all funding-approach-process funder-identity-culture
all structure-and-clarity funder-reputation diversity-equity-and-inclusion
be-transparent-about-your-strategic-priorities-and-keep-grantees-informed-as-to-how-they-may-be-changing
Be transparent about your strategic priorities, and keep grantees informed as to how they may be changing.
all funding-approach-process
all structure-and-clarity diversity-equity-and-inclusion
develop-processes-that-are-transparent-and-used-consistently-with-all-potential-grantees-so-that-everyone-has-the-same-opportunities-to-engage-on-the-design-of-their-grant-and-related-outcomes-e-g-metrics-reporting-grant-structure
Develop processes that are transparent and used consistently with all potential grantees, so that everyone has the same opportunities to engage on the design of their grant and related outcomes (e.g., metrics, reporting, grant structure).
all funding-approach-process
all structure-and-clarity diversity-equity-and-inclusion
clarify-the-steps-inputs-and-outputs-of-the-funding-process-and-the-process-for-accessing-alternative-types-of-support-pay-particular-attention-to-communicating-what-is-required-from-the-grantee-early-on-in-the-process
Clarify the steps, inputs and outputs of the funding process, and the process for accessing alternative types of support. Pay particular attention to communicating what is required from the grantee early on in the process.
all funding-approach-process trust-power
all deep-trusting-relationships
clarify-roles-and-responsibilities-of-key-people-involved-in-relationship-management-with-the-grantee-this-is-particularly-important-for-creating-a-deep-and-trusting-relationship-and-provides-clarity-over-who-the-grantee-should-direct-questions-to
Clarify roles and responsibilities of key people involved in relationship management with the grantee. This is particularly important for creating a deep and trusting relationship and provides clarity over who the grantee should direct questions to.
all funding-approach-process
all portfolio-support
clarify-what-alternative-types-of-portfolio-support-are-available-to-grantees-why-it-is-being-offered-and-particularly-how-this-support-is-intended-to-help-achieve-the-organization-s-goals
Clarify what alternative types of portfolio support are available to grantees, why it is being offered, and particularly how this support is intended to help achieve the organization’s goals.
all funding-approach-process trust-power
all portfolio-support
explore-alternative-and-more-flexible-models-for-portfolio-support-as-opposed-to-taking-board-seats-as-a-funder-e-g-create-opportunities-for-grantees-to-support-each-other-through-board-participation-with-careful-consideration-for-possible-conflicts-of-interest-and-power-dynamics-or-for-leaders-of-grantee-organizations-to-pursue-professional-development
Explore alternative and more flexible models for portfolio support, as opposed to taking board seats as a funder, e.g., create opportunities for grantees to support each other through board participation with careful consideration for possible conflicts of interest and power dynamics, or for leaders of grantee organizations to pursue professional development.
all funding-approach-process trust-power
all portfolio-support
give-grantees-more-autonomy-and-choice-when-taking-advantage-of-additional-portfolio-support-e-g-by-giving-them-ownership-over-who-to-work-with-and-under-what-terms-have-clear-guidelines-around-privacy-and-ndas-with-the-vendors
Give grantees more autonomy and choice when taking advantage of additional portfolio support e.g., by giving them ownership over who to work with and under what terms. Have clear guidelines around privacy and NDAs with the vendors.
all funding-approach-process assessing-impact
all deep-trusting-relationships structure-and-clarity
be-clear-about-expectations-and-responsibilities-of-grantees-once-in-the-portfolio-e-g-with-regards-to-reporting-evaluation-and-expected-duration-of-support
Be clear about expectations and responsibilities of grantees once in the portfolio e.g., with regards to reporting, evaluation, and expected duration of support.
all trust-power funder-identity-culture
all deep-trusting-relationships power-dynamics funder-reputation funder-roles
support-professional-development-of-investment-leads-to-develop-expertise-in-the-field-in-which-they-are-managing-grants
Support professional development of investment leads to develop expertise in the field in which they are managing grants.
all trust-power funder-identity-culture
all funder-roles
be-explicit-about-which-role-you-are-playing-at-a-given-time-as-both-a-funder-and-advocate-in-the-field-understand-where-the-boundaries-of-that-role-lie-and-be-aware-of-the-conflict-that-may-crop-up-when-switching-roles-this-is-relevant-both-in-private-e-g-in-a-conversation-with-a-prospective-grantee-and-in-public-e-g-when-writing-a-white-paper
Be explicit about which role you are playing at a given time (as both a funder and advocate in the field), understand where the boundaries of that role lie, and be aware of the conflict that may crop up when switching roles. This is relevant both in private (e.g., in a conversation with a prospective grantee) and in public (e.g., when writing a white paper).
