Relations with Colleagues

In any foundation large enough to employ more than a single program officer, it is important to consider the relationships between and among staff members. Perhaps the most obvious of these considerations is a concern for how the daily flow of work is handled. For example, if a proposal is sent to you by the applicant, do you automatically handle it, or is there a mechanism for transferring it to a different program officer who may have more expertise in the area covered by the proposal? If you are planning on meeting with an applicant, by what criteria will it be decided whether or not colleagues are invited to attend the meeting?

You can avoid much friction with your colleagues by reaching an agreement as to how the duties of reading and deciding on the merits of proposals will be handled. Will every proposal be read by a team? Will decisions about recommending proposals for funding be made in group meetings? Will unanimity be required for recommendation, or will a majority suffice? How will the presentations to the board of trustees or internal committee of officers to get funding approval be handled?

Because program officers frequently are confronted with making judgments about matters that are beyond their areas of personal expertise, it is essential for all grantmakers on a foundation staff to work collegially, cooperatively, and, whenever possible, collaboratively. There is a place in philanthropy for the solitary genius, but the gregarious generalist is usually the most effective program officer.