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So far Admin Imago Dei Fund has created 303 blog entries.

Walking with Elephants: Takeaways from Our Learning Journey in Southeast Asia

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The Imago Dei Fund is expanding its grantmaking in Southeast Asia, a region where our grantee partners are already deeply engaged in combating human trafficking.

Despite our eagerness to progress with our three-year strategic plan, we recognized the need for a better understanding of the current landscape and the factors driving human trafficking before diving in. As a U.S.-based foundation, we needed to discern how we could effectively contribute to existing efforts interrupting the cycles of exploitation and the critical work already happening in Southeast Asia.

To that end, in February, we embarked on a learning trip to Cambodia and Thailand to inform our grantmaking now and over the next several years.

With Helen Sworn, founder of Freedom Consulting, as our intrepid guide in Cambodia, we spent ten days meeting with organizations working at different intersections of the human trafficking problem.

Helen has been a long-time friend and thought partner to the Imago Dei Fund and serves as a member of our newly established Advisory Board. She is also the founder and former executive director of Chab Dai, a grantee partner in Cambodia that seeks to end all forms of abuse and modern slavery globally by building a movement to empower communities, strengthen systems, and restore justice and wellbeing with survivors.

The thirteen Cambodian organizations we met ranged from very small grassroots organizations focused on education and prevention to larger organizations focused on investigation, recovery, survivor reintegration and policy reform.

We then joined a donor learning trip in Thailand organized by Freedom Story, a new Imago Dei Fund grantee partner and member of the Chab Dai network. Based in Northern Thailand, Freedom Story works to prevent child trafficking and exploitation through culturally relevant programs for vulnerable children. We met with seven organizations across Thailand as well as with policy experts and peer funders working in the region.

Needless to say, there was enormous learning over the course of our three weeks. Here are a few key takeaways:

  • Grantees and Advisors are critical partners in learning. They are experts in their own work and communities and have a deep understanding of emerging issues and of the interrelated work of other organizations in the sector.
  • Building relationships with organizational leaders is essential and fun. We learned so much during our meetings with organizations and appreciated the depth of knowledge and important insights shared by staff. We also deeply valued the more casual opportunities to engage with leaders and their teams outside of the work setting. The more free-flowing conversations over a meal or social activity offered us greater insights into the culture and the personal motivations that people bring to their work.
  • Collaboration is critical in the anti-trafficking movement. Given the scope and scale of the scourge of human trafficking, no one organization can do it all. It was clear to us that coalitions and networks play an incredible role in strengthening the ecosystems, building collaboration, ensuring appropriate protections and peer support, facilitating learning, and advocating for important policy reforms.
  • This work is urgent but sometimes moves slowly. The harm created by human trafficking is widespread and immense, leading to an urgency to act. We certainly felt that urgency but were also reminded that healing and recovery takes time and can be hard to measure. Survivors and the organizations that support them need the flexibility to move through their complex journeys of recovery and healing at their own pace and in their own way.
  • Take time to walk with the elephants. On our last day in Thailand, we spent the morning learning about and walking with elephants on a reserve near the Golden Triangle. Not only was it incredibly fun, but the experience also highlighted how the natural world and indigenous cultures have much to teach us about relationships and friendships. (Yes, elephants have lifelong friends!)

Reflecting on this learning journey, we both feel very privileged to build relationships with so many amazing and dedicated individuals who are working to defend human dignity and restore wholeness in this world. And despite the challenges of the work, they also find time to share joy. We are looking forward to continuing our learning and to thoughtfully building deeper partnerships in the region in the coming years.

Pathways to Gender Equality and Insights from CSW68

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Earlier this month my colleague, Leah Quested, and I traveled to New York to connect with several grantee partners who were attending the 68th Session of the Commission on the Status of Women (CSW68). We had the opportunity to meet with Resonate, TICAH, Akili Dada, ZanaAfrica, and Girl Rising — all organizations working in related ways to advance the health, rights, and voices of women and girls in East Africa and beyond. Over the course of two days, we attended several side events and panels, but perhaps more importantly, we connected with these leaders informally and learned more about their current priorities and their contributions to the larger ecosystem. During one such meeting, Claire Uwineza, CEO of Resonate shared some of her impressions from the CSW68 meetings from her perspective as a Rwandan leader who works to unlock the leadership potential of young women and girls. We are grateful that she agreed not only to share this perspective but also to offer some advice for funders and others working in this space. ~ Sheila Leddy, Program Partner


