Projects
Philanthropic Leadership, Communities of Practice, Coaching
Principles for Peak Grantmaking, Peak Grantmaking - Washington, DC
Peak Grantmaking had been developing a two-tiered framework connecting widely shared values to a discrete set of principles, under which evidence-based, effective, and impactful practices will be collected. Peak sought consulting support to facilitate advisory groups and thought leaders for each of the five principles. The consultancy included project management (including design, budget, and scope, as well as working effectively with internal staff, members, and the boards); synthesizing, writing, and publishing ‘how-to’ guidance based on evidence; and tapping into networks in philanthropic leadership and practice.
Council on Foundations Career Pathways Capstone Project Design - Washington, DC
Elizabeth designed and manages the culminating capstone assignment for the Career Pathways Program. These projects are selected by cohort members, with the approval of their supervisors, based on the project’s ability to improve the organization and advance the cohort member’s leadership. Elizabeth coaches each cohort member in the selection and implementation of projects which are presented during a Spring Colloquium, during which the presenter’s peers a small group of field experts offer guidance and insight. Drawing on her coaching and organizational development expertise, Elizabeth designed the project guidelines, periodic peer-learning sessions and concluding Spring Colloquium. Several of the projects have been re-purposed as case studies, articles, panel discussions and webinars.
Aspen Institute Rural Development Philanthropy Learning Network - Washington, DC
Elizabeth’s leadership role in creating Aspen’s Rural Development Philanthropy Learning Network offers an example of working directly with CEOs, staff and trustees to advance and measure the impact of community- building projects. Through a competitive process that assessed commitment to and experience in rural community development, two cohorts of four community foundations were selected to participate in a year- long, peer-learning program. As lead facilitator and designer for one 4-member cohort, Elizabeth toured each community foundation’s region, conducted 1-1 interviews at intervals throughout the program and designed three 4-day learning institutes aimed at improving individual projects as well as the cohort’s collective impact.
Individual Philanthropic Leadership Coaching
Elizabeth’s one-on-one leadership coaching has focused on building strengths; identifying and filling gaps; hiring “for team”; and, aligning personal values with prospective roles/organizations. The goal is not simply to ascend to a leadership position or title, but to grow one’s capacity in ethical, collaborative, empathic leadership. Like a traditional coach, she provides “real-time” assistance by asking questions; mirroring perspective to surface motivations and concerns; helping provide insight into others’ motivations and concerns; trouble-shooting and reflective practice. Unlike a traditional coach, she offers guidance and perspectives based on experience working in and around philanthropy for over 25 years. Coaching references from coaching clients are available upon request.
Learning, Evaluation, and Strategic Planning
Community Heart & Soul Learning Project, Pennsylvania Humanities Council - Philadelphia, PA
Working with a consulting partner, Elizabeth conducted an learning project using participatory research methods with the “expectation both to make and apply discoveries…to improve and involve.” PHC sought greater clarity about the direct experience of participants in three very different pilot Community Heart & Soul locations [Williamsport, Meadville, Carlisle] and how lessons learned from each site might inform efforts to deepen relationships, advocate for similar efforts, and communicate lessons learned. PHC is one of 55 humanities councils, funded by the National Endowment for the Humanities. In 2019, Pennsylvania received nearly $7 million from the NEH for 38 projects, with PHC, with its 24-member board and 13-member staff, awarded $1.3 million for its operations and programs. PHC’s Community Heart & Soul program connects the public humanities with social change, while making a case for a better understanding of how “the humanities and the skills they teach provide a path to collaboration and action toward positive change.” In 2020, Elizabeth, with her research partner as well as representatives from PHC and Heart of Williamsport, presented findings from this research at the National Humanities Council’s annual meeting.
