“Luck of the Draw” (2007): Molly Hayden, the executive director of a successful nonprofit, fondly describes one of her program officers as a ‘treasured resource, mentor, and guide.’ Hayden’s program officer introduces her to potential funders, gives her resources above and beyond her grant, and encourages and supports her personally.

Nathan Tepper is not so fortunate. His program officer is ‘frustrating, confusing, and disrespectful,’ says Tepper, who is also a nonprofit executive director. Tepper’s program officer rarely returns his calls, but when he does, he shows remarkable levels of arrogance, ignorance, and contempt. Yet Tepper swallows his pride and acts grateful because he is afraid of losing the foundation’s financial support.

As different as Hayden’s and Tepper’s program officers may seem, they have one crucial featured in common: They work for the same foundation.

Grantees of foundations have little control over which program officer takes their case. Yet program officers make or break grantees’ experiences with foundations. To trigger social change, foundations must give program officers better training, clearer expectations, and regular performance feedback.

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