Like NGOs, they tend to be behind the technology curve, not because they do not have the funds, but because management has not fully understood its implications. That's changing, slowly, with a new group of senior executives heading foundations. Few foundations still have stand-alone technology programs or funding for technology, and most prefer to roll these programs into their current funding sectors. Unfortunately, many of the program directors who head these sectors may be experts in their particular fields, but do not have the expertise to assess technology proposals. Most foundations do not enlist their internal support staff to review or assist with technology proposals for their programs.
Traditional foundations operate on a number of principles antithetical to the Internet culture.
Unfortunately, Internet proposals have a short shelf life. If they take longer than six months to approve, they may as well be rewritten. Foundations tend to operate on fixed program budgets cast at the beginning of the year, while technology is an ever-changing animal and requires quick venture capital to seize opportunities. An interesting characteristic of traditional foundations is that they do not have a culture of cooperation. Foundation boards tend to analyze different sectors, determine if there are other foundation players and, if there are, look elsewhere for their own unique niche.