Deaconess Foundation – Cleveland, Ohio
First in 2012, and again in 2019, Elizabeth guided this hospital conversion foundation through a comprehensive and inclusive strategic planning process. Focused on disadvantaged individuals and families in Cuyahoga County, the foundation has become a leader in workforce development aimed at moving families out of poverty. Though a relatively modest grantmaker, its role in convening and collaborating in issues of workforce and career building emerged from an inclusive engagement of community, nonprofit, business, and local government stakeholders. Combining on-line surveys, focus groups, one-on-one interviews and a review of grantmaking history with data on demographic shifts and economic indicators, its strategy is designed to be more inclusive and impact-focused. Feedback and data collection mechanisms as well as board learning and decision-making were modeled during the strategic review process and have been built into the DNA of the foundation.
Philamplify, National Committee for Responsive Philanthropy – Washington, DC
As an independent researcher for Philamplify, an initiative of the National Committee for Responsive Philanthropy (NCRP) that aims to maximize the impact of our country’s grantmakers, Elizabeth conducted three comprehensive assessments of national foundations. Philamplify assessments are based on high-impact grantmaking and operational practices described in Criteria for Philanthropy at Its Best: Benchmarks to Assess and Enhance Grantmaker Impact and Real Results: Why Social Justice Philanthropy Is Strategic Philanthropy. Assessments included grantee surveys, over dozens of individual stakeholder interviews, literature reviews and analysis of foundation performance on the following criteria:
• Mission, goals and objectives support for systemic change to address important societal problems.
• Assessment of outcomes and impact, especially on issues of equity and social justice
• Wise stewardship: investments, operating support and multi-year grants
• Internal operations: good governance, ethics and transparency
Successful Structures Project, Grants Managers Network – Washington, DC
In partnership with another consultant, Elizabeth has researched and written a set of case studies to support the Grants Managers Network’s goal to elevate the importance of grantmaking practices (the “how”) to the same level as program (the “what”) and relationships (the “who”) within grantmaking organizations. Incorporating survey data and on-the-ground practice, this project aims to increase foundation effectiveness by connecting grants operations ith organizational learning and strategic decision-making.
RUFes – Rural Family Economic Success and WealthWorks, Aspen Institute Community Strategies Group – Washington, DC
Elizabeth has identified, researched and produced case studies that exemplify and advance the learning goals of CSG’s networks of community economic development practitioners. She also provided editorial support for the WealthWorks Guide, a set of how-to materials designed to assist practitioners in pursuing a systematic regional economic development approach that identifies enterprising opportunities in a region and engages a wide range of partners in turning those opportunities into results that both build and capture wealth.
Ruth Mott Foundation – Flint, MI
With a consulting partner, Elizabeth led an intensive strategic planning process exploring all aspects of this family foundation entering new executive leadership and organizational maturity. Based on the research and learning products presented by Elizabeth, the foundation explored the risks and rewards of place-based philanthropy – including the option of focusing its funds on the North Side of Flint, a historically African American area of Flint experiencing even more profound disinvestment and poverty than other areas of the city. Following an eight-month strategic learning and planning process, the board approved this new emphasis on North Flint, along with a renewed commitment to social justice and equity, unanimously.
Global Fund for Children - Washington, DC
In advance of its first-ever comprehensive strategic planning process, Elizabeth worked closely with the Fund’s new executive director to design and present a strategic review of the processes, impact, goals and landscape of this 15-year-old public foundation. The strategic review included analysis of the foundation’s financial position, competitive landscape, grantmaking footprint and fundraising potential. During this critical executive transition period, Elizabeth helped build the capacity of staff and board to challenge assumptions and make critical decisions. Having collected data on the foundation’s past, the CEO was able to make a practical case for measuring short- and longer term metrics to capture progress toward objectives outlined in the strategic plan.
Revisiting Reporting, Peak Grantmaking - Washington, DC
Reporting can be a pivotal point in the grantmaking process. Ask for too little information and it becomes difficult see what is being accomplished. Too frequent and arduous reporting requirements can drain grantees’ resources. Working with a consulting partner, Elizabeth Myrick developed a survey completed by more than 300 grantmakers to discover current reporting practices, pain points, and opportunities for improvement. Based on survey results and in-depth interviews, the consulting team co-edited and wrote articles for a special edition of Peak Grantmaking’s on-line journal, Insights, focused on reporting.
