I was thinking today about some recent clients who have had difficulties with communicating. This can be difficult with any group, but a family, especially extended family, often experience exacerbated issues attempting to communicate. No group or family will always agree on everything and families often shy away from disagreement. So, nothing gets done and everyone goes home from their family foundation board meeting feeling faintly (or definitively) unsatisfied. In addition to learning about each other's communications styles and agreeing to vote rather than always relying on unanimous consensus (BTW, consensus doesn't require unanimity), I like to remind people that disagreeing can be a fascinating learning experience that reinforces your respect for one another. In a September 24th NYT column titled "The Dying Art of Disagreement", Bret Stephens wrote: "...[T]o disagree well you must first understand well. You have to read deeply, listen carefully, watch closely. You need to grant your adversary moral respect; give him the intellectual benefit of doubt; have sympathy for his motives and participate empathically with his line of reasoning. And you need to allow for the possibility that you might yet be persuaded of what he has to say." Here's to more disagreements with this in mind! -Julia
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So often I'm asked by people how to ensure what they give their dollars to "works" to make the change the hope to see. Since most of my clients do not choose (or have the resources to) invest in double-blind evaluations, I suggest they seek out how others have determined "what works," This can be done simply. One way is to keep your eyes open when you read the newspaper. For example, here's an article in the Seattle Times that explains how research has shown how music affects children's brains and their ability to learn. The New York TImes even has a regular column called "Fixes" that looks at solutions to social problems and explains why they work. Another example: a Washington Post article that reports on a Harvard University study showing that economic mobility hasn't changed in 50 years -- and what might make improve people's journey upwards. Other foundations that do spend resources to evaluate and research are other resources. For example, the Paul G Allen Family Foundation's Disrupting Poverty:Coming Together to Build Financial Security for Individuals and Communities can offer many strategies you may wish to fund. Consulting groups often make papers available to the public. For example, McKinsey released a report on obesity and how to tackle it. These kinds of resources are easily available, free, and suggest strategies that you can feel good about funding. Now your next job is to find the nonprofits that use the methods suggested in research...something I'll talk about in my next blog entry. You may not be able to do anything but accept that fact. Just because the activity is a worthy one doesn’t mean that your children will find it (a) interesting, (b) something they are willing or able to make time for, or (c) turn them into mini-philanthropists in their own right. And if wails of "Mom always liked you best!" echo through the hallways at family gatherings now, don't expect that to change just because this is a "good deed" activity. I've worked with dozens of donors who set up their foundation with the primary goal of forcing, er, providing an opportunity for their children to work together in order to build strong family bonds. It's not always that simple. There are several things that can help. Most of them require that you, the donor, cede decision-making power to your children. Yes, I know that can be difficult for donors. But if your children's involvement is most important to you, it's a step that must occur. First, if possible, bring on all your children. Showing favoritism can lead to major issues. Additionally, if the board of directors of the family foundation consists only of you, your spouse, your long-time financial advisor and and your attorney, asking an 18 year old or even a 30 year old to hold their own in a discussion among such old fuddy-duddies is asking a lot — unless you provide them with a cohort that can amplify their voice. To address this try to bring on more than one younger generation trustee at a time. Second, be flexible.Your children (or grandchildren) are busy trying to get their start in life. And they may not have the ability to take time off work for a meeting during the week — or afford a babysitter for a weekend. Schedule the meetings to make it easier for their schedule rather than yours and if there are costs involved (travel, etc.) that are a hardship for them, consider covering their expenses. Third, be sensitive to the time crunch. Younger folks with children or exams have much less time available for outside the