SCALING SOLUTIONS TOWARD SHIFTING SYSTEMS INDEX

2 EXECUTIVE SUMMARY 6 INTRODUCTION 8 THE PROCESS 10 FINDINGS AND RECOMMENDATIONS

11 RECOMMENDATION #1: EMPOWER 12 CAMFED 13 HEALTH LEADS 14 MARINE STEWARDSHIP COUNCIL

15 RECOMMENDATION #2: ACCELERATE 16 FE Y ALEGRÍA 17 B LAB 18 LAST MILE HEALTH

19 RECOMMENDATION #3: LEARN 20 ONE ACRE FUND 22 CERES

23 RECOMMENDATION #4: COLLABORATE 24 OCEANS 5 25 PROXIMITY DESIGNS

26 RECOMMENDATION #5: STREAMLINE 27 CRISIS TEXT LINE 28 ROOT CAPITAL

30 THE WAY FORWARD

32 REFERENCES 34 WEBSITES

3 SCALING SOLUTIONS TOWARD SHIFTING SYSTEMS

This report was authored by Heather Grady, Kelly Diggins, Joanne Schneider and Naamah Paley Rose. We are grateful to the Steering Group members and featured organizations who reviewed drafts and made many helpful comments.

September 2017 Scaling Solutions Toward Shifting Systems

Executive Summary

Many funders are on a constant of the complex context in which quest to have more impact—to be their funds are used, and use sure that the funds they deploy are that understanding to support making a meaningful diference. grantees better.1 Related to this is Over the last few years funders a focus on shifting from funding have begun to focus more on individual projects to supporting their own practices, not just those more sustained, deeper-level of grantees, in creating impact. transformations in society. Practitioners and researchers are exploring 1) how funders must In this spirit, Rockefeller work with grantees and investees Philanthropy Advisors (RPA) was as true partners, not just recipients engaged by the Skoll Foundation, of funds and ideas, 2) how to working together with a Steering collaborate more and better with Group composed of the Porticus, other funders in order to achieve Ford and Draper Richards Kaplan greater impact, and 3) how funders Foundations, to encourage funders can gain a deeper understanding to work in more collaborative ways

1 In this report we use the term grantees for those who receive funds, even though many funders refer to them as partners. We also used “grantees and investees” in the Executive Summary to indicate that the report’s analysis and interviews include the impact investing support to social enterprises and revenue-earning nonprofts, but in the rest of the report use the general term “grantees” for ease of reading.

2 Scaling Solutions Toward Shifting Systems

― in which those problems exist—and that is We began by interviewing infuenced partly by how they are funded. nonprofts and social enterprises Such ambition requires funders to operate that have had learning and and support grantees diferently. The success in scaling solutions organizations featured in this report who about their experiences with demonstrate the ability to scale toward funder behavior. shifting systems needed time, trust, and fexibility from their funders. As the Ford Foundation puts it, to make lasting progress in addressing issues like inequality, to place longer-term, adaptive and responsive organizations need robust, sustainable, resources to accelerate scalable solutions to the predictable support, giving them the capacity world’s most pressing problems. The Scaling to seize opportunities and create greater Solutions Steering Group examined when, impact, and the stability it takes to drive how, and why some organizations’ solutions change over the long term.3 have been able to grow at signifcant scale, and achieve the system-level shifts that they and We began by interviewing nonprofts and their funders had anticipated. We wanted to social enterprises that have had learning know more about what internal and external and success in scaling solutions about their factors have mattered most, and what roles experiences with funder behavior. We drew funders and funding played in such cases. on a focused set of respondents, but their perspectives are backed up by what we see as As the Skoll Foundation notes, some both recent and historical successes in scaling organizations are creating innovation solutions that shift systems. To explore the models to drive equilibrium change—the role of funders in supporting grantees to scale disruption of social, economic, and political solutions toward shifting systems, our team forces that enable inequality, injustice, and examined a) paths taken by organizations other thorny social and environmental to scale and shift systems, and how funders problems to persist.2 By disrupting the have supported or constrained them; b) status quo, these organizations open up the non-monetary inputs from funders; c) power space for solutions to take root, scale, and dynamics; d) collaboration on the side of become the foundation of profound social funders; and e) bridging to infuential “system transformation and a more peaceful and actors”, including governments and state prosperous world. Many organizations today authorities, large private sector actors, and are helping to solve seemingly intractable industry associations. problems, and demonstrating the possibility of moving beyond incremental change to real transformation. But their success rests in their ability to shift the complex systems

2 http://skoll.org/about/approach 3 For more information see the Ford Foundation’s BUILD program. https://www.fordfoundation.org/work/our-grants/building-institutions-and-networks/

3 Scaling Solutions Toward Shifting Systems

There were powerful intersections between “Actionable knowledge already exists. The what we heard from grantees and how funders problem is not what we don’t know – it’s want to respond to these imperatives. Of the what we know and don’t use. We must move 100+ funders who responded to the invitation away from our traditional project orientation to explore these issues over the past year, toward a transformation orientation that there were signifcant areas of consensus. places a high value on relationships, real-time Clear recommendations for action emerged fexibility, and developmental evaluation.”4 which we are now exploring with a larger group of funders. They can be summarized as: This report summarizes the learning of our frst year. The real work starts now, as we Empower: delve more deeply into how we can reach a Consciously shift power dynamics with wider circle of funders who are committed to grantees. both shifting their own behavior, and serving as examples for the broader community in the Accelerate: months and years to come. This is an open Hold active and honest discussions with source initiative that is also an imperative. grantees about strategic non-monetary We hope others will join us on this journey. support.

Learn: Develop more knowledge on shifting systems, and when and how to support grantees in that efort.

Collaborate: Share intel with other funders.

Streamline: Redesign grantmaking processes.

These fndings and recommendations are highly consistent with the work of leading thinkers in large-scale system transformation. As Michael Quinn Patton, a program evaluation expert, recently said

― “Actionable knowledge already exists. The problem is not what we don’t know - it’s what we know and don’t use.”

4 Michael Quinn Patton, Transformations 2017 Conference. Developmental Evaluation is an evaluation approach that can assist social innovators develop social change initiatives in complex or uncertain environments. http://www.betterevaluation.org/en/plan/approach/developmental_evaluationDescribe

4 PARTNER FOUNDATIONS’ PRESENCE

WHO WE ARE

While small in number, collectively our fve solutions have demonstrated the ability to institutions have offces in 25 cities, and a funding shift large-scale, complex systems. The Skoll footprint that covers most countries of the Foundation portfolio alone represents roughly world. We represent decades of grantmaking $500 million in total funding to date, largely to experience, and two of the organizations represent 100 organizations in 177 countries globally. The family giving over more than a century. Even work of our grantees has informed our approaches more important, our aggregate portfolios have and perspectives as funders. supported many organizations whose innovative Scaling Solutions Toward Shifting Systems

Introduction Why This Efort and Why Now?