Operations and Organizational Learning
Aligning Grantmaking Practices with Values, Bainum Family Foundation - Bethesda, MD
The Bainum Family Foundation is an operating foundation focused on children and families. The foundation sought consultants’ support in determining how grantmaking operations could be most effective, aligned with values, and positioned for continual learning. Working with a consulting partner, Elizabeth facilitated internal conversations and inquiry, benchmarked practices against like foundations, and – with staff – co-created a set of recommendations to move toward practices aligned with culture, values, and strategy. The implementation phase (by cross-functional staff teams) coincided with COVID-19 and allowed the consulting team to support and guide Bainum’s real-time response and reflection.
Success Measures, NeighborWorks America - Washington, DC
Elizabeth contributed to the design team that developed content and prepared speakers for a day-long symposium for community development practitioners, funders, researchers and government agencies. This anchor session of NeighborWorks’ National Training Institute was called Using Evaluation to Build Evidence and Drive Learning. Elizabeth gleaned content priorities and drafted an agenda to address the history, trends and emergent practices in evaluation.
Aspen Institute Rural Development Philanthropy Learning Network - Washington, DC
For the Aspen Institute’s Rural Development Philanthropy Learning Network, Elizabeth customized session guides, homework and presentation tools as well as peer-learning exercises to advance participants’ specific rural development goals. Deepening connections and accountability among these like-minded foundations was an explicit goal of the program. Original research on foundation-led community development grounded the cohort’s learning. Elizabeth researched, wrote and presented practical guides and case studies on topics including community development grantmaking, endowment building, and structural models for rural community foundations. She developed a series of workshops for community foundation staffs and boards, based in part upon the team’s original research, for example, Covering Rural Territory: A Framework of Rural Service Structures for Community Foundations.
Neighborhood Funders Group, SmartLink.org - Washington, DC
Elizabeth’s work in rural community development prepared her to serve as Project Director for the Community Giving Resource/SmartLink.org, a project of the Neighborhood Funders Group [NFG], an affinity group of foundations making community-based, anti-poverty grants in rural and urban settings. First as a loaned executive and later as a consultant, Elizabeth worked directly with NFG’s CEO to develop on-line resources specifically for small family foundations and individual donors interested in community development grantmaking, but too often overwhelmed by issues – and jargon – used by institutional funders. SmartLink developed issue briefs organized around community development issues [housing, jobs, environment, stable families, education, health] and around specific giving strategies [direct service, advocacy, capacity building, organizing, new programs]. Elizabeth led the project from initial board goal-setting through website development, business planning, fundraising, marketing and implementation. In the process, she became expert in philanthropic approaches to building strong, prosperous neighborhoods and communities.
Project Management, Loaned Program Manager
Frank Karel Fellowship in Public Interest Communications – Washington, DC
Elizabeth served as part-time Director of this unique, hands-on, experiential summer program designed to inspire first-generation undergraduates from diverse backgrounds to consider professional opportunities and possibilities in the field of Public Interest Communications. Public interest communications is an innovative field that pulls the spheres of media, policy, communities of influence, social marketing and activism to drive change. This fellowship is focused on translating personal passion for a more just world into communication skills that elicit social change.
SmartLink: The Community Giving Resource – Aspen Institute and Neighborhood Funders Group – Washington, DC
Between 2002 and 2010, the consultant designed, directed and raised funds for the Community Giving Resource/SmartLink. SmartLink was an on-line resource created especially for donors, foundation trustees and others who give locally, to neighborhoods and communities. The site organized content around distinct giving strategies, highlighting examples of high performing nonprofit organizations alleviating poverty through direct service, community organizing, advovcacy. The site included candid profiles of donors and small foundations from all over the country, as well as strategic issue briefs. The consultant produced or oversaw the production of all on-line content as well as the strategy, fundraising and staffing of the project.