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687 Results

  • Time for a Three-Legged Measurement Stool

    Contains 1 Component(s)

    Going beyond traditional monitoring and evaluation to focus on feedback can lead to new innovations in the social sector. Publication date: Winter 2019

    Going beyond traditional monitoring and evaluation to focus on feedback can lead to new innovations in the social sector.

    Publication date: Winter 2019

    ​Fay Twersky

    Director of Effective Philanthropy

    William and Flora Hewlett Foundation

    Grants Management Professional Competency Model

    Lifecycle of a Grant Competencies

    • Post-Grant: Review grantmaking to determine success in meeting goals and objectives.

  • Streamlining Basics – Getting Started with a Streamlining Process

    Contains 1 Component(s)

    The process of streamlining is like any change management process – it requires certain key elements to be in place or it’s not likely to gain traction and stick. Project Streamline’s Guide, Making Streamlining Stick, proposes a sequence informed by the classic change management guide by John Kotter, "Leading Change." Publication date: October 24, 2018

    The process of streamlining is like any change management process – it requires certain key elements to be in place or it’s not likely to gain traction and stick. Project Streamline’s Guide, Making Streamlining Stick, proposes a sequence informed by the classic change management guide by John Kotter, Leading Change.

    It has four basic phases:  Take Stock, Make the Case, Plan Changes, and Implement and Refine.  Grantmakers who undertake streamlining initiatives don’t always start at the “beginning” – sometimes they begin streamlining because they are already making a big change, such as implementing a new grants management system – but eventually they always hit all four phases of the sequence.

    Publication date:  October 24, 2018

    Jessica Bearman

    Principal

    Bearman Consulting

    JESSICA BEARMAN (Bearman Consulting) works with foundations and other mission-based organizations, focusing on organization development, facilitation, planning, and project R&D to help them become more intentional, effective, and responsive to communities. 

    Jessica has been the lead consultant to PEAK Grantmaking’s Project Streamline since its inception, helping grantmakers to understand and minimize the burden of their application and reporting practices.Prior to her work in philanthropy, Jessica spent nine years in the nonprofit sector, where she experienced plenty of mystifying requirements. She has a Masters in Organization Development from American University/National Training Laboratory. Jessica loves living on an organic farm in Idaho with her husband, two wild boys, forty philosophical chickens, and thousands of industrious bees.

    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.

  • Funding for Indigenous Peoples: Strategies for Support

    Contains 1 Component(s)

    ​Although indigenous issues cut across many program areas, most funders that currently support indigenous communities do so through their environmental, human rights, and international development programs. This report finds that funders employ a variety of strategies, including direct giving, intermediaries, long-term investments and indigenous control of philanthropic resources, to support indigenous communities. Publication date: November 2015​

    Although indigenous issues cut across many program areas, including culture, education, health, and sustainable development, most funders that currently support indigenous communities do so through their environmental, human rights, and international development programs. Based on more than two dozen interviews with grantmakers, a survey, and a literature review, this report finds that funders employ a variety of strategies, including direct giving, intermediaries, long-term investments and indigenous control of philanthropic resources to support indigenous communities. It outlines program and operational strategies as well as tools for partnering with indigenous communities.

    Publication date: November 2015

    ​Jen Bokoff

    Director of Stakeholder Engagement

    Foundation Center

    Jen Bokoff is the director of stakeholder engagement at Foundation Center. She develops partnerships and projects that build knowledge and strategy for grantmakers. She likes asking "so what?" to push Foundation Center's data-driven work to be as valuable and actionable as it can be to social sector changemakers. She also runs GrantCraft, a free service that taps the practical wisdom of funders to improve the collective knowledge of the philanthropy field. In her role, Jen regularly speaks at conferences and facilitates workshops with funders, and connects people to resources, ideas, and one another. A graduate of Tufts University, Jen studied community health and sociology. She serves on the Alumni Council as the chair of the development committee and also serves on an advisory committee for The Moth’s education programs. In her spare time, she is an amateur comedic improviser, avid Brooklyn nerd, and second base woman on Foundation Center's winning-in-spirit softball team.

    Jennifer Tierney

    Editorial Consultant

    International Funders for Indigenous Peoples

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.
      Knowledge Management: Capture and apply knowledge to promote learning and improvement.