home activities. Allow them to take time off or elect to serve or not each year and still come back the following year. If board service becomes a burden and you make it clear that you believe your children aren't pulling their weight, you'll risk losing them completely from the foundation's activities. And you'll appreciate the leave policy when you need that hip replacement or long vacation! Lastly, jointly make a decision about how you'll make decisions. It is very common for everyone else on the board to defer to the matriarch or patriarch. Give the next generation an equal say in what the foundation funds, which criteria it uses to make choices, and how it evaluates its successes and failures. —Julia It's never too soon to introduce caring about others and the community. Your kids will imitate your actions so let them see you engage. It takes time, but it is quite simple. As you go about your charitable and community building activities, bring the kids along. At a certain age, they can be plopped at the back of a board room with crayons or an iPad. They won't hear or understand much (or anything) that is going on, but they will recall that their parents find it important to be involved in community activities. As children get older and you decide they're ready to receive an allowance, require that they divide their allowance into two or three pots: to spend, to save... and to donate. You can simply give your child three jelly jars or purchase items designed for this purpose, such as Moon jars. Then, once a year, ask your children what they care about — animals, children who need health care, people who need housing — and help them donate the money. Make it a family event to volunteer — collecting tickets at the PTA carnival, serving a meal at the homeless teen center, participating in clean-up day at the local park or beach. Volunteering as a family reinforces shared values. When you think the time is right, provide a small amount — $100 - $500 — to your children and have them work together to determine where it should be donated. (A good way to learn how to make decisions — and compromises.) You can even ask fellow foundation trustees, other family members or good family friends to serve as philanthropic mentors to your kids. There are some formal youth philanthropy programs where teens serve on grantmaking boards. Youth Philanthropy Connect is a national organization. Community foundations and Social Venture Partners are two places to look locally for these (the links lead to examples in Seattle), or go to Learning to Give for other ideas. —Julia Everyone wants their investments to be successful and your desire for your charitable donations is no different. A common question asked by donors and trustees is, "How do I know I'm making a difference?" The best way to discover the answer to this is to answer a different question first: "What are you trying to accomplish with your family's foundation?" If you do want to practice effective — and rewarding — philanthropy, then answering that question is your first step. Some examples?
You get the idea.There are so many worthy goals.But the simple act of choosing a goal allows you to make all your following decisions so much easier and it gives you a chance to achieve something worthwhile. I’m going to let you in on a secret.Unless you are giving millions of dollars and pay for double blind longitudinal evaluations, you can’t truly know you’re making a difference. But don’t give up! There are many ways you can use proxy data to help guide your giving decisions to increase the odds of effectiveness. How? I want to be a philanthropic…how do I start? Congratulations! Giving to your community is a worthy goal. You know, you've already likely achieved that goal. Do you volunteer at your local food bank? Give to your church, synagogue, mosque, meeting house, etc? Serve on the board of a local non-profit organization? Call yourself a philanthropist or good citizen, or nice person? If you're talking about making donations in a thoughtful and organized manner, there are many ways to do so. The easiest? Writing checks to the nonprofits you care about. Yes, there are structures out there that sound more "official," such as a donor- advised fund or a private foundation. And you may want to look into the pros and cons of these entities. But in each of these choices (and there are others), you start the same way. Answer the question: “What am I trying to accomplish?” Well, (I hear you say), “I already told you. I want to be philanthropic.” May I suggest that you go beyond this to wanting to be effective with your philanthropy? If you don't want to, then you should keep doing what you're already doing and stop reading this. You don't need me. If you do want to practice effective — and rewarding — philanthropy, then answering that question is your first step. Some examples?