Growing up in Rwanda, a country renowned for its commitment to advancing gender equality, has deeply influenced my passion for empowering women and girls. With 61.3% representation of women in parliament and policies and structures that support the advancement of women, Rwanda’s government leads the way in providing huge support to women and girls. Yet, it was my resilient mother who instilled in me the courage to dream big and empowered me early on as a decision-maker. At Resonate, we focus on change driven from the grassroots that accompanies the work of Rwanda’s government. Our mission is to unlock the leadership potential of women and girls in East Africa by building their agency, confidence, and leadership skills, enabling them to be agents of change and leaders in creating the change they want to see in their lives and communities.

This year, I had the privilege of attending the Commission on the Status of Women (CSW68) for the first time as a delegate. Throughout the event, I engaged in various side events hosted by diverse organizations and attended official sessions of the United Nations, including the Opening at the General Assembly. It was fascinating to observe the gender dynamics at play– while most of the key speakers at the Opening were men, the majority of participants inside events were women. We need male allies and champions of gender equality, however, the contrast underscored that we still have a long way to go.

With time running out to achieve the SDGs, only 15.4% of indicators are on track to reach SDG5, “Gender Equality.” One in every ten women lives in extreme poverty. Without change, we can expect that over 340 million women and girls will still languish in extreme poverty by 2030, with 80% of the female population living on less than $2.15/day.

As I reflect on the dire need to ramp up progress expressed during the side events and the Opening Session, I think about the participants in Resonate’s short leadership workshops, who learn to shift their mindsets, turn skills into action, and fulfill their potential. One of our participants, Marie Louise, felt helpless after an unplanned pregnancy as a teenager. She couldn’t accept her new reality and feared she would always rely on others to take care of her and her child. The leadership workshop helped Marie Louise to recognize her agency, accept her reality and change her situation. She started her own small business of selling fruits at a local market in Kabuga and later used the money she saved to buy a sewing machine. Now, she is a successful tailor and is able to take care of her baby’s basic needs as well as her own without depending on the baby’s father. If we want women to be at the forefront of a movement to build prosperity, we must give them the tools to make their voices resonate.
Here are my key takeaways from CSW68, emphasizing the importance of:

  • Both public and private sectors investing in and financing programs that advance gender equality.
  • Strengthening the international financial structure to ensure a gender lens is included in budgeting processes and taxation policies.
  • Discussing care work and other limitations women face as they navigate professional and personal lives.
  • Ensuring women have access to resources, education, and technology to bridge the gender gap
  • Ensuring young people are contributors to policy development/reform to ensure a sustainable future.
  • Valuing the attendance and contribution of grassroots organizations at CSW since they are on the ground, know the reality, and should be aware of the conversation.

Underfunding in gender equality and women’s empowerment programs will reverse any progress we have achieved. To speed up progress, bilaterals and philanthropic funders need to:

  • Dedicate long-term, flexible, sufficient funding to accelerate the achievement of gender equality.
  • Trust that people close to the problem (women and girls) have solutions.
  • Be flexible in understanding that the indicators of success might be intangible, complex to measure, or take time to achieve, but the long-term impact is unquestionable.
  • Consider how they can open doors to funding for women’s empowerment movements.
  • Evaluate the pressure on women’s movement organizations to prove impact.
  • Understand the challenge of quantifying a sense of safety/ security, hope, resilience, and lack of stigma.
  • See that many women’s empowerment movements are underfunded because they cannot quantify their impact or struggle to access potential funders.

Attending CSW allowed me to connect with our current partners supporting our work, like the Imago Dei Fund, and meet new, potential funders, as well. My hope is that when we next convene for this critical issue, we can open our hearts and minds to build relationships and partnerships that result in actionable steps to advance women and girls. Investing in women and girls isn’t just an investment in their future—it’s an Read More

Voices on Climate: Charitie Ropati’s Journey with Girl Rising and the Power of ‘Radical Joy’

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It’s often the voices of courage and hope that resonate most powerfully when facing daunting global challenges. This month, we are pleased to share a blog post from our partner, Girl Rising, that highlights the critical role women and girls have as catalysts for change. Our changing climate impacts everyone, but it is the world’s poorest and most vulnerable, particularly women and girls, who bear the greatest burden.

