Loading...
HomeMy WebLinkAbout2021-11-04; Arts Commission; ; Discussion regarding the future direction of the Community Arts GrantsMeeting Date: Nov. 4, 2021 To: Arts Commission From: Richard Schultz, Cultural Arts Manager Staff Contact: Richard Schultz, Cultural Arts Manager, richard.schultz@carlsbadca.gov Mimi Kim, Community Arts Grants Coordinator, mimi.kim@carlsbadca.gov Subject: Discussion regarding the future direction of the Community Arts Grants District: All Recommended Action Staff recommends the Arts Commissioners engage in a lively exploration of the future direction of Community Arts Grants. Executive Summary Cultural Arts Manager Richard Schultz and Cultural Arts staff member Mimi Kim will facilitate a discussion to explore the following topics regarding upcoming cycles of the Community Arts Grants: 1.What trends in grantmaking align with the needs of the Carlsbad arts community and intended impacts? 2.How does the program align with the goals and priorities of the Arts & Culture Master Plan (2018)? 3.How will this multi-part discussion proceed at the next three meetings, November 2021 to January 2022? The overall goal is to create a structure for implementation of the potential changes or updates to future cycles of the Community Arts Grants. Discussion City staff will present an overview of the current structure and approach to the Community Arts Grants cycle including categories, funding levels and priorities. The Arts Commissioners are provided with two articles on grantmaking as a resource for the discussion. The content of each article aligns directly with the intent and goals of the Arts Commissioners’ discussion during the next three meetings to formulate and/or update the goals and values of the Community Arts Grants program. Nov. 4, 2021 Item # 3 Page 1 of 3 ARTS COMMISSION Staff Report As part of this discussion, the Arts Commissioners will be asked to revisit the Arts & Culture Master Plan and consider how the Community Arts Grants can support and further the initiatives detailed in the Plan. The following chart provides examples of grant-related action items in the Carlsbad Arts & Culture Master Plan: SECTION ROLE INITIATIVE Daily Life 4.2 (Page 92) Partner Create a neighborhoods arts grant program to provide seed money and formalize a technical assistance program to help local groups implement arts events and projects. Lifelong Learning 1.2 (Page 94) Connector Explore potential partnerships and grant resources to develop a City of Carlsbad “Arts and Health” initiative, with the eventual goal of replication to all school districts within Carlsbad Capacity Building 1.1 (Page 97) Leader Create a grants program focused on arts organization start-ups within their first five years. Capacity Building 1.2 (Page 97) Leader Create a Technical Assistance program in partnership with local businesses, organization and higher education institutions targeted to support local artists and arts organizations with needed skills such as business plans, accounting and marketing. Capacity Building 1.3 (Page 97) Leader Explore the development of an Arts Incubator program for new creative-sector start-ups. Fiscal Analysis There is no anticipated fiscal impact at this time. Next Steps The proposed plan for discussion of the Community Arts Grants program during the next three Arts Commission meetings is: MEETINGS ACTION November, 2021 Revisit current practices and briefly discuss national trends in grantmaking December, 2021 Identify existing needs, opportunities and priorities January, 2022 Develop an action plan for the Community Arts Grants for fiscal years 2022-2023 and 2023-2024 Nov. 4, 2021 Item # 3 Page 2 of 3 Public Notification Public notice of this item was posted in keeping with the state's Ralph M. Brown Act and it was available for public viewing and review at least 72 hours before the scheduled meeting date. Exhibits 1.Community Arts Funding Plan for fiscal year 2021-2022 2.Article: Our Vision for Smarter Grantmaking 3.Article: Strategies for Narrowing the Power Gap in Philanthropy 4.Carlsbad Arts & Culture Master Plan Nov. 4, 2021 Item # 3 Page 3 of 3 City of Carlsbad, Community Arts Grants Funding Plan Review Fiscal Year 2021-22 1 Fiscal Year 2021-22 Community Arts Grants | Funding Plan Review Applications for the Fiscal Year 2021-22 Community Arts Grants cycle opened on April 12, 2021 and closed on June 7, 2021. In July 2021, three grant panelists successfully completed scoring the Fiscal Year 2021-22 Community Arts Grants applications utilizing the new cloud-based grants management system called Grant Lifecycle Manager (GLM) by Foundant Technologies. Below is the Fiscal Year 2021-22 Community Arts Grants Schedule: Funding Amounts Each application was scored on three categories worth 10 points each, for a total maximum score of 30 points. The total scores of each reviewer were averaged for the final score per application. Any application receiving a total average score of 17 points or less would not be recommended for funding. Equations on how funding percentages were selected follows. Here are the results for the review scores and funding amounts: •Total Available Funding:$106,480 •Total Applications:32 •Total Funded Projects:29 •Total 2021-22 Eligible Requests: $151,300 •Total 2021-22 Funding:$106,480 Dates TASK DESCRIPTION Monday, April 12, 2021 Application Open Monday, June 7, 2021 Application Due Friday, June 11, 2021 Staff application review Monday, June 21, 2021 Panelist Scoring Opens Monday, July 12, 2021 Panel Scoring Due Monday, July 19, 2021 Arts Commission grant applications review period Thursday, August 5, 2021 Arts Commission Funding Plan Approval Wednesday, September 1, 2021 Beginning of Funding Cycle Wednesday, August 31, 2022 End of Funding Cycle Friday, September 30, 2022 All Final Reports Due Monday, April 11, 2022 Fiscal Year 2022-23 CAG Application Open EXHIBIT 1 ( City of Carlsbad Cultural Arts City of Carlsbad, Community Arts Grants Funding Plan Review Fiscal Year 2021-22 2 The following submitted applications were deemed ineligible: Funding Amount Equations Application Category Request Total Scores Avg. Funding % Recommended Funding AmountNew San CAi Arts Project $7,500 9 0% $0 Carlsbad Sister City Ambassadors Arts Project $7,500 17 0% $0 Villa-Lobos International Chamber Mus Arts Project $7,500 20 51% $3,836 Kids for Peace Arts Project $5,200 21 54% $2,830 San Diego Master Chorale Arts Project $7,500 23 66% $4,961 Playwrights Project Arts Project $1,300 23 48% $620 Campana Studios Arts Project $5,500 24 70% $3,836 North County Arts Network Arts Project $7,500 25 80% $6,000 Mainly Mozart Inc Arts Project $3,000 25 80% $2,400 Carlsbad Music Festival Arts Project $5,000 27 90% $4,500 North Coast Repertory Theatre Arts Project $7,500 28 95% $7,125 Classics4Kids Arts Project $3,000 28 95% $2,850 New Village Arts Theatre Inc. Arts Project $7,500 28 95% $7,125 Patrons of the Arts Foundation dba Ca Arts Project $7,500 28 95% $7,125 National Association of Music Merchan Arts Project $7,500 29 100% $7,500 Carlsbad Educational Foundation Arts Project $7,500 29 100% $7,500 Carlsbad Educational Foundation Capacity Bu $5,000 8 0% $0 North County Arts Network Capacity Bu $5,000 20 49% $2,461 Carlsbad Music Festival Capacity Bu $5,000 20 49% $2,460 Patrons of the Arts Foundation dba Ca Capacity Bu $5,000 24 69% $3,461 New Village Arts Theatre Inc.Capacity Bu $5,000 25 80% $4,000 National Association of Music Merchan Capacity Bu $5,000 27 90% $4,500 Jefferson Elementary School Educational $2,500 24 63% $1,585 Sage Creek High School Visual Arts Educational $800 26 85% $680 Sage Creek High School Drama Educational $2,500 28 95% $2,375 Carlsbad High School Band Boosters Educational $2,500 28 95% $2,375 Carlsbad High School Theatre DepartmEducational $2,500 28 95% $2,375 Carlsbad High School Orchestra Educational $2,500 28 95% $2,375 CHS Choral Boosters Educational $2,500 28 95% $2,375 Carlsbad High School Dance DepartmeEducational $2,500 28 95% $2,375 La Costa Canyon High School FoundatEducational $2,500 28 95% $2,375 Sage Creek High School Dance Educational $2,500 29 100% $2,500 Total Requests $151,300 Total Funding Available $106,480 Organization Category Request Amount Reason for ineligibility Resounding Joy Arts Project $2,550 Ineligible due to a lack of public benefit as per the CAG guidelines Charity Wings Arts Project $7,500 Ineligible due to fundraising event Villa-Lobos International Chamber Music Festival Inc. Capacity Building $5,000 Ineligible due to location (Oceanside) per the CAG guidelines I City of Carlsbad, Community Arts Grants Funding Plan Review Fiscal Year 2021-22 3 Staff awarded full funding (100%) to any application receiving an average score of 29 since there were no applications who received an average score of 30. The following chart was utilized in assigning funding percentages to each application: Notes: •Since there were no perfect averaged scores of 30 points, 100% full funding was awarded to averaged scores of 29 •Using this funding chart formula, the proposed funding amount total ($109,085) still exceeded the total fund available ($106,480) with a difference of $2,605. Staff recommended this difference be evenly deducted from the recommended funding amount for applications who receiving a score of 24 or less •All numbers (scores, percentages and dollar amounts) were rounded to the nearest whole number SCORE % Funding 29 100% 28 95%(100-85)/4 = 5% increments 27 90% 26 85% 25 80%(80-70)/3 = 5% increments 24 75% 23 70% 22 65%(65-55)/3 = 5% increments 21 60% 20 55% under 20 0% Funding Percentage Equation 11/10/2020 Our Vision for Smarter Grantmaking • Grantmakers for Effective Organizations https://www.geofunders.org/about-us/our-vision-for-smarter-grantmaking 1/4 Strong nonprofits are indispensable to our success as grantmakers. The GEO community is united in this understanding, and is constantly striving to help nonprofits grow stronger and achieve more. Driven by this desire to improve, the GEO community has worked together for 20 years to cut through the noise and findclarity on which improvements actually make a difference for our grantees. We have identified a set of core smartergrantmaking approaches that provide a place to start and also continually revisit. This list of core smarter grantmakingapproaches is not exhaustive. Our community is always exploring new ways to provide the support nonprofits need toachieve results. It is our vision that all grantmakers focus on and adopt these practices that