In the quest for impact, for many achieve greater impact, and years the focus was almost solely 3) how funders can gain a deeper on detailed measurement of the understanding of the complex work of grantees. The philanthropy context in which their funds are sector’s discourse was dominated used, and use that understanding by how to more rigorously or to support grantees better. extensively measure the success of individual projects, and whether that A growing number of funders served the funders’ aims and needs. are looking at how to shift from More recently the discourse has funding individual projects to changed to emphasize the funders’ supporting more sustained, role as well, specifcally 1) how deeper-level transformations funders must work with grantees in society. This is illustrated by and investees as true partners, not a number of approaches, from just recipients of funds and ideas, funding social change—a long- 2) how to collaborate more and standing practice of a small but better with other funders in order to committed proportion of funders—

6 Scaling Solutions Toward Shifting Systems

to newer approaches variously called funding By disrupting the status quo, social systems change, collective impact strategies, entrepreneurs open up the space for transformative fnance, and philanthropy solutions to take root, scale, and become the that supports “public agendas” like the foundation of profound social transformation Sustainable Development Goals and the Social and a more peaceful and prosperous world. Progress Imperative. Many organizations today are helping to solve seemingly intractable problems, In this spirit, Rockefeller Philanthropy Advisors and demonstrating the possibility of (RPA) was engaged by the Skoll Foundation, moving beyond incremental change to real working together with a Steering Group transformation. But their success rests in composed of the Porticus, Ford and Draper their ability to shift the complex systems Richards Kaplan Foundations, to encourage in which those problems exist – and that is funders to work in more collaborative ways to infuenced partly by how they are funded. place longer-term, adaptive and responsive resources to accelerate scalable solutions to the Such ambition requires funders to operate world’s most pressing problems. and support grantees diferently. The organizations featured in this report who The Scaling Solutions Steering Group delved demonstrate the ability to scale toward into these questions: shifting systems needed time, trust, and fexibility from their funders. As the • When, how, and why have some Ford Foundation puts it, to make lasting solutions been able to grow at signifcant progress in addressing issues like inequality, scale, and therefore are positioned to help organizations need robust, sustainable, achieve the system-level shifts that both predictable support, giving them the foundations and grantees had anticipated? capacity to seize opportunities and create greater impact, and the stability it takes • What internal and external factors have to drive change over the long term. As a mattered most? recent article in the Harvard Business Review posited, “success never results from a single • What roles did funders and their grant or silver bullet; it takes collaboration, funding play in such cases? government engagement, and persistence over decades, among other things.”5 As the Skoll Foundation puts it, social entrepreneurs and their organizations ― are creating innovative models to drive Many organizations today equilibrium change—the disruption of social, are helping to solve seemingly economic, and political forces that enable intractable problems, and inequality, injustice, and other thorny social demonstrating the possibility and environmental problems to persist. of moving beyond incremental change to real transformation.

5 “Audacious Philanthropy,” Harvard Business Review, September-October 2017 Issue, by Susan Wolf Ditkof and Abe Brindle.

7 Scaling Solutions Toward Shifting Systems

THE PROCESS had experience growing organizations to have signifcant impact on benefciaries, industries, To explore the role of funders in supporting and/or sectors. We believe those we grantees to scale solutions toward shifting interviewed are among many organizations systems, our team examined a) pathways to demonstrating strong potential and progress organizations scaling and shifting systems, toward shifting systems. and how funders have supported or constrained them; b) non-monetary inputs from funders; c) Simultaneously, RPA began interviewing power dynamics; d) collaboration on the side of funders using a separate but related interview funders; and e) bridging to infuential “system protocol, and RPA and Steering Group members actors”, including governments and state held guided conversations at a series of authorities, large private sector actors, philanthropy sector convenings in a few and industry associations. countries, targeting funders who were likely to be interested in these issues.7 Their input was We began by interviewing nonprofts and helpful in ascertaining funder receptivity to social enterprises that have had learning the themes emerging from the interviews. and success in scaling solutions about their experiences with funder behavior. We drew We believe this initiative is distinctive in two on a focused set of respondents, but their ways: frst, because it focuses on shifting the perspectives are backed up by what we see as behavior of funders, and second, because it both recent and historical successes in scaling focuses on organizations that have the intent solutions that shift systems. Our fndings are and ability to scale their impact signifcantly supported by data from the Skoll Foundation in ways that could contribute to solving drawn from one hundred mezzanine-stage system-level challenges. solutions from social entrepreneurs who have been funded through the Skoll Award for Social Our Steering Group assumes that some funders Entrepreneurship—awardees the foundation will understand and care about shifting the carefully tracks and seeks to further engage complex, adaptive systems that can promote after receiving the award.6 or constrain the goals of our grantees. We also recognize that not everyone agrees with, Our Steering Group selected over two dozen or is interested in, this approach. We believe organizations, represented in in the table on philanthropy can be a very positive and strong the following page, that have deep knowledge force in this respect, but with that intention of the opportunities and challenges involved comes responsibility and accountability for in scaling their impact as organizations. We the power we wield as funders in partnership interviewed them assuring confdentiality with those we fund. Scaling Solutions is an in their individual responses. Although exploration of this. their work spans many sectors, issues, and geographies, all of those interviewed have

6 The Skoll Foundation refers to mezzanine-stage organizations as those with proven innovations and models on a pathway to equilibrium change. 7 These conversations, all in 2017, took place at the following events: National Summit on Family Philanthropy, San Francisco, February; WINGS (Worldwide Initiative for Grantmaker Support) Conference, Mexico City, February; Skoll World Forum, Oxford, April; Global Philanthropy Forum, Washington DC, April; Grantmakers for Efective Organizations, Chicago, May; and the Asian Venture Philanthropy Network Annual Meeting, Bangkok, June.

8 ISSUE AREAS OF GRANTEES INTERVIEWED

ENVIRONMENT HEALTH AND EDUCATION AND WATER MENTAL HEALTH

• CAMFED • CERES • Crisis Action • Education Super • Imazon • Crisis Text Line Highway • Water for People • Health Leads • Fe y Alegría • Last Mile Health • New Teacher Center • Partners in Health • Watsi

ADVOCACY, NUTRITION ECONOMIC PUBLIC POLICY, AND AGRICULTURE DEVELOPMENT AND NETWORKS

• Initiative for • Kiva • Civicus Smallholder Finance • Root Capital • Tax Justice Network • Marine Stewardship • Proximity Designs • B Lab • Council • One Acre Fund Scaling Solutions Toward Shifting Systems

Findings and Recommendations

There were powerful intersections The rest of this report includes between what we heard from more detailed descriptions of grantees and how funders want to the recommendations and the respond to these imperatives. Of fndings behind them, as well as the 100+ funders who responded short case studies that illustrate to the invitation to explore the positive benefts of adaptive these issues over the past year, approaches by funders. Our there were signifcant areas of intention in the year ahead is to consensus, with only a few areas continue the learning and to go of disagreement. Crucially, in deeper into how more funders this frst year of the project, clear might apply the recommendations. recommendations for action emerged which we are now exploring with a larger group of funders.