  • The Impact Investing Journey: Aligning Portfolio with Purpose

    Contains 1 Component(s)

    This case study of the Russell Family Foundation's approach to impact investing outlines its comprehensive journey since inception and four-year experience growing from seven percent to almost 75 percent mission-aligned investments. It details the experiments with impact investing, starting with a pilot project in 2004, followed by a series of additional mission-related investments. Publication date: October 2018

    This case study of the Russell Family Foundation's approach to impact investing outlines its comprehensive journey since inception and four-year experience growing from seven percent to almost 75 percent mission-aligned investments. It details the experiments with impact investing, starting with a pilot project in 2004, followed by a series of additional mission-related investments. 

    Publication date:  October 2018

    Kathleen Simpson

    Chief Financial Officer

    The Russell Family Foundation

    Grants Management Professional Competency Model

    Lifecycle of a Grant Competencies

    • Post-Grant: Review grantmaking to determine success in meeting goals and objectives.

  • How to Use Donor-Advised Funds to Make Impact Investments

    Contains 1 Component(s)

    There’s a vast missed opportunity to use DAFs for making impact investments in support of market-based solutions to the UN Sustainable Development Goals. Publication date: October 25, 2018

    There’s a vast missed opportunity to use DAFs for making impact investments in support of market-based solutions to the UN Sustainable Development Goals.

    Publication date: October 25, 2018

    Ryan Macpherson

    Portfolio and Investment Manager

    Autodesk Foundation

    Sarah Kearney

    ​Founder and Executive Director

    PRIME Coalition

    ​Emma Kulow

    Strategic Programs Analyst

    PRIME Coalition

  • How Grantmakers Can Use Power Mindfully to Advance Equity

    Contains 1 Component(s)

    While there are many potential barriers to utilizing power ethically and responsibly, funders can—and must—overcome them to truly advance equity and justice. Publication date: October 31, 2018

    While there are many potential barriers to utilizing power ethically and responsibly, funders can—and must—overcome them to truly advance equity and justice.

    Publication date: October 31, 2018

    Lisa Ranghelli

    Senior Director of Assessment and Special Projects

    National Committee for Responsive Philanthropy

    Lisa Ranghelli is NCRP’s senior director of assessment and special projects. She oversees organizational evaluation and learning and directs the Philamplify initiative. She led production of a dozen Philamplify assessments of major foundations, resulting in changes in funder practice. Earlier she directed NCRP’s Grantmaking for Community Impact Project, which documented the ROI of foundation investments in community-led advocacy, organizing and civic engagement. She led production of seven regional reports and a summary brief, Leveraging Limited Dollars.

    Prior to joining NCRP in 2008, Lisa was a research, evaluation, and program development consultant for social change organizations. Previously, she was deputy director of public policy at the Center for Community Change, where she helped grassroots organizations mobilize successfully on federal and state policy issues. Based in Western MA, Lisa has a B.A. from Wesleyan University and master of regional planning degree from Cornell.

    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.

  • Streamlining Is Change and Change Isn’t Easy

    Contains 1 Component(s)

    Change efforts meet confusion and resistance, even when the change is sensible and desired. Sometimes a change sounds good in theory, but in practice requires giving up comfortable ways of doing things, working with new people, and learning new skills. Sometimes a change requires you to give up a requirement or activity that you enjoy – or something that makes you feel valued or powerful, even if it is clearly an outdated and unnecessary practice. Publication date: November 6, 2018

    Change efforts meet confusion and resistance, even when the change is sensible and desired. Sometimes a change sounds good in theory, but in practice requires giving up comfortable ways of doing things, working with new people, and learning new skills. Sometimes a change requires you to give up a requirement or activity that you enjoy – or something that makes you feel valued or powerful, even if it is clearly an outdated and unnecessary practice.

    Publication date: November 6, 2018

    Jessica Bearman

    Principal

    Bearman Consulting

    JESSICA BEARMAN (Bearman Consulting) works with foundations and other mission-based organizations, focusing on organization development, facilitation, planning, and project R&D to help them become more intentional, effective, and responsive to communities. 

    Jessica has been the lead consultant to PEAK Grantmaking’s Project Streamline since its inception, helping grantmakers to understand and minimize the burden of their application and reporting practices.Prior to her work in philanthropy, Jessica spent nine years in the nonprofit sector, where she experienced plenty of mystifying requirements. She has a Masters in Organization Development from American University/National Training Laboratory. Jessica loves living on an organic farm in Idaho with her husband, two wild boys, forty philosophical chickens, and thousands of industrious bees.