matter most to nonprofits. That’s why we are also working together to identify what makes it possible for our organizations to change and adapt tothe needs of the nonprofits we support. Our early work suggests that a productive grantmaker culture helps to create theconditions for nonprofit success. We also recognize that we need to make equity a critical element of our work in order tocreate positive results for the communities we serve. Our institutions were built to advantage some but not all. Race isthe most persistent predictor of inequity, and we, as grantmakers, must address the historic, emerging, dynamic andcollective forces that suppress racial justice. In order to make faster change possible, these elements are incorporated throughout GEO’s core smarter grantmaking approaches. Strengthening relationships with nonprofits and other community leaders When we build trust with and tap the knowledge of nonprofits and community members, we amplify each other’sstrengths and arrive at better solutions. In order to build these relationships, we need to recognize how our power cancreate hesitation and tension in our partners — and own the responsibility of creating authentic connections. Nonprofitsgrow stronger when grantmakers: Create an internal culture that helps build relationships Actively work to bridge your knowledge gaps about the communities you serve Build and implement a culture that results in a staff that treats each other and nonprofits with respect by prioritizingcollaboration, inclusion, humility, flexibility, responsiveness, transparency and learning Empower organizational leaders to continually tend to culture Recognize and work to address your unconscious biases Recruit nonprofit and community leaders to serve on your board and staff Commit to staff and board diversity Create the space necessary for board and staff to focus on relationship building Use your leadership position to help nonprofits build bridges Our Vision for Smarter Grantmaking EXHIBIT 2 • • • • • • • 11/10/2020 Our Vision for Smarter Grantmaking • Grantmakers for Effective Organizations https://www.geofunders.org/about-us/our-vision-for-smarter-grantmaking 2/4 Use your role as a convener to foster collaboration and learning among nonprofits in the community Open doors for nonprofits to other sources of funding and resources, particularly for leaders from communities ofcolor and other marginalized groups who may lack access Recognize and share your power Proactively reach out to communities you serve to ensure your grantmaker processes are clear and accessible tocommunity leaders Solicit and act on anonymous feedback from grantees, declined applicants and beneficiaries Enable nonprofit and community leaders to help craft your grantmaking strategy and other key decisions Include representatives of nonprofits or recipient communities in funding decisions, because they have valuableknowledge that helps create well-rounded grantmaking practices Flexible, reliable funding We are able to change our communities for the better when we find mission-aligned organizations and let them tell uswhat their greatest needs are. Long-term, unrestricted support is not only an indicator of trust, it helps nonprofits adapt tothe changing conditions around them. Nonprofits grow stronger when grantmakers: Employ a funding strategy that strengthens organizations and communities Give increased levels of general operating support Give more multiyear support Make larger average grants When there are roadblocks to operating support, fund the full cost of projects by not setting caps on overhead Operate on the knowledge that systemic racism has led to inequitable distribution of resources — and ensure thatorganizations led by and serving people of color receive an equitable share of grant dollars Support advocacy and policy work Set realistic and appropriate expectations for internal and external stakeholders Be realistic about what results can reasonably be achieved for grants of different sizes and types Ensure your staff and board understand nonprofit finance, governance, leadership, infrastructure and vision. Rethink your administrative requirements — and explore aligning with other funders — to minimize the burden onnonprofits Be patient and prioritize long-term outcomes over short-term results Capacity Building Capacity building is an investment in effectiveness and sustainability for organizations. Strong programs exist in strongorganizations. The strongest nonprofits are adaptable and resilient, and capacity building allows nonprofits to build theirskills and expertise to tackle important issues and achieve their mission. Nonprofits grow stronger when grantmakers: Develop your own capacity to fulfill your mission effectively Ensure staff and trustees understand how capacity- building efforts advance your strategy Develop trusting relationships that allow for honest conversations about nonprofit needs • • • • • • • • • • • • • • • • • • 11/10/2020 Our Vision for Smarter Grantmaking • Grantmakers for Effective Organizations https://www.geofunders.org/about-us/our-vision-for-smarter-grantmaking 3/4 Understand the landscape of other capacity-building offerings and how you are positioned to best contribute givenyour