The 5th annual Philanthropy Conference will be held on December 4, 2009, at the Yale School of Management.  Please check back in a few months for more information.  Thank you for your interest!
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Mr. Brest shared with us a presentation about strategic philanthropy and shared with us some lessons from the book he co-authored with Hal Harvey, Money Well Spent.

• Strategic philanthropy is simply about how to reach a goal. Note, however, that strategic philanthropy has nothing to say about what your goals are. Goals are not, in and of themselves, strategic—for example, look at the issue of gay marriage in California, which had philanthropic support on both sides in service of contradictory goals. Once you choose a goal, regardless of what resources you have, strategic philanthropy will help you use your resources most effectively to get to that destination.
• Before going on a journey, you’ll want to know something about navigation. Thus, it pays to research the current activity in the field and perform due diligence before committing to a strategy. Any strategy must be based on a sound empirical theory about how the world works. You’ll also want to identify great leaders and organizations to carry out the change.
• Targets are a good way of holding oneself accountable and help to clarify the goals—i.e., not just “improve educational outcomes” but “get 80% of fifth-graders to a minimum reading level.” They are also helpful for tracking progress.
• Feedback is tremendously important for achieving one’s philanthropic goals. Dead reckoning without a compass will soon lead to getting off track. Social change is even harder than sea navigation, so use all the tools at your disposal to get feedback on your performance.
• To understand risk in philanthropy, Brest introduced us to Expected Return analysis, a metric that the Hewlett Foundation has been exploring to evaluate potential opportunities. Expected Return is simply the value of a successful outcome times the probability of the outcome, divided by the cost. Needless to say, an exact quantification of the benefit from a program isn’t always quantifiable, but this mode of thinking can be helpful for focusing an agenda even without exact numbers to work with.
• Brest also spoke about recognizing and dealing with failure as a critical component of a successful strategy. Failure tends to be a dirty word in philanthropy, but talking about risk can put failure in context and recognizes it as a real possibility. He is so passionate about the need to talk about failure that he started a contest at Hewlett in which each program nominates for a prize its worst grant of the year. It’s also important to distinguish between organizational failures that happen despite due diligence on the part of the grantmaker and strategic failures that result from relying on a suspect theory of change.

with Elan Garonzik, ELMA Philanthropies; Robin Hacke, Living Cities; Penny Fujiko Willgerodt, Prospect Hill Foundation

• Panelists first considered what can be accomplished collaboratively that can’t be done otherwise. Penny Willgerodt pointed to her experience with the Gulf Coast Fund in suggesting that one benefit is the ability to provide flexibility to foundations’ missions and explore opportunities slightly outside of their normal area of activity. Robin Hacke shared that collaborations such as Living Cities can provide cover for risk-taking, since responsibility is shared among several organizations. Collaborative ventures can also be more nimble than member organizations if given sufficient autonomy by those organizations.
• Some common pitfalls of collaborative efforts include trying to pushing issues on which not all constituents are united; not fully understanding your partners’ motivations and needs; having too many goals for the collaboration; and finding the right balance of priorities. Partners need to be fully active and engaged in order for collaborations to work. Organizations also need to know when they may not be the right agent for a particular change. As one panelist put it, “if we don’t do something, that doesn’t mean it doesn’t get done.”
• Panelists offered a few tips for ensuring productive collaborations, particularly in the beginning stages. Several urged that the first meeting should take place in person, because too much information is lost from distanced forms of communication. Hacke shared her organization’s rule of thumb that if the second meeting cannot result in a list of action points, there is probably not enough common ground to proceed. Furthermore, partners need to be cognizant of the true time requirements of collaboration—and know that international work can take twice as long because of language and cultural issues. Willgerodt noted that in order for collaborations to be successful, all partners must possess sufficient organizational capacity to handle the extra work.
• Audience members asked several questions about other types of collaborations, including working with constituents (i.e., those being directly served); collaborating with grantee organizations; and helping grantee organizations to collaborate with each other. Panelists noted that the power dynamics between donor and receiver are important, and that more removed they are from each other, the harder it is to get at the truth. Trust in the grantmaking relationship is thus very important. For this reason, intermediaries can help extend a larger foundation’s reach into the community because the intermediary organization can have closer relationships with grantees.