10 Scaling Solutions Toward Shifting Systems

RECOMMENDATION #1: to change their programs and activities to align with their own priorities and needs. EMPOWER: Interviewees were clear about how much more CONSCIOUSLY SHIFT POWER efective they are when the alignment happens DYNAMICS WITH GRANTEES. at the strategic goal level, and the more detailed planning is left with the grantee. Power dynamics between grantees and funders can create a relationship that is open, A noticeable trend emerged as we conducted honest, forthright, and supportive—or not. the interviews. Grantees who had a large What we heard again and again throughout proportion of unrestricted, multi-year grant the interviews was that the relationships support and/or a signifcant proportion of that were not hindered by an imbalance of earned revenue were much less afected by power were those based on mutual respect, typical funder-grantee power dynamics. not compliance. In those cases, despite Instead they behaved as if there were an holding the purse strings, funders seemed to equal balance of power. Being less desperate recognize and appreciate that grantees are the for funding emboldened them to say no to ones out in the feld, closest to the work, and funding that would divert them from their valued their opinions and ideas. In addition, path, and made them more able to select funders approached those relationships from funders who shared their mission and a place of trust, giving grantees space to make deferred more to the grantees’ judgement. decisions, make mistakes, and determine solutions. In such instances, grantees Our research indicated that the four have the freedom to focus on the work of dimensions of funder behavior and practice scaling. Grantees often characterized those listed below can enable strong grantees to relationships as ones of partnership, in which scale more efectively: funders acted as thought partners, and ofered guidance rather than directives. Grantees • Instituting values and practices to enable identifed partnerships driven by “listening grantees to pursue pivots in strategy based and intelligent responsiveness” as necessary on their own learning and experiences. to drive long-term systems change. Other interviewees bemoaned power dynamics, and • Ensuring grant term decision-making felt that funders could be too controlling and power is with those closest to the interfering, with constraints that directly grantees, generally program ofcers. hindered a systems-oriented approach. • Discussing and debating power dynamics Another divergence that commonly surfaced and decision-making with founders, in the interviews was between funder and boards, and executive teams. grantee goals. Many funders have their own objectives, theories of change, and goals. But • Providing “extras” for funded partners rather than selecting grantees that help them only when they readily agree it is strategic achieve those goals, then allowing them to and timely for them, including hosting do their work in ways grantees believe will be visits, participating in conferences, and most efective, funders often pressure grantees giving funders board seats.

11 CAMFED

The UK’s Ann Cotton founded Camfed (the Campaign for Female Education) in 1993 after she traveled to Zimbabwe and felt compelled to tackle the extremely low enrollment of girls in school. From her onsite research, Cotton and challenges. As a consequence, rather discovered that poverty prevented their than seeing itself as a mediator between attendance, challenging the commonly-held its donors and the clients, Camfed assumption that low rates of matriculation frames all conversations by articulating stemmed from a cultural bias against girls its focus on its clients. This approach has attending school. Thus motivated, Cotton helped embolden Camfed’s team in their launched Camfed, starting with a frst pilot dealings with funders. At the same time, group of 32 girls and now tackling poverty and Camfed declines resources from funders inequality in fve African countries. Currently, when their organizational cultures do not under the leadership of CEO Lucy Lake, align with Camfed’s values. Camfed supports almost 80,000 girls annually at secondary school, enabling them to attend Camfed’s model encourages open and graduate and empowering young women conversations between Camfed and its to step up as leaders of change. Hundreds of funders. When funders make requests outside thousands more have been supported through of the scope of its work, Camfed explains that community and alumnae philanthropy it will cost more to do the additional work if galvanized by Camfed’s programs. not covered by an existing grant – because doing extra work with no additional funds Camfed recognizes that its “client” is the rural only takes away resources from the rural girl. girl and that Camfed is accountable frst and Camfed’s guiding principle helps all those in foremost to rural girls as clients. Camfed their ecosystem, including funders, be viewed created an “accounting to the client” model as partners working together to deliver quality that views all of Camfed’s work through the work for the client – and this has enabled lens of rural girls and their opportunities them to scale more effectively. HEALTH LEADS

There is a noticeable shift in the power dynamics when funders are supportive of grantees who are enabled to evolve with changes in their “ecosystem.” Heath Leads is an pilot programs organized around social needs organization that works in an ever-changing integration. The potential levels of scale provide ecosystem – the U.S. healthcare system. a unique opportunity for outsized impact, one Co-founded in 1996 by Rebecca Onie, Health metric being the shift from direct service to Leads envisions that all healthcare providers adoption of a model for change. will be able to prescribe solutions that improve health, not just manage disease. Per Health When the Affordable Care Act (ACA) in the Leads’ data, “social and environmental factors U.S. was introduced, the incentive structure of account for 70% of what it takes to stay the healthcare industry shifted from volume healthy –while only 10% are attributable to to value-based payments. This motivated direct medical care.” Health Leads provides healthcare facilities to focus on positive health social interventions to impoverished and outcomes. And millions more people were vulnerable patients to help connect them entering the healthcare system, many of whom with community services for basic needs and were more vulnerable patients. Health Leads provide follow-up with the patients. began to receive strong signals from its partners that they wanted more comprehensive help Initially, Health Leads provided its services in adopting social needs strategies at scale. within clinics at “Health Leads Desks” and Health Leads went back to its funders and all of doctors would help identify which social them agreed to redeploy their capital to meet or environmental service a patient needed, these shifting needs and take advantage of the after which Desks followed up. Through this unprecedented opportunities. model, Onie revealed, “We realized we could grow infnitely, but it would still be irrelevant Now when raising funds, Health Leads seeks [because the approach to health would investors who agree with their vision and who not change]. So, we changed our strategic understand the value of fexible, unrestricted plan to be about systems change instead of funds. This enables Health Leads to perform its replication.” With this new approach, Health work within an ecosystem that is in constant Leads was able to shift its emphasis from fux. According to Onie, “If we are not changing, service delivery to enabling health systems to the sector is not changing. If the sector is not build their own social needs practices through changing, then we are failing at our mission.” the dissemination of tools and services. This Responsive funders enable Health Leads to also opened up other opportunities to work pivot their strategy to ultimately shift the with the health system at bigger levels of scale, healthcare system to embody a far more such as direct support provided to government equitable and effective approach to health. MARINE STEWARDSHIP COUNCIL

