Topic: Philanthropy and capital

Impact Next: An interview with Best Buy’s Olivia Jefferson

Posted on by Brianna Provenzano

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2026, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Olivia Jefferson — the Vice President of Social Impact at Best Buy and Executive Director of the Best Buy Foundation. Our conversation focused on creating skills-first pathways into tech-enabled careers for young people and what it takes for corporate leaders to move from presence to power. 

Here’s what she had to say:

Greg Behrman, founder and CEO, NationSwell: What brought you to the field that you’re in right now? Was there an early moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Olivia Jefferson, Vice President of Social Impact at Best Buy: A year and a half ago, this wouldn’t have been my answer, but while preparing for the Best Buy Foundation’s annual Charity Classic, I worked with a speech coach. The process became almost like therapy: He asked about how I grew up and helped me recognize an experience I had never connected to my career.

On my fifth birthday, my birth mother was in a car accident that left her paralyzed from the neck down. Growing up, I watched her navigate systems that, particularly in the 1980s, were not designed for people with disabilities. When I was a college freshman, she told me she was applying for a Habitat for Humanity grant to build an accessible home, and I remember thinking, “This lady is something else — who does this?” Sure enough, she secured the grant, and Habitat built her a fully accessible home.

That was when I first understood the power of standing in the gap between resources and changing someone’s life. I didn’t yet know to call it philanthropy, but I knew I wanted to be part of it. For years, I saw that period only as a difficult part of my childhood; my speech coach helped me understand that it was also my introduction to this field — and that it had been guiding me throughout my career, even before I had the words for it.

Behrman, NationSwell: What is your approach to leadership or leadership philosophy? What makes you an effective leader in the space?

Jefferson, Best Buy: I was fortunate to see leadership done well very early in my career. At 22, fresh out of college and trying to break into public health, I was hired by Audrey Smith, general manager of the Detroit Department of Health and Wellness Promotion. She gave me the opportunity to lead two school-based health clinics, where I managed a physician, a nurse practitioner, and a health educator — all of whom were old enough to be my parents.

I quickly began to feel like an imposter, but Audrey pulled me into her office and said, “Don’t let your youth keep you from leaning into your potential. Draw on their wisdom, but recognize that you also have something to give.” She reminded me that my energy and excitement were exactly what the young people in those clinics needed to see in a professional who felt more like a peer.

Audrey gave me direct feedback without sugarcoating it, but it always came from a place of care and a desire to see me grow. She taught me that clear, critical feedback is something we give to people we believe in. Throughout my career, I’ve learned from strong women leaders and from people willing to challenge me; if everyone tells you you’re the best thing since sliced bread, you cannot see where you need to grow. My own leadership style is deeply empathetic: I listen, ask thoughtful questions, champion people, and seek to understand, but I also believe clarity helps us become better versions of ourselves. Those are the cornerstones of how I lead.

Behrman, NationSwell: Can you tell us a little about what you’re trying to do by bringing folks together? What are some of the things that are helping you to get traction?

Jefferson, Best Buy: At Best Buy social impact, we’ve partnered with America Achieves, which brings together government leaders focused on skills and creating good-paying jobs that offer real opportunity, not dead ends. That vision closely aligns with what we want for young people, and we joined in part to ensure r the voices of young people were represented.

Through our network of Best Buy Teen Tech Centers across four regions, we have direct relationships with young people and trusted local partners in those communities. We recently held an informal focus group about AI because so many people are telling us what young people think when in reality, we should really just be asking them. Hearing their fears, their excitement, and where they want organizations like ours to play a role has been incredibly valuable.

America Achieves also serves as a bipartisan, neutral convener, bringing government, business, and philanthropy together. Through the partnership, we’ve been able to engage organizations including JPMorgan Chase and Salesforce in conversations that might not otherwise have happened. The work is still in its early stages, but we see tremendous potential. Companies that may be competitors elsewhere are not competing here; this is a space where we need to work together.

Behrman, NationSwell: With all the dynamics at play as the backdrop for doing impact work right now, how are you sense-making this moment? How do you anchor and ground yourself amidst it all?

Jefferson, Best Buy: Something Tonya Allen said recently has stayed with me: “We need to act more like a constellation, and less like a North Star.” There is a role for everyone to play in shaping a world being transformed by AI and economic change, but we have to work in concert. We also have to accept some risk and be vulnerable enough to say, “This will be difficult, but we’re willing to step forward.”

At Best Buy, one part we can play is advocating for skills-first hiring. Young people are telling us they don’t necessarily see college as the right next step, and they aren’t convinced it will prepare them for jobs that are still being defined. If employers don’t begin valuing skills alongside credentials, we risk becoming irrelevant to the very people we will need as our future workforce.

