Working with Government Guidance for Grantmakers

Before bringing ideas to government, experienced funders said, vet them thoroughly with colleagues in philanthropy, grantees who work with government, and others who can help think through the practical implications of a policy change.

Here’s a short list of things they (government leaders, nonprofits, other grantmakers, philanthropic advisors) encourage grantmakers to bear in mind to help collaborations succeed:

For grantmakers who work extensively with government, the rationale goes something like this: If we really want to address the biggest social problems or meet the most pressing community needs, we’ve got to think strategically about what government can do, how philanthropy can contribute, and how we can forge relationships that catalyze action, leverage resources, and ensure continuing support...

First, they advised, learn about the government you’re working with as a subject in itself — how it operates, how decisions are made, and how policies get implemented on the ground. “You absolutely must know the rules of the game,” one grantmaker warned.

The issue of power relations can be particularly tricky. Like it or not, most nonprofit grantees treat funders with a certain deference. Government partners are less likely to do that — which can cause an unsettling feeling for grantmakers who are used to being the ones whose attention is sought.

In this type of relationship, a foundation and government partner work directly together to develop and implement a project.

The Public-Philanthropic Partnership Initiative, a project of the Council on Foundations, has assembled a helpful list of cofunding relationship types, along with definitions and relevant guidelines for how and when each may be used. See the initiative’s website for the most up-to-date information on each type and a growing library of online resources.

In this type of collaboration, a foundation and government agency work together through an organization that brings special expertise — or the independence that comes from being a third party — to an issue, project, or plan.

Another way to work with government is by supporting discussion or exchange that enables public officials to learn, plan, and make connections. When officials in one Western U.S. state expressed interest in redesigning its Medicaid delivery system, for example, a local foundation covered the cost of briefings and workshops at which key government stakeholders vetted promising ideas.

Successful partnership projects maximize the assets of both partners and produce benefits for both sides.