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In Baltimore, a network effect drives impact
On any given night, more than 2,500 people are without shelter in Baltimore. Yet that figure doesn’t account for those on the verge of being without a home: nearly half of the city’s residents live below 200% of the federal poverty line ($31,200 for a family of four).
For the many Baltimore funders and nonprofits addressing homelessness, the effort is not about merely helping those on the streets, but preventing the loss of a home from occurring in the first place for millions living on the edge. Philanthropic funders have an opportunity to collaborate with cross-sector partners, build trust and act on community needs, and fund a place-based approach that can help end and prevent homelessness.
“Homelessness is an area that is often misunderstood,” says Claudia Wilson Randall, executive director at the Community Development Network of Maryland (CDN). “We need to tell the stories of these people and the work they do. We need to talk about them as people who have human value.”
Kevin Lindamood, president and CEO of Health Care for the Homeless, an organization that provides racially equitable healthcare and housing, and advocates to reduce the instances and burden of homelessness, agrees: the problem is not broken people. “The problem is broken systems…There are people just like you and me living in impossible circumstances.”
Randall says Baltimore has an opportunity “as [part of] one of the wealthiest states, in the wealthiest country, to be different... We need a large group of philanthropic partners that believe we can have a city that's not reliant on this huge underclass.”
"Homelessness is entirely solvable. It's a myth to say otherwise. Collaborations are instrumental in building [the political will to do so] and demonstrating the success of collective action."
Going further, Together
Practitioners say solving homelessness, like any systemic or societal issue, requires a cross-sector approach. In Baltimore, funders are tackling the issue of homelessness head-on, and collaboratively.
The Maryland Philanthropy Network (MPN) brings together more than 100 philanthropic groups statewide to tackle a number of causes, including arts funding, aging, environmental sustainability, and workforce development. MPN has created “affinity groups,” and hosts a local table of Funders Together to End Homelessness - Baltimore (FTEHB). The group brings together private and public funders (Annie E. Casey Foundation, CDN, Health Care for the Homeless, and Maryland Department of Housing and Community Development (MDHCD) are among them) to focus on structural and racial inequities related to housing instability, homelessness, and support services.
“We're a convener and collaborator,” says Danista E. Hunte, MPN’s President and CEO. “Our goal is to bring best practices to inform philanthropic practice, so that our funders learn together, grow together, and have greater impact across the state.”
Funders may have their own priorities, but through ongoing collaboration and communication, they develop agreed-upon goals and strategies together. “There are lots of opportunities for consensus building, even with individual funders who might have their own individual priorities and strategies,” Hunte says.
This network structure sets the funders up for shared success: going further together, as the old saying goes. “We really strive to learn together and push one another,” Hunte says. Plus, “collectively, they can fund a larger project that they couldn’t fund themselves.”
Some are more risk-averse than others, but “one of the benefits of working in partnership is we assume and distribute some of that risk. Less risk-averse funders are willing to step out on a limb, do a little testing, and we can do that together and learn,” she says.
A Seat at The Table
Challenges around social and housing justice, Hunte says, are cross-sector problems that require cross-sector solutions. That means inputs from all city corners — from nonprofit tenant-rights groups to government to sophisticated for-profit developers.
“We need them all pulling in one direction,” Randall says. “When you have a number of organizations talking about your work from all their various vantage points, that’s what really makes a difference. That’s real power.”
When individual funders band together in a group like FTEHB, “there is power in acting as one,” Lindamood says. With the range of nonprofits and funders working on the problem, “we can bring people together around shared priorities, and as a nonprofit, we have benefitted from collective investment.” FTEHB allows varying voices to coalesce around an issue or target population and drive philanthropic dollars to those areas of need.
“The key is looking at an interdisciplinary challenge by having interdisciplinary solutions and problem-solvers at the table,” says Hunte.
“break down the power dynamic”
Danista E. Hunte is a Barbados native. Her family moved to Baltimore when she was four years old, she went through the city’s public school system, and with the help of “an amazing guidance counselor,” applied to and graduated college.
“I never thought I would end up in philanthropy, but there’s power in being able to move money,” she says. “There's always an inherent power dynamic between the funder and grantee. And one of the goals that we want to address here is to break down that power dynamic, and really engage in a true partnership to solve challenges.”
