The Transformative Arts Process Experiments in Philanthropic Participation
Aug 11, 2015
The Heinz Endowments
• Asset size: $1.6 Billion• $60-$70 Million in grants annually in Pittsburgh• Five Program Areas– Arts & Culture– Children, Youth & Families– Community & Economic Development– Education– Environment
• I work in Arts & Culture
More Typical Philanthropic Processes
• Reflect on prior work successes & mistakes;• Staff develop strategy based upon prior
experience and build it on top of other models with which we are familiar;
• Develop an RFP and ask for community input;• Share RFP with community; • Solicit responses;• Panel or staff makes decisions;• Power not explicitly addressed
Making Our Thinking More Visible
The first paper we wrote communicating where we were going
Presented Three Ideas to the Board
janera solomon of Kelly Strayhorn Theater: Incubate spaces for African American artists interested in social justice on Penn Ave
James Brown of the Lighthouse House Project: Take the Lighthouse Program to a free standing building serving more and more accessible.
Charlie Humphrey of the Pgh Center for the Arts: Media Literacy Programs in AA & Distressed Neighborhoods
Presented to Board and Progress!
• $800,000 appropriation – Grants for cohort and
movement building – Consultant team to
manage process– Stipends for advisory
board members– Evaluation
Next Step: Develop Strategy
• Will all five areas receive equal investment? If not, which areas are more in need of $?
• Will all five areas use the same method of impacting the field? For example, might we use RFPs in all of the areas?
Challenges & Questions
• Engage consultants/partners who care about relationships & get them;
• Invest in time, but understand the downsides in terms of “Money out the door.”
• Bring value to grantees outside of $;• Include race & justice analysis in the work.• If possible, structure relationships into the
work and define the relationship together;
More Challenges & Questions
• Be prepared to make real changes based upon what you hear from partners and provide real check-in opportunities;
• Do not overestimate “relationships”. No $ to a grantee may mean the relationship is over.
• Employ relationship tools, such as social media, project management software that allow grantees to impact work;
• Communications internally as important externally.