It seems this whole blogging thing might just catch on. So I decided I’d better add my thin, reedy voice. I was inspired not just because Tarek and Josh, the resident cool kids, were doing it. Nope – I was inspired as well by this article from the current issue of the Stanford Social Innovation Review: it explores what makes a good program officer, and how much the program officer’s reputation extends to the foundation as a whole. It’s another fine contribution based on the careful confidential surveys of grantees conducted by the Center for Effective Philanthropy.
So why is this blogworthy? For me, it’s personal. I have spent many years working for foundations. Or more precisely, I have worked for program officers. Lots of program officers. It’s almost always a personal connection, not an institutional one. The best among them are sources of intellectual stimulation, useful connections, and timely counsel. They have told me for years, explicitly or implicitly, if my work was good or bad, valuable or expendable. (There is even one at my house who tells me, gently, whether I’ve done a good job with the laundry.)
I have also been a program officer, in effect, for the Carnegie Corporation and the Pew Charitable Trusts. So I have this whole complicated love – hate/ self-love – self-hate thing going about how much individual program officers influence the work of their grantees. And I know how much those program officers influence the reputation of their foundations. So the Center for Effective Philanthropy’s effort to ask grantees to categorize program officers as “great, good, and mediocre” caught my jaundiced eye. And the recommendations for improving grantmaker communication with grantseekers can do more than burnish the reputations of their foundations; it can help improve the work we all do together.
We like efforts to improve communication between grantmakers and nonprofits – especially where advocacy planning and evaluation are concerned. Advocacy is tough. It works better when foundations and their grantees agree on what policy change they want to bring about, how they think change will occur, and how they will know they are making progress. Helping that happen is what we’re all about at Continuous Progress Strategic Services; and we’re happy to learn from and with a bunch of foundations and consultants working on this same problem. Stay tuned for more information from the Advanced Practices Institute on this topic convened by Atlantic Philanthropies, the Casey Foundation, and the California Endowment.
In the meantime, I'll keep sorting the laundry.