The Marine Stewardship Council (MSC) is an international nonproft organization formally established in 1997. Its vision is for the world’s oceans to be teeming with life, and seafood supplies safeguarded for this and future generations. Widely recognized as the world’s most robust and credible program carry the MSC label. The MSC’s Strategic Plan for sustainable fshing, the MSC Standard 2017-2020 sets an aspiration for more than a is founded on three principles: healthy fsh third of global marine catch to be certifed or stocks, minimizing impact on the wider engaged in the MSC program by 2030. marine environment, and effective fshery management. The blue MSC label and When CEO Rupert Howes joined MSC in certifcation program recognizes and rewards 2004, 99% of its funding was from charitable sustainable fshing practices and is helping foundations, and he saw how an independent create a more sustainable seafood market. revenue stream could complement grants The blue MSC label on a seafood product from funders. Now, 75% of MSC’s revenue means that: 1) It comes from a wild-catch is from businesses licensed to use the blue fshery which has been independently MSC label. This additional revenue stream has certifed to the MSC’s science-based standard helped the organization achieve scale. It has for environmentally sustainable fshing, and 2) also enabled MSC to evolve its relationships it is fully traceable to a sustainable source. with its funders. Howes views the MSC’s funders as having a collaborative relationship The use of the blue MSC label demonstrates with the organization, adding that for the to consumers that the fsh they are purchasing MSC, foundation support and funding comes from a fully sustainable source and remains vital, “to maintain diversity of the is traceable along the supply chain from organization’s income sources, to underpin “ocean to plate.” the independence of the organization, and fundamentally, to ensure its continued ability More than 300 fsheries in over 35 countries are to work towards achievement of its vision.” The certifed to the MSC’s Fishery Standard. These MSC team’s confdence to adopt and adapt fsheries have a combined annual seafood new practices to meet the ambitious vision production of almost 10 million metric tons, of shifting the world’s seafood procurement representing 12% of annual global marine catch. systems appears to stem, in part, from this mix More than 25,000 seafood products worldwide of both earned income and funder support. Scaling Solutions Toward Shifting Systems

RECOMMENDATION #2: continued funding can be a good starting place for an honest discussion on this topic. ACCELERATE: Examples of particularly useful, HOLD ACTIVE AND HONEST DISCUSSIONS non-monetary support include: WITH GRANTEES TO PROVIDE STRATEGIC NON-MONETARY SUPPORT. • Introducing grantees to strategically- aligned and interested funders and Funding is necessary but not always sufcient invitations to co-present at funder in supporting grantees in scaling and shifting conferences. systems. Many funders recognize that they can do more than just award grants, and are • Providing specialized expertise support eager to add value in other ways. They look at no or discounted cost, in areas like to leverage their networks, connections, and communications, marketing, human expertise to further beneft their grantees. resources, fnance, and technology. They can use their own profle to increase those of grantees. • Taking board seats, when the grantees agree the process and individual is a We also heard that not all non-monetary good ft. support is helpful. It can at times be a distraction or a hindrance, even if it was • Giving awards, creating social media intended to have the opposite efect. As one attention, and fnding other ways to interviewee described, “Funders push advice boost grantees’ profles, including online and opportunities rather than pull advice and and other published pieces on grantees’ opportunities.” Sometimes it is accepted only scaling capacity. because grantees feel it could be problematic to refuse the ofer from funders. Grantees do not want to seem ungrateful, ofend their funders, or risk future support. An additional challenge is that the same ofer of non-monetary support can be a help or an encumbrance depending on who is ofering it, what is being ofered, and when it is being ofered.

To ensure that “unhelpful help” doesn’t get in the way of scaling solutions, funders need to be cognizant of grantees’ real needs. They need to be aware of whether or not grantees are asking for the help. When ofering additional support, ask questions to be certain grantees will beneft from what is being ofered in the longer term. Reassuring grantees that polite refusal of non-monetary support will not harm their chances of

15 FE Y ALEGRÍA

Fe y Alegría International Federation, a global movement that envisions a world in which all people have the opportunity to receive an processes and tools for measuring impact, education, fully develop their abilities, live with data that was both necessary and challenging dignity, and contribute to society, began over to collect. Director Luis Arancibia Tapia is 60 years ago in Venezuela. It now operates appreciative of this non-monetary support, in 21 countries, including expansion in Africa, describing that they are, “a social institution, through 1,287 school sites and 1,941 centers a network of grassroots initiatives, so to of non-formal education, radio education, work with a highly developed technological and social promotion. There are over 43,000 company has been great.” Arancibia people working to help provide quality acknowledged that the corporate funder has education to over one and a half million poor helped Fe y Alegría measure its impact and and marginalized students who participate in explain the importance behind it. the program. In most countries governments cover the running costs of the schools Amongst many supporters over the years, which has helped them to scale, and this is Porticus has supported the development complemented by strong support from local of Fe y Alegría by funding staff training, communities, from national and international inviting Fe y Alegría personnel to attend philanthropic donors, and private sector actors, trainings organized by them, and offering all of whom have helped Fe y Alegría expand university scholarships to staff. Recognizing from a focus on access to include a focus on the importance of building staff capacity, Fe y the quality of education. Alegría changed their approach to improve the capacity of its teachers through training and Funders have contributed to help Fe y development. It entered into agreements with Alegría thrive and growth over the years local universities that would provide teachers in ways that go far beyond money. Several with offcial recognition for their training. In fve offer their own staff time and skills to build years, over 15,000 teachers were recognized. capacities of the organization. With support Because of the capacity building support, from Accenture, a frm whose expertise both Fe y Alegría’s staff and its teachers have includes technology, it developed a website benefted. Arancibia notes how important all of platform for its vocational training courses, so these inputs are to create a stronger, smarter, that six teachers design courses that now reach more experienced team, crucial to bolster the about 40,000 students per year. The same organization’s capacity to implement and scale company also helped Fe y Alegría develop its programs. B LAB