with Michele Courton Brown, Bank of America; Lucas Held, Wallace Foundation; Kyle Reis, Grants Managers Network; Sean Stannard-Stockton, Ensemble Capital Management

• The panelists were in agreement that philanthropic organizations could do a better job of working together to improve outcomes. However, measuring outcomes and defining impact is not without controversy. If a donor has a particular focus, then it has impact by working towards its mission, however narrow the focus. For example, the Wallace Foundation tries to maximize its impact in its three areas of focus (school leadership, out-of-school time, and the arts) by incubating new initiatives and spreading the word if the initiative works. According to Michele Courton Brown, corporate foundations are particularly interested in measuring impact since foundation strategy often interacts with overall company goals.
• While Lucas Held gave us an excellent brief history of how foundation giving has changed in recent decades, Kyle Reis pointed out that philanthropy is still a fledgling field in many ways. He said that it’s telling that this is the 4th annual Yale SOM Philanthropy Conference rather than the 14th or the 40th.
• What about collaboration with colleagues towards a particular end? Kyle Reis has been working with Project Streamline, a multi-foundation effort aimed at finding ways to reduce the cost to non-profits of applying for grants, thus maximizing resources that can be put towards programs. Yet the level of information-sharing among individual donors in particular is discouragingly low. Sean Stannard-Stockton pointed out that it’s common to see investment advisors appearing on TV to share tips, even though they are disincentivized by the market to do so. So why aren’t more donors sharing information with each other when there is no downside?
• Should grantmakers share information about programs that aren’t working? While it’s great to have as much information out in the open as possible, there is also a strong urge on the part of foundations to protect the organizations and people that they have invested in, especially if they are trying new initiatives. Talking about failure in the philanthropic community would not be such a challenge if it were more commonly expected, and if there were a system in place for sharing information of this kind. Without this, first-movers risk suffering highly negative consequences to their reputations and relationships with nonprofits. On the other hand, what’s important is the cause, not the organization; public knowledge of a nonprofit’s difficulties in accomplishing its mission can encourage resources to flow to stronger programs, ultimately leading to a greater good. Panelists agreed that, for better or worse, greater transparency is coming, pushed along by outside organizations and individuals who publish blogs and spread the word with new technology.
• Finally, the panel discussed the value of common metrics to evaluate non-profits. They described the importance of having the right metric, because it drives the direction of the programs; as one panelist put it, good metrics are great, but bad metrics are really harmful. They cautioned that there needs to be a balance between choosing metrics to drive organizational performance and letting organizations be entrepreneurial.

Mr. Magaziner began by talking about his work with the Clinton Foundation, focusing on HIV/AIDS in Africa, health problems in the United States, and energy.

• The President of Mozambique has said that two people have to be hired for every job because so many people are dying from AIDS. Treatments exist, but providing them to such a low-income population is not cost-effective. Feeling that it is morally unacceptable to leave people untreated when the knowledge exists to treat them, the Clinton Foundation decided to focus its resources on scaling up care and treatment. The Foundation successfully negotiated agreements with generic drug companies and helped to bring down the cost of treatment from $1200/person/year to $100/person/year, and still managed to preserve a profit for the pharmaceutical firms by increasing volume. The last part is important because at the moment 70% of healthcare expenses in Africa are paid for by outside donations, which is not sustainable over the long term.
• In the US, the biggest health problem is childhood obesity. The Foundation was able to convince major soft drink providers to adopt a voluntary standard that resulted in high-sugar soft drinks being removed from 80% of school districts within two years. A similar impact can be achieved by substituting baked chips for fried chips as a snack choice.
• Many existing buildings and utility systems are horribly energy-inefficient. Yet the costs of retrofitting those buildings are needlessly inflated by transaction costs such as licenses. The Foundation worked to cut those costs and pass the savings along to consumers, helping the market double within a year.
• Magaziner closed by offering some lessons from his work at the Foundation. The first is to remain respectful of local culture when trying to show people a better way, particularly in light of the ghosts of colonialism. Secondly, the economics of foreign aid are all wrong—the bulk of aid never reaches its intended recipients because of waste higher up in the chain. Finally, speed is of the essence—people are dying, and while it’s important to try to get as much right in the first pass as possible, one should expect to make mistakes and to learn from them