What excites me is that Best Buy isn’t waiting for every answer before taking meaningful action. We’re willing to say, “We may not get it right every time, but we’re going to step forward now and invite others to join us.” Tonya’s language helped me see that more clearly: Do your part, do it well, and be willing to take a risk. That is how we begin linking the constellation.

Behrman, NationSwell: Is there a particular program, signature initiative, or some facet of the work that you would like to spotlight for us that is driving outcomes for the work?

Jefferson, Best Buy: Our Teen Tech Centers have built a strong foundation by giving young people access to technology, helping them develop skills, and listening to what they need, but what excites me now is the Best Buy Foundation’s commitment to create even more pathways to economic opportunity. Through hub networks in the Twin Cities, New York, Los Angeles, and Atlanta, we’re braiding together partnerships that can move young people beyond a physical tech center and toward tech-enabled careers.

Technology underpins nearly every industry. A young person may want to be a singer or songwriter, but they could also become an engineer in the music industry or work in technology for the Grammys and still be close to what they love. We want to help young people see those possibilities and gain real-world experience through internships and apprenticeships. Skills like critical thinking, defending an idea, and navigating disagreement are often learned in a first job, not a classroom. Our goal is to create a connected ecosystem that builds both skills and confidence so young people can chart their own paths from education to employment.

Another important part of the strategy is connecting Best Buy employees to this work. One way we’ve done that is through Geek Squad Academy. Best Buy employee volunteers  from across the company to teach young people coding, Photoshop, digital design, and other technical skills. We’ve also created a portable version called Geek Squad Academy in a Box that our stores can tailor to the needs of their own communities. Young people develop both technical and interpersonal skills, while employees engage directly in places where they live and work. It has been powerful to take something we already had, scale it differently, and help employees feel that their company truly understands what they care about.

Behrman, NationSwell: Are there any resources you’d recommend — books, podcasts, Ted talks — that have influenced your thinking that might influence others as well?

Jefferson, Best Buy: I recently heard Rashad Robinson discuss his book, From Presence to Power, and his central argument is that we often mistake presence for power. You can be highly visible — invited to speak everywhere and asked to comment on every issue — without actually moving the needle in a meaningful way. That distinction stayed with me.

Corporate spaces can sometimes feel lonely because companies often believe they have a great deal to lose by taking a clear position. At this moment, we see many people doing a lot of talking without a long record of impact behind their names or their work. I never want to be that person. I want to understand the power I have, wield it responsibly, help shape the narrative, and use it to create real change.

I admire Rashad’s willingness to be brutally honest about that distinction. It is also meaningful to see a Black author writing explicitly about power and strategy — an area where far too few Black voices have been elevated.

How HPE Built a Self-sustaining Corporate Impact Function

How HPE Built a Self-sustaining Corporate Impact Function

Corporate impact functions are increasingly held to the same performance standards as any other line of business. Yet most still rely on an annual allocation from the enterprise, leaving their programs exposed to the health and will of the business. Through 2023, the HPE Foundation faced exactly that challenge. Its spending assumed a $10M annual corporate contribution and in years when the company couldn’t meet that commitment in full, the foundation covered the gap from its roughly $80M corpus, which put it on a path to depletion.

To help NationSwell members navigate these tensions and build more resilient impact functions, we interviewed Fred Tan, HPE’s Global Head of Social Impact. Fred and his team restructured the foundation’s financial and operational model to move it from reliance on annual corporate funding to self-sufficiency. Today, returns from the corpus cover annual operating costs and grantmaking, and any additional corporate contribution grows the base. 

The following resource outlines the steps the team took to create efficiencies, generate returns, and build a durable impact function. The processes and decisions described are intended to help leaders frame their own approaches, but should be considered within each organization’s own financial, legal, and tax context.

The steps outlined are:

  • Step 1: Set goals and targets
  • Step 2: Audit grantmaking programs
  • Step 3: Consolidate and reduce vendor spend
  • Step 4: Redesign employee matching
  • Step 5: Update the corpus investment policy
  • Step 6: Pilot impact investing
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Alternative Financing Models for Workforce Development Initiatives

Posted on by Brianna Provenzano

Alternative financing models could reshape how workforce development gets funded, but implementing them well requires navigating trade-offs in structure, risk, and measurement. Leaders considering these approaches often have more questions than answers about how to structure agreements, define success, and manage risk across partners.

During an October 1 virtual Leader Roundtable, NationSwell members came together to unpack how these financing approaches work in practice, where they’ve delivered results, and what leaders should weigh before adopting them. Some of the most salient takeaways from the discussion appear below:

Key takeaways

Check whether money is the real blocker before you design a financing model. Even with all the money in the world, not much moves if the employers, community colleges, high schools, and CBOs in a region are operating in siloes. Before building a new funding structure, ask whether the people who need to act have actually agreed on a shared vision and on who does what. If they haven’t, that is the first problem to solve.

