Funders with few or no staff are perfectly positioned to catalyze change on urgent issues. With a few dollars and a wealth of local knowledge and relationships, Exponent Philanthropy members have: catalyzed reform of a state’s juvenile justice system, increased access to nursing care for new and expectant mothers, and created statewide coalitions to focus dollars and attention on the needs of young children.
As they work, catalytic funders connect people and organizations, and build networks for greater participation in decision making.
This August, we invited six catalytic funders to train their peers. They shared that catalytic work begins when the five to 10 people who lead a small foundation come to an agreement on a very specific vision for change. It isn’t necessary to commit 100% of the foundation’s resources; however, board and staff need to dedicate a significant portion of time and money to a specific, targeted outcome — one that is much more focused than most traditional foundation missions.
Well, focusing deeply is challenging for many foundations. And catalytic funders say that coming to an agreement happens when:
➢ Foundation board and staff are highly engaged with grantees and their community, and learn about a specific need, gap, or leverage point where foundation dollars, relationships, and voice can make a big difference.
To learn about issues that are important and ignored, or to identify creative solutions, immersion in the community is essential.
Doug Bauer of the Clark Foundation and Jenna Wachtmann of the Ball Brothers Foundation offered these ideas:
- Invite grantee leaders to have informal conversations with your board, and break bread together. Try combining a board site visit with a meal so that board members and grantees can interact. This can also be done via Zoom or other virtual platforms.
- Convene a cohort of grantee partners that can lead or drive the conversation on priority issues in the community. Engage those closest to the issues. Provide the cohort with multiyear support for these gatherings.
- Commission a survey of community needs and priorities, and survey your grantees. Invite your partners to think beyond the status quo by asking questions like, what could you accomplish if you had X resources?
Moving beyond traditional circles
As you engage and listen, intentionally seek out people beyond your usual, traditional circles.
Bonnie Gonzalez of the Knapp Community Care Foundation in Texas shared these tips:
- Create trust and credibility with the informal leaders in a community by getting out and visiting with those not spoken to … look in the periphery.
- Actively listen to those around you … make eye contact, and engage in listening to difficult discussions.
- Visit and participate in the meetings that are not the ones most people would attend.
- Ask the hard questions, ask for input … even when you know you will not like the answers!
Make outreach and engagement an ongoing practice. It takes time to develop an understanding of a system, where it breaks down, or what new, promising solutions might be emerging. Also, if you engage grantees and community members over time, and demonstrate an authentic desire to listen and learn, people are more likely to be honest with you and share needs, gaps, and creative solutions that will never appear in formal grant applications.
“Earning trust is essential to funders being able to learn,” said Phil Li of the Robert Sterling Clark Foundation.
Many in philanthropy recommend starting by looking inward at one’s values and passions. Catalytic funders flip this traditional wisdom. Start by looking outward to find out what is needed. Often, we don’t know what we care about until we put ourselves in real relation to those who are close to the issues.
And yes, as you engage with your community, reflect on your values and passions. The fire that drives catalytic work is ignited when an urgent need in the community connects with the passions and aspirations of foundation donors, board and staff.
“When this alignment between external and internal happens, tremendous energy is unleashed to tackle difficult issues,” said John Richardson of the Blackstone Ranch Institute.
Achieving unity of purpose
What if your board members can’t agree and commit to one issue? This is a challenge facing many foundations, where individual board members or different generations of family have diverging interests.
Catalytic funders recommend the foundation board chair and executive director work together to develop a regular, ongoing process for board members to develop familiarity with each other over time. Regular conversations and relationships build mutual trust, which empowers leaders to work together and achieve a common purpose. Organize board meetings and Zoom calls dedicated to reflecting on themes emerging from your listening, your grantee convenings and the research you’re commissioning.
Mary Anthony of the 1772 Foundation said that she and her board engage in learning and listening as a team. They build knowledge that is shared among all board and staff by:
- Meeting grantees as a group,
- Attending meetings and conferences in their field collectively, and
- Going on site visits together (these can be done virtually too).
Mary said the experience of learning together builds confidence and deepens trust among board and staff.
Your board chair and executive director might reconsider the very expectations of board service at your foundation. To do catalytic work, you need a group of people who are willing to spend a significant amount of time listening and understanding the landscape together.
When the group sees a deep need, an urgent problem, a creative solution, it’s more likely the entire board will be galvanized. And the foundation will be in a position to move ahead and consider what is needed by the moment — whether it’s convening, mobilizing a coalition, doing advocacy or other catalytic actions.
Bonnie Gonzalez said, “When board and staff believe in the work, in the need for change … you feel it in your gut! Then and only then will you, together with your board and the engaged community, become a beacon for change.”
Thanks to the faculty of Exponent Philanthropy’s August 2020 Learning Lab, Laying the Groundwork for Catalytic Philanthropy:
Mary Anthony, Executive Director, 1772 Foundation, Rhode Island; Doug Bauer, Executive Director, Clark Foundation, New York; Bonnie Gonzalez, CEO, Knapp Community Care Foundation, Texas; Phil Li, Executive Director, Robert Sterling Clark Foundation, New York; John Richardson, Director, Blackstone Ranch Institute, New Mexico; Jenna Wachtmann, Vice President, Ball Brothers Foundation, Indiana.
Andy Carroll, Senior Advisor at Exponent Philanthropy, advises staff, funders, and other leaders in philanthropy in the areas of leadership, advocacy and catalytic philanthropy. He works to empower more foundations and donors, especially those with few or no staff, to leverage their unique position and assets to catalyze change on important issues.