Assumptions – making decisions without proof – can be dangerous in philanthropy. When funders assume what communities need rather than continually listening, revising processes and shifting support based on localised feedback, it reinforces a power dynamic that further inequity. To better respond to and meet the unique needs of partners, philanthropy must listen first and continually check assumptions.

I am learning this firsthand at the Cognizant Foundation as we make investments in organisations working to ensure communities are prepared for the job of today and tomorrow. This is especially important when working within education and workforce ecosystems – to further economic and social mobility, we must work alongside organisations and employers to better understand localised needs and industry demand.

As we discussed what the foundation’s response should be, we initially assumed our partners would need to provide participants with hotspots, laptops and monetary stipends to continue progressing in their education. However, after surveying our grantee partners, an even greater need emerged – mentors, social capital and community-building opportunities due to social isolation.

Had we not surveyed and truly listened to the needs of our partners who know their populations best, we would not have been able to tailor our support and response effectively. As a result of listening and collecting data, 82 percent of our grantee partners took advantage of additional support and flexibility, which increased on-the-ground impact and allowed them to provide more meaningful connections for their participants.

So, how do we as funders stop making assumptions and accelerate community-led change?

  • Listen first – and continue to listen throughout the duration of a partnership. Needs and data can shift quickly.
  • Check yourself – constantly check your implicit biases to ensure you are not making assumptions based on stereotypes or preconceived notions.
  • Build trust through transparency – if funders expect data and transparency from community partners, especially in times of change, we must lead by example.
  • Create mechanisms for feedback – and act on that feedback. Continue to adapt strategy in real-time.

Read the full article about accelerating community change by Hannah Lee at Alliance Magazine.