all funding-approach-process trust-power
all power-dynamics
be-respectful-towards-organizations-existing-networks-and-relationships-when-conducting-diligence-by-being-explicit-about-the-times-and-contexts-in-which-your-processes-cause-you-to-engage-within-their-networks
Be respectful towards organizations’ existing networks and relationships when conducting diligence, by being explicit about the times and contexts in which your processes cause you to engage within their networks.
all funding-approach-process trust-power assessing-impact
all deep-trusting-relationships
give-sufficient-time-to-develop-an-impact-measurement-framework-that-a-grantee-is-comfortable-with-e-g-consider-allocating-time-at-the-beginning-of-a-grant-term-to-dedicate-to-working-on-co-designing-indicators-that-are-outcome-driven-and-aligned-with-the-grantee-organization-s-strategy
Give sufficient time to develop an impact measurement framework that a grantee is comfortable with, e.g., consider allocating time at the beginning of a grant term to dedicate to working on co-designing indicators that are outcome-driven and aligned with the grantee organization’s strategy.
all funding-approach-process assessing-impact
all reporting-and-metrics
be-explicit-about-the-purpose-of-grant-reporting-and-where-possible-offer-guidance-and-options-around-formats
Be explicit about the purpose of grant reporting and where possible offer guidance and options around formats.
all funding-approach-process assessing-impact
all reporting-and-metrics
proactively-talk-with-grantees-about-how-reporting-can-better-fit-into-their-existing-workflow-and-improve-their-organizational-health
Proactively talk with grantees about how reporting can better fit into their existing workflow and improve their organizational health.
all funding-approach-process assessing-impact
all reporting-and-metrics
provide-timely-feedback-on-reports-provided-by-grantees
Provide timely feedback on reports provided by grantees.
all funding-approach-process assessing-impact
all reporting-and-metrics
invite-grantees-to-propose-metrics-or-impact-measurement-frameworks-that-best-reflect-their-strategy-impact-model-and-desired-outcomes
Invite grantees to propose metrics or impact measurement frameworks that best reflect their strategy, impact model, and desired outcomes.
all funding-approach-process assessing-impact
all reporting-and-metrics
where-possible-align-metrics-with-organizations-existing-frameworks-for-monitoring-evaluation-and-learning-mel-and-where-organizations-lack-a-coherent-mel-framework-consider-offering-support-in-building-out-mel-within-the-organization-as-part-of-the-grant-or-in-the-form-of-portfolio-support
Where possible, align metrics with organizations’ existing frameworks for monitoring, evaluation, and learning (MEL), and where organizations lack a coherent MEL framework, consider offering support in building out MEL within the organization (as part of the grant or in the form of portfolio support).
all funding-approach-process assessing-impact
all reporting-and-metrics
where-possible-identify-an-opportunity-to-sync-impact-measurement-and-reporting-across-co-funders-to-alleviate-the-burden-on-grantees
Where possible, identify an opportunity to sync impact measurement and reporting across co-funders to alleviate the burden on grantees.
all funding-approach-process assessing-impact
all structure-and-clarity reporting-and-metrics
create-processes-for-gathering-and-incorporating-organizational-feedback-on-metrics-over-the-course-of-the-funding-period-and-offer-flexibility-with-how-metrics-are-structured-and-used
Create processes for gathering and incorporating organizational feedback on metrics over the course of the funding period and offer flexibility with how metrics are structured and used.
all funding-approach-process assessing-impact
all structure-and-clarity
when-expecting-to-transition-a-grantee-out-of-your-portfolio-specify-a-ramp-down-time-period-during-which-grantees-have-time-to-adjust-to-the-changes-in-their-finances-and-plan-for-the-months-and-years-ahead
When expecting to transition a grantee out of your portfolio, specify a “ramp down” time period, during which grantees have time to adjust to the changes in their finances and plan for the months and years ahead.
all funding-approach-process
all structure-and-clarity portfolio-support
consider-providing-strategic-and-financial-planning-support-particularly-focused-on-the-post-funding-phase
Consider providing strategic and financial planning support, particularly focused on the post-funding phase.
all funding-approach-process
all structure-and-clarity
consider-inviting-organizations-to-do-an-exit-interview-or-survey-at-the-end-of-a-grant-or-the-funding-relationship-to-collect-meaningful-feedback-on-their-experience
Consider inviting organizations to do an exit interview or survey at the end of a grant or the funding relationship to collect meaningful feedback on their experience.
