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Www.com-matters.org Transparent www.com-matters.org.

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Presentation on theme: "Www.com-matters.org Transparent www.com-matters.org."— Presentation transcript:

1 Transparent

2 Transparent Openness drives mission. Social change organizations that operate transparently build trust with their stakeholders, which helps advance their mission.  People we trust are more honest, modest, forthcoming, and willing to discuss difficult topics, including their own mistakes and shortcomings.  When you are truly open about governance, finances, investments, HR policies, partnerships, your grantmaking processes and programmatic performance, you help grow a culture of trust and transparency.

3 Transparent Transparent 24% Percentage of respondents from private foundations who agreed that their organization should “stay under the radar.”

4 Transparent Transparent 18 Number of foundations who have joined Foundation Center's Reporting Commitment.

5 Transparent Transparent 74% Percentage of respondents to a Grantcraft survey who say they have perceived an increased demand for funder transparency over the past 5 years.

6 Transparent Transparent 30+ Number of foundations who have made their Grantee Perceptions Reports public as an act of transparency.

7 Transparent “ “Foundations need to share their information more easily and freely. It also helps if they pay for general funds for the communication needs of grantees and budget communication into their programs.” PROGRAM LEADER Nonprofit

8 Transparent “ “It’s important to distinguish between strategic communication and PR. Some communication really can advance a cause and some is more focused on recognition. Foundations are often not very good at being honest about the difference.” PROGRAM LEADER Private Foundation

9 Transparent “ “With public funds, the public has the right to know what the organization is doing with those funds.” EXECUTIVE LEADER Nonprofit

10 Transparent How open is your organization?

11 Transparent How do you share information?

12 Transparent What should remain “under the radar?”

13 Transparent Enter Title Here Bullet 1 Bullet 2 Bullet 3 Bullet 4

14 Inclusive

15 Inclusive Inclusive organizations are diverse at all levels. The decisions they make incorporate a wide range of viewpoints and perspectives, which promotes responsiveness and adaptability.  Communication is more effective when inclusivity is valued.  Inclusivity appears in many forms, ranging from diversity and cultural competency trainings to providing opportunities for partners, peers and grantees to share feedback on your organization’s performance.  Organizations whose communication strategy is shaped by a multitude of opinions tend to be more precise, honed, and focused at telling their story.

16 Inclusive Inclusive 85% Percentage of respondents who agree that effective communication is essential for engaging all of the people the organization works with.

17 Inclusive Inclusive 180 Number of foundations that have signed on to Philanthropy’s Promise.

18 Inclusive Inclusive 26 Number of philanthropic organizations in the D5 Coalition to advance diversity, equity, and inclusion in philanthropy.

19 Inclusive Inclusive 30+ Number of foundations who have made their Grantee Perceptions Reports public as an act of transparency.

20 Inclusive Inclusive 86% Percentage of nonprofit board members in the U.S. who are white (non-Latino). A mere 7 percent are African American or black, and 3.5 percent are Latino.

21 Inclusive “ “If we don't tell our story about why the work we do matters in the community, people won't know what we stand for and won't have a reason to engage with and be excited by what we’re trying to achieve.” EXECUTIVE LEADER Community Foundation

22 Inclusive “ “Communication is a form of engagement. Change does not happen unless key stakeholders are engaged in substantive conversations, meaningful relationships, and practical actions that demonstrate change-making.” EXECUTIVE LEADER Private Foundation

23 Inclusive “ “Communication is important because the work only gets done if the people doing it and the people being helped understand what we are doing, why we are doing it, how well we are doing it, and what comes next.” EXECUTIVE LEADER Private Foundation

24 Inclusive How do you include your community?

25 Inclusive How do you define diversity?

26 Inclusive What changes can be made to incorporate more viewpoints?

27 Respectful

28 Respectful People who communicate effectively are open to divergent opinions and views. They listen actively and thoughtfully, even when they disagree with what’s being said.  Institutions should strive to make active, respectful listening a cultural norm, especially when it comes to communications.  Accept that diverse points of view have inherent value.  Embracing things you don’t know and insights you can learn from others heightens your awareness and expands your capacity to be truly engaged, alert and responsive.

29 Respectful Respectful 23% Americans who say that most people they meet have very good manners (Public Agenda).

30 Respectful Respectful 42% Drop in perceived respect parents have for teachers, from 91% to 49% (Harris Poll).

31 Respectful Respectful 95% Percentage of Americans surveyed who believe we have a civility problem (Weber Shandwick).

32 Respectful “ “Communication enhances the value of our work as a team. If we are serious about moving the dial on the issues we care about, we have to engage our stakeholders.” COMMUNICATION LEADER Community Foundation

33 Respectful “ “Since grantees are hands-on, they frequently have better policy contacts and credibility than a foundation executive.” COMMUNICATION LEADER Nonprofit

34 Respectful “ “The biggest gap I see is in communication with donors or funders, which happens quickly, and communication with constituents, which always seems to happen last minute, with less intention, and often different quality.” PROGRAM LEADER Nonprofit

35 Respectful When is active, respectful listening encouraged?

36 Respectful How do you seek out contrary perspectives?

37 Respectful How do you act on feedback you receive?

38 Self-aware

39 Self-aware A self-aware organization understands its unique strengths and capacity to effect change; it also knows its limitations and boundaries.  Self-aware organizations are committed to learning and continuous improvement.  Sometimes this involves formal assessment mechanisms, other times it might be as informal as a brown bag lunch.  Organizations who are self-aware understand the value, and limitations, of their brand assets – their reputation, relationships and resources.

40 Self-aware Self-aware 92% Percentage of executive leaders who feel that outcome measurement is not a barrier for effective communications.

41 Self-aware Self-aware 300 Number of foundations who have commissioned CEP’s Grantee Perception Report.

42 Self-aware Self-aware 50,000 Number of grantees who have completed CEP’s Grantee Perception Report about a funder.

43 Self-aware “ “Improving an organization's communication capacity can create organizational cohesion, concentrate focus, and reinforce shared values.” PROGRAM LEADER Private Foundation

44 Self-aware “ “Sometimes there's a dynamic tension between communication and program. The two groups can work together to eventually get to a place that everyone is comfortable with. So this tension is not a bad thing. Everyone is doing their job.” PROGRAM LEADER Private Foundation

45 Self-aware “ “Based on my grantmaking experience, when you are innovating—trying stuff, failing, and iterating— communication needs to be in the mix. You need to communicate to partners what you're trying, what's working, and what's not.” PROGRAM LEADER Private Foundation

46 Self-aware What are your organization’s limitations and boundaries?

47 Self-aware What kind of assessment mechanisms do you employ?

48 Self-aware How do you encourage internal reflection?


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