Interview with Nina Gené, Shifting Systems Initiative Steering Group Member
Nina Gené, CEO of Jasmine Social Investments, joined the organization in 2007 with the responsibilities to identify prospective investments, support partner organizations and collaborate with a network of social investors. Before joining Jasmine, Nina worked at Credit Suisse and Salomon Smith Barney. She holds a BA from Boston University and an MBA from Duke University. The Shifting Systems team sat down with Nina to talk about how being part of the Shifting Systems group informs her work.
Q: What does it mean to be a part of the Shifting Systems Initiative steering group?
Working on the Shifting Systems team has provided me with an opportunity to work closely with a group of folks I have always admired. At Jasmine Social Investments, I spend the majority of my time with due diligence, and very rarely take a public stand. This group was different to me because the work really resonated and I wanted to be a part of it.
Part of what I really enjoy about the Shifting Systems Initiative is the ability to share the work we are doing so we can learn from one another to create true systemic chance. At Jasmine Social Investments, we are part of a set of emerging groups working in isolation on a fragmented sector. My thought is, with everyone working toward human dignity, why wouldn’t you want to share everything? I also believe that collaboration has a way of elevating conversations and working methods. In other words, if you are willing to put our work out there, you are raising your bar. While I enjoy internal meetings and one-on-one conversations , I know those aren’t really moving to scale.
Q: What practices have you changed as a result of the Shifting Systems Initiative?
The work showcased by the Shifting Systems Initiative is at the essence of what we want to do. Every year, Jasmine Social Investments takes five days per year to work on an intensive report for grantees. After we complete this report, it is our hope that grantees can use it internally to improve and to reuse with other organizations.
Thinking through the practices we have in place through the lens of the Shifting Systems Initiative always keeps us thinking about how we can streamline our processes and make sure we are having the right conversations during the due diligence period. Jasmine takes bets; we usually invest in organizations when they have a less than half a million-dollar budget, and we don’t go through the due diligence process unless we are 95% sure there will be a positive outcome. Once we get through that process, we want to create a trust-based relationship. To our organization, that means providing both financial and emotional support. We also aim to to provide long term funding. We will fund an organization for 10 years as long as they show us success.
Q: What do you say to funders who don’t want to share or review work that has already been done, and do their own due diligence anyway?
We really try to hone in on what’s important and what is relevant to build a trusting relationship. We are very obvious about what our objectives are, and lay out the process in a clear way so we can be transparent with grantees. By giving doers deadlines, we ensure that we have a process in place that can help grantees know that we have their best interests in mind.
Q: Where can readers learn more about organizations at the forefront of systems change in philanthropy?
A few organizations that are working in to change systems in relating to health include:
