Foundations Come with Institutional Cultures Chapter 3 – Foundations Come with Institutional Cultures Foundations Come with Institutional Cultures Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Foundations Come with Institutional Cultures Chapter 3 – Foundations Come with Institutional Cultures Foundations Come with Institutional Cultures In 2000 seven major US foundations joined to create the Partnership for Higher Education in Africa (PHEA). Collectively they sought to strengthen African universities and place them at the center of Africa’s economic development. Over ten years they had a dramatic impact on higher education both in Africa and the US. Foundations Come with Institutional Cultures In 2000 seven major US foundations joined to create the Partnership for Higher Education in Africa (PHEA). Collectively they sought to strengthen African universities and place them at the center of Africa’s economic development. Over ten years they had a dramatic impact on higher education both in Africa and the US. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Institutional Cultures vs. Bureaucratic Processes Chapter 3 – Foundations Come with Institutional Cultures Institutional Cultures vs. Bureaucratic Processes Both cultures and processes vary from one foundation to the next, depending on how they were created and who is involved in their running. Most foundations in this study have regularly hired university leaders to become their presidents. By contrast, some have hired leaders from the corporate world This impacts how a foundation is run and the strategy it chooses to pursue. Institutional Cultures vs. Bureaucratic Processes Both cultures and processes vary from one foundation to the next, depending on how they were created and who is involved in their running. Most foundations in this study have regularly hired university leaders to become their presidents. By contrast, some have hired leaders from the corporate world This impacts how a foundation is run and the strategy it chooses to pursue. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Foundations and Institutional Cultures Chapter 3 – Foundations Come with Institutional Cultures Foundations and Institutional Cultures Foundations develop cultures that can be as rigid as any bureaucracy. This means that the process of making grants varies widely from one institution to the next. Because of these differences, the Partnership’s day-to-day operations were complicated and necessitated a give and take. Foundations and Institutional Cultures Foundations develop cultures that can be as rigid as any bureaucracy. This means that the process of making grants varies widely from one institution to the next. Because of these differences, the Partnership’s day-to-day operations were complicated and necessitated a give and take. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Foundations and Institutional Cultures (cont’D) Chapter 3 – Foundations Come with Institutional Cultures Foundations and Institutional Cultures (cont’D) Many foundations are defined by a charter and governed by a board, whereas others have a living donor that can both govern and play an active part in day-to-day operations The foundations surveyed in this study had no living donors, but rather had constitutions and by-laws that often dictated each foundation’s mission. This meant that joint funding efforts necessitated several boards’ approvals, and didn’t always serve an individual foundation’s charter. Foundations and Institutional Cultures (cont’D) Many foundations are defined by a charter and governed by a board, whereas others have a living donor that can both govern and play an active part in day-to-day operations The foundations surveyed in this study had no living donors, but rather had constitutions and by-laws that often dictated each foundation’s mission. This meant that joint funding efforts necessitated several boards’ approvals, and didn’t always serve an individual foundation’s charter. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Partnership Challenges Chapter 3 – Foundations Come with Institutional Cultures Partnership Challenges Foundations operate with a specific set of rules and grantmaking mechanisms that often hinder joint funding strategies. Problems emerged with differences in opinion, projects, and cycles of grantmaking. Partnership Challenges Foundations operate with a specific set of rules and grantmaking mechanisms that often hinder joint funding strategies. Problems emerged with differences in opinion, projects, and cycles of grantmaking. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Comparison between the Partnership’s Seven Foundations Chapter 3 – Foundations Come with Institutional Cultures Comparison between the Partnership’s Seven Foundations Comparison between the Partnership’s Seven Foundations Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Foundations Working Together Chapter 3 – Foundations Come with Institutional Cultures Foundations Working Together At various times, depending on foundation leadership and current goals, two or more organizations might find themselves in alignment. The willingness to work together fluctuated over time depending on who was in leadership. Foundations Working Together At various times, depending on foundation leadership and current goals, two or more organizations might fight themselves in alignment. The willingness to work together fluctuated over time depending on who was in leadership. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Factors Encouraging Collaboration Chapter 3 – Foundations Come with Institutional Cultures Factors Encouraging Collaboration The size of the funds involved motivated the foundations to bring them together. In PHEA, factors that determined membership included the foundations’ track records, longevity, grantmaking strategies, and diverse areas of expertise in Africa and higher education. Both the names of the foundations and the names of the leaders involved combined to enhance the reputation of the organization as a whole as well as the individual organizations. This reputation was leveraged to promote that higher education in Africa was worthy of large investments from donors, education developers, and governments. Factors Encouraging Collaboration The size of the funds involved motivated the foundations to bring them together. In PHEA, factors that determined membership included the foundations’ track records, longevity, grantmaking strategies, and diverse areas of expertise in Africa and higher education. Both the names of the foundations and the names of the leaders involved combined to enhance the reputation of the organization as a whole as well as the individual organizations. This reputation was leveraged to promote that higher education in Africa was worthy of large investments from donors, education developers, and governments. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Advantages and Challenges of Partnership Chapter 3 – Foundations Come with Institutional Cultures Advantages and Challenges of Partnership Each foundation could offer and gain new perspectives on African higher education. However, there was no unified strategy and no clear coordination between partner foundations. Aligning strategically was only possible if it did not disrupt existing initiatives undertaken by the partnering foundations. Advantages and Challenges of Partnership Each foundation could offer and gain new perspectives on African higher education. However, there was no unified strategy and no clear coordination between partner foundations. Aligning strategically was only possible if it did not disrupt existing initiatives undertaken by the partnering foundations. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Distribution of Large Grants by Foundation Partnership for Higher Education in Africa (2000-2010) Chapter 3 – Foundations Come with Institutional Cultures Distribution of Large Grants by Foundation Partnership for Higher Education in Africa (2000-2010) Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Large and Small Grant Sizes Chapter 3 – Foundations Come with Institutional Cultures Large and Small Grant Sizes From 2000 – 2010, Carnegie and MacArthur issued the most large grants, while Ford and Mellon preferred a small grant approach. This implies no uniform grant process was in place across the PHEA, and allowed for flexibility in accomplishing ambitious goals. This was allowed since the foundations’ drive to outperform other partners superseded their willingness to work collaboratively. Large and Small Grant Sizes From 2000 – 2010, Carnegie and MacArthur issued the most large grants, while Ford and Mellon preferred a small grant approach. This implies no uniform grant process was in place across the PHEA, and allowed for flexibility in accomplishing ambitious goals. This was allowed since the foundations’ drive to outperform other partners superseded their willingness to work collaboratively. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Chapter 3 – Foundations Come with Institutional Cultures Small Collaborations Foundations within the Partnership collaborated at times in smaller groups rather than as a unified group. This allowed them to move ahead when enough of them had goals that were aligned, even temporarily. Small Collaborations Foundations within the Partnership collaborated at times in smaller groups rather than as a unified group. This allowed them to move ahead when enough of them had goals that were aligned, even temporarily. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Chapter 3 – Foundations Come with Institutional Cultures Knowledge Sharing To reduce risk and maximize impact foundations shared information via reports, meetings, workshops, and informal communication.   This knowledge exchange was a significant motivator for the members involved.  This effectively accelerated and expanded opportunities, as well as multiplied the number of targeted organizations.  It also resulted in the creation of permanent positions around the world within the foundations that lasted beyond the existence of the Partnership. Knowledge Sharing To reduce risk and maximize impact foundations shared information via reports, meetings, workshops, and informal communication.   This knowledge exchange was a significant motivator for the members involved.  This effectively accelerated and expanded opportunities, as well as multiplied the number of targeted organizations.  It also resulted in the creation of permanent positions around the world within the foundations that lasted beyond the existence of the Partnership. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont

Conclusion Chapter 3 – Foundations Come with Institutional Cultures While the individual cultures of foundations created tension within the Partnership, enough common ground was found to accomplish ambitious goals.  The synergy of two or more foundations working together while trying to safeguard boundaries encouraged creativity and flexibility.  The Partnership was defined to adapt to the needs of the foundations, allowing aggregation of reputation, knowledge transfer, and risk reduction.  The pressure for positive outcomes and accountability among Partnership members provoked improved management processes. Conclusion While the individual cultures of foundations created tension within the Partnership, enough common ground was found to accomplish ambitious goals.  The synergy of two or more foundations working together while trying to safeguard boundaries encouraged creativity and flexibility.  The Partnership was defined to adapt to the needs of the foundations, allowing aggregation of reputation, knowledge transfer, and risk reduction.  The pressure for positive outcomes and accountability among Partnership members provoked improved management processes. Based on Unequal Partners: American Foundations and Higher Education Development in Africa by Dr. Fabrice Jaumont