all funding-approach-process trust-power funder-identity-culture
all deep-trusting-relationships structure-and-clarity power-dynamics portfolio-support
look-for-opportunities-to-model-transparency-and-honesty-in-communications-with-grantees-greater-transparency-from-funders-around-their-own-challenges-and-failures-will-help-grantees-by-reinforcing-that-their-experiences-are-normal-expected-and-worthy-of-support-and-will-facilitate-a-more-productive-and-beneficial-funding-relationship-for-both-parties
Look for opportunities to model transparency and honesty in communications with grantees. Greater transparency from funders around their own challenges and failures will help grantees by reinforcing that their experiences are normal, expected, and worthy of support, and will facilitate a more productive and beneficial funding relationship for both parties.
all funding-approach-process assessing-impact
all power-dynamics
build-in-more-opportunities-for-iterative-feedback-and-learning-with-grantees
Build in more opportunities for iterative feedback and learning with grantees.
all funding-approach-process funder-identity-culture
all diversity-equity-and-inclusion
be-explicit-about-the-role-dei-plays-in-your-organization-and-how-you-are-integrating-dei-related-efforts-and-considerations-into-your-funding-approach-strategies-and-external-relationships
Be explicit about the role DEI plays in your organization and how you are integrating DEI-related efforts and considerations into your funding approach, strategies and external relationships.
all funder-identity-culture
all power-dynamics funder-roles
clearly-communicate-your-identity-where-the-cultural-roots-of-your-funding-approach-lie-and-how-those-inform-your-strategies-and-practices
Clearly communicate your identity, where the cultural roots of your funding approach lie, and how those inform your strategies and practices.
all funding-approach-process funder-identity-culture
all funder-reputation
find-ways-to-publicly-communicate-about-your-funding-approach-and-impact-model-a-section-on-how-we-work-or-impact-model-detailing-the-funding-approach-should-be-added-to-communications-about-mission-and-values
Find ways to publicly communicate about your funding approach and impact model. A section on “how we work” or “impact model” detailing the funding approach should be added to communications about mission and values.
all trust-power funder-identity-culture
all power-dynamics
honestly-and-frankly-acknowledge-the-power-you-hold-in-relation-to-your-grantees-as-a-prerequisite-for-building-trust-in-relationships
Honestly and frankly acknowledge the power you hold in relation to your grantees, as a prerequisite for building trust in relationships.
all trust-power
all power-dynamics
offer-genuine-space-for-organizations-to-challenge-and-engage-in-dialogue-around-requests-processes-funding-requirements-and-even-strategy
Offer genuine space for organizations to challenge and engage in dialogue around requests, processes, funding requirements, and even strategy.
all trust-power funder-identity-culture
all power-dynamics
explore-opportunities-for-training-and-professional-development-to-help-staff-build-awareness-of-power-dynamics-and-skills-for-how-to-communicate-and-navigate-them-more-effectively
Explore opportunities for training and professional development to help staff build awareness of power dynamics and skills for how to communicate and navigate them more effectively.
all trust-power funder-identity-culture
all power-dynamics diversity-equity-and-inclusion
consider-finding-ways-to-diversify-your-network-and-the-organizations-you-fund-by-for-example-intentionally-engaging-with-organizations-beyond-the-types-of-entities-and-approaches-that-you-are-most-familiar-and-comfortable-with-and-questioning-your-frame-of-reference-for-what-is-a-fit
Consider finding ways to diversify your network and the organizations you fund, by, for example, intentionally engaging with organizations beyond the types of entities and approaches that you are most familiar and comfortable with, and questioning your frame of reference for what is ‘a fit.’
all funding-approach-process
all multi-year-flexible-funding
provide-core-funding-where-possible-and-build-flexibility-in-the-grant-structures-to-allow-the-grantee-to-develop-sustainable-organizational-practices-and-resiliency
Provide core funding where possible, and build flexibility in the grant structures to allow the grantee to develop sustainable organizational practices and resiliency.
all funding-approach-process
all multi-year-flexible-funding
where-appropriate-explore-alternative-funding-models-in-collaboration-with-your-grantees-to-help-alleviate-dependency-on-philanthropic-funding-and-build-operational-sustainability
Where appropriate, explore alternative funding models in collaboration with your grantees, to help alleviate dependency on philanthropic funding, and build operational sustainability.
all funding-approach-process
all multi-year-flexible-funding
take-steps-to-invest-in-the-organizational-health-of-your-grantees-beyond-individual-projects
Take steps to invest in the organizational health of your grantees, beyond individual projects.
