Tim Lehnert is a writer and editor who lives in Cranston, Rhode Island. His articles and essays have appeared in the Boston Globe, the Providence Journal, Rhode Island Monthly, the Boston Herald, the Christian Science Monitor, and elsewhere. He is the author of the book Rhode Island 101, and has published short fiction for kids and adults in a number of literary journals and magazines. He received an M.A. in Political Science from McGill University, and an M.A. in English from California State University, Northridge.
Emily Bove, Executive Director of the Women Thrive Alliance, which supports grassroots organizations in gender justice work globally.
“We see our members—grass roots organizations—as the experts,” says Emily Bove, Executive Director of the Women Thrive Alliance.
Women Thrive comprises 285 organizations in 53 developing countries. Based in Washington, D.C., Women Thrive supports its member groups in advancing women’s rights globally. “We only work with groups that are engaged in advocacy,” says Bove, citing Women Thrive’s expertise in this area. The other criteria for Women Thrive membership is that the participant organization have female decision-makers at the helm. Given its expansive membership roster and skeleton staff, much of Women Thrive’s work is virtual, including online courses aimed at helping member groups organize around gender and poverty issues.
While Women Thrive prioritizes women’s rights and equal access to education, Bove stresses that all aspects of development are interconnected, and breaking them up into discrete parts is somewhat arbitrary. “Women don’t wake up and say, ‘today my focus is on my child’s education and tomorrow it’s on clean water.’” The goals of women holding political power, controlling their own bodies, receiving fair pay and having access to education are interrelated, and all are key in furthering development.
Jennifer and Peter Buffett, Co-Founders, Novo Foundation (Photo Credit: Taylor Crothers)
If a foundation’s mission is to build more healthy partnerships in the world, what better place to start than with their own internal partnerships? In fact, for Peter and Jennifer Buffett of the NoVo Foundation, developing their own partnership as a couple coincided with developing the mission of their foundation, which is to transform relationships across the globe from “domination and exploitation” to “collaboration and partnership.”
I had approached NoVo wanting to talk to either Jennifer or Peter individually, but, apropos of their partnership approach to philanthropy, I got them both. They spoke to me by phone from their home in the Hudson Valley, about two hours north of New York City.
Tracy Gary has played a key role in building the infrastructure of women’s philanthropy over the past 40 years.
Tracy Gary says she starts every day as a “grateful activist.” That’s a good way to approach the morning, and an attitude that infuses the 66-year old Gary’s now 40-year career as philanthropy advisor, non-profit leader, donor and consultant.
A founder of nearly two dozen non-profits, Gary heads Unleashing Generosity and Inspired Legacies, and is on the road 40 days per year working with non-profits, foundations, and donors. That’s down from the 200 days away from home she used to log, but in the last few years she has reduced her workload (which used to run to 60-80 hours per week) and dropped 100 pounds. It’s a matter of staying healthy, and staying on the planet, so that she can continue mentoring the next generation of inheritors and philanthropy professionals.
Lee Roper-Batker, CEO of the Women’s Foundation of Minnesota.
“We know Minnesotans have many shared values, including equality and opportunity,” says Lee Roper-Batker, CEO of the Women’s Foundation of Minnesota. But getting those shared values to manifest in support for policies that advance women and girls is sometimes a task that feels comparable to scaling the world’s highest mountain. “We have to meet people where they are and bring them with us,” she says, which can often be a daunting task.
Lee Roper-Batker spoke to me by phone from her office at the Women’s Foundation of Minnesota (WFM) in downtown Minneapolis, a stone’s throw from the Mississippi River. The WFM is the oldest and largest statewide women’s foundation in the U.S., and its mission is to engage in “systems change” affecting individual, cultural and community attitudes and behaviors. The goal is to move institutions and public policies toward gender equity, something that Roper-Batker describes as “Our Everest.” A Minnesota native, Roper-Batker has headed the Women’s Foundation of Minnesota, which started in 1983, since 2001.
Great private wealth is nothing new, but reading David Callahan’s The Givers will convince you that there is a different game at play today, with staggering fortunes and unprecedented elite hubris. Some fortunes are so big, and growing so fast, that even a dedicated philanthropist can’t give the money away fast enough. To cite just one example, Michael Bloomberg was worth around $5 billion when he became mayor of New York in 2002; he’s now worth more than $45 billion. With this figure in mind, the over one billion dollars he has given Johns Hopkins University to date doesn’t seem so big. Still, it’s an astonishing sum for most of us to contemplate. And that’s not all. Bloomberg has also given hundreds of millions to reduce smoking and traffic deaths globally, and combat climate change.
Rajasvini Bhansali, Executive Director, IDEX, soon to be renamed Thousand Currents. (Photo credit: Rucha Chitnis)
Rajasvini “Vini” Bhansali spoke to me by phone from Mumbai, India, where she was working and visiting family, the trip to her homeland compelled by a family illness.
“We attract donors and ambassadors that are thinking about local and global connections,” says Bhansali, Executive Director of IDEX (soon to be renamed Thousand Currents). Bhansali notes that 60 percent of IDEX’s budget comes from family foundations, 20 percent from individual donors, and 20 percent from earned income. Last year, IDEX recorded a 45 percent increase in new individual donors, and as it morphs into Thousand Currents, the organization has added staff positions, including a grants coordinator, a community engagement manager, and directors of “donor organizing” and “diaspora partnerships.”
Bhansali stresses the importance of IDEX’s mission to fund the underfunded — to grow those innovative grassroots groups that need more support.
Based in Berkeley, California, IDEX’s mission is to support women, youth and indigenous people in the Global South. The main focus of this support is directed at developing sustainable agriculture, building income, and addressing climate change. Essential to these goals is fostering women’s capacities to serve as leaders and agents of change.