B Lab is a US-based nonproft organization whose mission is to build a global movement of people using business as a force for good, and to ultimately create a more shared and early success was spurred signifcantly due to durable prosperity. This means an inclusive support from the Rockefeller Foundation, who economy where workers, communities, and organized convenings that introduced B Lab the natural environment are integral to – and to potential funders, many of whom ultimately even the purpose of – business decisions. became partners. The Rockefeller Foundation Since its founding in 2006, B Lab has become also went a step beyond, engaging other a recognized leader in the feld of responsible funders to join their support of B Lab through business, driving companies towards high matching funds. This approach fully funded B standards of performance, accountability, and Lab projects in development in its early years. transparency. Over 50,000 companies in more than 80 countries are using B Lab’s standards In addition to fnancial support, co-founder to manage their impact. Nearly 2,000 of these Andrew Kassoy notes how much B Lab are recognized as Certifed B Corporations— has benefted from the public notice that companies verifed as meeting the highest accompanies prestigious philanthropy levels of performance and making a legal awards. Receiving the Skoll Award for Social commitment to all stakeholders. Thirty-two Entrepreneurship, and the Aspen Institute’s U.S. jurisdictions, as well as the country of Italy, McNulty Prize, exposed a broader, global have adopted B Lab’s new corporate statute, audience to B Lab’s work, bestowing real with the G7 governments recommending that credibility on the organization. Such awards countries around the globe follow suit. B Lab’s open doors and networks to organizations. LAST MILE HEALTH

Last Mile Health was founded in 2007 by Raj Panjabi, a Liberian who survived his country’s civil war, and American health workers who shared his commitment to health equity and social justice. The organization is committed to saving lives in the world’s most remote communities. Last Mile Health supports the Government of Liberia in implementing a nationwide community health worker program, and participates in a coalition working across a dozen countries that are looking to ensure high quality community health practices. Other funders have provided testimonials Representatives of several funders serve on and referred the organization to larger the board of Last Mile Health. Their guidance government funding sources, vouching for Last and thought partnership has provided critical Mile Health’s ability to administer sophisticated support to the organization. At the same time, grants, and enabling Last Mile Health to secure when sensitive issues arise, the board members signifcant funding. Last Mile Health has also have to weigh their obligations to Last Mile benefted from public recognition garnered by Health with their responsibilities as funders. receiving awards, including a Skoll Award for It can be a fne balance. But overall, Last Mile Social Entrepreneurship, the TED Prize, and the Health has found the service of their funder 2017 Schwab Foundation Social Entrepreneur board members to be extremely helpful. of the Year award. Scaling Solutions Toward Shifting Systems

RECOMMENDATION #3: Despite this recognition, our interviews indicated that nonprofts and social LEARN: entrepreneurs rarely receive support from DEVELOP MORE KNOWLEDGE ON SHIFTING funders to reach or help infuence such system SYSTEMS, AND WHEN AND HOW TO actors. This is a missed opportunity. Powerful SUPPORT GRANTEES IN THAT EFFORT. and infuential system actors typically regard funders diferently than grantees. Funders Complex, adaptive systems consist of many often have more access to infuential actors constituent elements, including individuals, through events, organizational processes, institutions, social norms, attitudes and and peer networks. Funders can take beliefs, and natural and built environments. advantage of their proximity to them to Many organizations implicitly or explicitly support the work of grantees. understand that there are ways to shift systems to help them reach their own goals. They map While this facet of our work is in its early these systems and which elements they aim to stages of analysis, our hypothesis is that infuence to drive toward those outcomes. funders can and should play a greater role in this in the future by: Funders themselves sometimes use systems thinking when developing theories of change • Working with grantees to map relevant or planning programs. Funders that share systems for their work. their theories of change with grantees help to generate better understanding and alignment • Identifying and taking action vis-à-vis between the grantee and their funders: they can any system actors they are well-placed each see where their systems overlap and how to engage. their work can reinforce each other’s goals. • Coordinating eforts with other In some cases, grantees need support funders and their grantees in the same connecting to constituents of these systems, feld, in the planning as well as the especially powerful and infuential system implementation stage. actors. Such actors include governments, multilateral organizations, businesses, and • Exploring greater support for large donors. Those actors that grantees organizations enabling systems change must infuence vary depending on the issue who may be doing less direct service work, and context in which the grantees work. and therefore aiming for longer-term, less However, across the board, all of the grantees metric-friendly outcomes and impact. we interviewed understood that working with powerful and infuential system actors enable their solutions to scale well beyond the reach of their individual organizations, and that working in partnership with others enabled their scaled solutions to shift systems.

19 ONE ACRE FUND There are an estimated 50 million smallholder farmers in Sub-Saharan Africa. One Acre Fund’s co-founder Andrew Youn traveled to Africa and saw how a lack of training and access to This example refects One Acre Fund’s markets can lead to low crop yields which, approach in which government is the primary in turn, contribute to hunger and poverty. In partner. Change is made through training at 2006, One Acre Fund was founded to provide a the top level of the system, and action and comprehensive bundle of services that enable implementation is taken in partnership with farmers to improve their productivity and governments. Funding and expenditures are income potential. Since then, One Acre Fund divided between direct service work and has worked through key partnerships across systems change and policy work, and One sectors, providing fnancing for farm inputs Acre Fund in fact has a unit called Systems and distribution of seeds and fertilizer. Seed Change. But Matt Forti, managing director of and fertilizer companies, in turn, discovered One Acre Fund USA, noted that only one out a commercial base in smallholders as both of ten funders will contribute towards systems customers and suppliers. One Acre Fund also change and policy work, so they must look provides training on agriculture techniques for those who can support their commitment and works closely on this and other activities to conducting and measuring policy work and with local government agencies. ability to change systems. Over the past year, Forti has received strategic advice from the In Rwanda, the agricultural sector accounts for Skoll Foundation and MDRC specifcally towards 80% of the labor force and 33% of the gross creating measurements for this, since policy domestic product. One Acre Fund’s bundle of and systems change work, especially the policy services has proven to increase crop yields by work, is long-term. Because of the nature of this an average 50 percent. Given these results, the work, it requires long-term funding (currently organization signed a multiyear Memorandum One Acre Fund’s median grant term is three of Understanding with the Government of years), and it benefts particularly from funders Rwanda to incorporate its farmer-training that have relationships with host country model into the government’s pre-existing governments. Recently they received a $15 Farmer Promoter program. In 2015, One Acre million grant from the Global Innovation Fund, Fund became a government partner as part a collaborative that includes Omidyar Network, of the Twigire Muhinzi program, which brings which requires a tie to public funders (e.g., the together One Acre Fund’s feld offcer model U.S. Agency for International Development), with local government infrastructure to provide which Forti believes will allow signifcantly farmers across the country with crucial training greater scaling. There will be much to learn and extension services. from their experiences in the coming years. CERES