She’s proud of her family’s immigrant heritage. You can see it in the gold charm of the island dangling on her necklace. “I know the positive of being in a country like the United States, but also appreciate and know the real challenges,” she says. “And I think that push and pull is the thing that motivates me to stay in this work, and to try to impact some change.”
Listen, learn, & lean in
When funders enter a community, “listen before acting,” Lindamood says.
“Have conversations not only with those who have been doing the work but with those actually experiencing what you are trying to solve,” he says. “If you’re trying to address homelessness, you have to start by engaging people with the lived experience of homelessness. And if you’re trying to support the efforts of organizations that have been intervening, in many cases, for decades, don't come in with something new that you want to accomplish. Ask them first what they're trying to accomplish and how you can enhance their efforts.”
Input as you go is also key — especially from those with lived experience. At Health Care for the Homeless, five board members are current clients of the organization.
“We also recognize that people with lived experience who give their time and expertise should be compensated,” Lindamood says. Last year, the group launched a compensation program to pay their own clients for feedback.
Success is a long game
“Measuring outcomes is an ongoing challenge. Addressing intractable systemic problems that have been racialized means that this is a long game,” Hunte says.
Partnerships, like FTEHB, track their outcomes. For example, the group partners with the Baltimore mayor’s office and state and local housing departments — which have access to quantitative numbers — to track homelessness figures, which only tell one part of the story.
“And then the onus is on us to engage with the community to ask about changes they have seen,” Hunte says. “It helps us gather qualitative outcomes and put stories and narratives to quantitative outcomes.”
When it comes to outcomes, be “data-driven and heart-led:” That’s the mantra in Maryland’s governor’s administration, says MDHCD's Scott Gottbreht, Ph.D. As it pertains to homelessness, leaders look at statewide housing shortage data, set growth targets, and curate a strategy with nonprofits, private sector partners, and funders to reach it. “The art form is mobilizing those voices in an organized way to make an impact,” he says.
To drive momentum, funders should aspire to measure beyond yearly outcomes —tracking both qualitative and quantitative long-term indicators of success, he says.
“There are many different ways to measure success and impact. In federal grant compliance, for example, meeting certain data and evaluation measures is considered successful. But success may be measured differently for people with lived experience. As funders, we work to better understand different measures of success and provide the best support for our partners and grantees."
Blazing Trails For The Public Sector
Scott Gottbreht, Ph.D. isn’t just in his role at the Maryland Department of Housing and Community Development because it’s a job. It’s personal.
“Both my father and grandfather were homeless for the majority of their adult lives,” says the department’s assistant secretary of policy. “I saw firsthand what homelessness looked like growing up. And it became a passion project for me. No other family should have to go through the sort of things my family went through. Housing should be a human right.”
How should funders work with the government? Gottbreht offers tips:
- Private dollars should lead public dollars, by experimenting with innovations and pilot programs. “Philanthropy can blaze a trail with innovation, and government can bring it to scale over the long term.”
- Come to the public sector with a strategy and resources in place. “It’s a great way to speed up the conversation. Don't wait for government agencies to respond to RFPs, put in grant applications, or articulate their gaps and needs. Philanthropy can grease the wheels by providing consultants, studies, pilot programs, supplemental staffing — there’s a whole range of interventions that can be done to make it easier for government to move in certain directions.”
In Baltimore, a network effect drives impact
On any given night, more than 2,500 people are without shelter in Baltimore. Yet that figure doesn’t account for those on the verge of being without a home: nearly half of the city’s residents live below 200% of the federal poverty line ($31,200 for a family of four).
For the many Baltimore funders and nonprofits addressing homelessness, the effort is not about merely helping those on the streets, but preventing the loss of a home from occurring in the first place for millions living on the edge. Philanthropic funders have an opportunity to collaborate with cross-sector partners, build trust and act on community needs, and fund a place-based approach that can help end and prevent homelessness.
“Homelessness is an area that is often misunderstood,” says Claudia Wilson Randall, executive director at the Community Development Network of Maryland (CDN). “We need to tell the stories of these people and the work they do. We need to talk about them as people who have human value.”
Kevin Lindamood, president and CEO of Health Care for the Homeless, an organization that provides racially equitable healthcare and housing, and advocates to reduce the instances and burden of homelessness, agrees: the problem is not broken people. “The problem is broken systems…There are people just like you and me living in impossible circumstances.”
