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Retributing Power by Simplifying and Streamlining Processes
Sisters of St. Joseph Health & Wellness Foundation

When Beth Collins joined the Sisters of St. Joseph Health and Wellness Foundation as the new Executive Director, she knew that the foundation could be doing more to support its nonprofit ecosystem. With a background in direct service, Beth remembered when she was on the other side of the funding relationship – sometimes spending hours writing lengthy application materials or digging up data to meet reporting requirements, all while juggling her never-ending to-do list. By aligning the values of Trust-Based Philanthropy to the virtues and mission of the Sisters of St. Joseph, she has catalyzed a shift toward redistributing power in its community partnerships.

This power shift began when Beth started a conversation about values with the foundation board. By approaching the board with curiosity and bringing the voice of the community into the conversation, she set the tone for trust, openness, and an ongoing dialogue. The Foundation is now working toward fully embodying its values in its practices. The Sisters of St. Joseph have expanded their general operating support portfolio, shifted the bulk of the application process from applicants to the Foundation, replaced written reports with honest conversations, and created more opportunities for the public to provide feedback and engage in candid dialogue with the board. Focusing on only the essential information for applications and reporting has enabled staff to redirect their time and energy to develop wholehearted relationships with community partners. By starting with the why, Beth is leading the Foundation toward a clear vision for the how: “Trust Based Philanthropy is about humility – at Sisters of St. Joseph, we recognize that we are just one piece of the puzzle – and we are encouraging others to think outside of themselves.”

Offering Support Beyond the Check
Liberty Hill Foundation

A community-funded foundation since day 1, Trust Based Philanthropy is at the core of the Liberty Hill Foundation. Centered on social justice campaigns, research, and policy initiatives designed to drive systemic change, Liberty Hill Foundation refers to itself as a "Laboratory for Social Change Philanthropy”. When Julio Marcial stepped into the role of Senior Vice President of Programs, he looked beyond the funding and considered the myriad of ways the foundation can support community partners beyond the check by connecting them to other funders and donors. As a member of several pooled funds in Los Angeles, Liberty Hill Foundation proactively seeks opportunities that will benefit their community partners. The Foundation has introduced many funders in their circle to Trust Based Philanthropy principles – this has sparked several conversations at other foundations serving Los Angeles county, several of which have since shifted their practices. Beyond private and public foundations, Marcial advocates for a push to Trust Based Philanthropy in California state funding agencies.

The Liberty Hill Foundation embraces itself as a fundraiser for its nonprofit partners and its responsibility for the Los Angeles community. The Foundation raises the funds and opens doors for nonprofits and then “steps out of the way,” says Julio. According to Julio, partnerships are the key to maximizing trust and impact in the community: “We can't do this without our partners, peers, and donors. We need to call each other out – and to call each other in.”

Leading with Trust, Transparency, and Responsiveness
Headwaters Foundation

Headwaters Foundation is a health-conversion foundation working side by side with the community to achieve better outcomes towards a healthy and thriving Western Montana. Brenda Solorzano, CEO of Headwaters, has been at the helm of the foundation since its inception in 2017. With over 20 years of experience in traditional philanthropy, Brenda began asking big questions about standard philanthropic practices. Brenda is especially focused on tapping into the collective knowledge and experience of the community to create impactful systems. Early on in her tenure as CEO, Brenda shared her vision for Trust Based Philanthropy with the foundation’s board and they have supported her as she’s stewarded the foundation through its strategic planning process.

Community input and feedback was important to Brenda. With the board’s support, she took this a step further by engaging the community as co-creators and decision-makers. To accomplish this, Brenda invited 600 nonprofit representatives across the state to the table to share their thoughts. Brenda asked each person 2 questions: “If you were in my seat, what do you think the foundation should prioritize?” and “What’s the biggest challenge in your work?” By creating a space for open dialogue, Brenda took the pulse of the real challenges in Western Montana communities.

Soon after her introduction to Western Montana’s nonprofit sector, Brenda called on the community again to help design the foundation’s strategic focus. She hosted a series of public community meetings in each of Montana’s 15 counties. Headwaters facilitated a design-thinking process for members to discuss their challenges and co-create solutions. Two key strategies emerged: upstream systems and social change determinants prioritizing children and Indigenous populations.