Lucas Bernays Held has been Director of Communications for the Wallace Foundation since 2002.  He leads a team responsible for developing integrated communication strategies, including media outreach, conferences, websites, and partnerships, that help advance the Foundation’s effort to expand learning and enrichment opportunities by supporting and sharing effective ideas and practices.  He plays a key role in shaping the Foundation’s knowledge development and sharing efforts.

Previously, he was vice president for public affairs at Barnard College, Columbia University, from 1998-2002, where he helped raise the college’s profile and led the crafting of the college’s first strategic plan.  He was director of college relations at Connecticut College, and an editor at The Middletown Press of Connecticut.

Held presents regularly on arts, educational leadership and communications, and has published articles on strategic communications, music, and art criticism.  He contributed the lead essay in the international exhibition catalogue for In a Field of Poppies by artist Richard Harden.  He is the recipient of awards from the Council for the Advancement and Support of Education, the University and College Designers Association, and Admissions Marketing Report.  He earned a certificate in marketing management from Columbia University Graduate School of Business, and a B.A. in English from Haverford College.  He is a graduate of The Commonwealth School.

Elan Garonzik is Vice President for Programs at ELMA Philanthropies, which focuses on improving the health, education, and livelihoods of disadvantaged youth in Africa.  Previously, he was a program officer at the C.S. Mott Foundation where he handled grantmaking that strengthened the nonprofit sector and philanthropy in the U.S. and globally.  From 1991 to 1997, he was the deputy director of the European Foundation Centre, in Brussels, Belgium.  Prior to that, Garonzik worked at the Foundation Center.  Garonzik holds an MFA from Carnegie-Mellon University and an MBA from the University of Michigan, and he is a board member of the Association of Black Foundation Executives.

Garonzik’s experience in multi-sector collaboration is extensive.  While at the European Foundation Center (EFC), he played a key role in joint efforts with the European Union to enhance information on philanthropic giving in areas of mutual concern to the EU and to foundations and other nonprofits in Europe.  This led to a series of landmark publications focused on culture, the environment, and strategically important in the early 1990s, on funding targeted to Central/Eastern Europe.  At the Mott Foundation, Garonzik was program officer for efforts supporting the 1999 White House Conference on Philanthropy, as well as for the first Foundation Liaison post within the state of Michigan’s Governor’s Office.  He was also instrumental in forming a partnership between the Foundation Center, Guidestar and the Urban Institute’s Center on Nonprofits and Philanthropy to provide information to the Senate Finance Committee and others, on the Committee’s 2003 investigation on the expense practices of the leading US foundations.

In addition to ABFE, Garonzik serves on the advisory committee of the Coalition on Children Affected by AIDS.  Prior committee service includes the International Committee of the Council on Foundation, the Center for Effective Philanthropy, and the Worldwide Initiative for Grantmaker Support.

Penny Fujiko Willgerodt is Prospect Hill Foundation’s new Executive Director as of September 2, 2008.  The Prospect Hill Foundation is a family foundation established in 1960 by Mrs. Elizabeth G. Beinecke and Mr. William S. Beinecke, then President and now retired chairman of the Sperry and Hutchinson Company.  The Prospect Hill Foundation’s mission is to advance the human experiences while ensuring the well-being of the earth.  Its four program areas are environmental conservation, nuclear nonproliferation, reproductive health & rights, and criminal justice.

