Philanthropic Growth and Impact Fund

The events of the past few years produced profound changes in the field of health philanthropy. Funders are actively centering equity, engaging with communities in new ways, and applying trust-based philanthropy practices. At the same time, they are adapting their internal policies, procedures, and decision-making practices to build a more equitable nonprofit ecosystem.

Please join us as we work to strengthen health philanthropy through our new Philanthropic Growth and Impact Fund.

This new body of work builds on the success of GIH’s Effective Philanthropy Fund, which focused on building the human capital of foundation staff, management, and governing boards. This important portfolio promoted organizational excellence, nurtured emerging leaders in the field, and helped funders drive impact. For example, the Effective Philanthropy Fund allowed GIH to create new learning opportunities for foundation trustees and for leaders of foundations with less than $30 million in assets. It also allowed us to expand the highly competitive Terrance Keenan Institute for Emerging Leaders in Health Philanthropy through in-person and virtual professional development sessions; and to develop annual conference programs that dove deeply into philanthropic approaches like trust-based philanthropy and practices designed to further racial equity.

GIH is well positioned to continue guiding funders and equipping them with the skills they need to navigate a constantly evolving sector. Our new Philanthropic Growth and Impact Fund will explore both the art and science of health grantmaking. It will address innovative practices related to governance, organizational operations, grantmaking, evaluation, and the myriad ways health funders are advancing diverse public policy, advocacy, and civic engagement goals. It will also support opportunities for funders to build their professional networks, engage in peer-to-peer learning, and hone their leadership skills.

The Fund reflects our commitment to the field’s evolution as we work with health funders to anticipate and overcome needs and challenges. Our goal is to raise $1.5 million to support and sustain key elements of our work over the next three years:

• Help funders navigate the evolving philanthropic landscape: From providing technical assistance and strategic guidance to conducting original research and analysis, GIH is the organization funders and others with an interest in the field turn to for information. This Fund will allow us to track trends related to diversity, equity, and inclusion; strategic use of unrestricted, multi-year funding; health care conversion foundations; and other emerging issues such as the role of Artificial Intelligence, or AI.
• Develop future philanthropic leaders: The Terrance Keenan Institute for Health Philanthropy has nurtured more than 120 talented practitioners who represent the next generation of leaders in the field of health philanthropy. The Institute offers a unique opportunity for emerging leaders to examine critical issues facing the field, and to build connections with peers and mentors from across the country. The next Institute will be held in 2024.
• Build philanthropic communities of practice: Fostering connections and peer learning among health funders is a fundamental aspect of our work. Building on the success of past learning communities and networks, we will develop new ways for funders to hone their craft; readily connect; pose questions to peers; and share information, advice, and resources. This work is already underway with a new Community of Practice for foundation communications staff. We anticipate creating a similar network soon for foundation staff focused on policy and advocacy strategies.
• Create opportunities to explore critical issues facing the field: GIH plans to continue offering in- depth conference sessions for trustees and staff seeking to build their knowledge and skills. We also plan to expand conference opportunities for peer-to-peer learning and networking for different types of funders such as those from corporations or foundations with limited assets. Such offerings will complement existing networking opportunities for staff at different levels within your organizations.