Randall says Baltimore has an opportunity “as [part of] one of the wealthiest states, in the wealthiest country, to be different... We need a large group of philanthropic partners that believe we can have a city that's not reliant on this huge underclass.”
"Homelessness is entirely solvable. It's a myth to say otherwise. Collaborations are instrumental in building [the political will to do so] and demonstrating the success of collective action."
Going further, Together
Practitioners say solving homelessness, like any systemic or societal issue, requires a cross-sector approach. In Baltimore, funders are tackling the issue of homelessness head-on, and collaboratively.
The Maryland Philanthropy Network (MPN) brings together more than 100 philanthropic groups statewide to tackle a number of causes, including arts funding, aging, environmental sustainability, and workforce development. MPN has created “affinity groups,” and hosts a local table of Funders Together to End Homelessness - Baltimore (FTEHB). The group brings together private and public funders (Annie E. Casey Foundation, CDN, Health Care for the Homeless, and Maryland Department of Housing and Community Development (MDHCD) are among them) to focus on structural and racial inequities related to housing instability, homelessness, and support services.
“We're a convener and collaborator,” says Danista E. Hunte, MPN’s President and CEO. “Our goal is to bring best practices to inform philanthropic practice, so that our funders learn together, grow together, and have greater impact across the state.”
Funders may have their own priorities, but through ongoing collaboration and communication, they develop agreed-upon goals and strategies together. “There are lots of opportunities for consensus building, even with individual funders who might have their own individual priorities and strategies,” Hunte says.
This network structure sets the funders up for shared success: going further together, as the old saying goes. “We really strive to learn together and push one another,” Hunte says. Plus, “collectively, they can fund a larger project that they couldn’t fund themselves.”
Some are more risk-averse than others, but “one of the benefits of working in partnership is we assume and distribute some of that risk. Less risk-averse funders are willing to step out on a limb, do a little testing, and we can do that together and learn,” she says.
“break down the power dynamic”
Danista E. Hunte is a Barbados native. Her family moved to Baltimore when she was four years old, she went through the city’s public school system, and with the help of “an amazing guidance counselor,” applied to and graduated college.
“I never thought I would end up in philanthropy, but there’s power in being able to move money,” she says. “There's always an inherent power dynamic between the funder and grantee. And one of the goals that we want to address here is to break down that power dynamic, and really engage in a true partnership to solve challenges.”
She’s proud of her family’s immigrant heritage. You can see it in the gold charm of the island dangling on her necklace. “I know the positive of being in a country like the United States, but also appreciate and know the real challenges,” she says. “And I think that push and pull is the thing that motivates me to stay in this work, and to try to impact some change.”
Listen, learn, & lean in
When funders enter a community, “listen before acting,” Lindamood says.
“Have conversations not only with those who have been doing the work but with those actually experiencing what you are trying to solve,” he says. “If you’re trying to address homelessness, you have to start by engaging people with the lived experience of homelessness. And if you’re trying to support the efforts of organizations that have been intervening, in many cases, for decades, don't come in with something new that you want to accomplish. Ask them first what they're trying to accomplish and how you can enhance their efforts.”
Input as you go is also key — especially from those with lived experience. At Health Care for the Homeless, five board members are current clients of the organization.
“We also recognize that people with lived experience who give their time and expertise should be compensated,” Lindamood says. Last year, the group launched a compensation program to pay their own clients for feedback.
Success is a long game
“Measuring outcomes is an ongoing challenge. Addressing intractable systemic problems that have been racialized means that this is a long game,” Hunte says.
Partnerships, like FTEHB, track their outcomes. For example, the group partners with the Baltimore mayor’s office and state and local housing departments — which have access to quantitative numbers — to track homelessness figures, which only tell one part of the story.
“And then the onus is on us to engage with the community to ask about changes they have seen,” Hunte says. “It helps us gather qualitative outcomes and put stories and narratives to quantitative outcomes.”
When it comes to outcomes, be “data-driven and heart-led:” That’s the mantra in Maryland’s governor’s administration, says MDHCD's Scott Gottbreht, Ph.D. As it pertains to homelessness, leaders look at statewide housing shortage data, set growth targets, and curate a strategy with nonprofits, private sector partners, and funders to reach it. “The art form is mobilizing those voices in an organized way to make an impact,” he says.
To drive momentum, funders should aspire to measure beyond yearly outcomes —tracking both qualitative and quantitative long-term indicators of success, he says.
