Understanding & Sharing What Works: The State of Foundation Practice reveals how well foundation leaders understand what is and isn’t working in their foundation’s programs, how they figure this out, and what, if anything, they share with others about what they’ve learned.
As someone who has spent the last decade examining foundation transparency practices (or the lack thereof) and championing greater openness, I read CEP’s findings with an eye for elements that might help us better understand the barriers and catalysts to this kind of culture shift in the field. Here’s what I took away from the report.
While two-thirds of foundation CEOs in CEP’s study report having a strong sense of what is working programmatically within their foundations, nearly 60 percent report having a weaker grasp on what is not working. This begs the question: If you don’t know something is broken, then how do you fix it?
Utility or Futility?
Anyone who works inside a foundation — or anyone who has ever applied for a grant from a foundation — will tell you they are buried in the kind of paperwork load that often feels futile (which actually spawned a whole other worthy movement led by PEAK Grantmaking called Project Streamline). In the CEP study, the majority of foundation CEOs report finding most of the standard sources of knowledge that they require not very useful to them.
Supply and Demand
One of the questions we get the most about #OpenForGood’s efforts to build an open, collective knowledge base for the field is whether anyone will actually use this content. This concern also surfaces in CEP’s interviews, with a number of CEOs citing the difficulty of knowing what is useful to share as an impediment to openness.
Read the full article about shifting to a learning culture by Janet Camarena at The Center for Effective Philanthropy.