In my last post on advice to new foundation staff, I said that there isn’t a handbook that tells you how to be a good Program Officer, that doesn’t mean that there aren’t a lot of tools along the way that will make your job a lot clearer. One of this blog’s readers, Donald, suggested The Insider's Guide to GrantMaking by Joel Orosz as a good starting point for new grantmakers. I have found Grantcraft’s articles to be very useful as well.
There is a lot to be said for written resources but there are also the “unwritten” rules of grantmaking. These are the rules that exist in the heads of our boards and presidents. Rules in this category are things like “we don’t fund that type of organization”, or “we can only invest our endowment in traditional investments, not community development projects”. One of my purposes of creating this blog was to begin to bridge the generational gap that exists in the field of philanthropy. Part of that generational gap is the younger generation’s lack of experience doing the business of grantmaking. There is a lot that can be learned in this job by experiencing it firsthand. You make an unsuccessful grant, you learn from that experience and make a better grant next time. But another part of this gap is more experienced grantmakers not taking the time to share the lessons that they have learned. Until we learn as a field to share our lessons learned within our organizations, and more importantly throughout the field, we will never make true progress on the issues that are impacting our society.
Tuesday, April 24, 2007
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2 comments:
In response to your comment about foundations needing to share more, an interesting example is a recent report from the Hewlett Foundation about an initiative that failed. According to a release from the foundation, the report "explores various missteps as the Foundation attempted an ambitious plan to reduce poverty and develop new community leaders in East Palo Alto, San Jose, and west Oakland neighborhoods. While the effort did score some successes, it fell far short of the Foundation’s goal of broad, deep, and sustained change in the three communities."
The full report is available at http://www.hewlett.org/AboutUs/
News/Foundation+Newsletter/
NII+Report.htm
Everything you've said here is absolutely true. One of the most striking things about the program officer position is that it's got remarkably little to with "hard skills."
Sure, it's helpful to have a strong finance background, upper-level administrative experience in not-for-profit work, strong analytical and writing skills, and lots of project management experience. At the end of the day, there's a lot of intuition, diplomacy, and knowledge of your foundation's culture that go into doing the job.
Some things can be put into writing: do we fund general operating expenses; do we fund capital projects; do we fund in education/mental health/environment/the arts/research....
Other things, not so much. Why is it okay to fund staffing for this project, but not in that one? Is it okay for the sustainability plan to read, "our plan is to ask other funders for money when yours runs out"?
Those are the sorts of things that one gains only through experience and the tutelage of good mentors.
Don
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