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How you make grants is as important as what you fund

At a recent Evaluation Roundtable Community of Practice session we asked what working practices people are hoping to retain from lockdown; and what they are looking to improve or introduce as they approach autumn and winter. In the  fourth of our blog series addressing these questions, we ask Kate Peters (Community Foundation for Surrey) to share her reflections.

 

Remember March? The world turned upside down, and we all had to come to terms with living a totally different kind of life, separated from loved ones and our normal routines. Meanwhile, the voluntary sector was not only stepping up to be a lifeline to thousands of our vulnerable neighbours but facing a disaster in terms of lost income. Community fundraising was cancelled and contracts and grant funding were put into question as projects became undeliverable.

 

The Community Foundation for Surrey launched a Coronavirus Response Fund on 26th March. We made our first awards after only 6 days on 1st April. Six months and £3million of grants awarded later, what have we learned from the experience?

 

It’s not just the money

 

Although the money was obviously critical, what we heard from our grantees back in April was how important it had been to groups to know someone was going to help. A number of key funds closed to applications at that time–just knowing we were there for them was really valuable.

 

It was not a big job to send a message to all our grantees, stating that whilst we understood that projects might pause or even fail, we would be flexible with reporting and changed delivery. That was one less thing for grantees to worry about and an element of funding that could stay in the budget. It is a message I still need to reiterate to grantees as their grant reports come due and I always sense their relief.

 

So, what did we learn? – How you make grants is as important as what you fund. Our impact as a Foundation can be seen in the invisible, intangible support we give to our groups.

 

Keep it simple

 

Keeping the criteria for the Response Fund simple and flexible made it much easier for us to be inclusive and responsive. As a Community Foundation we have a large range of funds with sometimes very targeted aims. Working with one Fund was refreshing and made it a lot easier to make quick decisions.

 

So, what did we learn? –  We need to look at the criteria for our programmes and ask: can we simplify for the benefit of our applicants – and for us?

 

Relationships, not process

 

The biggest factor enabling us to make quick decisions was our knowledge of our applicants and grantees that has built up over years. We could cut down the length of our application forms and take a lighter touch approach to due diligence because we know these groups; we know they can deliver good work. 

 

But what about the groups we don’t know so well? And the pop-ups and small un-constituted groups? We worked with the support groups, including the CVS network, which agreed to act as fund holders for small or new groups. These local support bodies knew what was happening in their areas and their advice and intelligence allowed us to be confident in our grant-making.

 

So, what did we learn? – Investing our time in getting to know our grantees pays off. Being part of the local sector and networked with the key players is invaluable. We must make time to get beyond the forms and reports and build relationships.

 

Even more relationship building

 

Those groups, who we already knew struggle with accessing our funds, were left behind in the initial stages of the Response Fund. While experienced applicants can quickly jump on a new funding stream, those groups for whom grant funding is an unfamiliar world could not take advantage of our support in the same way.

 

So, what did we learn? – There is an opportunity to take something good out of the crisis; more and better relationships with groups which don’t traditionally look to Foundations for funding.  We must take time to promote and offer support to inexperienced groups when launching any programme to ensure everyone gets a fair chance. We have made a commitment to do better and we will.

 

What Next?

 

We focused our Covid-19 grant-making on being there for our community; a rapid response, enabling groups supporting vulnerable people to just keep going. Response to a crisis is not the same as long term grant making, but there are good lessons we can take from the experience to inform how we make better grants for the long game.


Next Thursday (12th November), in the fifth in our new series of blogs about learning from funding during Covid, Andre Clarke describes how Comic Relief is driving forward an approach to funding that is rooted in trust: ‘we recognised timelines, expenditure and goals set out in existing grant agreements might need to shift to reflect the changing context, and we made that easy to do’.


If you are interested in joining our Evaluation Roundtable Community of Practice for learning and evaluation staff in UK trusts and foundations, please email vanessa@ivar.org.uk.

Old dogs, new tricks?

At a recent Evaluation Roundtable Community of Practice session we asked what working practices people are hoping to retain from lockdown; and what they are looking to improve or introduce as they approach autumn and winter. In the second of our blog series addressing these questions, we ask Oliver French (Lankelly Chase) to share his reflections.

 

 

The pandemic has given fresh energy to some long-held frustrations with foundation practice. It’s not the first time that demand for trust-based relationships, core funding, flexibility, responsiveness, light-touch monitoring and shared reporting frameworks have come up, and there have been many stalled attempts to evolve funder practice. Whatever the radical fringes and self-image of the philanthropic world look like, foundations have generally proved themselves conservative and resilient institutions, in that our processes and practices (and personnel?) change at a glacial pace, and power is rarely shared or distributed.

