external stakeholders and IT management. Prior to joining the Foundation in 2014, Sarita worked at a number of nonprofit organizations including the California Community Foundation and LA Caregiver Resource Center.

    Sarita holds a Master of Public Administration and a BA in Psychology and French from the University of Southern California.

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Process and Change Management: Plan and monitor processes efficiently and effectively and manage change as needed to contribute to grantmaker's strategic goals and grantee's success.


  • Data Drives Equity in Nonprofit Talent and Leadership Development

    Contains 3 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    Foundations can advance nonprofit capacity building and sector-wide diversity, equity, and inclusion (DEI) goals by considering equity when supporting grantee talent and leadership development. These investments are critically needed. Foundations dedicate only 1 percent of grant dollars to leadership development. This lack of investment significantly affects people of color, who, for more than a decade, have represented less than 20 percent of nonprofit executive directors/CEOs. The Kresge Foundation piloted its “Fostering Urban Equitable Leadership” program in 2017 to foster stronger, more diverse talent and more equitable organizations. Hear from Kresge about the work and success of this program. Identify ways grants management professionals can use data, insights, and grant reporting to make the case for investing in talent and leadership. Leave with examples, tools, resources, and concrete steps for advancing talent and leadership development, with an equity lens, in your organization.

    Participants will learn about:

    Using an equity lens to increase investments in nonprofit talent and leadership

    Resources to inform investments in talent and leadership development

    Leveraging data, including data on DEI, in conversations about equity-focused investments in talent and leadership development

    Katie Byerly

    Program Officer

    The Kresge Foundation

    Katie W. Byerly is a program officer at The Kresge Foundation. She advances the Health Program’s grantmaking strategies, using cross-disciplinary and community-engaged approaches to promote health equity. She joined the foundation in 2016 as the inaugural health philanthropy fellow.

    Previously she served as managing director of CounterTobacco.org, developing tools and resources for federal, state, and local public health practitioners working to counteract the impact of tobacco product sales and marketing. She also worked as a local public health department field assignee through the Center for Disease Control and Prevention’s Public Health Associate Program.

    A native of North Carolina, she earned bachelor’s and master’s degrees in public health from the University of North Carolina at Chapel Hill.

    Joyce Holliman

    Program Operations and Information Management Associate

    The Kresge Foundation

    Carla Taylor

    Director

    Community Wealth Partners

    As a director at Community Wealth Partners, Carla Taylor partners with senior foundation and nonprofit leaders and provides oversight for strategic capacity building engagements. Carla has 20 years of experience developing and managing capacity-building initiatives to help accelerate results for social sector organizations with a focus on advancing equity. She previously served at the Center for the Study of Social Policy, FHI 360, and the John W. Gardner Center for Youth and Their Communities, among others. Carla holds a Master of Science in community services management from Andrews University and a Ph.D. in education from Stanford University.

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.
    • Strategic Management: Promote organizational mission and goals and inspire colleagues to achieve them.

  • Guide to Preparing for a Systems Selection

    Contains 1 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    In this hands-on, activity-filled session, participants will learn how to prepare for selecting a new grants management system—from setting goals and completing a stakeholder analysis to gathering requirements and performing a needs assessment that evaluates and prioritizes those requirements. Foundation staff sometimes begin a systems selection by asking peers to recommend a system. While seeking others’ suggestions is a valuable step, the first steps are to determine internal needs and identify which systems can meet them.

    Participants will learn about:

    Setting goals

    Analyzing stakeholders

    Assessing needs

    Lisa Nespeca

    Owner

    ChangeVantage Consulting

    Lisa M. Nespeca is the owner of ChangeVantage Consulting, whose motto is ‘Transforming Change into a Business Advantage’. ChangeVantage believes that when an organization chooses or needs to make a change presents the ideal opportunity to improve the organization. She has 20 years of experience leading large-scale change management, organization development, software selection and development and human resource management projects. Lisa has worked in many sectors including: philanthropy, non-profit, telecommunications, manufacturing, utilities, education and healthcare. She also has both corporate and non-profit senior leadership experience.