Ceres was founded in 1989 in the aftermath of the Exxon Valdez disaster. Mindy Lubber, a founding board member and later president of also receives support from specifc climate Ceres, joined with like-minded colleagues and funders as well as climate funder collaborators, a network of institutional investors to create an such as the Energy Foundation, Rockefeller environmental code of conduct. Together, they Brothers Fund, and the Biodiversity Funder have worked for over 25 years to make, and Collaborative, which recognize the scale and strengthen, the business case for sustainability. timeline of this work. Ceres leverages the world’s largest companies and investment frms to accelerate the adoption The work of Ceres in Ohio illustrates how of sustainable business practices, with a focus such funding has helped them to incorporate on climate change and water. It is working a systems approach. In 2014, Ohio State towards a new equilibrium where business lawmakers passed a Senate Bill to freeze energy gains a competitive advantage through effciency and renewable energy standards. implementing sustainable business practices, Supporters of the freeze argued that Ohio such as ethical labor practices and avoiding needed a chance to reevaluate whether existing resource depletion. For Ceres, the target standards were working. In the years since the audience is large companies and investors, freeze was passed, utility companies reduced with whom they have regular engagements. services to customers, clean energy jobs moved Ceres has 90 fee-paying corporate members. out of the state, and the state’s wind industry Through Ceres’ work, sustainability has become lost jobs. Ceres activated their membership, a critical conversation within companies, and mobilized nine businesses to urge state investors, stock exchange, fnancial analysts, lawmakers to not only reinstate, but strengthen, and rating agencies. Ohio’s standards on energy effciency and renewables. They include Campbell Soup Ceres’ model for change depends on key Company, Clif Bar & Company, Nestle, and market actors recognizing that sustainability is Whirlpool Corporation, which together employ essential to their long-term success. To do this more than 25,000 people in Ohio. Ceres policy work, Ceres receives funding from foundations, staffers argued that “these standards are good like Skoll, Moore, MacArthur, and McKnight, for business, and failing to reinstate them all of whom provide large and long-term will send the wrong signal to companies and grants, given their understanding that funding investors throughout the state.” Relying on such systems change is a long-term project. Ceres a coalition is crucial in achieving their aims. Scaling Solutions Toward Shifting Systems

RECOMMENDATION #4: impact reports when it comes to market- related dimensions of their work. This still COLLABORATE: leaves room for follow-up, and requests for SHARE INTEL WITH OTHER FUNDERS. additional information, but aims at using human resources more efciently, illustrating The grantees we interviewed are devoted an advantage of this investment mindset. to implementing their missions, yet they spend a signifcant portion of staf time and While this is not the frst initiative to suggest resources on the fundraising process. They donors collaborate more on applications and bemoaned how repetitious, duplicative, and reporting, our research uncovered a link: time consuming it is, and advocated for to scale and shift systems, organizations funders to consider efciencies in this area. have no choice but to put more efort into building relationships, mobilizing, and The grantee due diligence process frequently facilitating change—and less into feeding arose as an opportunity to put this into funders information.8 Information that can be practice. Many grantees interviewed undergo shared, and ways to synchronize with other extensive vetting processes with funders. donors, include: Rather than repeat that process over and over again to share similar information, grantees • Sharing due diligence, fnancial checks, suggested that more funders proactively program audits, and site visit insights share due diligence. But to allay concerns that and notes. grantmakers are sharing information without the knowledge of grantees, funders should • Participating in, leading, or creating discuss this practice with grantees frst. donor collaboratives.

Equally important was the plea for funders to • Coordinating eforts with other agree to common application and reporting funders, and meeting grantee needs by templates. Grantees need to reduce the maximizing on respective strengths. extraordinary amounts of time spent re-organizing similar information to ft • Connecting impact metrics with other the templates and questions asked by each widely accepted external frameworks funder. One organization ofered a preferred such as the Sustainable Development option that all their funders accepted: Goals and the Social Progress Imperative a regularly updated online reporting and its Index. mechanism that any funder can view at any time, eliminating the need for individualized reporting altogether.

Interestingly, almost all funders who provide impact investments to these grantees are satisfed with common fnancial and narrative

8 There are many important initiatives on this including the work of Big Bank Philanthropy, Blue Meridian.

23 OCEANS 5

Oceans 5 is an international funders collaborative founded in early 2011 by four Partners who shared a commitment to from a collaborative of many donors. protecting the world’s fve oceans. It focuses This streamlined effort has enabled an effcient on globally signifcant, collaborative projects use of resources and supported several to constrain overfshing and establish marine important successes, not least securing global reserves. Partners commit to providing at trade restrictions for endangered sharks through least $3 million over three years to support support of a coalition of seven organizations; collaborative grantmaking. Between its securing a U.S. Presidential directive and new founding and mid-2017, the group supported regulations on illegal fshing and seafood over 40 projects with a total investment of traceability; securing the world’s largest marine about $40 million. Oceans 5 has added six reserve in the Ross Sea of Antarctica; and additional Partners, as well as three new improving illegal fshing controls in Europe. Each Members who provide smaller contributions. of these efforts is possible only by supporting a range of grantee organizations and coalitions, The Partners and Members of Oceans 5 direct illustrating that strategic collaboration at Oceans its work along with Executive Director Chuck 5 is important for both funders and grantees. Fox, and it is hosted by Rockefeller Philanthropy Advisors, which conducts the grantmaking. The strategic collaboration at Oceans 5 is visible The Oceans 5 team makes grants, leverages on both the grantee and the funder sides. matching grants, provides in-kind services, and Oceans 5 Partners and Members include the shares strategic guidance – all to support its Oak Foundation, Planet Heritage Foundation, grantees. It is a trusted platform for both new Waitt Foundation, Marisla Foundation, Leonardo and experienced philanthropists, providing DiCaprio Foundation, Angell Family Foundation, substantial leveraging opportunities. Rather The Tiffany & Co. Foundation, Bloomberg than negotiating separately with the funders, Philanthropies, Wyss Foundation, Packard grantees only need to interface with one Foundation, Moore Charitable Foundation, Bill organization, though they are receiving support and Shannon Joy, and Michael Light.

