Mission & Vision

The Babcock Foundation’s mission is to help people and places move out of poverty and achieve greater social and economic justice. We recognize poverty is complicated and multi-faceted. We believe in the need for significant changes in the systems and structures—laws, behaviors, attitudes, policies and institutions—that make a difference to people and their communities. To overcome tough barriers, people often need concrete assistance, like access to employment, workforce training or affordable housing, that results in direct improvements and supports them in achieving their full potential. We also believe people who develop skills and believe
 in themselves can successfully improve their own lives and act collectively to increase opportunity for their communities.

Our vision for the South is anchored in a belief in people, organizations and the power of partnerships. We believe more people must directly influence the institutions and leaders that shape their economic and civic lives. Better policy and more collaborative institutions, public and private, should provide supportive and equitable ladders of economic opportunity. More people and communities need to access, control and build assets essential for economic mobility and stability. Progress along all three pathways—civic engagement, supportive policy and institutions, and economic opportunity—is critical to moving people and places out of poverty.

We recognize there are serious challenges to this vision in the South and beyond: Structural racism and other forms of discrimination are major barriers. Political control remains too concentrated. Disinvestment in public goods like education and the safety net has eroded the foundation people need to get ahead. The economy too often rewards short-term market behavior that hurts low-wealth people, communities and natural systems.

Overcoming these challenges and advancing this vision is not easy work. It takes long-term, patient investment. It takes collaboration among unusual partners. It takes effective, well-resourced organizations, enterprises and networks working in new ways across race, geography, strategy and issues. It requires low-wealth and directly affected people to be central to the solutions in their communities and across the region. It takes
 a commitment to democracy, equity and inclusion.

While these solutions are not simple, we believe they are not only possible but essential to promoting economic opportunity and reducing poverty and inequality in the South.

Our Commitment to Racial Equity

Potential is universal. Opportunity is not, particularly in the South. 

In a more equitable South, a person’s wellbeing would not be determined by race, sex, sexual orientation, gender identity, national origin, religion, physical ability or class. All people would live in healthy, safe communities, participate in the decisions that affect their lives, and share in the region’s prosperity. Communities, guided by a rich diversity of experience and wisdom, would be strong and resilient.

Racism, however, continues to present barriers to fulfilling potential. Slavery, segregation and a host of laws, policies and practices have entrenched white supremacy, delivering enormous advantages to whites and pervasive disadvantages to people of color. While some of those systems have changed, the vast inequities they created persist in modern-day vestiges: school and housing segregation, sentencing disparities, lending and hiring discrimination, and wealth and homeownership gaps. Structural racism remains a monumental barrier to our mission; it must be dismantled for everyone to realize America’s promises. 

We would all benefit from greater equity. A report by the W.K. Kellogg Foundation found closing the racial wealth gap would boost America’s GDP by $8 trillion by 2050, generating more resources to invest in public goods like infrastructure, health care and education. To maximize the contributions and opportunities of people of color, the South’s institutions and systems must be recalibrated. That requires an honest examination of policies and practices to determine who is excluded or disadvantaged, and empowering them to redesign the systems. It demands resources and solutions tailored to specific needs and the elimination of barriers that limit individual opportunity and collective potential. It requires people who look and think differently to listen and learn and seek common cause. 

For our part, the Babcock Foundation is committed to infusing equity into our work while continuing some core approaches: centering communities in solutions, helping organizations build their capacity to do more, cultivating innovative partnerships and advancing systems change with long-term resources. We will explore new ways to amplify a broad range of voices and strengthen leaders who reflect the full diversity of the South’s demographics.

We acknowledge philanthropy itself is often a product of systemic social and economic inequalities, and our mission compels us to use all our resources to reduce those disparities. Doing so could mean shifting our internal policies, grantmaking procedures, investment strategies, organizational culture and the small decisions we make every day. We will confront our own personal biases, meet people where they are and hold each other accountable. We will learn by doing.