You get the idea. There are so many worthy goals. But the simple act of choosing a goal allows you to make all your following decisions so much easier and it gives you a chance to achieve something worthwhile. —Julia Help! My brother, sister, cousin, uncle, parents, grandparents, kids drive me crazy at our foundation meetings! I've seen it all. Brothers walking out in anger. Children feeling disenfranchised and depressed. Parents wanting to make all the decisions. Cousins wanting to quit if someone else doesn't. Why does this happen? Because family relationships are intense. They include long histories, differing generations, expectations, and responsibilities. You can avoid at least some of these problems by agreeing as a group how decisions will be made. Then, again as a group, develop decision-making criteria. Determine how much "homework" is needed, and who does it. Due diligence can be carried out by each member of the board, by certain members that have more time or expertise, or by someone you hire. Make sure everyone has a chance to talk at meetings. Create a set of rules that you post each time: For example, "No interruptions" or "Listen respectfully." For those who have a bad habit of interrupting, fine them $1 (or more!) to be collected for each interruption (use the money to pay for refreshments or add to a grant), or use a talking stick, or a carefully aimed Nerf® ball. (A former colleague of mine worked with a family foundation that placed their foam ball in a chalice in the board room!) Sometimes family dynamics become too difficult to handle and a dose of professional assistance may be needed. Foundations have split and families have developed schisms, all because people haven't agreed ahead of time what each trustee will do and how decisions will be made — and reviewed that process periodically to ensure it still works. —Julia I will always tell you not to start a private foundation without a really good reason! Because the fact of the matter is that private foundations take a lot of work. First of all, each structure you choose has its accompanying required paperwork. Checkbook philanthropy requires that you keep a copy of your check and receipt for your taxes. Donor advised funds have set-up, investment and grants lists paperwork — but the entity in which you've created your DAF prepares these. Private foundations have to fill out tax returns, grant agreements, minutes, declination letters, investment and conflict of interest policies, application forms — and that's just for starters. No wonder you're drowning! First of all, identify which pieces of this work you actually enjoy (if any). Keep those. Then outsource the rest. It can be just that simple. Your attorney and investment advisors likely have policy templates. Hire a college or high school student to file papers and send out declination letters. Engage a consultant to draft guidelines, application forms, and other letters. Post a website — it can be done for free at the Foundation Center — and make sure your application information and deadlines are up to date and available to the public. Divide the tasks among your trustees or bring in the kids and grandchildren to do some of it. Hire or outsource your program officer and grant due diligence work. And most importantly, don't ask for more information from grant applicants than you actually use to make decisions! —Julia You're sitting at your kitchen table sorting through several — or dozens — of letters of request or even full proposals for funding. They all fit your focus area. They all seem like good organizations. But you can't fund them all. How do you make a good decision? In a previous entry I noted that crafting a set of decision-making criteria would enable you to make better, more effective choices. Once you've done that, you can read each appeal with those criteria in mind. You value people learning to help themselves? Then look for an organization offering proven training programs with clear pathways out of poverty. You want to help kids be successful in school and in college? Consider how long an organization tracks its clients and how it determines success. Make sure that the students aren't sent off to college only with great fanfare but also with on-going support. You believe in evidence-based activities? Search for success indicators that indicate the organization uses evidence-based practices. You get the idea. The poem below is thanks to Vu Le who writes an insightful and often funny blog about managing a nonprofit organization called Nonprofit and Friends (formerly Nonprofit With Balls). Here is his latest: I can write the saddest grant proposal tonight Write, for example, the night is cold, And a family shivers, huddled in the darkness, An old keyboard rattles under fingertips and sings I can write the saddest grant proposal tonight I loved you, and yesterday you loved my org too On a night like this, I held your award letter, Reading it again and again under the infinite sky You loved us at times, and at times we loved you too I can write the saddest grant proposal tonight To think we have failed, to feel we have lost To see the immense hole in the budget, immenser without you And the outcomes fall to the page like hummus to a plate. What does it matter that we are an existing program? What does it matter the illusion of sustainability? In the distance, a program director weeps. In the distance. The night is cold, and my soul is not content. My eyes, exhausted, scan your website My heart, drained and battered, continues hoping. I love you, yet I hate you, yet I love you, yet I hate you. Grants are so small, and the restrictions so large Another. You will fund another. Like you funded us before. Maybe our logic model was not strong enough? Our Appendix A? On a night like this, I think of what we could have done. The night is cold, and my soul is not content Though I wish this be the last pain you make me suffer, I know this will not be the last of your RFPs I’ll respond to. |
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