Put the cost of getting people in a room into the budget. Trust gets built in person, and that costs money — travel, a facilitator, food for the few days it takes to write a charter and agree on shared goals, and the ongoing admin to keep multiple organizations moving in the same direction. This is some of the hardest money to raise, because capacity building and operations support tend to be funded last. If you are funding or joining a collaborative, name these costs explicitly.

Consider a fund that recycles instead of a grant that goes out once. In this model, a funder or government seeds a fund, learners get a loan, and they repay only if they clear a set wage level or land a job in the sector. In some designs the employer makes the repayment once a hire has stayed a certain number of months. The repayments flow back into the fund and get used again. If you are exploring this, the decisions to make upfront are who repays, under what conditions, and when the loan is forgiven. 

Agree on the outcomes before you pick the mechanism. Two questions open the conversation: who is paying for this, and who is getting the benefit? Aligning those two is critical, and the structure follows from it. You can run this step with no money attached at all. Rate cards and scorecards were offered as a way to get a group to agree on what matters, set up a way to measure it, and keep the right people in the room to revisit it over time.

Pressure-test if complexity is strategic. A more intricate structure makes sense when it solves a problem that will still be there in five years. It is the wrong tool when it only adds confusion. The warning signs raised: a workforce that is remote and spread out, training that is already easy to access online, and no retention to be gained from the program.

Treat the employer-provider information gap as its own piece of work. Employers know what they need and training providers often cannot see it, which leaves people trained for jobs that are not in demand. This keeps resurfacing as a core barrier. Closing it around tech-enabled trades is an active workstream in NationSwell’s Workforce Innovation Collaborative.

A Day at Eagle Haven

Posted on by NationSwell Team

On a sunny, humid day in May, the NationSwell team visited Eagle Haven: a conservation oasis that stretches its scenic shores four miles along the Kissimmee River in Florida. Our guides were a small crew from the Live Wildly Foundation, who are dedicated to the long-term preservation of Florida’s nature and waters. We piled onto an open-air bus, immersing ourselves in the stunning vista and full effects of lovebug season: the gentle buzz of wings honeymooning on or around your face. 

The Live Wildly crew were generous with their knowledge of the native wildlife and habitats, and their passion for protecting these lands. Each of them comes from a long line of Floridians. They shared memories from childhood of the lush, untouched landscape where they camped, hunted, and grew up.

Eagle Haven represents a brighter and more realistic future for conservation in Florida, and can serve as a model for environmentally focused initiatives across the United States — and how supporting the land can also nurture the local economy. The conservation efforts on the Eagle Haven ranch are hyper-specific to the environmental issues that the central Florida region faces; and offer lessons for how such place-based solutions can be applied far beyond the region.

During our short visit to Eagle Haven, we learned how conservation is not just an ecological matter but also an economic and a human one.

Ecological Connectivity Benefits Water

The towering oak trees that first catch your eye as you pass through the gates of Eagle Haven. Beyond that, the ripples of the Kissimmee River shimmer under the blazing Florida sun, like jewels adorning the ranch coastline. It’s not hard to understand why philanthropist Arnie Bellini, Founder of Live Wildly, made the decision to secure the land for preservation. The river is part of the Northern Everglades, which provides water to millions of Floridians. The marshes and swamps on the Eagle Haven property and surrounding protected areas act as water purifiers, ensuring clean water for communities downstream.

At Eagle Haven and throughout the Florida Wildlife Corridors where it sits, ecological connectivity is prioritized. Ecological connectivity refers to the ability of animals to move freely throughout a landscape, which is key to any species’ survival – allowing them to migrate as habitats naturally change to access essential resources like food and shelter. Designing and maintaining these areas with this connectivity, including the rivers, marshes, and wetland systems, meaning there are some benefits to the surface and groundwaters.

As we looked out at the marsh waters, Meredith Budd, Live Wildly Foundation’s Deputy Director, explained that most Floridians who live in the cities and their surrounding suburbs don’t fully understand how connected they are to rural areas like Eagle Haven. Protection of these lands and waters is not just essential for the rich plant and animal life that make up the diverse Everglades ecosystem; they also play a key role in access to clean drinking water for the majority of the state and neighboring states, Alabama, Georgia, and South Carolina, which all access drinking water from the Floridan Aquifer System.