At Imago Dei we’re grateful to uplift partners who amplify voices like Charitie Ropati’s through transformative initiatives such as the Future Rising Fellowship program. Charitie’s message of “radical joy” amidst the climate crisis serves as a poignant reminder of the resilience inherent in communities facing adversity.

For climate action to be successful or sustainable, it must involve women. We value Girl Rising’s approach to nurturing the voices of young women, so they can tell the stories of the impact of climate change on them and their communities on the global stage. Their work to empower young leaders to become advocates working at the intersection of gender equity and climate justice can change the way the world values girls and their education.

We recognize that climate action must be inclusive and equitable, with women and girls in the communities that are impacted playing central roles in decision-making processes. By nurturing the next generation of leaders and lifting up their voices, we lay the groundwork for a more equitable, sustainable, and climate-safe future for all. – The Imago Dei Team


“I am here to remind you of an indigenous practice that I believe is vital: Joy. When the land is healthy, the people are healthy. But it is also true that when the people are healthy, the land is healthy. So we must approach this unprecedented time of crisis with optimism and hope. Have the courage to invest directly in joy and the joy of our communities.”

This message about ‘radical joy’ was delivered by Yu-pik and Samoan Future Rising Fellow Charitie Ropati, in a keynote speech she gave recently at the United Nations during the 2024 Partnership Forum of the Economic and Social Council.

Her audience – 500 UN delegates and Ambassadors, as well as Charitie’s own parents who traveled from Alaska – blinked back tears as Charitie shared stories about the trauma and ‘hard decisions’ shouldered by native people in the face of the climate crisis.
Charitie shared the story of how, in 1967, her great grandfather and others from the community physically moved their village 11 miles northwest to save it from sinking due to permafrost melting. Now an engineering student at Columbia University, Charitie studies permafrost and will graduate as the first native woman to earn a civil engineering degree in Columbia’s 270 year history. Reminding the assembly that Indigenous peoples make up less than 5% of the earth’s population but protect 80% of the biodiversity, Charitie demanded more of global leaders. “Invest in communities that have continuously adapted to climate change, communities like my own. Decisions should not be made about us, without us,” she urged.

Charitie’s speech stood out because she told a powerful story. “While she was unwavering in her demand that global leaders wake up to the consequences of their inaction, the beautiful stories Charitie shared of joyous moments cutting fish with her grandmother, or watching her mother graduate college, illustrated the powerful, even daring, act of fighting indifference with optimism. Charitie’s work and approach makes us all rethink our roles in this crisis” said Nicole Savini, Future Rising’s Executive Producer.

“I learned from my mother to never be wordless when my community needs me.” Charitie said. “So I have traveled over 3000 miles to find myself in a position to tell you: Stop pretending that this crisis is not happening and take direct action. I believe that a just transition from the fossil fuel industry is possible, I need you all to believe this as well.”

Her speech earned a rousing applause and was referred to and lauded by numerous speakers during the rest of the day’s programming. Canadian Ambassador Bob Rae began his remarks by saying, “I want to congratulate Charitie Ropati on a wonderful speech today… Your speech had great impact. Keep going. Don’t stop (more applause)”. We at Girl Rising echo Ambassador Rae’s sentiments. It is an enormous privilege to work with young women leaders like Charitie through the Future Rising Fellowship program. The Future Rising Fellows are a growing presence on global stages all over the world. Their work for climate and gender justice and their speaking truth to power is a lesson for all of us, and truly a reason for optimism and joy. Thank you, Charitie.

Charitie’s entire speech can be viewed here.

This post first appeared on the Girl Rising website and has been reposted here with permission.

Keeping The Spark Alive: Grantee Partners Investing in Wellbeing

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Having joined Imago Dei, just three months ago, I am already deeply inspired by the incredible work of our grantee partners and the impact they achieve in the world. Our partners, while diverse in their missions and the ecosystems they work in, all share a common thread – the presence of passionate dedicated leaders who wholeheartedly serve their communities. In serving so tirelessly, it would be easy for our grantee partners to overlook their own spiritual, emotional, and psychological wellbeing. So, I was thrilled to discover how Imago Dei’s commitment to partners extends to their holistic wellbeing by nurturing the “inner life” of their leadership and staff through the Keep the Spark Alive Fund. This funding is available to current grantee partners in our core portfolio with smaller budgets.