resources, skills and relationships Acknowledge grantee’s capacity-building needs and provide support that is contextual, continuous and collective Be aware of the diversity of capacity needs and adjust expectations and approach according to the specific needs ofindividuals, organizations, networks, systems and communities Provide long-term capacity-building support that covers the full cost of the change and growth taking place Invest in nonprofit leaders at multiple levels, with particular attention paid to leaders of color and populations ofhistorically marginalized groups Ensure nonprofits have access to quality, culturally-competent capacity-building providers, and invest in theseproviders Coordinate capacity building with other funders to streamline processes and maximize resources Learning and evaluation Continuous improvement is at the heart of effective evaluation. Collecting the right information — including bothquantitative and qualitative data — we can learn from what’s working and what isn’t. Grantmakers are in a uniqueposition to create conditions for learning in our organizations and in our communities. Nonprofits grow stronger whengrantmakers: Invest in evaluation Build the evaluative capacity of nonprofits Pay for learning work that includes evaluations and other kinds of activities Embed learning in your internal culture Build an internal culture that supports learning and create structures to institutionalize the time and resourcesneeded for learning Use evaluation as a real time practice to guide decisions Share what you are learning and invite nonprofits, community leaders and other funders to learn together Embrace risk and reward learning from failures Adjust application, reporting and evaluation requirements to the size and scope of the grant Take on the responsibility of collecting data that are valuable to your grantees Encourage your peers to discuss what is needed in evaluation to result in more streamlined reporting Create the space for nonprofits and other community members to shape what success looks like Make sure decisions about how success will be measured take into account the complexity of the work and how longit will take to create results Acknowledge that everything won’t go exactly as planned for grantees and create opportunities for long-termlearning and course corrections Be attentive to whether your definition of success unintentionally leaves out organizations led by people from thecommunity — especially people of color Ensure evaluation requests are as useful to nonprofits as they are to you • • • • • • • • • • • • • • • • • • • 11/10/2020 Our Vision for Smarter Grantmaking • Grantmakers for Effective Organizations https://www.geofunders.org/about-us/our-vision-for-smarter-grantmaking 4/4 Work with other funders, nonprofits and communities to better understand the presence of disparity by collecting and making meaning of community-level data, disaggregated by race and other important characteristics, together Collaboration Making progress on many of the intractable issues our communities face requires us to work together. We will only be successful if we work with others, follow more than we lead, and put the needs of our communities ahead of our own.When we fit the right approach to the right situation, collaboration can be effective tool to amplify results. Nonprofitsgrow stronger when grantmakers: Understand your role in collaboration Identify the areas where collaboration can produce positive results to achieve your goals Examine your landscape to understand whether your role in the system might require relinquishing control or beingwilling to follow Build your competency for cross-cultural collaboration Work closely with other funders and nonprofits (as well as other key actors like government, businesses, etc.) addressing the same issue or in the same region Listen to your partners more than you talk Provide adequate staff time to build trust and navigate partnerships Realistically manage the time commitment of collaborations Ensure people affected by the work have a seat at the table and a voice in the collaborative effort Set the stage for nonprofits to successfully collaborate Respectfully use your role as a grantmaker to create the conditions for collaboration to succeed without forcing collaborations Pay the full cost of grantee collaboration, including staff time as well as direct costs Support nonprofits to develop their own collaborative skills Ensure your grant processes enable collaboratives to apply and access funding • • • • • • • • • • • • • 11Narrow the Power Gap: Strategies in Philanthropy PEAK Grantmaking To transform the practice of philanthropy into the practice of principled grantmaking, we worked with our members to develop five Principles for Peak Grantmaking—Tie Practices to Values; Narrow the Power Gap; Drive Equity; Learn, Share, Evolve; and Steward Responsively. Learn more at peakgrantmaking.org/principles. Principles for Peak Grantmaking Action Planner Strategies for Narrowing the Power Gap in Philanthropy Narrow the Power Gap Use practices and policies to help narrow the power gap between grantmakers and grantseekers, and value equally the resources each brings to the partnership. EXHIBIT 3 222Narrow the Power