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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.
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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.
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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.
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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.
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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.
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Overcoming Invisibility: Funding Native Issues
Contains 1 Component(s)Session materials from PEAK2019.
Session materials from PEAK2019.
The lack of visibility of Native peoples –coupled with stereotypes that dehumanize them and portray them as irrelevant—erodes support for Native issues and allows media-fueled misconceptions to persist. Invisibility also contributes to an underestimation of the discrimination Native Americans face. Of all foundation grants, nationwide, less than 0.03 percent go to Native Americans or Native issues. Of that percent, only one-third go to Native-led organizations serving Native people. Explore how foundations can bring Native issues into the spotlight by funding Native tribes directly.
Participants will learn about:
Recent findings from the “Reclaiming Native Truth Project,” which illustrate the path towards change for Native peoples
Processes employed by foundations who fund Native issues, lessons from that work, and successes engaging with Native partners
IRS tax code on funding 7871s (tribal governments)
Flipping the script on the Native narrative in our everyday life and work
Mackenzie Parker
Major Gifts Grant Manager
American Indian College Fund
Mercedes Plendl
Program Associate
Better Way Foundation
Mercedes Plendl is the program associate for Better Way Foundation. Mercedes supports Better Way Foundation’s efforts to advance early childhood development, working closely with the foundation’s partners and board of directors to help strengthen the systems that nurture and support young children and their families. Prior to joining Better Way, Mercedes worked in Uijeongbu, South Korea, developing curriculum, supporting organizational administration, and teaching at the Sogang Language Program.
Grants Management Professional Competency Model
Cross-Cutting Competencies
- Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.
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The Secret to Recapturing Foundation Time and Capacity
Contains 1 Component(s)Session materials from PEAK2019.
Session materials from PEAK2019.
Does your foundation staff face overwhelming workloads? Are employees constantly working late? Are you experiencing growing responsibilities but no funding to add staff? Are you taking heat for errors? Learn how some foundation managers have cured such pain and become heroes to their staff, audit committees, and boards. One community foundation recaptured more than 60 percent of its working time and now delivers to grantees faster and more effectively. First, hear the concepts that are getting results. Then, see those skills at work in a game that demonstrates the rapid improvement possible.
Participants will learn about:
Continuous process improvement and how it is transforming foundations
Ideas to improve their foundations
Lee Kuntz
Process Improvement Trainer
Innovation Process Design, LLC
Lee leads foundations to measurably improved results by showing teams how to improve work processes, cure pain points, and drive transformative change.
For over a decade, Lee Kuntz has used process improvement to solve the unique challenges facing foundation leaders. Through her expert training and coaching, teams look at their work with new eyes, transform how work gets done, and create real results.
Lee is passionate about demonstrating how process improvement cures pain points, gets employees home at the end of the workday, and creates engines of success. This passion inspired her to found Innovation Process Design and continues to drive her today.
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.
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Why Asking about the Cost of Fundraising Isn't Enough
Contains 1 Component(s)Session materials from PEAK2019.
Session materials from PEAK2019.
How much do we spend on fundraising? This question, alone, doesn’t measure fundraising effectiveness. Organizations with low fundraising costs sometimes depend on only a few donors, which can put the organizations at risk if one of those funders ends its grant. In addition, by asking about fundraising expenses, an organization may be signaling that grantees should spend as little as possible on these critical investments. BoardSource has developed a framework for Measuring Fundraising Effectiveness—both internally and externally—that creates a more complete picture of an organization’s fundraising health. Hear about this new tool for developing holistic pictures of grantees’ fundraising effectiveness.
Participants will learn about:
Fundraising strategies and how focusing solely on the cost of fundraising can increase risk
The Measuring Fundraising Framework and related free resources
Questions to ask to get necessary information, without inadvertently sending harmful messages
Andy Davis
Director of Education
Board Source
As BoardSource’s director of education, Andy Davis is responsible for creating and delivering the public trainings that BoardSource offers to the nonprofit sector, overseeing the BoardSource Certified Governance Trainer program, and aligning BoardSource’s educational offerings across departments. Additionally, as a BoardSource consultant and trainer, Andy works with the organization’s clients nationally, developing and delivering our respected consulting and training services.