IDEX (International Development Exchange) was started in the mid-1980s by returning Peace Corps members. The IDEX name came out of a desire to stress “exchange” as central to the organization’s mission – the idea that development should be collaborative and cooperative, rather than top-down and dictated from afar.
At the time of IDEX’s founding, the notion of an exchange between the rich and poor countries was “revolutionary,” says Bhansali; now, it’s gaining momentum and becoming increasingly mainstream. Regardless, a constant reciprocity of ideas and values with local partners still animates IDEX.
Bhansali describes the decision to change the name from IDEX to Thousand Currents as pragmatic: to avoid confusion with other IDEXs, which include an engineering and manufacturing company, an international diamond exchange, and a weapons conference. In fact, if you google IDEX, the International Development Exchange comes up fourth, so it makes good sense to choose a name that more closely matches the mission. Thousand Currents feels like a better fit for an organization that has funded more than 500 community-led initiatives in Asia, Latin America and Africa.
Born in India, Bhansali lived in various parts of the country before coming to the United States as a scholarship student at the University of California, Berkeley. “I didn’t have a game plan,” admits Bhansali about leaving India at age eighteen for the U.S. While she considered pursuing a scientific career, she had always been interested in the intersection of civil society and development, and upon completing her degree, returned to India and worked in Rajasthan, a state in northwest India bordering Pakistan. Bhansali knows this area well, and it is a particularly difficult one for females, with few educational and economic opportunities, and high rates of female infanticide and domestic violence.
Bhansali returned to the U.S., this time to Texas where she worked for the City of Austin and the State of Texas, and earned a Master’s degree in Public Affairs, focusing on technology and telecommunications.
Bhansali’s next significant move was transformational: a two-year posting to Kenya serving as a management capacity builder with youth polytechnics. This work on behalf of the international anti-poverty organization Voluntary Service Overseas proved pivotal in solidifying her commitment to social change, self-sufficiency, and economic development among the world’s poorest communities, with a particular focus on women’s role in that struggle.
After her Kenyan appointment ended, Bhansali returned to the Bay Area, and in 2010 assumed the helm of IDEX (after having been the program director for a year). In addition to changing its name, over the last several years, IDEX has engaged in a process of reinvention. Part of this grew out of a post-recession downturn—which, Bhansali notes, affected many U.S. social justice and solidarity organizations—but much of it was about better defining IDEX’s relationship to its global partners.
Typically, a non-profit will itself try to measure whether it is meeting its program objectives and goals, or have a third party conduct such an audit. But IDEX took a different approach. “We had our grantee partners evaluate our effectiveness as an organization,” says Bhansali.
One message that emerged was that partner organizations wanted IDEX to become a more visible and vocal advocate for local influence and control over development initiatives. Alliance-building on the regional and national level is key in this regard. In short, the message from the field was that sharing and communication are important; not just around specific projects, but also to encourage an egalitarian development culture.
IDEX supports locally-rooted groups, movements, and collectives which lack funds. According to Bhansali, too often Western non-profits “are looking for the brand-new thing, instead of seeing what is there already.” New is sexy and commands headlines, but IDEX’s mission is to further develop the capabilities of women and other vulnerable populations by supporting under-recognized organizations employing grassroots-level solutions.
For this reason, IDEX doesn’t fund one-time projects, but establishes ongoing relationships lasting three or more years. One of their senior partners is Chiapas-based DESMI (Social and Economic Development for Indigenous Mexicans, an organization that IDEX has worked with since the early 90s. Another is GRAVIS, which has collaborated with IDEX since 1999 in helping Thar Desert peoples in Rajasthan, India generate their own social, economic and political opportunities.
The empowerment of Rajasthani girls and women is essential to fulfilling this mission, and it includes education and vocational training, as well as developing female leadership. Hands-on projects include drought preparedness for 20 villages, namely the construction of underground water tanks to improve water availability. Women and girls benefit greatly from this effort, as it is typically their job to carry water, often from long distances, to fulfill basic household functions. Other IDEX-sponsored initiatives in Rajasthan include seed banks, and projects to improve food security.
IDEX attempts to put the marginalized and excluded at the heart of development and social change efforts. Its initiatives include cultivating women and girls as leaders and change agents, and strengthening climate resilience, sustainable agriculture, and locally generated economic growth.
Naturally, small groups in poor, underserved and often remote areas don’t have websites, billboards and marketing campaigns alerting potential donors of their existence. “We have regional program directors who keep their ears close to the ground,” says Bhansali. Moreover, IDEX also gets “leads” from already existing partners to help in connecting with needy groups who are typically unknown outside of their immediate communities. “We are often their first international grant maker,” says Bhansali of such budding local organizations.
IDEX is part of a movement seeking to change Western attitudes and approaches toward giving and development in poor countries. The IDEX Academy, a week-long spring gathering at a Sonoma, California ranch, is part of this attitude-adjustment initiative. IDEX’s “Theory of Change” which rests on “Community Self-Determination,” “Organizational Resilience,” “Global Solidarity” and “Social Justice Giving” forms the curriculum of the academy. In addition to the retreat staples of learning, discussion and team-building, the varied attendees and faculty engage in art, performance, physical movement and nature activities. It’s all aimed at furthering a culture of collaboration in aid of global grassroots development and sustainability efforts.
Bhansali, who is also a board member at Greenpeace USA and the Agroecology Fund, and a member of the Advisory Circle on behalf of New York’s Women’s Building, says she feels a continual push and pull regarding her native India. This tension is perhaps not such a bad thing; after all, it is a continual dialogue, a back-and-forth with a spirit of collaboration that fuels IDEX’s (soon to be Thousand Currents!) ongoing identity development as an organization, as well as its ripple effects for communities in Asia, Africa and Latin America.Read More