We will also lean on our peers and partners and hope they’ll lean on us, too. We are fortunate to be part of a vibrant network of organizations and coalitions striving for racial equity. As we learn from and with them, we aim to be transparent by communicating our processes, any changes we make and lessons we learn along the way, recognizing we are a work in progress.  

We invite you to join us on this journey and share your wisdom as we all strive for a more equitable South.

Click here to learn more.

Our Approaches

  • Layered Strategies

    We don't believe in a "silver bullet" approach to poverty alleviation. Investments in multiple organizations and coalitions over time, using complementary strategies and informed by their understanding of place, are most successful.

  • Engage with all Assets

    We strategically deploy 100 percent of our financial assets (grants, program-related investments and market-rate investments), use our intellectual and reputational capital to influence and leverage investments from other sources, communicate strategically and look for opportunities to convene grantees and other partners for peer learning. We deploy staff as "network officers" to engage deeply in a place, learn the context and determine how best to support our partners.

  • Robust Networks

    We believe networks of people and organizations who bring together diverse strategies, capacities and perspectives have greater impact than those working alone. We support efforts to develop leaders who are directly affected and connect them to partners and opportunities that increase their influence. 

  • Capacity Building

    We aim to strengthen every dimension (program, governance, management, administration, finance, culture, etc.) of healthy organizations and networks through patient, long-term general support and attention to organizational development.

  • Shared Learning

    Since its founding in 1953, the Babcock Foundation has been building on its experiences to hone its work and tell the story of the South. We reflect on and capture lessons and share them broadly with our grantee and philanthropic partners. We seek out important crosscutting topics, commission research as needed and share our findings with our colleagues in the field. 


  • Place-Based

    There are many Souths. Each state and region has its own context, history, challenges and opportunities. We believe an understanding of and focus on place are central to defining unique opportunities, challenges and partnerships to move people and places out of poverty.

Pathways of Change

Three pathways of change represent priorities for layering our investments of money, time, relationships, leverage and learning: economic opportunity, democracy and civic engagement, and supportive policy and institutions. We think of these pathways as broad, mutually reinforcing approaches to social change. Our experience tells us networks and places that advance along more than one pathway are more successful at progress toward economic and social justice.
  • Economic opportunity

    People are better positioned to escape poverty when they have direct access to jobs and ways to turn income into durable assets. Some of these ladders of economic opportunity include work supports, job training and connections to employers seeking skilled, fair-wage labor. Others include access to non-predatory financial services, local control of community assets and tools to encourage entrepreneurship and new business models. 

  • Democracy & civic engagement

    We believe in the power of democracy and civic engagement to effect positive transformations. This happens when a broad range of people—including those who are low-wealth and directly affected by inequality—develop the knowledge, skills, networks and motivation to build democratic systems and challenge entrenched structures. Key strategies to support these outcomes include community organizing, leadership development, inclusive community planning, voter education and get-out-the-vote efforts. 

  • Supportive policies & institutions

    For communities to thrive, for‐profit and nonprofit institutions and all levels of government must embrace cultures and policies that open doors to economic opportunity and democratic participation for low-wealth people. Supportive institutions can bring new resources to the table, effectively implement policy and leverage political will. Strategies toward these outcomes include research, strategic communications, advocacy and community organizing.

Why the South Matters

"As the South goes, so goes the nation."

Historian and civil rights activist W.E.B. Du Bois maintained a strong South is critical to the health of the nation, and his words ring as true today as they did a century ago. The country relies heavily on the incredible assets found here: water, food, manufacturing, culture, human capital, energy and natural resources. The South also bears some of America’s greatest challenges, including racism, sexism and other forms of discrimination. Too often, Southern states are laboratories for regressive policies that are exported to other places; conversely, solutions that prove effective here have a better shot at working elsewhere and improving national policy. We believe a stronger economy and more inclusive politics would better integrate rural and urban communities to the clear benefit of both.

