In the previous blog, we focused on the minimum standards civil society organizations must meet to receive funding, answering the question: “Should we fund this organization?”

Here, we turn to what comes next—how wealth managers and family offices can manage that funding responsibly over time.

Once a funding decision has been made, due diligence does not end. In strategic philanthropy, it evolves into a form of portfolio governance, supporting long-term oversight, learning, and risk management.

Ongoing due diligence helps wealth managers ensure that funded organizations remain aligned with client objectives, continue to meet institutional standards, and operate effectively within changing environments.

As mentioned on our previous blog, a practical starting point for ongoing oversight is pre–due-diligence screening. Reviewing the grant databases of major foundations and institutional donors can provide early reassurance, as these funders apply rigorous governance, financial, and compliance checks before awarding grants. While this does not replace independent analysis, it offers a reliable first filter when managing multiple potential partners.

Over time, effective portfolio-level due diligence typically focuses on:

This process does present a practical challenge. As advisors, we have a responsibility to ensure that these criteria are properly reviewed and documented. At the same time, due diligence should be conducted in a way that avoids generating unnecessary administrative burden—both for civil society organizations and for advisory teams.

In practice, this balance is achievable. Most of the information required for ongoing due diligence is already produced annually by CSOs, either to meet legal and fiscal obligations or to report to their boards, donors, and constituencies. Effective advisory work therefore focuses on organizing, interpreting, and updating existing documentation, rather than creating parallel reporting requirements.