GOOD MORNING Program Officer Network June 7, 2016

Communicating Funding Recommendations & Decisions

Discusses best communication practices for foundations and implications for trustees and staff. Focuses on presenting grant recommendations to the board and communicating grant decisions to grantseekers. Overview of the Session

Foundation Communications Your foundation’s communication style is important to how you communicate Foundations have been criticized for communicating too little or not being clear in communications Foundation communications impact grantee success Staff communications are critical Foundations are developing clear and transparent practices

Research Tells Us… Grantseekers and grantees want: consistency and clarity of foundation communications high-quality interactions with, and responsiveness of, staff Selection, reporting and evaluation processes that are helpful to grantees (Source: Center for Effective Philanthropy,

Grantmaker Communications – Best Practices for Foundations Communicate clearly and consistently (mission, goals, strategies, process, etc.) Seek feedback from grantseekers Make adjustments to improve communications Set standards for staff

Two Key Communication Roles Although grantmakers assume many roles, we are focusing on two critical ones: 1.presenting recommendations to board 2.informing grantseekers of decision How does the preliminary work impacts these two critical steps?

Challenges in Presenting to the Board What challenges or tensions are encountered when presenting recommendations to the board? What strategies can be employed to address them?

Best Practices in Presenting to the Board (in writing) Present succinctly and clearly key reasons for recommendation (should come from funding guidelines and results of due diligence/review) Demonstrate alignment with foundation goals and strategies Use dockets (summaries of grants presented in group) Keep summary per grant to 1–3 pages.

Best Practices in Presenting to the Board (in writing) Include in summary:  brief grant purpose  overview of organization what’s new?  how grant fits with foundation guidelines  financial overview  your professional recommendation and substantiation make the case

Best Practices in Presenting to the Board (in person ) Understand norms and expectations of foundation Develop a sense of your board members, who they are, and what they want Practice! Know your time frame. Find role models. Learn from their strategies Get feedback

Communicating Decisions to Grantees We will talk first about communicating a “no” decision  Categorical No  Policy No  Personal Judgment No  Board No Then we will move on to talk about communicating a “yes” decision.

Best Practices in Communicating “No” Decisions Empathize, but be firm Refer to goals and guidelines Be prompt Be polite and sensitive to the power differential Put the decision in writing

Best Practices in Communicating “No” Decisions Offer clear helpful explanations:  categorical no (does not fit guidelines)  policy no (fits guidelines but we don’t agree with approach)  judgment no (felt it was unlikely to succeed due to weakness such as management, resources, etc.)  limited resources no (would have funded but no resources)

Do You Give an Explanation with “No” Decisions? There are different opinions about whether to explain why a grant has been denied. Stand: Which most represents your organization?  give full explanation in writing  give explanation if grantseeker asks  sometimes give explanation  do not give explanation all or most of the time

Best Practices in Communicating “Yes” Decisions Be clear what yes means—amount, terms, etc. Be clear about negotiations/stipulations Express any important concerns, but do not give a laundry list Honor them with a personal phone call Put it in writing Invite questions and express thanks

What Grantees Value in Grantmaker Communications Two barriers to grantee success:  unclear communication, inconsistent messages  lack of supportive working relationship with grantmaker Source: Grantmakers for Effective Organizations, “Listen, Learn, Lead”

What Grantees Value in Grantmaker Communications What can grantmakers do?  communicate clearly and consistently  build supportive, working relationships (to the degree that this is possible within your organization) Source: Grantmakers for Effective Organizations, “Listen, Learn, Lead”

Maximizing Grant Impact

Overview of the Session Exploring strategies that can supplement your grantmaking

maximize the foundation’s role recognize the complexity of problems that might benefit from multiple approaches learn from grantees and others understand that partnership and long term strategies are the only way to real impact Why Do Anything Other Than Grantmaking?

advocacy capacity building leadership development collaborating convening research strategic communications New investing models: MRIs & PRIs Strategies Beyond Grantmaking

Advocacy: influence opinions and actions of the general public, opinion shapers and policy makers on matters of public policy or concern. Funder misconceptions: is it legal or appropriate? What is Advocacy?

What you can do:  advance an idea  argue a position  broaden the dialogue  bridge the gap between foundations and government  educate nonprofits to become advocates in their field Why Advocacy?

How to Advocate Public foundations may lobby Private foundations incur a tax on lobbying expenditures This listing is not exhaustive This listing is not exhaustive May engage in nonpartisan political activity only

Strengthening the ability of an individual organization and/or a group of organizations (sector-wide) to deliver on its mission Individual organization examples:  board/staff development applications  Strategic, financial and business planning  organizational assessment  fund development  technology support  cluster learning and practice communities Sector-wide examples:  CCP  Nonprofit Management Organizations  Reflective Practice Capacity Building

“ It’s so easy to criticize and so hard to lead, and the world and our institutions are imperfect, but we have to get behind the groups that are building and we have to begin to support much more than we tear down.” Examples include: Leadership Development Roundtable Professional Coaches Peer Learning Communities Leadership Development

“ collaboration is an unnatural act performed by non-consenting adults”

Grantmakers need to come together with their partners (other funders, grantees, government, etc.) locally, regionally and nationally—to be more effective. Collaborating (it’s an active verb!) Example: Early Childhood Funder Collaborative, Bridge to Success, others?

To call stakeholders together for a common cause or purpose Convening is a way to:  learn together  advance an issue  introduce new opportunities  and what else….? Convening

Formal research studies to gain information to inform grantmaking or contribute to general knowledge about one of your interest or investment areas Applied research, or pilot programs to support a new idea to explore a possible new solution to a problem end user and audience key! Research Example: DataHaven Wellbeing Survey

for the purpose of public education Take a public stance to profile, or call attention to, your grantmaking Strategic Communications Example: creating ORDER from chaos

PRIs—provide inexpensive capital to build new community facilities, rehab housing, and retrofit buildings for energy conservation MRIs—aligning the foundation’s investments of its assets with its mission and values L3Cs—Low-profit limited liability corporations, a potential new option New Investing Models

Advocacy Resources Alliance for Justice (AFJ) The alliance is a national organization that promotes advocacy and provides publications, information, and education. For technical assistance, call 866-NP-lobby. Bolder Advocacy A new website from AFJ that provides a wealth of online advocacy resources for nonprofits and foundations, including state-specific information on advocacy rules. Connecticut Council for Philanthropy - PolicyWorks