Gap: Strategies in Philanthropy PEAK Grantmaking Grantmaking achieves its broadest impact through partnerships based on trust and respect, ascribing equal value to the experiences, resources, and needs of each partner. Grantmakers that respect the grantee experience employ excellent customer services and two-way feedback. They "rightsize" the grantmaking process for each grantee's type, size, and experience, deploying flexible practices that account for their unique resource profile. Grants management professionals can implement practices and policies that build trust and redefine the power balance. Board members and senior leaders should commit to building power and capacity within your nonprofit partners and make space for solutions that come from grantseekers and grantees. PEAK Grantmaking calls on grantmakers to adopt policies and practices that cede power, generating more balanced partnerships. Effective grantmaking organizations deliberately act to redefine the power balance with their grantees, recognizing that grantmakers and grantees are equal partners in the quest for impact. "We have to be conscious about power dynamics and work to disrupt negative structures that can emerge in that grantmaking relationship. Our role is not to be the movement or drive it or center ourselves but to listen to our partners and help them be successful. We're really talking to grassroot community organizations about what they need and working collaboratively with grantees to think about the different grants we can make to amplify this work. I focus my grantmaking on grants to organizations that build power and voice on the issues that they care about." –Alexandra Desautels, The California Endowment 333Narrow the Power Gap: Strategies in Philanthropy PEAK Grantmaking Redefining the power balance with your grantees starts with building stronger and more trusting relationships and expanding your circles of trust to include perspectives different from your own. Relationships in which both parties feel like equal partners with opinions, ideas and needs that are heard and considered whenever decisions are made. Building these strong relationships begins with simple efforts to improve the way grantseekers interact with you and your organization. Effective grantmakers design practices around communication and online systems that consider the needs of their grantee partners. They also solicit feedback from their grantees actively and often. Where strong and trusting relationships exist, grantmakers can use their convening power to engage diverse perspectives and positions in meaningful conversations about issues and how to address them more effectively. Many grantmakers are even beginning to include community voices to inform their granting decisions. Key questions: How can your grantmaking practices build respectful and trusting relationships with your grantees? How can you use feedback from your community and grantees to improve your grantmaking process? Respectful and trusting grantmaker-grantee relationships are based on: Clarity, responsiveness, and transparency. Online application and reporting systems that are accessible and user-friendly. Two-way feedback loops in which grantmakers actively solicit direct, confidential feedback and then act transparently to improve. Engaging diverse perspectives and community voices to spark meaningful, collaborative conversation and action. "We try to ensure all our interactions with grantees reflect [the Foundation's] values. There may always be a power imbalance, but we can strive to mitigate it as much as possible… Modesty and humility come from seeing what grantees are doing in the community, and that our role is a helping role: the impact that our grantees are making is what's most important." –Kerri Hurley, Barr Foundation Recommendation #1: Build strong and trusting relationships with your grantees. Ready to build stronger relationships but need help getting started? Check out our How-To Guides (exclusive to Organization Members): HOW-TO Be Transparent, Clear, and Responsive with Your Grantees HOW-TO Design Accessible and User-Friendly Online Systems HOW-TO Collect and Act on Community Feedback ■ ■ ■ ■ ■ ■ ■ 444Narrow the Power Gap: Strategies in Philanthropy PEAK Grantmaking You can reduce the burden on your grantseekers and grantees by: Knowing the Net Grant (the difference between the grant amount you award and the time and resources expended to seek and implement it) and keeping it high. Rightsizing your application and reporting processes and requirements. Being flexible with how you are willing to receive financial and program information. Ready to get practical? Check out these resources: Read our HOW-TO GUIDE | How to Rightsize the Grantmaking Process and Implement Flexible Practices (exclusive to Organization Members) Use the Net Grant Calculator at netgrant.org Time is money. In the nonprofit sector, time is also capacity. When you reduce the amount of time your grantseekers and grantees spend applying for and reporting on grants, you build their capacity to do what they exist to do—make an impact. When you design practices that reflect your respect for grantseeker and grantee time you also build trust. Grantmakers tend to underestimate the