Conserving the lands that make up the Florida Wildlife Corridor  is an obvious priority. Keeping it in the hands of the families who have stewarded them for generations is the harder part. Conservation takes time, money, and expertise, and for many landowners the math simply doesn’t work. That is why Live Wildly advocates  for a balance between ecology and economy, helping landowners navigate  the conservation programs available to them so they can protect the land and wildlife in their care without sacrificing their livelihoods. Payment for Ecosystem Services is one such tool: landowners are compensated  for  keeping habitat in tact,  recharge aquifers, and improving water quality, earning a return on public benefits their land is already providing. 

People are as important to the land as the land is important to us. We have the power to decide the effect we want to have on the environment.

Plants as Medicine

About a quarter of modern pharmaceuticals trace back to plants, and a study on global medicinal plants throughout history showed that the strongest predictor of the abundance of these plants in a given locality was how long humans had been living in the area. The findings of this study show that regions where not only biodiversity, but also traditional understandings of the medical uses of native plants are lost, exhibit a decrease in the number of medicinal plants. Our curiosity and innovation in conservation is vital if we want to utilize and preserve medicinal plants.

The Saw Palmetto tree, for example, only grows about 6 – 10 feet in height, but it is a hero of the Eagle Haven ranch. It is a keystone species, providing cover for hundreds of plants and insects and serving as a main food source for a variety of birds and reptiles, as well as for black bears and panthers, which are considered endangered. This small but mighty fan-leaved tree is an important part of the region’s ecosystem and has also been shown to have health benefits for us. Research suggests a medical use for the fruits, specifically their anti-inflammatory effects, which can be beneficial for our reproductive systems, a traditional use of these palm berries in indigenous cultures.

The Balance of Ecology and Economy

While cowboys may be synonymous with states like Texas and Oklahoma, Florida is the first state to develop cattle ranching in the 1520’s, after explorer Ponce De Leon brought cattle and other livestock from Spain in the hopes of creating a new colony. Since then, wild cattle roamed the Florida lands, and the Seminole tribe has a rich history of cattle farming in the state.

The cattle, adapted from their Andalusian ancestors into the Florida “Cracker” cattle, can be spotted all around the Eagle Haven grounds, nestling together in the shade of the oak trees, being generally adorable, and, importantly, keeping the landscape in check by grazing. Thanks to the generosity of Mr. Bellini, Eagle Haven was able to secure a conservation easement, which allows perpetual protection of the land’s natural, scenic, and open spaces, including for agricultural purposes. For Eagle Haven, this means a majority of the 2,300 acres will remain a working cattle ranch. A partnership with the Air Force’s Avon Park Bombing Range – meaning a part of the funding for this easement came from the department of defense – exemplifies the balance between ecology and economy that Live Wildly champions. The cows and the open space provide an ideal site for training troops, and the Air Force is willing to work to preserve some of the wild landscape – a mutually beneficial relationship that will help protect portions of the crucial ecology and generate economic gains.

NationSwell is thrilled to be partnering with Live Wildly and Arnie Bellini to host an immersive 2-day experience at Eagle Haven this November, where attendees will learn about Payment for Ecosystem Services and other innovative conservation and environmental protection activities, and meet more than a few cows and the unique wildlife that call the ranch home. 

Resetting the Public Narrative Around U.S. Philanthropy

Posted on by Brianna Provenzano

Philanthropy in the U.S. is facing a shift in public perception. What was once broadly seen as a force for good is now, in some circles, framed as politicized, opaque, or even at odds with democratic values. These narratives are gaining traction—and they carry implications for how funders carry out their work and for civil society more broadly.

On August 4, NationSwell hosted a virtual Leader Roundtable designed to bring philanthropic leaders together to examine what’s driving the shift and what can be done in response—within our organizations and collectively. 

Some of the most salient insights from the discussion appear below:

Key takeaways

Center communities and partners in storytelling, while still making the case for philanthropy’s role. Focusing on the communities being served and partners on the ground can help rebuild credibility during a low-trust moment for the sector. How much philanthropy steps back varies by institution – some remove themselves from the story entirely, while others seek to elevate communities and partners alongside being honest about what philanthropy’s institutional support makes possible. 

Demonstrate values through action, including the power of air cover. Putting values into practice builds more trust than talking about them. Backing issues that partners and communities care about with institutional voice and funding can take pressure and scrutiny off of them, giving them room to speak or engage more freely.

Acknowledge the philanthropy sector’s collective complicity in the challenges it now fights. Some of the conditions driving public distrust and rollback were shaped, in part, by philanthropy’s own underinvestment in collective power-building and community voice. Naming that complicity, as a sector, can inform how funders invest going forward.

Build credibility through ongoing organizational self-reflection. Revisiting founding narratives and grantmaking mistakes can also lay a more credible foundation for external communication. Sharing what an organization has learned and plans to change in order to meet their communities’ needs resonates with audiences seeking transparency and accountability from the sector. 