“There are many different ways to measure success and impact. In federal grant compliance, for example, meeting certain data and evaluation measures is considered successful. But success may be measured differently for people with lived experience. As funders, we work to better understand different measures of success and provide the best support for our partners and grantees."
Blazing Trails For The Public Sector
Scott Gottbreht, Ph.D. isn’t just in his role at the Maryland Department of Housing and Community Development because it’s a job. It’s personal.
“Both my father and grandfather were homeless for the majority of their adult lives,” says the department’s assistant secretary of policy. “I saw firsthand what homelessness looked like growing up. And it became a passion project for me. No other family should have to go through the sort of things my family went through. Housing should be a human right.”
How should funders work with the government? Gottbreht offers tips:
- Private dollars should lead public dollars, by experimenting with innovations and pilot programs. “Philanthropy can blaze a trail with innovation, and government can bring it to scale over the long term.”
- Come to the public sector with a strategy and resources in place. “It’s a great way to speed up the conversation. Don't wait for government agencies to respond to RFPs, put in grant applications, or articulate their gaps and needs. Philanthropy can grease the wheels by providing consultants, studies, pilot programs, supplemental staffing — there’s a whole range of interventions that can be done to make it easier for government to move in certain directions.”
“Employment is a central tenet for us, but not just employment that takes advantage of the community to extract from it, as West Virginia has done in the past. It’s about bringing along the community in this reclamation process.”
In Baltimore, a network effect drives impact
On any given night, more than 2,500 people are without shelter in Baltimore. Yet that figure doesn’t account for those on the verge of being without a home: nearly half of the city’s residents live below 200% of the federal poverty line ($31,200 for a family of four).
For the many Baltimore funders and nonprofits addressing homelessness, the effort is not about merely helping those on the streets, but preventing the loss of a home from occurring in the first place for millions living on the edge. Philanthropic funders have an opportunity to collaborate with cross-sector partners, build trust and act on community needs, and fund a place-based approach that can help end and prevent homelessness.
“Homelessness is an area that is often misunderstood,” says Claudia Wilson Randall, executive director at the Community Development Network of Maryland (CDN). “We need to tell the stories of these people and the work they do. We need to talk about them as people who have human value.”
Kevin Lindamood, president and CEO of Health Care for the Homeless, an organization that provides racially equitable healthcare and housing, and advocates to reduce the instances and burden of homelessness, agrees: the problem is not broken people. “The problem is broken systems…There are people just like you and me living in impossible circumstances.”
Randall says Baltimore has an opportunity “as [part of] one of the wealthiest states, in the wealthiest country, to be different... We need a large group of philanthropic partners that believe we can have a city that's not reliant on this huge underclass.”
"Homelessness is entirely solvable. It's a myth to say otherwise. Collaborations are instrumental in building [the political will to do so] and demonstrating the success of collective action."
Going further, Together
Practitioners say solving homelessness, like any systemic or societal issue, requires a cross-sector approach. In Baltimore, funders are tackling the issue of homelessness head-on, and collaboratively.
The Maryland Philanthropy Network (MPN) brings together more than 100 philanthropic groups statewide to tackle a number of causes, including arts funding, aging, environmental sustainability, and workforce development. MPN has created “affinity groups,” and hosts a local table of Funders Together to End Homelessness - Baltimore (FTEHB). The group brings together private and public funders (Annie E. Casey Foundation, CDN, Health Care for the Homeless, and Maryland Department of Housing and Community Development (MDHCD) are among them) to focus on structural and racial inequities related to housing instability, homelessness, and support services.
“We're a convener and collaborator,” says Danista E. Hunte, MPN’s President and CEO. “Our goal is to bring best practices to inform philanthropic practice, so that our funders learn together, grow together, and have greater impact across the state.”
Funders may have their own priorities, but through ongoing collaboration and communication, they develop agreed-upon goals and strategies together. “There are lots of opportunities for consensus building, even with individual funders who might have their own individual priorities and strategies,” Hunte says.
This network structure sets the funders up for shared success: going further together, as the old saying goes. “We really strive to learn together and push one another,” Hunte says. Plus, “collectively, they can fund a larger project that they couldn’t fund themselves.”
Some are more risk-averse than others, but “one of the benefits of working in partnership is we assume and distribute some of that risk. Less risk-averse funders are willing to step out on a limb, do a little testing, and we can do that together and learn,” she says.