Looking back on 2023, it’s fascinating to see the ways each of our partners defined what “keeping the spark alive” means to their staff and organization. From restorative activities to soul care literature, this blog will explore the unique ways three grantee partners – World Without Exploitation (WorldWE), African Road, and Kupenda for the Children – used the Keep the Spark Alive Fund to support wellbeing in their organizations.


At Imago Dei, we find immense joy in investing not just in the impactful programs of our grantee partners, but also in the individuals steering these initiatives and their teams. The annual Keep the Spark Alive Fund is our commitment to supporting the wellbeing within smaller organizations working tirelessly towards positive change. Every year, our grantee partners define what “keeping that spark alive” means to them, dedicating themselves to establishing a lasting culture of wellbeing for their organizations.

Our partners, engaged in the vital work of restoring human dignity, unleashing human agency and healing societal fractures, use the Keep the Spark Alive Fund for a variety of activities to nourish their spark – the essence of what drives them. These range from staff retreats to stress management programs, showcasing the innovative ways our partners prioritize nurturing their inner life.

We know that good leadership is irreplaceable for achieving the social impact our grantee partners set out to achieve. As Perennial Co-Founder, Britt Yamamoto, shared on our blog previously, “more than anything—ideas, strategic plans, policies, funding—positive social change requires humans, leaders, to make the impossible possible.” With employees in the nonprofit sector among those particularly vulnerable to burnout, investing in the inner life of leaders and supporting their capacity for renewal is critical to Imago Dei’s holistic approach.

Here, we share three creative ways grantee partners shaped a culture of wellbeing for their staff in 2023:

World Without Exploitation (WorldWE)

WorldWE’s all virtual team gathered in person for a self care presentation titled “Tuning into the Wisdom of the Body to Optimize your Advocacy Journey.” Led by Laura Mahr, a former practicing attorney and founder of Conscious Legal Minds, the presentation focused on tools to promote productivity and build resilience to stress. The team learned how to cultivate resilience by “neuro-hacking” their nervous system throughout the day through “mini-moments of well-being.” Through the lens of neurobiology, staff and survivor trainees discussed strategies for self-care, empowering them to mitigate vicarious trauma in their daily work.

African Road

The leadership and staff at African Road recognized the shared desire for spiritual connection and growing stronger as a team. With funding from the Keep the Spark Alive Fund, they organized a 2-night retreat with a facilitator to guide the team in restorative reflection, dialogue, and practice. This dedicated time together provided space for team building, spiritual coaching, soul care, and reflection. The retreat, filled with restful and insightful moments, strengthened team connections and contributed to a caring staff culture. For African Road, it was an opportunity for the team to exhale, reflect, and grow stronger together.

Kupenda for the Children

Kupenda invested in the course “Discover the Enneagram: A Tool for Christian Spiritual Transformation” to dive into the individual desires and motivations of its staff to explore how they impact team dynamics. Facilitated by Enneagram trainers, Doug and Adele Calhoun, the course fostered a sense of unity, understanding, and compassion among team members. The Keep the Spark Alive Fund enabled Kupenda to provide the virtual course to all 14 staff members in the U.S. and Kenya, focusing on team building, conflict management, and spiritual growth. The insights gained from the Enneagram are actively being applied, influencing task delegation and enhancing overall team effectiveness.

Pictured above, Nyanam is also exploring the Enneagram to advance team self-awareness. In 2024, the team will be reading Spiritual Rhythms for the Enneagram by Adele and Doug Calhoun and The Road Back to You – Enneagram Journey to Self-Discovery by Ian Morgan Cron, and reflecting together during weekly team meetings.

More reflections from our grantee partners on how they’re keeping the spark alive.

With the holidays behind us, and a new year underway, January can be a great time for goal setting and reflection on what nurturing your inner life means for your organization. These stories exemplify how grantee partners are not just focusing on their external missions but also prioritizing the internal wellbeing of their teams. As we start this new year, may we all take inspiration from their commitment to the whole person, weaving a fabric of compassion, resilience, and wellbeing into the heart of their work.

A Letter of Gratitude for Our Partnership

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As our year draws to a close, we feel that familiar mix of emotions many feel as we prepare for the holiday season — gratitude for all the gifts of the past year tinged with fragility and deep longing for a better world. As a team, we have cherished every opportunity to interact with you by email, at conferences, zoom meetings, and in-person meetings. One of the greatest joys we derive in this work is investing in the humanity behind our grantee partners’ incredible programs to “keep the spark alive” as you work so hard to restore human dignity and agency and repair the many fractures and divides of our world.