But a national medical and social emergency, coupled with a summer of direct action and debate about racial justice, has put foundations’ structures and practices under more acute stress than before. It remains to be seen which orthodoxies will spring back and which we might have lost forever – willingly or otherwise. Could we be in the middle of an evolutionary leap, where before we’ve only managed small steps? What stopped us changing before, and are those structures still in place?

To figure this out, at Lankelly Chase we’ve been trying to tune into change at the level of ‘how’ and ‘who’, rather than just ‘what’. A new emergency fund here, or the suspension of an outcomes evaluation there, will have quite a low ceiling. But the remaking of a trustee board, the redistribution of decision-making rights in local places, and the creation of new centres of power have much greater transformative potential. As individuals, as organisations and as a sector, we should not just be looking to ‘build back better’ on the outside, but from within too: rather than seeing change as something that we create, support, resource or manage, it’s something that we seek to model and embody in the ways that we behave.

 

As individuals, as organisations and as a sector, we should not just be looking to ‘build back better’ on the outside, but from within too: rather than seeing change as something that we create, support, resource or manage, it’s something that we seek to model and embody in the ways that we behave.

Complexity and adaptation

 

It’s a normal human tendency to see the things which confirm our worldview and minimise those which challenge it. For our part at Lankelly Chase, we’ve long held that social change work isn’t characterised by simplicity or linearity, but by complexity and unpredictability. Covid didn’t introduce uncertainty to our world, but it has certainly increased our sensitivity to it. It’s also given us and our partners more freedom to sit with ‘not knowing’ and lack of control, and released some of the usual pressure to reach for comforting but spurious measures of performance or effectiveness.

For us, coronavirus has been further evidence that we’re living and working in a complex environment, and we’ve been trying to deploy our resources and attention accordingly. This means pivoting away from a focus on things like planning, delivery and assessment; and looking instead towards sensemaking, responding, and adapting to continuous change. We’ve sought to do this collectively, alongside networks in the places and partnerships we’ve invested in – not trying to ‘manage’ or to ‘assess’ but to inquire; and finding that “what have you noticed?” is a much deeper question than “what have you done?”. Instead of meticulous planning and retrospective evaluation, we’ve been able to act (and fund) with fewer conditions and more trust, and focus on putting the architecture in place to learn as we go. We’ve been trying to do this continuously and ‘in the moment’ (about which we’ve published a series of blogs), rather than waiting for the benefit of hindsight.

 

Instead of meticulous planning and retrospective evaluation, we’ve been able to act (and fund) with fewer conditions and more trust, and focus on putting the architecture in place to learn as we go.

 

Back to the future(s)

As the pandemic has unfolded, it’s become increasingly difficult to separate conversations about crisis response from those about a post-Covid future. After an initial flurry of activity, the demand for quickfire cashflow support has died down (for now…) amongst Lankelly Chase’s funded partners (more on our approach here), and our hastily convened ‘emergency’ team has found itself inexorably drawn into deeper questions like “when is an emergency no longer an emergency?”. We’ve been forced to consider what kind of future we’re (re)building towards, what kind of environment we’ll be operating in, how our new context will be shaped, and who gets to decide.

At times the number of flatpack futures being offered has felt overwhelming, as thinkers of all stripes offer different visions of what society should look like. We’ve felt very aware of who has a platform, whose voices are loudest and whether they’re the same ones we usually hear, which is why initiatives like the Lottery’s ‘Emerging Futures Fund’ are so important – not just for centring different voices, but also for unashamedly investing in enquiry and imagination.

At a very simple level, the Covid-19 pandemic has unlocked charitable resources that might otherwise have remained in bank accounts or questionable investment funds. It’s given us both the opportunity and the cover to do more, more quickly, than we had originally planned, including undertaking bigger experiments with devolved power and participatory grant making. The test now will be how we can respond to our tendencies to slip back into the old habits we’ve professed to dislike, and ensure that what’s been proved possible becomes normal – even essential.

 

The test now will be how we can respond to our tendencies to slip back into the old habits we’ve professed to dislike, and ensure that what’s been proved possible becomes normal – even essential.


Next Thursday (5th November), in the fourth in our new series of blogs about learning from funding during Covid, Kate Peters describes how the Community Foundation for Surrey has begun to embrace a different philosophy of grant-making: ‘How you make grants is as important as what you fund’


If you are interested in joining our Evaluation Roundtable Community of Practice for learning and evaluation staff in UK trusts and foundations, please email vanessa@ivar.org.uk.

