Some of the wealthiest women in the world deploying vast fortunes with gender lens grantmaking: This is the future of philanthropy. Maverick Collective is one of the places where this strategy is already taking place.
Maverick Collective, co-chaired by Melinda Gates and H.R.H. Crown Princess Mette-Marit of Norway , is poised to deploy millions more in philanthropy with a gender lens.
But gender norms of the past still haunt many women philanthropists. “Women told us that they would be at a cocktail party, and people would come talk to their husbands, but not them,” said Kate Roberts, Senior Vice President for Corporate Partnerships with Population Services International (PSI). A global nonprofit “focused on the encouragement of healthy behavior and affordability of health products,” PSI is the host organization for The Maverick Collective.
It’s always interesting to drill down on a specific population, such as young Latina women, and consider the implications both for that community and for other marginalized communities.
A new report, Gender Norms: A Key to Improving Outcomes Among Young Latinas does just that. The report, prepared in partnership with Hispanics in Philanthropy and Frontline Solutions, takes on the issue specifically of Latina women and how gender norms put them at risk for lower life outcomes.
The paper begins by telling the story of how philanthropy has begun to approach gender in different ways, but still does not integrate gender awareness as broadly as it could.
From the paper:
Few social justice foundations today would seek to create portfolios that were race and class blind, and fewer still fund grantees that offered race- or class- blind programs, particularly in communities of color. That’s because they know that addressing underlying structures of oppression like race and class race and class makes efforts more effective.
These are the top three issues for Millennial giving. What if one of the top three was gender equality? What kind of a difference would that make?
Fidelity Charitable has come out with a new report on trends in women’s giving, and it is definitely food for thought for anyone in the women’s philanthropy field.
The report delves into generational differences in giving between Millennial women and Boomer women.
Before talking about the report’s findings, I want to draw attention to the methodology, so we know specifically who we are talking about when we talk about Millennials and Baby Boomers. The report used survey data from Millennials, which they defined as women age 17 to 37, and Baby Boomers, which they defined as women age 51 to 71. So women in the 37 to 51 range (like me!) are not being talked about in the report.
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.
As the NoVo Foundation gets into its grantmaking from the $90 million in funds established to support young women and girls of color, one of its first big grants will go to help young women and girls of color involved in the juvenile justice system.
The Young Women’s Freedom Center in California fights for the rights of system-involved girls.
The Young Women’s Freedom Center, which has been organizing around juvenile justice for young women and girls in California since 1993, will be the recipient of new funding from the NoVo Foundation to support its work. The NoVo Foundation, which began in 2006, made a commitment last year to deploy $90 million in the service of supporting self-led organizing by young women who have “directly experienced poverty, violence, addiction, and incarceration.”
The Fund for Trans Generation, created by Borealis Philanthropy, gave out over 50 grants to support community advocacy for transgender people.
Nonprofits development folks looking to build community advocacy for trans people have a new source to tap. The Fund for Trans Generation (FTG), created by Borealis Philanthropy, just gave out its first round of grants, with an initial deployment of over 50 grants ranging from $15,000 to $30,000.
Borealis Philanthropy reports that it received 130 letters of inquiry for this initial grant cycle. 69% of these grantees has a budget of $75,000 or less, so these grants are going to make a huge contribution to the overall funding of these essential community groups.
Stronger California is working to improve gender equality in the state.
It’s Time Network hosted a conference call this past week that gave a window for states across the country to learn about California’s efforts to grow gender equality movements. The call featured Jessica Stender of Equal Rights Advocates, who has been coordinating and enacting many steps of a legislative agenda for women in California. The call was well-received nationally, with people registered from 16 states.
From Betsy McKinney and the It’s Time Network team:
Thank you for joining us for Tuesday’s virtual convening to learn about how we can support policy agendas that lift women and children out of poverty, ensure fair pay and family-friendly workplaces, and more, focusing on the Stronger California legislation.
Things are really coming together for women’s funds and gender lens investing, as this new report details. The new report is written by Joy Anderson, President and Founder of Criterion Institute, Ms. Foundation President Teresa Younger, and Elizabeth Schaffer, Chief Operating Officer of the Global Fund for Women.
I have not read the report in total yet, but from my first foray in, I am really excited to see how these advanced thinkers and leaders are putting ideas together and finding new synergy for social change and finance. This is powerful stuff!
The report is written using architectural design as an extended metaphor for how to integrate the different sectors of finance, women’s funds, and social change theory. Combining these three components, the report then makes practical suggestions about how to influence issues like domestic violence, the gender wage gap, and climate change.
Walmart supported the creation of a Women-Owned logo for suppliers, to increase visibility for women-owned businesses in their supply chain.
Given that Walmart is the largest employer in America, second only to the government, the fact that they are taking an active stance in addressing women’s empowerment is particularly important.
We want to make sure Walmart’s grantmaking gets talked about here on Philanthropy Women because they are such a large and influential company, not just in America, but globally. Because of their size, their ability to influence both the economy and the culture is great, and will likely have a growing impact on issues related to women as time goes on.
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