“break down the power dynamic”
Danista E. Hunte is a Barbados native. Her family moved to Baltimore when she was four years old, she went through the city’s public school system, and with the help of “an amazing guidance counselor,” applied to and graduated college.
“I never thought I would end up in philanthropy, but there’s power in being able to move money,” she says. “There's always an inherent power dynamic between the funder and grantee. And one of the goals that we want to address here is to break down that power dynamic, and really engage in a true partnership to solve challenges.”
She’s proud of her family’s immigrant heritage. You can see it in the gold charm of the island dangling on her necklace. “I know the positive of being in a country like the United States, but also appreciate and know the real challenges,” she says. “And I think that push and pull is the thing that motivates me to stay in this work, and to try to impact some change.”
A Seat at The Table
Challenges around social and housing justice, Hunte says, are cross-sector problems that require cross-sector solutions. That means inputs from all city corners — from nonprofit tenant-rights groups to government to sophisticated for-profit developers.
“We need them all pulling in one direction,” Randall says. “When you have a number of organizations talking about your work from all their various vantage points, that’s what really makes a difference. That’s real power.”
When individual funders band together in a group like FTEHB, “there is power in acting as one,” Lindamood says. With the range of nonprofits and funders working on the problem, “we can bring people together around shared priorities, and as a nonprofit, we have benefitted from collective investment.” FTEHB allows varying voices to coalesce around an issue or target population and drive philanthropic dollars to those areas of need.
“The key is looking at an interdisciplinary challenge by having interdisciplinary solutions and problem-solvers at the table,” says Hunte.
Success is a long game
“Measuring outcomes is an ongoing challenge. Addressing intractable systemic problems that have been racialized means that this is a long game,” Hunte says.
Partnerships, like FTEHB, track their outcomes. For example, the group partners with the Baltimore mayor’s office and state and local housing departments — which have access to quantitative numbers — to track homelessness figures, which only tell one part of the story.
“And then the onus is on us to engage with the community to ask about changes they have seen,” Hunte says. “It helps us gather qualitative outcomes and put stories and narratives to quantitative outcomes.”
When it comes to outcomes, be “data-driven and heart-led:” That’s the mantra in Maryland’s governor’s administration, says MDHCD's Scott Gottbreht, Ph.D. As it pertains to homelessness, leaders look at statewide housing shortage data, set growth targets, and curate a strategy with nonprofits, private sector partners, and funders to reach it. “The art form is mobilizing those voices in an organized way to make an impact,” he says.
To drive momentum, funders should aspire to measure beyond yearly outcomes —tracking both qualitative and quantitative long-term indicators of success, he says.
“There are many different ways to measure success and impact. In federal grant compliance, for example, meeting certain data and evaluation measures is considered successful. But success may be measured differently for people with lived experience. As funders, we work to better understand different measures of success and provide the best support for our partners and grantees."
Blazing Trails For The Public Sector
Scott Gottbreht, Ph.D. isn’t just in his role at the Maryland Department of Housing and Community Development because it’s a job. It’s personal.
“Both my father and grandfather were homeless for the majority of their adult lives,” says the department’s assistant secretary of policy. “I saw firsthand what homelessness looked like growing up. And it became a passion project for me. No other family should have to go through the sort of things my family went through. Housing should be a human right.”
How should funders work with the government? Gottbreht offers tips:
- Private dollars should lead public dollars, by experimenting with innovations and pilot programs. “Philanthropy can blaze a trail with innovation, and government can bring it to scale over the long term.”
- Come to the public sector with a strategy and resources in place. “It’s a great way to speed up the conversation. Don't wait for government agencies to respond to RFPs, put in grant applications, or articulate their gaps and needs. Philanthropy can grease the wheels by providing consultants, studies, pilot programs, supplemental staffing — there’s a whole range of interventions that can be done to make it easier for government to move in certain directions.”
In Baltimore, a network effect drives impact
On any given night, more than 2,500 people are without shelter in Baltimore. Yet that figure doesn’t account for those on the verge of being without a home: nearly half of the city’s residents live below 200% of the federal poverty line ($31,200 for a family of four).
For the many Baltimore funders and nonprofits addressing homelessness, the effort is not about merely helping those on the streets, but preventing the loss of a home from occurring in the first place for millions living on the edge. Philanthropic funders have an opportunity to collaborate with cross-sector partners, build trust and act on community needs, and fund a place-based approach that can help end and prevent homelessness.