Promoting equitable, inclusive and transparent grant making

At a recent Evaluation Roundtable Community of Practice session we asked what working practices people are hoping to retain from lockdown; and what they are looking to improve or introduce as they approach autumn and winter. In the second of our blog series addressing these questions, we ask Himali Dave (Urban Movement Innovation Fund) to share her reflections.

 

Despite the stark social, political and economic moments of the past year, we have seen incredible resilience and drive from our grantees. This has prompted us to reflect on our role as a funder and convener, and how best we can support organisations – not only to continue to meet their own strategic objectives during this period, but also to create a collective impact that is greater than the sum of its parts. Reflecting on what we have seen emerge with and through our partners, below are 3 key practices we are looking to retain and grow.

1. Agile and responsive grant making

 

We have realised that our collaborative grant making philosophy itself has been key to enabling UMIF to respond quickly, from supporting grantees to adapt and pivot projects through to responding to the field’s resource and capacity needs to operate in their new respective realities. By consciously minimising the associated layers of bureaucracy that often comes with grant making, we have seen more trust built with the field, as well as increased scope for creativity.

 

By consciously minimising the associated layers of bureaucracy that often comes with grant making, we have seen more trust built with the field, as well as increased scope for creativity.

 

Examples of this can be seen in global response grants which went from proposal to approval process within two months, including grants enabling organisations across India, South Africa and Mexico to virtually connect grassroots allies under lockdown. We need to hold onto this as a guiding principle and strive for high levels of collaboration and continued dialogue with grantees, and in doing so promote equitable, inclusive and transparent grant making.

2. Building shared ownership of learning agendas

 

Whilst the pandemic has overhauled ‘business as usual’, it has also sharpened the focus on key questions which often preoccupy funders and NGOs alike: “What are we learning? And how are we putting that learning into practice?”

In light of the fact that we are a relatively new fund, with most grants not yet having reached the one year mark, we have used this opportunity to embed a learning approach into new projects early on in their development. Through this process we have had some incredibly transparent conversations with grantees around their measurement-related anxieties – a common concern within movement building work, which is often hard to measure and attribute to individual projects. A key outcome from these conversations has been shifting the focus from ‘success’ to ‘learning’, which has really encouraged our grantees to consider metrics as a positive and experimental tool to accompany key learning questions, rather than donor-pleasing exercise.

 

A key outcome from these conversations has been shifting the focus from ‘success’ to ‘learning’, which has really encouraged our grantees to consider metrics as a positive and experimental tool to accompany key learning questions, rather than donor-pleasing exercise

3. Fostering virtual communities

 

Transitioning to a virtual operating space has not only fundamentally shifted how we interact with each other, but it has posed an additional challenge for UMIF as a funder that seeks to convene the field and foster collaboration and networking.

In order to maintain and grow the momentum within the community, we have hosted virtual convening sessions through the year, bringing together 55 participants from civil society and philanthropy. Despite the successes we have had in developing various strategies and collaborative projects remotely and across multiple geographies, ‘Zoom-fatigue’ is a real challenge and something that we have had to be mindful of. We have tried to apply the same principles as we would do for in-person sessions, with a unique offering for each convening: we bring in external facilitators, regularly check in and gather feedback, and encourage dialogue and interaction through breakout sessions. Building on grantee feedback, we have also tried to support regular points of contact in between these moments through newsletters examining best practices.

As we approach 2021, and with lockdowns most likely to remain a regular feature in our lives, we need to hold onto and smarten our utilisation of these technologies and techniques to ultimately strengthen and deepen the connectivity amongst our field of grantees.


Next Thursday (29th October), in the third in our new series of blogs about learning from funding during Covid, Oliver French, from Lankelly Chase, will reflect on what he and colleagues have been learning about what’s been made visible, possible and necessary as the covid-19 pandemic has unfolded.

If you are interested in joining our Evaluation Roundtable Community of Practice for learning and evaluation staff in UK trusts and foundations, please email vanessa@ivar.org.uk.

Making ‘relational’ real: Our experience of funding during Covid

They say moving to a new house is one of the most stressful things you can do. For others it’s starting a new job. And as everyone knows now, living through a pandemic has been a new extreme of stress. But imagine all those things at once.