Establish clear guardrails for when and how to use institutional voice. Speaking on every issue is not sustainable, and staying silent carries its own risk. Clear criteria helps leaders decide when a foundation’s voice is additive or expected – or when it should step back and elevate other voices – and ensures engagement is intentional rather than reactive.

Broaden the audience beyond peers and grantees. Philanthropy has traditionally spoken to other funders and peers, leaving the broader public and policymakers questioning the role and legitimacy of foundations. Deliberately engaging with civically active audiences and policymakers can help address stigmas around the sector and support a more comprehensive and accurate public understanding of the work.  

Simplify messaging and narrow the aim. Insider jargon and abstract theories further alienates audiences outside the sector. Plain, accessible messaging that emphasizes bridge-building and shared values grounds audiences in language they connect with and trust. 

Coordinate across the field and lean on the power of collective voice. Collaborating with other funders on crisis response and shared messaging has helped organizations hold their ground during a period of sustained attack on the sector. Whether through formal coalitions or informal peer conversations, cross-institutional collaboration allows individual organizations to speak with more confidence than they could alone.

Impact Next: An interview with Allen Family Philanthropies’ Lara Littlefield

Posted on by Brianna Provenzano

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2026, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Lara Littlefield, Executive Director of Allen Family Philanthropies. Here’s what she had to say:

Chloe Lew, Senior Vice President of Strategic Partnerships and Innovation, NationSwell: What brought you to the field that you’re in right now? Was there an early moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Lara Littlefield, Executive Director, Allen Family Philanthropies: I grew up in a family where community service was embedded in who we were: My mom was an active volunteer in the local children’s community theater, my dad served on the school board, and I grew up watching them both give back to our community.

As a teenager, politically active friends pulled me into volunteering on campaigns around issues like raising the minimum wage. At the same time, I was a dancer and choreographer, and in the arts, every time you want to showcase your work you’re also fundraising, so I had early exposure to both organizing and fundraising.

I loved the arts, but I was also becoming more politically aware. I studied community organizing and political economy, interned with the AFL-CIO, and explored labor organizing. I knew I wanted to work in the nonprofit sector because service and supporting community were core to my motivations. I also needed a job, so I thought about what would make me valuable to a nonprofit and landed on securing capital, which led me into fundraising.

Eventually, I joined the Collins Group, a fundraising consulting firm, where we helped nonprofits build capacity through volunteer-led, staff-supported capital, program and endowment campaigns. I worked on dozens of campaigns across the Pacific Northwest, and it was one of the most inspiring periods of my career — watching people who wanted to do something meaningful jump in and make it happen with a little support.

From there, I went deeper into fundraising at the University of Washington, working at the intersection of research, innovation and impact. That partner-development work eventually led me to what is now Allen Family Philanthropies – founded by Microsoft co-founder Paul G. Allen and his sister Jody Allyen – an organization I had worked with throughout my career as a fundraiser, a consultant and now as its leader.

Lew, NationSwell: How do you think about leading a foundation that has real influence in Seattle, the community that you’re from and continue to live in? What is that like?

Littlefield, Allen Family Philanthropies: It was serendipitous in the best way. You never quite know where your career will lead, but I think if you stay connected to your values, they’ll guide you where you want to be. I didn’t seek this role out; it was a wonderful opportunity that evolved over time and felt deeply aligned with what matters to me.

The Allen family has roots here in Seattle. They grew up here, their parents were a librarian and a school teacher, and they remain committed to this place and the topics I believe can be transformational for the region.

When I attended Evergreen State College, my first interdisciplinary cohort was called “Sense of Place.” We brought together biology, English, writing, and art to understand our connection to place and what those ties mean. Looking back, it all feels connected, even though I couldn’t have known that at the time.

This region has undergone a lot of transformation, but its roots and identity are still here. It’s a place of natural beauty, art, and creativity, and a place that continues to push the envelope in technology and business. A lot of places might say that, but for me, it feels authentic because I’ve seen it and grown up with it. It feels very tangible.

Lew, NationSwell: How do you look at the role of community in your work? Is there something else that you see as being really key to a part of your leadership and management with the Foundation?

Littlefield, Allen Family Philanthropies: It’s a really interesting blend. The foundation has evolved over time, alongside the broader practice of philanthropy, and as a field we’re constantly learning what works, what doesn’t, and which new approaches are worth trying.

There was an era when the foundation’s approach was very much, “move quickly, identify what doesn’t exist but should, and build it.” Innovation is still part of our DNA, and there’s absolutely a place for that. But we’ve also learned that you can develop the most powerful tool in the world, and if it isn’t grounded in an understanding of who it serves, what problem it solves and what adoption will require, it won’t have the impact you intended.

