For what it’s worth, I think the best reason not to delegate is something like: ”Funding work is hard, and funders have limited time. If you can do some funding work yourself, that could basically contribute to the amount of funding work beign done.” (This works in some cases, not for others)
> I’m nervous about a fund finding a new opportunity and suddenly leaving a charity with a large funding gap, crippling a very good charity.
I think that funding work is a lot more work than just making yearly yes/no statements that are in-isolation ideal. There’s more to do, like communicating with charities and keeping commitments.
In theory, a cluster of medium to large funders could do a better job than individual donors, but that’s not always the case.
For what it’s worth, I think the best reason not to delegate is something like:
”Funding work is hard, and funders have limited time. If you can do some funding work yourself, that could basically contribute to the amount of funding work beign done.” (This works in some cases, not for others)
> I’m nervous about a fund finding a new opportunity and suddenly leaving a charity with a large funding gap, crippling a very good charity.
I think that funding work is a lot more work than just making yearly yes/no statements that are in-isolation ideal. There’s more to do, like communicating with charities and keeping commitments.
In theory, a cluster of medium to large funders could do a better job than individual donors, but that’s not always the case.