“Homelessness is an area that is often misunderstood,” says Claudia Wilson Randall, executive director at the Community Development Network of Maryland (CDN). “We need to tell the stories of these people and the work they do. We need to talk about them as people who have human value.”
Kevin Lindamood, president and CEO of Health Care for the Homeless, an organization that provides racially equitable healthcare and housing, and advocates to reduce the instances and burden of homelessness, agrees: the problem is not broken people. “The problem is broken systems…There are people just like you and me living in impossible circumstances.”
Randall says Baltimore has an opportunity “as [part of] one of the wealthiest states, in the wealthiest country, to be different... We need a large group of philanthropic partners that believe we can have a city that's not reliant on this huge underclass.”
"Homelessness is entirely solvable. It's a myth to say otherwise. Collaborations are instrumental in building [the political will to do so] and demonstrating the success of collective action."
Going further, Together
Practitioners say solving homelessness, like any systemic or societal issue, requires a cross-sector approach. In Baltimore, funders are tackling the issue of homelessness head-on, and collaboratively.
The Maryland Philanthropy Network (MPN) brings together more than 100 philanthropic groups statewide to tackle a number of causes, including arts funding, aging, environmental sustainability, and workforce development. MPN has created “affinity groups,” and hosts a local table of Funders Together to End Homelessness - Baltimore (FTEHB). The group brings together private and public funders (Annie E. Casey Foundation, CDN, Health Care for the Homeless, and Maryland Department of Housing and Community Development (MDHCD) are among them) to focus on structural and racial inequities related to housing instability, homelessness, and support services.
“We're a convener and collaborator,” says Danista E. Hunte, MPN’s President and CEO. “Our goal is to bring best practices to inform philanthropic practice, so that our funders learn together, grow together, and have greater impact across the state.”
Funders may have their own priorities, but through ongoing collaboration and communication, they develop agreed-upon goals and strategies together. “There are lots of opportunities for consensus building, even with individual funders who might have their own individual priorities and strategies,” Hunte says.
This network structure sets the funders up for shared success: going further together, as the old saying goes. “We really strive to learn together and push one another,” Hunte says. Plus, “collectively, they can fund a larger project that they couldn’t fund themselves.”
Some are more risk-averse than others, but “one of the benefits of working in partnership is we assume and distribute some of that risk. Less risk-averse funders are willing to step out on a limb, do a little testing, and we can do that together and learn,” she says.
“break down the power dynamic”
Danista E. Hunte is a Barbados native. Her family moved to Baltimore when she was four years old, she went through the city’s public school system, and with the help of “an amazing guidance counselor,” applied to and graduated college.
“I never thought I would end up in philanthropy, but there’s power in being able to move money,” she says. “There's always an inherent power dynamic between the funder and grantee. And one of the goals that we want to address here is to break down that power dynamic, and really engage in a true partnership to solve challenges.”
She’s proud of her family’s immigrant heritage. You can see it in the gold charm of the island dangling on her necklace. “I know the positive of being in a country like the United States, but also appreciate and know the real challenges,” she says. “And I think that push and pull is the thing that motivates me to stay in this work, and to try to impact some change.”
Success is a long game
“Measuring outcomes is an ongoing challenge. Addressing intractable systemic problems that have been racialized means that this is a long game,” Hunte says.
Partnerships, like FTEHB, track their outcomes. For example, the group partners with the Baltimore mayor’s office and state and local housing departments — which have access to quantitative numbers — to track homelessness figures, which only tell one part of the story.
“And then the onus is on us to engage with the community to ask about changes they have seen,” Hunte says. “It helps us gather qualitative outcomes and put stories and narratives to quantitative outcomes.”
When it comes to outcomes, be “data-driven and heart-led:” That’s the mantra in Maryland’s governor’s administration, says MDHCD's Scott Gottbreht, Ph.D. As it pertains to homelessness, leaders look at statewide housing shortage data, set growth targets, and curate a strategy with nonprofits, private sector partners, and funders to reach it. “The art form is mobilizing those voices in an organized way to make an impact,” he says.
To drive momentum, funders should aspire to measure beyond yearly outcomes —tracking both qualitative and quantitative long-term indicators of success, he says.
Quote: Aliza Sollins
