Leave the Solutions to Social Problems to the Real Experts: People in the Trenches

To the Editor,

I agree wholeheartedly with Pablo Eisenberg’s op-ed (“Strategic Philanthropy Shifts Too Much Power to Donors,” Opinion, September 12).

Yes, there is a role for expertise, but I believe we should rely primarily on people who live in a situation every day to help find the best path forward.

It scares me that a few board members of a foundation can develop goals and strategies under the rhetoric of “strategic philanthropy” without the “expertise” of the people who will be affected by their philanthropy.

Foundations can press those of us who are in the trenches to have a clear analysis, a sound strategic plan, a solid evaluation process, and more. But how can those in the trenches propose creative solutions when too many foundations don’t take unsolicited proposals and foundations set narrow agendas of their own before requesting proposals?

Working as a community organizer for the past 35 years, mainly in small towns and rural areas, I have learned that no matter how smart or creative I might be, the most important thing I can do is to listen: listen to what people think, what they say, what they hope to accomplish. I’ll do an even better job if I also get them to analyze, think, plan, and act together.

During my entire organizing career, I have asked (begged would be a better description) program officers to invite their board members to come and see what we actually do. Only a very few have actually done so.

So how can they use the word “strategic” in strategic philanthropy?

How can we be optimistic about really tackling major problems in our communities if the foundation boards and staff people just meet with each other in fancy hotels?

Maybe it’s just that foundations really don’t want meaningful change to happen.

Joe Szakos
Executive Director
Virginia Organizing
Charlottesville, Va.