Granting Strategy Task Force Update

Granting Strategy Task Force Update - April 2024
Randy Topolnitsky
 
Thank you to all the Rotary Club Calgary Downtown (RCCD) members who participated in Granting Strategy consultations in recent weeks! The Granting Strategy Task Force (GSTF) was pleased to hear from Club members through a consultation and engagement process that aimed to be inclusive and accessible to all.
The following are some of the highlights of the consultation process:
  • A discussion document (“Granting Strategy Task Force: Update and Consultation”) was distributed to all Club members.
  • 9 separate focus group sessions were held.
  • Focus groups were offered in-person, via Zoom, and by a hybrid of the two.
  • 41distinct Club members (in addition to the GSTF members) attended the focus group sessions, and several of these attendees participated in more than one session.
  • Several Club members provided input and ideas via written submissions of input.
  • The GSTF’s 6 Club member volunteers led the consultation process.
  • At least 20 hours of direct Club member consultation occurred.
Through the discussion document and focus groups, the GSTF presented some initial ideas to spark conversation regarding the future strategic direction of RCCD’s local discretionary granting. Participating Club members provided valuable input that will help the GSTF to develop recommendations in the weeks ahead.
Club members offered a variety of perspectives regarding potential future approaches for RCCD’s local discretionary granting. Here are ten commonly expressed themes that frequently emerged in the focus groups:
  1. Focus – Most participants were in favor of bringing focus to RCCD’s local discretionary granting, by defining a few community issues as priorities for support. A variety of opinions were expressed, ranging from recommendations for intense focus (i.e., a single Club priority area) to a desire for no defined focus (i.e., any cause could be supported). The GSTF’s suggested focus on funding initiatives for children and youth (which was based on the club’s history, current commitments, and a late 2021 Club survey) was largely supported as a preference but not as a requirement.   
  2. Flexibility – Although participants generally expressed a desire for focus, some cautioned against being too prescriptive. Flexibility was often encouraged to allow support for projects outside of priority issues, especially if those grants address urgent or emerging issues, or respond to a strongly supported Club member interest or a unique, outstanding opportunity for impact (such as the Rotary/Mattamy Greenway project). Many participants also advocated flexibility in the types of projects and related expenses that could be funded, such as larger partnerships, operating expenses, systems change initiatives, major capital, and capacity building grants.  
  3. Re-survey – A survey of RCCD Club members was conducted by the Major Donations Committee in late 2021to determine their priority issues to support. Focus group participants were largely supportive of the priority areas that emerged from that survey (i.e., Youth at Risk, Education, Mental Health, Food Security, Literacy), and commented on the impact RCCD has had. There was recognition of the interconnectedness of these priorities and their alignment with RCCD’s programs and community service projects such as the Stay-in-School programs, Youth Centres of Calgary – Marmie’s House, Christmas Hamper Program, the development of the Emergency Food Security App, Early Childhood Literacy programs and Big Book Sale. However, several participants expressed that it would be timely to now re-survey Club members regarding focus areas for future funding. The GSTF will therefore re-survey the Club to provide an opportunity for all current members to have input regarding the community issues they believe RCCD should prioritize in its local discretionary granting and service to 2026. The survey will also ask a series of questions to help the GSTF determine the Club members’ level of commitment to the focus areas suggested. There was general consensus that the Club should be resurveyed periodically (i.e., every 3 years) regarding granting priorities.
  4. Engagement – While not all Club members are able and/or interested in becoming involved in RCCD’s granting committees, participants expressed a desire for the Club’s discretionary Granting Strategy to encourage other forms of member engagement. For example, the Strategy could spark member engagement in service projects, volunteering and direct involvement with community causes, raising funds to support Club and community programs and projects, learning about the Club’s priority issues, and convening stakeholders to address pressing community issues.
  5. Transparency – Most participants advocated for a “bottom-up” rather than a “top-down” approach to RCCD’s discretionary granting, whereby the granting process is transparent, clear, consistent, and accessible.
  6. Alignment – Some focus group participants commented that the Granting Strategy should align with RCCD’s mission and vision, its Three-Year Plan, and various initiatives of Rotary throughout the District and Internationally.  Participants largely supported some consistency and coordination of granting approaches among RCCD’s various granting committees as well.
  7. Collaboration – Participants often recommended continued collaboration with other Rotary Clubs, with other funders and donors, and with broad community initiatives. Many suggested that RCCD could be proactive in convening partners to work together to address root causes of the community issues the Club has identified as priorities.
  8. Resourcing – The current allocation of total discretionary dollars among granting programs was generally seen as suitable (i.e., 25% of total discretionary dollars allocated to international community service through World Community Service; 25% to local community service through Major and Small Donations; and 50% to local community service through “Legacy Grants” (the recommended new name for Signature Legacy and a change from the proposed Strategic Priority Investments). This would be split half to current annual projects and half to multi-year projects. Many participants advised that RCCD should fundraise for additional discretionary dollars, and that each committee should be able to consider multi-year grants in addition to short-term grants. In terms of the human resources required to administer the granting programs, several suggestions were made to eventually migrate away from a granting committee structure based on amounts granted, to one based on the Club’s focus areas. Also, some participants recommended that the Club should assess the human resources required to better support and grow its granting and community service programs. 
  9. Communication – Timely, clear, accessible, consistent communications regarding RCCD’s granting and community service were recommended, as related to internal Club communications as well as communications with potential and existing grantees and the broader community. Many participants pointed out the importance of strategically communicating stories of the Club’s generous community contributions both internally and externally: this was seen as critical to such goals as positioning the Club in the community, demonstrating impact and accountability, educating Club and community members, breaking down “silos” within the Club, and attracting new members and supporters. Several participants noted that the specialized skill and the volume of work required to effectively fulfill the communications function demands a qualified paid professional.
  10. Impact –Impact is desired both for the Club (to attract new members and engage existing members) and for the community (to support effective initiatives and help “move the needle” on important community issues). Several participants also noted that, to have maximum impact, the Club should take part in long-term, strategic partnerships, and should support sustainable initiatives and projects that address root causes of community issues.
So, what’s next?
  • Watch for a very brief online survey regarding granting priorities, coming your way soon!
  • The GSTF will be considering all the input received through the Club member consultations, focus groups, and survey as it completes its recommendations in the weeks ahead.
  • The Granting Strategy recommendations will then go before the Board.
  • If approved, the Granting Strategy will be widely shared with the Club and the community, and implementation will occur in 2024-25.
Many thanks to all who have participated in the Granting Strategy development process thus far! We look forward to receiving further Club member input through the upcoming survey.
Your GSTF: Randy Topolnitsky (Chair), Steve Allan, Manon Mitchell, Steacy Pinney, Tina Overwater, Franco Savoia, Sherry Ferronato (Consultant)