This post is second in a series on fundamental questions about philanthropy that we’ve grappled with in starting a grantmaking organization (see link for the series intro). In this post, we discuss the following questions:
- Should a funder set explicit focus areas, and if so, how should they choose the focus areas? We believe it generally makes sense to declare focus areas (i.e., causes that one plans to focus on). While it’s common for philanthropists to choose focus areas based on preexisting personal passions, we are taking a different approach. This choice is arguably the most important a funder makes, and we are trying to be strategic about it. More
- How many focus areas should one work in? We’re highly undecided about this question. We see most funders working in relatively few focus areas, with a high level of depth and expertise. But we also see some appeal in the idea of pursuing more breadth at the cost of depth. More
- What does a program staffer do on a day-to-day basis? We use the term “program staff” to refer to the staff who have primary responsibility for finding and evaluating giving opportunities (though not necessarily making the final grant decision). One clear part of their role is checking in on existing grants. But it’s less obvious what the most effective activities are for finding new giving opportunities. Our sense is that the most valuable activities include articulating and refining one’s grantmaking priorities, as well as networking. It strikes us that these activities may often lead to higher returns than running an open-ended grant application process. More
- What sort of person makes a good program staffer? We are still forming our views on this question. Some qualities we think are generally important include strong alignment and communication with the people who will ultimately be responsible for grantmaking decisions (e.g., any executives and funders working with the program staffers); a strong sense of one’s strengths and weaknesses; and strong interpersonal skills. More