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.
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A Case Study in Participatory Grantmaking: RSF Shared Gifting
Contains 2 Component(s)Session materials from PEAK2019.
Session materials from PEAK2019.
For eight years, staff members at RSF Social Finance have employed a participatory grantmaking method called “shared gifting.” Shared gifting invites community members to provide wisdom or exercise full decision-making authority in almost every aspect of grantmaking. RSF has applied shared gifting to its own grant funds and has used variations of shared gifting in partnerships with individual donors and with a family foundation. Other groups have tried shared gifting on their own, using the RSF Shared Gifting toolkit. With almost a decade of experience under their belts, RSF grant managers share the benefits and challenges of using a participatory grantmaking framework.
Participants will learn about:
Various ways to infuse participatory options into the grantmaking process
Benefits and challenges of using participatory models
Partnering with donors, grantmakers, and community entities with alternative models
Kelley Buhles
Senior Director, Philanthropic Services
RSF Social Finance
Kelley leads the Philanthropic Services Program at RSF Social Finance. She has cultivated the Shared Gifting participatory grant program and led RSF’s effort to make visible the role of gift in our economic system. Kelley also plays a key role in coordinating RSF’s Integrated Capital approach to financing. Previously, she served on the board of the Haight Ashbury Food Program and coordinated the Bay Area Fair Trade Coalition. She graduated from San Diego State University with a BA in anthropology.
Ellie Lanphier
Program Manager, Philanthropic Services
RSF Social Finance
Ellie manages the day-to-day operations of RSF Social Finance's Philanthropic Services program including coordinating and supporting Collaborative administration, co-leading the Shared Gifting program, and overseeing the Seed Fund and Flow Funding activities. Previously, Ellie was Program Outreach Associate for the Climate and Energy Funders Group at the Biodiversity Funders Group. She received a BA in Arts (Strategic Communication) and Spanish from The Ohio State University.
Grants Management Professional Competency Model
Cross-Cutting Competencies
- Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.
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Better Outcomes and Collaboration: Houston My Brother's Keeper Pilot Study
Contains 2 Component(s)Session materials from PEAK2019.
Session materials from PEAK2019.
Many of society’s important issues are best addressed collectively, by actors that span the public, private, academic, and philanthropic sectors. Yet the data necessary to facilitate collaboration between these actors are often inaccessible, inconsistent, or unreliable. The challenge to collect and integrate data prevents organizations from having a complete picture of their work and the work of others, limiting their ability to improve community outcomes. These constraints are particularly debilitating for traditionally underserved communities. The My Brother’s Keeper Equity Intelligence Platform (MBK-EIP) builds President Barack Obama’s efforts to improve societal outcomes for boys and young men of color. Led by Bloomberg Associates, with technological support by BrightHive, the MBK-EIP pilot works in Houston, Oakland, and Chicago. The pilot sites serve as sources of data and as testbeds for identifying design needs and technical requirements for the data platform.
Participants will learn about:
Using a data trust, which is a cross-sector collaboration committed to sharing data, aligning metrics, and working together to solve a critical, societal issues
Using technology to structure and coordinate collaboration
Opportunities to link similar work in other cities and across the country
Facilitating data sharing through data governance or data-sharing agreements that also build collaboration among members
David Goodman
VP of Ecosystem Development
BrightHive
David Goodman, Ph.D., is the vice president of ecosystem development at BrightHive, a public benefit company that helps organizations, networks, & communities securely and responsibly link their data to enhance their impact, empower individual and collective decision making, and increase equity of opportunity. David uses his knowledge, experience, and relationships in the public, private, philanthropic, and academic sectors to identify opportunities to develop and deploy cross-sector data collaboratives, or data trusts. Prior to BrightHive, David was the director of impact at Fluxx, the director of evaluation & learning at the Houston Endowment, managing director of data governance for Teach For America, researcher for Edvance Research, and a researcher for the Texas Education Agency. David earned a Ph.D. in political science from Rice University in Houston, Texas, and holds a B.A. and an M.A. in political science from California State University, Northridge.
Grants Management Professional Competency Model
Cross-Cutting Competencies
- Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.
- 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.