At the 2023 Center for Effective Philanthropy Conference in Boston this past October, many of the speakers spoke very personally about how they keep going in the face of despair and the sense of pending doom that lurks in the air today. Dr. Ayana Elizabeth Johnson, climate activist and co-editor of All We Can Save, spoke poignantly about not having hope from knowing too much yet still choosing to live in joy. Our team was struck by how most of the speakers exhibited this embodied quality of joy in just being alive and doing their part for the betterment of our world in the face of what they referred to as the “polycrisis” of our time. Dr. Johnson’s words were especially meaningful in light of our team’s reflection on her book last year as part of our learning around climate. As we look back on our year as a foundation, we as a team are so grateful to rub shoulders with and support incredible human beings like you who just can’t not throw yourselves into the many different crises at hand. As a foundation, we are not on the frontlines of the work that we fund but are close enough with those who are to feel and know the challenge of this work and how deeply relational it is. An unstated yet maybe primary reason we attend conferences is to absorb some intangible energy from being with others to “keep the spark alive,” to keep on keeping on even when we don’t feel hopeful.

Beyond “polycrisis”, there are so many terms and acronyms used in the philanthropic/social change sector to carve out lanes and approaches to maximizing effectiveness, impact, return on investment, proximity, decolonization, systemic change, intersectionality, the list goes on and on! So much brilliance and big ideas in this work and so much to keep learning and digesting as we each try to offer our best to the world. As Jacob Harold, Co-founder of Candid and author of the book The Toolbox: Strategies for Crafting Social Impact, notes, “The problem is obvious: the world is too complex for any single framework. We who are working for a better world — whether as users or providers of capital — need multiple tools to engage with that complexity. Whether we call these tools “lenses” or “perspectives” or “strategies,” we need a lot of them.” (Read the article from the Center for Effective Philanthropy). At the end of the day, this work is an inescapably human endeavor. As we approach the Holiday season, we are ever mindful of the deeply sacred and relational ground of our work. We can’t bypass our own humanity and hide behind slogans, institutional affiliations, and ideological ways of seeing the world.

As we continue to learn from and embrace many of these frameworks, we are reminded of the perennial spiritual wisdom of loving thy neighbor as thyself that motivated us as co-founders fifteen years ago. In our deeply polarized world with this-is-the-only-way fundamentalisms on all sides, it feels like the invitation to be good neighbors needs to be underlined again and again as we find ourselves increasingly alienated from one another. Whatever one’s political, religious, ethnic, or ideological identity or way of framing one’s values/work, there is something deeply transformative about simply experiencing one another’s shared humanity. “Loving one’s neighbor as thyself” is an end in and of itself, but it can yield dividends of joy and connection (dare we say love?) that are quite literally change happening before our eyes.

One highlight for us this year was celebrating 10 years of the Contemplative Fund and Deacons Fund by convening our Boston-based faith partners for a lunch with the theme: “Keeping the Spark Alive Together.” These grantee partners work in very different ways in the city— some more focused on outer work, addressing the myriad social problems facing our city and welcoming asylum seekers, others more focused on the inner life of change. We were so touched to be in the space together and share a meal with friends and partners. At the event, Rev. David Bailey spoke to us about his journey of discovering the inner, contemplative path of faith and how essential this is in the work of racial reconciliation to mend ancient wounds and bring people together. Indeed, there is a ground of being we all share as human beings. A place where we are more the same than we know, and we can meet and see if we can together repair the messes and divides we have inflicted on ourselves as a human family.

When we launched the Imago Dei Fund in 2009, we were motivated by our faith to be good stewards of the resources in our hands. There was also this very basic human impulse to do our part to be “good neighbors in Boston and beyond”. As we looked out over the room at that lunch, we were overcome with the notion that all gathered there were exemplars of being both good stewards and good neighbors.

Stepping back to reflect on all of our partners, your capacity to lead and work with relentless courage, integrity, and joy in the face of such seemingly immovable and compounding problems keeps our spark alive. It makes us want to be and do better as stewards of our resources and work at Read More

Reflection on Partnership and Accountability

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This month, we are excited to announce the launch of our new Advisory Board as part of our ongoing effort to learn from our grantee partners and the communities they serve. We place great emphasis on the value of relationships and mutuality for learning and accountability, and our advisors will bring more perspectives and voices into shaping our grantmaking strategy.

