Behind much of grantmaking is a fundamental premise, perhaps largely unconscious, that impedes philanthropy from changing the way it does business. It is as though philanthropy exists for its own sake rather than for the communities and non-profit groups it is intended to serve. The means have become and end in itself. This is not a real partnership between donors and donees. The following, in my view, are seven areas of philanthropic practice that require some serious modification.
Foundation agendas almost entirely determined by fixed program areas and budgets.
Such categorical agendas with little or no discretionary funds hamstring foundation responses to major crises situations, cross-cutting program efforts, new innovative approaches, emergency needs and targets of opportunity. Lack of administrative mechanisms and the will to support important programs and organizations, such as small grants to local community groups, capacity building grants to rural areas or support to philanthropically underserved geographic areas. Unwillingness of foundations to increase their payout in grants, especially in times of crisis or scarce public resources. Failure of philanthropic institutions to maintain continual serious communication with the non-profit world, except around the grant process, a process that actually distorts what little relationship exists. Difficulty of acting in a timely way to crisis situations and to the changing needs of non-profits.