    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.

  • Advancing Racial Equity Through Capacity Building: The Kresge Foundation’s Talent and Leadership Development Efforts

    Contains 1 Component(s)

    For the Kresge Foundation, a key strategy for achieving equitable outcomes in communities is investing in the talent and leadership capacity of its grantees. This investment better equips nonprofits to advance racial equity and achieve better outcomes in their organizations and in communities. Publication date: November 1, 2018

    For the Kresge Foundation, a key strategy for achieving equitable outcomes in communities is investing in the talent and leadership capacity of its grantees. This investment better equips nonprofits to advance racial equity and achieve better outcomes in their organizations and in communities.

    Publication date: November 1, 2018

    Lori Bartczak

    Senior Director of Knowledge and Content

    Community Wealth Partners

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.

  • Using Data to Create a Culture of Learning

    Contains 2 Component(s)

    A session on how we, as grants managers, can best use data to create a culture of learning within our foundations/organizations. Original air date: October 30, 2018

    A session on how we, as grants managers, can best use data to create a culture of learning within our foundations/organizations. 

    Viewers will learn:

    • What data and data analysis look like 
    • How to mine and analyze your existing data to gain insights 
    • Data collection best practices and techniques 
    • Tools for analyzing and presenting data to influence decision-making 
    • How foundations are creating a “Learning Stack” to support and improve data and learning 

    A presentation of the Rocky Mountain Chapter.

    Original air date: October 30, 2018

    ​Andrew Means

    Head

    beyond.uptake

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

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

  • Planning Your Path for the Future

    Contains 2 Component(s)

    This meeting of the PEAK Grantmaking New York Chapter, EPIP New York, and Philanthropy New York focused on  professional development, and included two highly-interactive sessions, focused on reflecting on your current role in your organization and strategizing how best to advocate for yourself at work, while networking with other grants management colleagues from the area.  Presentation date: November 1, 2018

    This meeting of the PEAK Grantmaking New York Chapter, EPIP New York, and Philanthropy New York focused on  professional development, and included two highly-interactive sessions, focused on reflecting on your current role in your organization and strategizing how best to advocate for yourself at work, while networking with other grants management colleagues from the area.  

    Your Professional Evolution in Grants Management

    The role and function of grants management continues to evolve in organizations across the philanthropic sector. As a grants management professional, you are performing new roles, broadening your responsibilities, and expanding your impact throughout your organization. This time of change requires you to develop new skills, communicate differently, and look ahead to the future. Participants discussed the evolution of the grants management model, the current state of grantmaking operations in your organization, and how you can reach the next level of effectiveness.  Learn to:

    • Audit your organization’s current stage in the grants management evolution model
    • Create strategies to advance your organization to the next stage in the evolution model  
    • Develop professional development plans for your career growth
    • Promote the benefits of change to your organization’s leadership 

    Advocating for Yourself Activity & Discussion

    Whether you’d like to enroll in a professional development course, take the lead on a new project, or change a process to make your work more efficient—how you ask is just as important as why you are asking. Knowing some basic negotiating tactics and understanding the right way to prepare for your conversation can help you better advocate for yourself and position yourself as a strategic leader in your organization. You will:

    • Learn and practice effective tactics to reframe how you advocate for yourself to achieve the best possible outcomes 
    • Understand how to use conversation as an opportunity to showcase yourself as a leader 
    • Prepare and practice an important conversation you’d like to have to advocate for yourself at work 

    Presentation date: November 1, 2018

    Melissa Sines

    Effective Practices Program Manager

    PEAK Grantmaking

    Melissa works with internal teams, external consultants, volunteer advisory groups, and partner organizations to articulate and highlight the best ways to make grants--effective practices. This body of work will help to define the role of grants management in philanthropic institutions in the United States and across the world.

    Sara Sanders

    Regional Chapter Manager

    PEAK Grantmaking

    Ebony Wilkinson

    Department Coordinator

    Ford Foundation 

    EPIP New York Chapter Leader

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Staff and Volunteer Development: Build the capacity of staff and volunteers to be successful in their grantmaking role.