Our Advisory Board is just one way we seek to center our grantees in our work. Our Impact Partner, Andrew Jones, shares his thoughts on the importance of genuine partnership and downward accountability to Imago Dei’s approach.


Institutional donors everywhere trumpet partnership as central to their approach. “Find a funding opportunity – partner with us,” per one major donor’s website. The term is ubiquitous in international development and has been for decades, all too often sapping it of any real meaning. Donors present themselves as funding partners and NGOs receiving funds, in turn, as programmatic partners to local organizations on the ground. Yet the reality is that these relationships typically bear little resemblance to partnership in the true sense of the word. Instead, they are marked by a clear hierarchy and imbalance of power, with those in control of the resources too often defining goals, setting targets, and directing the work itself.

In my international humanitarian, human rights, and development career, the funding for the work we did came from a wide range of public and private donors, from high net wealth individuals and foundations to major bilateral and multilateral government agencies. Early in my career, I was asked to spearhead a new human rights initiative at CARE, a large international relief and development NGO. The vision was to embed a commitment to human rights values and principles within the organization’s relief and development programming. One of the core principles we articulated in CARE’s emerging rights-based approach was ‘downward’ (as opposed to upward to donors) accountability, recognizing community members served by international aid projects as rights bearers and feeling at least a moral duty to be accountable to them. Far easier said than done, of course. While progress was and has been made, the aid system overall makes it extremely difficult to put into practice.

Ultimately, donors’ overly aggressive targets, timelines, and deliverables tend to suffocate efforts to put communities first in defining solutions and owning the process. The bottom line is downstream organizations in the aid system end up being contractors, not partners in any meaningful sense of the word. And, as a result, communities served by international aid are systematically neglected in key decision-making processes affecting their lives. In a system where ‘upward’ accountability still predominates, genuine local partnerships and community-driven development remain elusive.

When I joined the Imago Dei Fund last year, I was struck by how grantees were centered in our approach and by how much the quality of funder-grantee relationships was highlighted. While the foundation continuously seeks to learn and has plenty of room to grow, we are striving to genuinely partner with our grantees. What does this look like? In line with Imago Dei’s core values, the main features of what we refer to as our relational approach include:

  1. Deep respect for locally rooted partners’ knowledge of the challenges the communities they serve are facing and the most promising solutions in response.
  2. Prioritization of multi-year unrestricted funding so that partners have the space to continuously engage the communities they serve and freedom to design and redesign what they’re doing programmatically.
  3. Determination to minimize what we request, application and reporting-wise, so that partners can stay focused on their work in the communities they serve.
  4. Commitment to regular communications, and especially being available at all times, listening well, and being as responsive as possible to requests for advice and support.
  5. Willingness to gather and act on regular, honest feedback from partners.
  6. Deep desire to see our partners thriving, making resources available for self-care, mental health, and wellbeing of the soul.

When I share our trust-based, relational approach with peer funders, a concern I hear relates to ensuring that philanthropic dollars are well spent and generate their intended impact, often framed in terms of accountability to foundation leadership and boards. The desire, even obligation, to be good stewards of foundation resources is compelling. Does Imago Dei’s approach sacrifice stewardship and, by extension, accountability? Or is it, more accurately, reorienting how many of us think about accountability, shifting its locus to where it first and foremost belongs? That’s how we see it, at least. For any donor, our first accountability should be to communities served by our grantees and ensuring they’re in the lead.

One way we can shift accountability ‘downward’ is through inviting representatives of those communities to help us learn better, engage with us in strategic decision making, and hold us accountable. As part of the Imago Dei Fund’s new 3-year strategy, we have launched an Advisory Board to play exactly this role.

Another way is to allow grantee partners and communities to lead in defining, pursuing, and assessing the impact that matters most to them. A central part of my job is to frame the impact we seek to have as a foundation and set up a process for tracking our impact over time. ‘Our’ impact of course derives from the impact our grantees are having in the communities they serve, which grows with the increasing organizational resources, capacities and effectiveness that should result from our (and others’) grants and non-monetary support. We are putting in place a system for collecting relevant impact data, but we do not feel the need to be dictating to our grantee partners. Instead, we look to them to take the lead in defining the impact they want to have and the approach they want to take, at the community level, in assessing and reporting on their impact over time. At the same time, we remain actively engaged in learning Read More

“The best and most beautiful things in the world cannot be seen or even touched - they must be felt with the heart.”
Helen Keller