We have three program areas — Arts & Culture, Youth, and Environment — each with its own strategies and goals. But the golden thread connecting all of them is community. We believe that creating a thriving, healthy community requires everyone to play a part.

That means engaging the people closest to the problems, because they often have the strongest solutions. It means responding to what we hear, co-developing approaches, and creating a sense of ownership. Particularly in the environmental sector, we’ve learned that this is what makes a solution sustainable and helps it gain traction. Over the past six years, we’ve really worked to evolve our practices around that belief.

At the same time, we could listen forever, but we also have a point of view. We’re able to look across an entire landscape and identify patterns, associations, and connections that may be harder to see when you’re immersed in the details.

That’s where research and research-to-practice come in. Someone may have a great idea, but it may already have been tested — or there may be evidence showing that a different approach will produce a stronger result. Our role is to bring those perspectives together: to combine the high-altitude view and the experience on the ground.

Lew, NationSwell: How would you describe your leadership style? What is it about the way that you lead in the space that makes you an effective leader?

Littlefield, Allen Family Philanthropies: I first try to create a culture of psychological safety — one where everyone knows we’re in this together to make the work stronger — and that requires leaving ego at the door. None of us is the smartest person in the room, and once you accept that, you become much more open to possibility and to developing better ideas.

People should feel comfortable challenging one another, asking questions, saying something doesn’t resonate or explaining why they disagree. That means building trust, fostering collegiality, and not reacting defensively when something feels uncomfortable. To me, discomfort is part of growth. I don’t want us to become intellectually comfortable, because everything is dynamic. As soon as you think you have the answer, something changes.

There also has to be rigor. I want us drawing connections across fields and disciplines, because that’s often where innovation comes from. And I want us to feel comfortable taking risks, both personally and in what we bring to the board. If everything we propose is immediately accepted, I don’t think we’re pushing hard enough.

And it should be fun, because what an honor and a privilege it is to do this work. We’re engaging with difficult problems every day, and that can wear us down, but we also get to translate those problems into potential solutions and investments, and I try to keep the team focused on that.

Lew, NationSwell: How do you see Allen Family Philanthropies within the broader philanthropy field? How do you see philanthropy situated within the world?

Littlefield, Allen Family Philanthropies: I don’t see philanthropy in a singular way. My perspective changes depending on the altitude from which we’re looking at the question.

At one level, we can ask why philanthropy is necessary at all; that raises legitimate questions about the economic model and the accumulation of wealth that makes large-scale philanthropy possible. Those critiques matter.

But there’s also philanthropy on the ground, which isn’t exclusive to major funders. We practice it in our communities every day, often in ways that research doesn’t capture: helping a neighbor, bringing food to someone who is sick, contributing to a crowdfunding campaign or volunteering at your child’s school.

At its core, philanthropy is about acting on your values and beliefs to help people and the world around you. Whatever critiques we bring to the field, people should have opportunities to act on what matters to them, and that requires understanding what their values actually are.

That’s why fundraising, to me, isn’t really about money. Money is the final transaction, but the work is listening to understand someone’s values, the kind of world they want to live in and where they hope to make a difference. It’s about building enough trust that they believe you understand them and can connect them to a meaningful way to act.

Grantmaking is similar. We’re interpreting proposals and conversations through the values of our founders and the foundation. We’re asking whether the work aligns with our vision for impact and whether we can build a relationship grounded in trust, learning and a shared journey.

For us, that relationship shouldn’t be transactional. We want to learn alongside our grantees, and when something doesn’t work, understand why and figure out together whether to adapt or pivot. That becomes difficult with large portfolios, but to me, it’s the heart of philanthropy — just practiced at different scales.

Lew, NationSwell: What’s currently defining the current social and economic environment that we’re in? What are the trends that you’re seeing, and what’s giving you hope right now?

Littlefield, Allen Family Philanthropies: One thing COVID showed us is that crisis can create opportunity, even in the midst of something terrible. We saw people come together in new ways, and we saw capital move quickly. So we know it’s possible, and we shouldn’t have to wait for a crisis to make that happen.

When I entered this role, I also started seeing more foundations create partner-development functions — people focused on connecting with other funders, aligning strategies, sharing resources and building a stronger understanding of the landscape. None of us is going to solve these problems alone, so the question is how we create greater leverage together.

Pooled funds and collaboratives aren’t new, but I’m seeing much more conversation and partnership among funders, which is encouraging. I’m also seeing trust-based philanthropy grow in scale. That raises important questions about what kind of funder you want to be. Are you simply distributing capital, or are you trying to learn and build relationships as you go?

At the same time, I’m concerned about preserving the philanthropic sector and its ability to make those choices, particularly in moments when attention and funding are pulling inward.