Prior to her appointment to Prospect Hill Foundation, Penny served as a Vice President at Rockefeller Philanthropy Advisors (RPA), where she worked for nine years.  She began her philanthropy career at the Ms. Foundation for Women in 1987 and joined the Joyce Mertz-Gilmore Foundation as a program officer in 1990.  During her nine-year tenure at Mertz-Gilmore, Penny worked in the areas of human rights, energy and the environment, peace and security, and New York City civic and cultural life.  She then joined the Rockefeller Family Office in the fall of 1999 and became part of the start-up team and senior staff of RPA when it was created in 2002.  At RPA, Penny worked with individual donors, family foundations, charitable trusts, donor-advised funds, and funder collaboratives on a range of issues including arts and culture, reproductive rights, criminal justice, environmental health and conservation, sustainable development and international human rights.  Penny continues to serves as a fund advisor to two special projects at Rockefeller Philanthropy Advisors–the Gulf Coast Fund for Community Renewal and Ecological Health, and the Legacy Fund of the Special Court for Sierra Leone–and serves on the boards of two New York City cultural institutions, Weeksville Heritage Center and the Tenement Museum.

Beth Osborne Daponte, Ph.D. is a Senior Research Scholar at the Institution for Social and Policy Studies and Lecturer in the School of Management at Yale University.  She has taught Program Evaluation at the graduate level for fifteen years.  She started her career in evaluation at Carnegie Mellon University and at the University Center for Social and Urban Research at the University of Pittsburgh.  She received her Ph.D. from the Social Sciences Division of the University of Chicago, specializing in demography.  Dr. Daponte has worked with a wide variety of non-profit, governmental, and for-profit organizations, helping them overcome their evaluation challenges.  Currently, she is working with a large community foundation, helping it address its evaluation challenges at both the organizational and programmatic levels.

Beyond evaluation, Dr. Daponte has conduced research in the fields of population estimation and food assistance and served as a policy coordinator for Ned Lamont for Senate.  She also served as the vice-chair of America’s Second Harvest’s Technical Advisory Group for the groundbreaking studies Hunger in America, 2006 and 2002.  Her book, Evaluation Essentials: Methods for Conducting Sound Research was published by Jossey-Bass/Wiley in July 2008.  Other recent publications focus on food assistance to the poor and the interaction of demography with human rights.  She has published in journals including The Nonprofit and Voluntary Sector Quarterly, the Journal of the American Statistical Association, the American Journal of Public Health, and the Journal of Human Resources.  She resides in Stratford, CT with her husband and three children.

Robin Hacke is Director of Capital Formation at Living Cities, a pioneering partnership among 20 major foundations and financial institutions that invests in revitalizing America’s cities.  Members of Living Cities include leading foundations such as Ford, Gates, MacArthur and Rockefeller, as well as banks and insurance companies such as JP Morgan Chase, Bank of America, Prudential, and MetLife.

Living Cities received the 2008 “Distinguished Grantmaker Through Collaboration” Award from the Council on Foundations for its leadership in creating an effective cooperative funding model that bridges the philanthropic and corporate worlds.  Since 1991, Living Cities has invested more than $543 million in 23 cities.  This funding has helped build homes, stores, schools, daycare, healthcare, job training centers and other community assets that exceed $15.9 billion in total value–a remarkable leverage ratio of 29:1.

At Living Cities, Ms. Hacke is responsible for developing initiatives to aggregate and deploy investment capital in low-income and underserved urban communities.  She manages the Living Cities Catalyst Fund, the first in our family of social investment funds.

In her previous role as a venture capitalist and entrepreneur, Ms. Hacke raised over $72 million from institutional, corporate and individual investors in two funds, and built a portfolio of investments in 20 start-up companies.  She has spent most of her career guiding the growth of technology companies as a manager, consultant, and director.  She founded and ran a strategy consulting firm that worked with 110 clients, and she currently serves as a director and Audit Committee Chair of Alvarion, a wireless communications company traded on Nasdaq.

Before entering the tech sector, Robin was a banker in the Public Finance Department at Shearson Lehman Brothers, where she structured mortgage-backed bonds.  She earned an MBA from Harvard Business School and a BA magna cum laude in Government from Harvard-Radcliffe College.