Brenda engaged the community as decision-makers as Headwaters explored partner organizations for the foundation’s child thriving portfolio. The community nominated and voted on non-profit partners in a live meeting. This was a new approach and even some staff were nervous about the outcome. Headwaters proudly reports that a few years later, many of the organizations selected have grown to become blossoming collaborations. Grounded in Trust-Based principles since its inception, Headwaters is an exemplar of what it means to Do Good Better. Brenda says, “Trust Based Philanthropy is about starting from a place of trust.”

Co-Creating Goals by Soliciting and Acting on Feedback
T. Rowe Price Foundation

When John Brothers joined T. Rowe Price Foundation as President in 2015, the Foundation’s home in Baltimore was in the midst of social unrest following the tragic murder of Freddie Gray, a 25-year old Black man arrested over his legal possession of a knife and sustained injuries while being transported by the Baltimore Police. The T. Rowe Price Foundation recognized that it was a critical time to pause and listen to the Baltimore community. Within months of joining the Foundation, John Brothers and the Foundation team began an ongoing dialogue within Baltimore – in homes, places of worship, and community spaces. By leaning into the expertise and experience of community partners, John developed the T. Rowe Price’s Theory of Philanthropy, which mirrors principles to those similar to Trust-Based Philanthropy.

T. Rowe Price’s Theory of Philanthropy centers long-term impact by strategic investments in areas identified in partnership by those who live and work within the Baltimore community. The Foundation and community partners co-define a vision for success and community partners are trusted with the agency to make decisions in pursuit of shared goals. T. Rowe Price’s Theory of Philanthropy is considered a distinct model among other large corporate foundations. When asked how John managed to gain board consensus on this novel approach, he characterized the Theory of Philanthropy with a business metaphor: “People don’t buy stocks for an iPhone – they invest in Apple.” The Foundation focuses on supporting nonprofit organizations in a holistic way. By listening to the community early on, John shifted the Foundation’s approach from funding a variety of important, yet disconnected, programs to a co-creating strategic investment of capital and other support on more focused efforts that will have a lasting impact. To learn more please visit troweprice.com/foundation.

Doing Good Better, a partnership of the Council of New Jersey Grantmakers and the New Jersey Center for Nonprofits, is a community of funders and nonprofits taking action against the power imbalances and racial inequities in philanthropy, nonprofits, and government.

Responding Post Sandy: Philanthropic Relief & Recovery

Superstorm Sandy officially came ashore in New Jersey on October 29, 2012 at 8:00 p.m. and its aftermath continues to be felt in communities throughout our state. Not 24 hours after the storm made landfall, CNJG began planning a series of actions to help inform funders what to be prepared for, share information and discuss strategies. CNJG's support of the philanthropic community as it navigates the shifting landscape of disaster recovery, continues.

CNJG has been working closely with their philanthropic members in New Jersey and their philanthropic colleagues from around the nation who have experience in disaster philanthropy, as well as working cooperatively with the Governor’s Office on Recovery, FEMA, NJ State Police Office of Emergency Management, NJ Voluntary Organizations Active in Disaster, NJ’s Long Term Recovery Group Leaders, and NJ’s leading nonprofit organizations. 

Post Sandy Funder Briefings

Beginning one week after Sandy struck New Jersey CNJG launched a weekly conference call series for grantmakers to hear from policymakers, disaster relief/recovery experts and colleagues who have been through similar catastrophes. Grantmakers heard from nearly 70 guest speakers including policymakers, disaster relief and recovery experts, and statewide and national foundation leaders that have experienced similar catastrophes. The briefings provided an opportunity to connect directly with local leaders and state officials addressing the many needs of our communities. Grantmakers learned about issues related to both disasters in general and Sandy recovery in particular. Topics included housing, mental health, social justice, universal design, FEMA’s National Disaster Recovery Framework, and an array of environmental issues. All of the calls were recorded and also transcribed into concise written summaries and are available on our website.

Series 1 ran from November 2012 -- March 2013
Series 1 Audio Recordings
Series 1 Written Summaries

Series 2 ran from September 2013 -- November 2013
Series 2 Audio Recordings
Series 2 Written Summaries

Series 1 & 2 Written Compendium

Funders’ Briefing Post Sandy Recovery at 18 months

With support from the Jon Bon Jovi Soul Foundation and OceanFirst Foundation, CNJG presented a specific briefing on housing, hunger and mental health recovery efforts and needs 18 months after the storm. We heard personal stories from families that were displaced and their long struggle to rebuild and recoup. We heard insights from service providers on the long term effects of Sandy. Several Long Term Recovery Groups described some of their ongoing challenges, but also shared what was working. 