Photo by Kirby Morejohn PROXIMITY DESIGNS

Jim Taylor and Debbie Aung Din founded Proximity Designs to help Myanmar by cover innovation and scaling costs while USAID supporting rural development, particularly covers core costs. This fexibility has allowed agriculture, in ways that promote equitable them to develop a model whereby 60% of economic growth and reduce disparities their budget now comes from earned revenue. between urban and rural areas. Their efforts with smallholder farming households Taylor calls unrestricted funding “the holy have increased productivity and incomes grail” that relies on a strong history of having signifcantly, and their work illustrates how social impact and the ability to measure it, funding support can allow organizations to with fresh data to back up the organization’s grow, thrive and scale. In just over a dozen work. Their funders also allow them to report years they grew to 650 staff, and work with on milestones rather than line items. Jasmine farmers in 180 townships that include about Social Investments, for example, has provided 75% of the population of the country. They unrestricted funding, measures impact in expanded quickly, then deepened coverage in a simpler way, is willing to use the same every locale they entered. indicators as other donors, and introduces Proximity to other funders who think the same Taylor notes, “We have been fortunate that we way. This doesn’t mean they are hands-off, have had some very supportive donors who but they invest as partners in a venture where helped us to scale. We didn’t engage with those success, or learning what doesn’t work, is shared who wanted to make that diffcult.” Mulago – the accountability is through partnership, not Foundation, part of the Big Bang collaborative, compliance with rigid procedures. has been this kind of responsive funder, as has the Skoll Foundation, from whom they received Taylor concludes, “These kinds of funders a Skoll Award. Taylor and Aung Din had the have been very critical for our growth. You experience under their belt to negotiate with get other donors who are not that skillful. You a range of donors to accept their terms. The must be in the position to push back because timing helped too, because in their early years you have alternatives. My funders and our donors didn’t have many grantees to choose earned revenue —these kept us from being from. Aid programs didn’t have a fxed agenda desperate and unable to negotiate. We have and allowed experimentation, which Taylor been fortunate to get momentum because observes is an approach that has become rarer. we had a pool of donors who understand the They never got into the “contracting game.” opportunistic nature of this work, and the need They have funding from USAID, and a Skoll- to focus on our rural customers, not the needs USAID partnership allows Skoll’s funding to of the in-house customers—the donors.” Scaling Solutions Toward Shifting Systems

RECOMMENDATION #5: Dynamic social organizations, like dynamic enterprises, need “run room” to thrive, : STREAMLINE innovate, grow and scale. Five suggested REDESIGN GRANTMAKING PROCESSES. improvements in grant processes are listed below. And while funders may not want Complementary to funder-to-funder to give this much leeway to new partners, collaboration is funders individually shifting procedures for those already known streamlining procedures with grantees. and trusted could make an enormous While most foundations readily recognize diference. Our fndings lead us to encourage their procedures are cumbersome, many may donors in: not realize how much the efort required on the grantee side is preventing them from • Providing unrestricted funding, or scaling their impact. Without fexibility and allowing a signifcant portion of the funding security, grantees have to spend grantee’s budget for overhead costs. much of their time fulflling administrative requirements and shoehorning work into • Extending grant periods (perhaps funding parameters. Many interviewees doubling or tripling in length, saving described the cyclical trap of the very common time on both sides). one-year grant: just as the grant is secured and work is underway, the team must consider • Responding to grantee pitch decks, applying for the next one, leaving limited time like those used for venture capital, and and resources to focus on the work for which growth capital campaigns that grantees the organization has been funded.9 Others use with multiple funders. described the inability to fuidly shift tactics and approaches when constrained by project • Accepting strategic plans or business funding. One interviewee said, “We’ve had to plans from applicants rather than ofset some of our ambitions because most of requiring a unique foundation proposal the funding is restricted, ” and another noted, template to be used. “We have convinced our key donors to provide long-term, core funding, but it’s been pulling • Providing funding tranches by teeth to get them there.” milestones achieved rather than by individual line items (that require grantee staf time to juggle between line items rather than working at the strategic level).

9 See an interesting take on this by Caroline Fiennes in calculating the “net value” of a grant.

26 CRISIS TEXT LINE

Crisis Text Line was launched in 2013 in the U.S. by Nancy Lublin, an experienced social raised about $5 million dollars through word- entrepreneur. It provides free crisis intervention of-mouth from mostly tech entrepreneurs. via SMS message with services available 24 To avoid the funding treadmill and using a hours a day, throughout the U.S., by texting venture capital approach, in early 2016 Lublin 741741 and being connected to a trained Crisis raised a “Series B”10 of $20 million, using a Counselor. Lublin’s intent was to improve the short, clear document of what they would state of mental health of teens by supporting accomplish. They raised almost $26M in big the entire sector to utilize tech and other chunks, all in unrestricted funding. Donors who process innovations. The opportunity for wanted restrictions were told no—“it’s growth scaling was evident in both increasing the capital —we don’t want it to be locked up for reach of direct service provision and making specifc metrics funders want to see.” Most of its data open and available. funders have invested in for-proft ventures, so this wasn’t a foreign concept to them. Crisis Text Line was born out of DoSomething. org, another organization encouraging young Crisis Text Line has the backing and trust of people to be active social change agents. enough donors that it could raise funds this Within four months of launching, Crisis Text way, including Omidyar Network and Melinda Line was used in every area code in the U.S. Gates. It didn’t always work this way in the past Two years later, Crisis Text Line spun out into with her other organizations, but Lublin now a separate entity and Lublin became its CEO. feels a real partnership with funders: “They’re By early 2017 Crisis Text Line had over 65 staff, on the same team wanting the same thing. thousands of volunteers, and had processed We can be totally open and vulnerable and over 40 million messages. Lublin points out that collaborative, and it’s wonderful.” Lublin still this growth pattern is “a lot more like a tech has concerns though—there are almost no start-up than a nonproft.” Early on she realized funders or individuals that do the equivalent of that the opportunity for exponential growth “Series C” funding for organizations that have needed to be matched with funding like that already scaled—and the data shows there are of a tech start-up: “Nonproft funding processes many great organizations that plateau precisely are too cumbersome and slow.” Start-up style because of a lack of next stage funders. funding enabled the organization to double 10 Lublin borrows terminology and practices from the venture in size every six months. By early 2015, she had capital world. Scaling Solutions Toward Shifting Systems

Many of our interviewees shared experiences they have had with funders that cut across a number of these fve recommendations Root Capital is one case in point.