 

We were told to work from home after I spent less than 2 weeks at The Robertson Trust. I barely had time to learn everyone’s name (sorry colleagues). I had just moved myself up from London to Glasgow. All my stuff (plus partner) was in a mountain of boxes in our tiny Greenwich flat, ready for us to move into our new house on the 24th of March. That’s right – the day after lockdown.

 

I’m glad to say that we did manage the move – but not without a huge amount of stress, panic and surviving for more than a month with no furniture.  

At the same time, The Robertson Trust was experiencing its own stresses: a change in organisational structure, a new strategy to work out and staff adjusting to working from home.

 

Reflecting on the last six months, one thing I know now is the antidote to stress is being kind to yourself and asking for support when needed. I have certainly leaned on friends and family for support and given into a lot of creature comforts during lockdown. But, can we, as a Trust extend a sort of organisational kindness?

 

A new (kinder) approach?

 

We know that many Third Sector organisations have struggled to raise funds or generate income throughout lockdown and that many have had to radically change the way they operate. At the same time, they are seeing more demand from the communities they serve. In short, the charities we support, and the people who work or volunteer in them, are having a tough time.

 

We already knew that one of the ideas we wanted to employ in our new way of working was being ‘relational’. While principles on paper can be often be meaningless, the need for a relational approach has really come alive over the last six months. Although developing and implementing a new strategy during lockdown hasn’t been easy, I don’t believe we would have lived this principle so fully if it had been at any other time.

 

I see ‘relational’ as being supportive or kind – values that continue to be present in abundance across communities in Scotland. And just like going the extra mile for friends and family during lockdown; the same is true of the charities we work with.

I see ‘relational’ as being supportive or kind … just like going the extra mile for friends and family during lockdown; the same is true of the charities we work with.

As part of developing our new strategy, we have reviewed our communication. The way we communicate externally is now friendlier, supportive and more straightforward. We’ve also thought about accessibility and given options for people to highlight additional support needs.

 

A new strategy gave us time to assess our relationships and our role as a funder. We proactively build and maintain relationships in a wide range of sectors. We listen to how areas that we are interested in supporting have been impacted by Covid and how, using our assets as a funder and connector, we can help to make a difference.

 

Through the development of our funds, we reviewed the way we considered applications: We thought hard about the experience from an applicant’s point of view. We now have clearer and more transparent application and assessment processes that are proportional to the amount organisations receive.

 

Using Trust in Learning

 

Our approach to learning from our funds is based on relationships and trust. We will no longer ask our grant holders to tell us what outcomes they want to achieve. We will no longer ask them to measure those outcomes at the end of their grant period. We trust them to know the needs of their communities, to spend their grant wisely and to do a good job.

We trust our grant holders to know the needs of their communities, to spend their grant wisely and to do a good job.

We know that many people working in the third sector spend too much time writing funding applications and reporting on that funding. If a project or service has a melting pot of funders with different reporting requirements, that can mean a huge amount of time away from frontline work.

 

We still want to hear from grant holders at the end of their grant, but we want to check in on their experience: What were they able to do with their funding? What went well? What challenges did they face? How can we help them to overcome these in the future?

 

Organisations we fund can also choose to report to us in a way that’s meaningful for them. We’re happy to speak on the phone or they can send us a video or a report they’ve already made. 

 

Part of our approach to learning, and the shift away from formal reporting, is about seeing the benefit of informal data. What will tell us more about an organisation – a list of outcomes that they may or may not have achieved, or an informal chat where they have free-reign to tell us everything about their work? I’m excited to see informal conversations and peer learning events sitting alongside more traditional methods of evaluation like surveys.

After all, we’re not here to monitor and regulate funding – we’re here to support organisations and learn alongside them.  

We’re not here to monitor and regulate funding – we’re here to support organisations and learn alongside them.

What next?

 

The only thing about the immediate future is its uncertainty. We don’t know when or how new restrictions will end. We don’t know how badly the third sector will be affected. We don’t know the long-term impact on communities. We do know, however, that the pandemic isn’t over, and the foreseeable future will continue to be tough for everyone.

 

Despite this, I believe lockdown has made us a kinder funder who looks to build strong relationships with the organisations we work with. We’ve really brought to life the principle of being relational and we will continue to put this principle in action.


Hazel is a member of our Evaluation Roundtable Community of Practice for learning and evaluation staff in UK trusts and foundations. If you are interested in joining, please email vanessa@ivar.org.uk.

Next Thursday (22nd October), in the second in our new series of blogs about learning from funding during Covid, Himali Dave, from the Urban Movement Innovation Fund, will reflect on what she and colleagues have been learning about how best to support organisations to create a collective impact.