CNJG’s response to Superstorm Sandy also included

Coastal Communities Site Visit Tours

CNJG offered its members a rare opportunity to tour several of the disaster-affected communities in Monmouth and Ocean Counties and to hear from those on-the-ground. Throughout the day, twelve guest speakers representing all areas of the effort, including individuals from FEMA, local and state government, Long Term Recovery Group leaders, city and state planners, environmental professionals, social services personnel, and faith-based leaders, among others spoke to a group of 60 philanthropic leaders. Building upon the first successful Coastal Communities Site Visit Tour, CNJG offered a similar program focusing on communities in northern New Jersey – specifically the hard hit areas in Essex, Hudson and Bergen Counties. In addition to hearing from a wide range of local officials, Long Term Recovery Group Leaders, urban planners, and environmental experts, the site visit included a tour of a PSEG sub-power station which was flooded.

Statewide Conference

Bringing together an incredible community of funders, providers and practitioners for a day of exploration, shared learning and discussion at the Spring 2013 Conference for the Social Sector - Our Shared Road Ahead: Sandy and Beyond on June 10. The Conference provided participants with an important opportunity to hear about the lessons learned by social sector colleagues and experts around the country who have grappled with how to create effective long-term philanthropic responses to catastrophic events in the absence of a readily available guide.

Superstorm Sandy Philanthropic Investments Scan

Philanthropy & Hurricane Sandy: A Report on the Foundation & Corporate Response is a report released in October 2014 by CNJG and partners that examines the response of foundations, corporations, and other institutional donors to the devastation wrought by Hurricane Sandy in October 2012. Numbering nearly 600, these funders have so far committed more than $380 million for relief, recovery and building efforts. The hard data and reflective observations in the report contribute to the growing body of knowledge that helps foundations and corporations be strategic and effective with their giving when disaster strikes.

Two years after the historic storm, this report breaks down the allocation of dollars contributed thus far and offers perspective on the role of private giving in disaster response and lessons to be taken from this one. The report was published by the Foundation Center in partnership with the Council of New Jersey Grantmakers and Philanthropy New York, and with support from the Center for Disaster Philanthropy.

Special thanks to our philanthropic partners that have supported various aspects of the Council’s work beginning immediately after Hurricane Sandy struck through our ongoing work today, including: the Center for Disaster Philanthropy, Citi, Fund for New Jersey, The Henry & Marilyn Taub Foundation, The Horizon Foundation for New Jersey, Hurricane Sandy New Jersey Relief Fund, JCP&L, JPMorgan Chase, Jon Bon Jovi Soul Foundation, The Merck Company Foundation/Merck & Company, Inc., PSEG Foundation, Provident Bank Foundation, Rita Allen Foundation, Subaru, TD Bank, United Way of Essex and West Hudson, Verizon NJ, and the Victoria Foundation.

This weekly conference call series welcomed New Jersey-based grantmakers along with national funders and provided an opportunity for grantmakers to hear from a wide range of experts in the field of disaster philanthropy. This series started on November 5, 2012, one week after Sandy struck New Jersey, and continued through March 25, 2013. The written summaries of each recording are listed below.

This weekly conference call series welcomed New Jersey-based grantmakers along with national funders and provided an opportunity for grantmakers to hear from a wide range of experts in the field of disaster philanthropy. Series 1 started on November 5, 2012, one week after Sandy struck New Jersey, and continued through March 25, 2013. Series 2 started on September 9, 2013 and concluded on November 4, 2013. The written compendium of the recordings is listed below.

A Framework for Change

Doing Good Better Goals.png

The Doing Good Better Steering Committee encourages funders to focus on and advocate for four (4) changes that can make an immediate difference in addressing power dynamics between nonprofits and funders and maximizing nonprofit impact. These goals are aligned with Trust Based Philanthropy, and are interdependent; when combined, they foster equity and a spirit of mutual trust between grantmakers and nonprofit partners. For more details about a specific goal, click on its individual goal link below.

• Goal 1: Center Equity
• Goal 2: Provide Flexible Funding
• Goal 3: Provide Reliable Funding
• Goal 4: Reduce Paperwork Burden

Self-Assessment/Reflection Tool for Funders

Philanthropy and Nonprofits for Greater Impact: The “Doing Good Better” Blueprint Video