28 ROOT CAPITAL

Root Capital is a social enterprise and impact investor that lends capital, delivers diligence and post-investment monitoring. fnancial training, and strengthens market The credibility of the reports is enhanced connections for agricultural businesses because Root has adopted a set of widely sourcing from smallholder farmers in Africa recognized metrics: the Impact Reporting and and Latin America. Willy Foote, who founded Investment Standards (IRIS) taxonomy housed Root Capital in 1999, recognized that these within the Global Impact Investment Network businesses lacked access to capital because (GIIN). By contrast, Root’s grant donors require they were too large for microcredit loans it to complete tailored grant applications but considered too small and risky for and reports specifc to each funding source. commercial lenders. Root Capital flls this gap Compared to the market-oriented nature of through direct lending and fnancial training. Root Capital’s impact investing activities that exemplify empowerment and streamlining, Root Capital is a hybrid: part fnancial managing these grant processes is a time- institution, part traditional NGO. As a fnancial consuming treadmill characterized by intermediary, it borrows money from 200+ ineffciencies and power imbalances. impact investors and then lends that pooled capital to hundreds of businesses reaching In 2012, Skoll and Citi Foundation were 600,000 farm households each year. Investors interested in developing industry standards earn a modest fnancial return (~2%) on top and effecting systemic change. In coordinating of the social and environmental impact their due diligence, Citi and Skoll realized generated by Root’s loans. Root deliberately that there was a dearth of information about focuses on riskier segments of the market the broader fnancial market for the 500 where commercial lenders fear to tread million smallholder farmers globally Citi and because that is where the greatest impact— Skoll co-funded a grant to Dalberg Global and opportunities to demonstrate and build Development Advisors to produce a seminal markets - can be found. For this work continued public report for the agricultural fnance grant capital is needed, so Root can cover some sector. From that initial report, Citi, Skoll, and cost from earned revenue and the rest from several other donors seeded the Initiative grants. Root Capital’s experience with investors on Smallholder Finance through co-funding, and donors is telling. Demand from investors which has since generated a series of learning exceeds Root’s capacity to borrow and they reports, and dialogue and collaboration have streamlined reporting via a quarterly between donors and practitioners in what was report for all investors for pre-investment due previously a highly fragmented sector. Scaling Solutions Toward Shifting Systems

The Way Forward

This report describes key forward. The real work starts now, fndings and recommendations as we delve more deeply into how we from the frst phase of work. These can reach a wider circle of funders fndings and recommendations, in who are committed to both adapting turn, are highlight consistent with their own behavior, and serving as the work of leading thinkers in examples for the broader community large-scale systems transformation. in the months and years to come. Exploring how funders can hold ourselves accountable to shifting Next steps include: systems as much as we hold grantees accountable for it will be a key part • Identifying additional of our work in future. compelling examples and the learning they bring to the If this orientation, and our fndings funding community. and recommendations, seem obvious or even intuitive, then you may be • Developing an inventory a potential collaborator in moving of funders and funder

30 Scaling Solutions Toward Shifting Systems

collaboratives aligned with the vision presented here.

• Connecting with funder collaboratives FOR MORE and philanthropy networks around the INFORMATION CONTACT: world, whose members may be seasoned grantmakers or relative newcomers, to Heather Grady, identify colleagues committed to putting Rockefeller Philanthropy Advisors the recommendations into practice. at [email protected]

• Bringing together the two conversations Edwin Ou, on scaling impact, on the one hand, and Skoll Foundation at [email protected] shifting systems on the other. Federico Bellone, Porticus at [email protected] This is an open source initiative that is also an imperative. We hope you will join us on this journey.

31 Scaling Solutions Toward Shifting Systems

References

Bradach, Jefrey, and Abe Grindle. Transformative Scale: Lynn, Elizabeth, and Susan Wisely. “Four Traditions The Future of Growing What Works. The Bridgespan Group of Philanthropy.” The Civically Engaged Reader. Great and Stanford Social Innovation Review. Feb. 2014. Books Foundation. 2006. pp 210-217.

Brady, Sheri, and Jennifer Splansky Juster. “How Do Martin, Roger L. and Sally R. Osberg. Getting Beyond You Successfully Put Collective Impact into Action?” Better: How Social Entrepreneurship Works. Harvard Collective Impact Forum. 21 April 2016. Business Review Press. 2015.

Democracy Fund. Systems Mapping: A Tool for Seelos, Christian, and Johanna Mair. Innovation and Insight and Impact. Summer 2016. Scaling for Impact. Stanford University Press. 2017.

Fund for Shared Insight. https://www. Stanford Social Innovation Review. “Smarter fundforsharedinsight.org/ Philanthropy for Greater Impact: Rethinking How Grantmakers Support Scale.” March 2014. Grantmakers for Efective Organizations and Management Assistance Group. Systems Grantmaking Stroh, David Peter. Systems Thinking for Social Change. Resource Guide. Grantmakers for Efective Chelsea Green Publishing. 2015. Organizations. 2016. The Omidyar Group. Systems Practice. Creative Green, Duncan. How Change Happens. Oxford University Commons. 2017. Press. 2016. The McConnell FoundaAtion, 12 Lessons UnLearned Harvey, Hal. “Why I Regret Pushing Strategic from a Year of Philanthropy. Available at Philanthropy”. The Chronicle of Philanthropy. 4 April 2016. http://12lessons.mcconnellfoundation.ca/#knot Last accessed September 7, 2017. Huang, Judy, and Willa Seldon. Lessons in Funder Collaboration: What the Packard Foundation Has Waddell, Steve. Change for the Audacious: a doer’s guide. Learned about Working with Other Funders. Networking Action Publishing. 2016. The Bridgespan Group. 2014. William and Flora Hewlett Foundation. Peer to Peer: At Kajenthira, Arani and Philippe Sion. “Collective the Heart of Influencing More Effective Philanthropy. Study Impact without Borders.” Stanford Social Innovation Conducted by Harder+Company Community Research Review. August 29, 2017. and Edge Research. 13 Feb. 2017.

Louie, Lindsay, and Fay Twersky. “Using Knowledge Wolf Ditkof, Susan, and Abe Grindle. “Audacious to Improve Funder Practice.” Stanford Social Innovation Philanthropy.” Harvard Business Review. September- Review. 13 Feb. 2017. October 2017.

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WEBSITES

SCALING SOLUTIONS Health Leads: STEERING GROUP ORGANIZATIONS https://healthleadsusa.org

Draper Richards Kaplan Foundation: Imazon: https://www.drkfoundation.org http://imazon.org.br

Ford Foundation: Initiative for Smallholder Finance: https://www.fordfoundation.org http://www.initiativeforsmallholder fnance.org Porticus Foundation: https://www.porticus.com/en/home Kiva: https://www.kiva.org Rockefeller Philanthropy Advisors: http://www.rockpa.org Last Mile Health: http://lastmilehealth.org Skoll Foundation: http://skoll.org Marine Stewardship Council: https://www.msc.org GRANTEES INTERVIEWED New Teacher Center: B Lab: https://newteachercenter.org https://www.bcorporation.net One Acre Fund: Campaign for Female Education https://oneacrefund.org (Camfed): https://camfed.org Partners in Health: https://www.pih.org Ceres: https://www.ceres.org Proximity Designs: http://www.proximitydesigns.org Civicus: http://www.civicus.org Root Capital: https://www.rootcapital.org Crisis Action: https://crisisaction.org Tax Justice Network: https://www.taxjustice.net Crisis Text Line: https://www.crisistextline.org Water for People: https://www.waterforpeople.org Education Super Highway: https://www.educationsuperhighway.org Watsi: https://watsi.org Fe y Alegría: http://www.feyalegria.org/en