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Process and Change Management: Plan and monitor processes efficiently and effectively and manage change as needed to contribute to grantmaker's strategic goals and grantee's success.
    • Technology Management: Apply technology solutions to grantmaking to support grantmaker applicant, and grantee success.
  • How to Evaluate the Costs of Global Payments

    Contains 1 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    Transferring money abroad is inherently challenging and riddled with obstacles. Understand how to identify the hidden costs of international payments and control those costs. Discuss compliance requirements and concerns as well as the advantages of sending local currency versus hard currency.

    Participants will learn about:

    Controlling costs and avoiding fees

    Making compliance their friend

    Keeping payments simple

    Byard P. Bridge, Jr.

    SVP, Payments Division

    INTL FCStone

    Byard Bridge is the SVP of Global Payments Sales with INTL FCStone Ltd. He has been with INTL since 2006 and is responsible for sales to foundations, non-profits, banks and corporations with emphasis on payments in emerging market currencies. He has over 25 years of FX payments experience in sales, trading and operations working with several non-bank financial institutions over his career.

    Sue-Ellen Speight

    SVP, Payments Division

    INTL FCStone

    Sue-Ellen joined INTL FCStone Ltd in 2013 and leads the West Coast region for the Global Payments business unit.

    She trained as an accountant in Australia and has spent her career working with nonprofits, corporates and banking & fin-tech companies in Australia, Europe and the United States. 

    Sue-Ellen trained at the Stanford Graduate School of Business and has held strategy, marketing and sales roles here in the US. She was a Partner of a European management consultancy leading corporate innovation programs at large nonprofits and corporates across Europe. 

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Technology Management: Apply technology solutions to grantmaking to support grantmaker applicant, and grantee success.

    Lifecycle of a Grant Competencies

    • Award and Monitoring: Monitor grantee activity to support grantee success and determine compliance with grant agreement.

  • Move from Grantmaker to Changemaker

    Contains 1 Component(s)

    Session materials from PEAK2019.

    Session materials from PEAK2019.

    As a part of the Advancing a Healthier Wisconsin Endowment’s move from grantmaker to changemaker, the Endowment recognized the need for it to play a new role in supporting capacity building among its grantees, applicants, and potential applicants. Despite existing community resources, a gap continued to exist in grantee knowledge and skill in areas such as partnership development, strategic planning, evaluation, communication and marketing, and advocacy, among others. By using Endowment resources – both traditional funding and non-funding investments – for capacity building efforts, the Endowment is better able to support its grantees to increase reach in their communities and achieve greater impact while also maximizing the Endowment’s resource investment towards achieving its mission to improve health. The presentation will discuss the steady progression that the Endowment has taken to ramp up its capacity building efforts, from providing the physical space for grantee dissemination to offering targeted interactive learning opportunities and one-on-one support opportunities to our future direction of moving capacity building efforts from a separate body of work to being ingrained across the Endowment in how all staff individually and collectively do their work and engage with grantees. Attendees will learn how institutionalizing continuous learning as a value within the Endowment and among its grantees and partners is key to advancing individual organization missions and collective efforts to improve health for all Wisconsin residents.

    Participants will learn about:

    One foundation’s efforts to go beyond the traditional funder role to invest in grantees and partners

    Mechanisms to invest funding and other resources in support of capacity building among diverse community organizations and community-academic partnerships

    Tactics to ingrain capacity building and continuous learning in the culture of a foundation

    Tracy Wilson

    Program Officer

    Advancing a Healthier Wisconsin

    With the Advancing a Healthier Wisconsin Endowment, Tracy has focused her recent efforts on developing and implementing the capacity building component to provide additional support and resources to AHW’s partners and stakeholders across the state. Prior to taking on this role, Tracy conducted grants management for AHW’s community-MCW academic partnership projects and supported the initial launch of AHW’s policy, systems, and environmental change funding. Through this work, she has built relationships with AHW stakeholders and partners to learn about assets and resources as well as the challenges that projects and public health work in general present and some of the barriers and capacity needs experienced by partners – all of which have informed AHW’s capacity building efforts. Tracy received her Masters in Public Health from UW-Madison.

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Knowledge Management: Capture and apply knowledge to promote learning and improvement.
    • Process and Change Management: Plan and monitor processes efficiently and effectively and manage change as needed to contribute to grantmaker's strategic goals and grantee's success.