That concern feels especially immediate because of the Ebola outbreak we’re watching now. When Paul was alive, he committed $100 million to the 2014 outbreak, and we funded work across the spectrum — from vaccine development to last-mile community services.

Now, we’re seeing another outbreak accelerate, and we’re trying to understand who is responding and where the gaps are. There’s less U.S. presence, and many funders have shifted toward local giving for very good reasons. But outbreaks don’t respect borders. There’s a risk in pulling inward and assuming that because something isn’t affecting us here right now, it won’t affect us at all.

That’s one of my biggest concerns in this moment: how we maintain a local commitment while still recognizing our global interdependence.

Lew, NationSwell: What issue do you think philanthropy should be paying more attention to right now?

Littlefield, Allen Family Philanthropies: I’m not sure loneliness is lacking attention — people are talking about it — but I do think we need to do more about it. The disconnection people feel from one another is a real concern.

That’s where work like the Chamber of Connection comes in, along with our investments in arts & culture. How do we create third spaces where people can gather, engage face-to-face, and build relationships? How do we leverage cultural experiences to help people see themsevles and each other in new ways? We know people are hungry for connection, so how do we make it as easy and inviting to step outside and walk into your neighborhood as it is to pick up your phone?

We need more opportunities that bring people in and make them feel welcome. The challenge can seem enormous, especially alongside conversations about AI and what accelerating technology might mean for humanity, but a community-based approach makes it feel more tangible.

Rather than trying to solve for what the entire world will look like in 20 years, we can ask what connection looks like just outside our doors: in our neighborhoods, storefronts, walkable spaces, churches, or other gathering places.

I’m grateful that so many people are leaning into this work. That’s where I feel both the concern and the excitement — they’re two sides of the same coin.

Lew, NationSwell: Is there a particular program, signature initiative, or some facet of the work that you would like to spotlight for us that is driving outcomes for the work?

Littlefield: Each project has a different flavor, and often what resonates personally has to do with the people leading it. That’s also why I believe we need to be out in the field. If my team is spending too much time in the office, I get nervous. We should be talking to people and spending time in the communities we serve. I’m constantly trying to balance that myself.

One project I was closely involved in developing was the Community Accelerator Grant with ArtsFund. During COVID, we wanted to move capital quickly and help arts organizations keep their doors open, and we also wanted the community to help determine where that funding went.

We’re now in the fourth year of the partnership, which has distributed about $10 million each year through a low-barrier process, and every eligible applicant has received funding. We’ve supported more than a thousand arts and culture organizations across all 39 counties in Washington state.

One of the most interesting things we’ve learned is how many small organizations operate below the thresholds captured by traditional reporting systems, yet play critical roles in their communities. This year, we limited eligibility to organizations with budgets under $1 million so that more funding could reach that grassroots level. It’s exciting to discover organizations I had never heard of and to learn more about the ecosystem through their work.

And then there’s the Slingshot Challenge with the National Geographic Society, which supports young people developing environmental solutions and presenting their ideas in a video format. They’ve received applications from around 80 countries, far beyond what we imagined when the program began. Watching those videos is incredibly inspiring and humbling. I’m always thinking, “What was I doing at that age? Can I have a do-over?” These young people are already changemakers

Lew, NationSwell: Are there any resources you’d recommend — books, podcasts, Ted talks — that have influenced your thinking or shaped your perspective?

Littlefield, Allen Family Philanthropies: In these roles, we’re already reading constantly — journals, articles, papers and research — so when I have time to read for myself, I want to get out of my own brain a little.

I really like science fiction because it creates associations I might never have made otherwise. It pushes you to imagine different possibilities and think about the future in a new way. I also listen to podcasts, and one I especially enjoy is Hidden Brain. I like the combination of human stories and the science behind them; that probably speaks to my nerdier side.

I’m also drawn to futurism because in philanthropy, we have to keep thinking about the world we want to create. A colleague and I once explored how we might gather a group of science fiction authors and ask them what we ought to be funding.

More and more, the world can feel like a science fiction story. But I do think there’s something valuable in looking to those writers and thinkers to help us imagine what might come next.

Redefining Economic Power

Posted on Redefine Alliance

Economic power is about more than employment. It’s the combination of work, wealth, and well-being that gives people the agency to shape their futures. Together with Redefine Alliance, NationSwell brought this framework to life through the Economic Power Hub, translating research into tools, stories, and experiences that help practitioners advance economic opportunity. This work was further translated into an experiential activation.

