Quality Employment

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Sophia Johnson, Feedback Labs | August 31, 2023 REDF is a dedicated investor in employment social enterprises (ESEs), which are businesses that have a transformative social impact by providing jobs, training, and support to individuals overcoming employment barriers. They collaborate with social entrepreneurs who lead these businesses, aiming to amplify their success and the positive outcomes for their employees. REDF’s programs encompass various elements: capital infusion to drive sustainable growth, capacity building to enhance leadership and operational excellence, and community engagement to foster learning and connection. To ensure consistent feedback practices across all programs, REDF is working towards creating a unified framework. While all programs are currently collecting and analyzing feedback data, the challenge lies in aligning these diverse approaches to facilitate comprehensive organizational reporting. In instances where REDF collects feedback, they aspire to improve their application of an equity lens, aiming to better understand the unique needs of their program participants. Furthermore, REDF seeks to establish a trust-based relationship with the ESEs they support, acknowledging and addressing the inherent power dynamics between funders and grantees. By changing their approach, REDF aims to share and redistribute power with the ESEs they support. During the LabStorm session, various strategies were discussed to bridge the gap between funders and grantees. Prioritizing feedback from BIPOC leaders and leaders with lived experience In the process of facilitating external feedback with grantees, it is crucial to go beyond the traditional dynamics of funder-grantee relationships. It is important to acknowledge that not all feedback will align with or satisfy everyone involved. During the LabStorm session, participants emphasized the need to avoid prioritizing the opinions of the majoritized groups exclusively. To close the feedback loop, REDF should transparently explain their decisions, acknowledging that alternative ideas and opinions were considered, thereby making sure that every voice feels heard and respected. A recommended strategy is to prioritize feedback from underserved groups, starting with Black, indigenous, and leaders of color, as well as ESE leaders with the lived experience of the people they serve. Additionally, sharing the feedback framework in advance can encourage greater participation and valuable and unique insights from these ESE leaders. Incorporating a third party One potential solution discussed during the LabStorm session is for REDF to involve a third party in their feedback process. By including an external entity, REDF can introduce an unbiased perspective and expertise to facilitate feedback collection and analysis. This can encourage greater honesty from participants, as they may feel more comfortable sharing their thoughts and experiences with someone who is not directly connected to REDF. With the increased sense of confidentiality that can promote openness and more candid feedback, this approach would help REDF transcend the power dynamics inherent in the funder-grantee relationship and foster a more trusting and equitable environment. The involvement of a third party can also bring fresh ideas to improve the feedback framework, ensuring a comprehensive and objective assessment of the needs of their clients. Collaborating with a third party in the feedback process would enhance the credibility and transparency of REDF’s efforts, ultimately leading to more informed decision-making and a meaningful impact. Embracing vulnerability Lastly, it was suggested that REDF continues to show vulnerability. By doing so, REDF creates an environment that encourages open and honest communication, fostering a culture of trust and authenticity. This willingness to be vulnerable demonstrates a genuine commitment to listen, learn, and improve. It allows REDF to receive and act upon difficult feedback, gaining valuable insights. Moreover, vulnerability can strengthen relationships with grantees and other program participants, as it shows a willingness to share power, learn from mistakes, and evolve as an organization. Upon concluding the LabStorm, REDF departed with valuable insights, recognizing that feedback can sometimes be conflicting. They explored the idea of incorporating a third party into the feedback process as a means to foster trust, while also expressing vulnerability and a shared commitment to learning alongside the ESE leaders they partner with grantees. Learn More About LabStorms LabStorms are collaborative problem-solving sessions designed to help organizations tackle feedback-related challenges or share what’s working well in their practice. Presenters leave the experience with honest, actionable feedback and suggestions to improve their feedback processes and tools. To learn more about participating in a virtual LabStorm, please visit feedbacklabs.org/labstorms.

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