amount of time it takes their grantees to apply for and report on grants and overestimate the amount of information they need from grantseekers to make informed grant decisions. Effective grantmakers take an intentional look at their practices and ask critical questions about how to reduce the burden on their grantees. They "rightsize" their process based on their past relationship with a grantee, the size and purpose of the grant, and what information they truly use to make decisions. Other creative and effective methods for reducing the burden on grantees include accepting financial and program information in a variety of formats and finding ways to filter grantseekers based on basic qualifications before they submit a full proposal. Key question: What could it look like in your organization to rightsize the grantmaking process or implement more flexible policies and practices? Recommendation #2: Rightsize the grantmaking process and implement flexible practices to reduce the time and financial burdens on your grantees. 27.45 The number of hours a grantee spends on the average application/proposal process. 20.48 The number of hours a grantee spends on the average reporting process. Source: Center for Effective Philanthropy ■ ■ ■ ■ ■ 555Narrow the Power Gap: Strategies in Philanthropy PEAK Grantmaking In many grantmaker-grantee relationships, there is a disconnect between what grantmakers are willing to fund and what grantees truly need most to make an impact. Because of the traditional power imbalance, grantees are rarely willing or able to tell their funders what they actually need. Across the country, research suggests that the types of grants that make the most positive and sustainable impact on grantees are operating support and capacity-building grants, but these are the very grants that grantmakers are least likely to award. Effective grantmakers make a concerted effort to understand what their grantees need and structure their grant awards accordingly. In addition to operating and capacity-building grants, grantmakers can award multi-year grants with built-in flexibility like less stringent reporting requirements and outcome adaptability. They can award full-cost funding to cover any grantee resources expended in the implementation of the grant including staff time, evaluation, reporting and more. In this era of systems change work, many grantmakers are even funding advocacy and lobbying when grantees identify those as integral pieces of their work. Key question: How does the structure of your grant awards help—or hinder—your grantees? You can give your grantees greater support if you: Rethink planning and contingency procedures to provide your nonprofit partners with the flexibility to adapt as their environment changes. Consider if and when full-cost funding or operating support grants might support better outcomes for your grantees. Develop a nuanced understanding of and approach to supporting systems change work through funding advocacy and lobbying. Recommendation #3: Structure grant awards to be more responsive to grantseeker needs. "Nonprofit CEOs report that general operating support grants have the most impact on strengthening their organization, followed by capacity-building/organizational effectiveness grants." –Strengthening Grantees, Center for Effective Philanthropy Ready to get practical? Check out this resource: Read our HOW-TO GUIDE | How to Structure Grant Awards to be More Responsive (exclusive to Organization Members) ■ ■ ■ ■ PEAK Grantmaking © 2020 PEAK Grantmaking. All rights reserved. Practice meets purpose at PEAK Grantmaking, a member-led national association of more than 4,000 professionals who specialize in grants management for funding organizations. Our members come together to form a vibrant community of grantmaking practice that advances shared leadership and learning across the sector. By cultivating resources, learning opportunities, and collaborations across the philanthropic spectrum, we champion grantmaking practices designed to help funders of every size and type maximize their mission-driven work through living their values. Learn more at peakgrantmaking.org, contact us at info@peakgrantmaking.org, and follow @PEAKgrantmaking on Twitter. PEAK Grantmaking's members are leading the way forward in their organizations. We're highlighting two Case Stories here that developed out of our conversations with members, which offer a practical look at how these grantmakers are working to redefine the power balance philanthropy—including what got them started, what they've learned so far, and how their efforts will evolve in the future. o CASE STORY | Narrowing the Power Gap: Humility, modesty and curiosity at the Barr Foundation (exclusive to Individual and Organization Members) o CASE STORY | Engaging and Empowering Healthy Communities at The California Endowment (exclusive to Individual and Organization Members) We invite Organization Members to join our Principles Community of Practice where, together, we'll build a vibrant online and offline collaboration between grants management professionals to elevate practice and learn from each other. Contact us at principles@peakgrantmaking.org to sign on. Addditional Resources ■ ■ j/::,,.. PEAK Grantmaking