Sometimes, the best way to understand a concept is to experience it physically. That’s what we worked to do with our research on economic power at our 2026 Redefine Alliance community retreat. Through an interactive experience, guests stepped into the shoes of someone navigating barriers to employment and followed their journey toward building economic power. Many guests at this event were social impact practitioners, who saw their employees (or themselves) represented in the stories of the profiles they followed. Others were funders and workforce partners, and were invited to experience what barriers to employment truly feel like, day to day — and to identify how few resources might be standing in the way of someone’s advancement towards economic stability.

Our ultimate, audacious goal is to build a more inclusive economy, where the 10 million people with systemic barriers to employment — like people with histories of incarceration or housing instability, or survivors of domestic violence — are seen for their innate potential. That’s why these moments of direct engagement matter to us: storytelling helps people viscerally understand what an opportunity means in someone’s life.

Learn more about the work via the Economic Power Hub.

NationSwell publishes perspectives from leaders across our community to encourage discussion and advance new ideas. The views expressed are those of the partner.

Built to Thrive: Learnings from Wells Fargo

Built to Thrive: Learnings from Wells Fargo

This report offers a look into the Open for Business Fund Asset Ownership Program’s localized models, aggregate impact, and key program takeaways.

The total impact of the $100 million Open for Business Fund Asset Ownership Program demonstrates that the program did more than keep storefront lights on—it moved small businesses from chasing stability to a clear pathway for job creation, scale, and building wealth, while driving a ripple effect of impact across community partners, local small business ecosystems, and communities at large.

It did this through a targeted yet flexible overarching strategy that was laser-focused on helping business owners acquire tangible business assets like property, and equipment. In each of the five markets, local community partners designed tailored capital interventions to fit the needs of small businesses in their community, ranging from grants to acquire equipment, forgivable down payment assistance, 0% interest loans, grants for commercial property improvements, and more.

Insights across five markets describe business owners who have added production lines, hired staff, and negotiated larger contracts after securing critical assets: property, equipment, and technology. At the same time, community partners report stronger balance sheets of their own and a web of newly forged relationships that continue to pay dividends beyond any single grant.

In short, the combination of market-specific, targeted strategies, and flexible capital, plus hands-on support and ecosystem development has proven to be a scalable engine of broadly shared growth.

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The 1% Tax Floor and Innovative Approaches to Corporate Impact ROI

Posted on by Brianna Provenzano

A new tax reality is changing the economics of corporate philanthropy: companies can now only deduct charitable contributions that exceed 1% of taxable income. That shift is forcing a more explicit conversation inside businesses about the most financially advantageous approaches to philanthropy and how—or whether—those investments generate business value alongside social outcomes.

During a May 19 virtual Leader Roundtable, senior corporate impact and philanthropy leaders from the NationSwell community kicked off a conversation on how companies are reassessing philanthropic budgets, rethinking the balance between grants, in-kind assets, and ordinary business expenses, and sharpening how they define and measure impact ROI. Some of the most salient insights from the discussion appear below:

Key Takeaways:

Collaborate cross-functionally to establish the best organizational approach for navigating the 1% tax floor. To understand the best way for your organization to navigate the 1% tax floor, it is important to align with legal, tax, and government affairs teams early and strategically. Adjustments differ depending on organizational makeup, budget cycles, and legal parameters; bunching or front-loading grants is one mechanism that organizations are considering, but other strategies include shifting the balance between corporate and foundation dollars, reclassifying some philanthropic spend as ordinary business expense, or considering the use of donor-advised funds (DAFs). 

Proactively identify and introduce opportunities for shared value inside of your organization. Social impact leaders should work toward identifying opportunities to center their work around business strategy rather than aligning community programs to a business case retroactively. Programs can be set up for success if they meet the business’s standards for rigor, are grounded in data and collaboration with business leaders, and are communicated in the language of the business. 

Lean on both quantitative and qualitative frameworks to bring a human dimension to measurement discussions. Measuring hours, dollars, and people reached is important, but these metrics alone only tell part of the story. Stories and case studies can be equally important in communicating impact, especially when discussing long-term change. 

Frame social impact initiatives as a talent development and retention driver. Some organizations are partnering with HR and L&D teams to build a more defensible, data-driven people ROI story focused on employee engagement and retention. They are analyzing the relationship between impact programs and talent outcomes – engagement, retention, skill development, and more – using existing survey data or, in some cases, developing new surveys to collect and study primary data.

Invest in human skills development as a business opportunity. With increased AI adoption, the skills that volunteerism and community engagement build — collaboration, empathy, leadership — are becoming more strategically valuable to businesses. Organizations that reframe their impact programs as a vehicle for developing these skills may be better positioned to make credible ROI cases to the business, while also providing value to employees seeking these opportunities.  

For a deeper dive on this topic, NationSwell members can access our Comprehensive Guide to the 1% Tax Floor.