The South's population is booming, and with it, its influence on the rest of the country. A third of the Electoral College votes needed to take the White House are here, with five more likely after the 2020 Census. Immigration and a reversal of the Great Migration are rapidly diversifying the region and expanding its urban centers. More organizations are engaging people in voting and other forms of democratic engagement, offering opportunities for collaborative, multi-strategy investment.

The need is great: Southerners have lower household incomes, high school graduation rates and life expectancy, and higher income inequality and teen pregnancy rates. Data from the Foundation Center show philanthropy isn't stepping in to address those disparities; funding here falls far short of national averages.

In its report As the South Goes, Grantmakers for Southern Progress explored the ways funders think about social justice in the South and why they support or do not support it. GSP wrote: "Philanthropy can play a pivotal role in expanding the reach and benefit of [the South's] opportunities by making strategic investments toward dismantling the structural barriers to opportunity and fostering well-being by reducing persistent social and economic inequities. Investing in social justice in the South can improve conditions for the region and for the country as a whole. Consequently, the question becomes not why should we fund social justice work in the South, but why aren't we funding social justice in the South?"

Mission Investing

In addition to grantmaking, our investments are an effective tool for achieving positive impact. They include market-rate investments and below-market program-related investments. Our PRIs directly support our mission in the South, while our market-rate investments align with our values and adhere to our Investment Policy, which includes environmental, social and governance factors. These criteria include labor rights, climate impact, natural resource use, corporate governance, supply chain management, community impact and other best practices. We believe this investment approach is consistent with fiduciary responsibility, and we expect our portfolio to generate competitive market performance returns.

Our investment policy establishes a goal of spending 5.5 percent of a 12-quarter moving average of the market value of our endowment, allowing the fund to exceed the IRS-mandated 5-percent spending. In recent years, we have increased our grantmaking to help our partners respond to challenging shifts in their environments.

Here are some terms we frequently use to describe our approach to investing:

Community Development Financial Institution
Financial institution such as a community development bank, credit union, loan fund or venture capital fund with a mission to expand economic opportunity through credit, financial services and technical assistance in communities underserved by other financial institutions. The U.S. Treasury Department certifies CDFIs, enabling them to apply for federal grants and finance a broad range of activities.

Environmental, Social and Governance Factors
Guidelines to ensure investments promote sustainable, fair and effective practices and mitigate potential risks. Considerations include natural resource use, human and labor rights, community impact and corporate structure. The Babcock Foundation’s endowment is 100 percent invested according to these factors, a practice we refer to as values-aligned investing rather than mission investing, since our mission is focused specifically on poverty alleviation in the American South. 

Impact Investing
Capital intended to generate measurable social and environmental benefits as well as profit. These financial returns can be below-market as part of a foundation’s annual distribution strategy or market-rate as in the investment of its endowment.

Mission-Related Investing
A form of impact investing that advances an organization’s mission and programmatic goals. 

Program-Related Investment 
An investment whose primary purpose is to advance a foundation's mission rather than generate profit, influence legislation or fund a political campaign. PRIs are an IRS designation, and these investments are counted toward a private foundation’s annual five percent minimum distribution requirement. Once repaid, PRI returns are recycled into new investments.

Learn more about our investment policies and guidelines: 
Program-Related Investments
Investment Policy
Environmental, Social and Governance Guidelines


LaVeeda Battle, Birmingham, AL
LaVeeda Battle is an attorney and owner of Battle Law Firm, LLC.

Dr. Chad Berry, Berea, KY
Chad Berry is the Goode Professor of Appalachian Studies and Professor of History, former Academic Vice President and Dean of the Faculty, Berea College.

Ashleigh Gardere, New Orleans, LA
Ashleigh Gardere is Senior Advisor to the President and CEO of PolicyLink. She also serves as Director of PolicyLink's All-In Cities Initiative

Dr. Micah Gilmer, Durham, NC
Micah Gilmer is a Senior Partner at Frontline Solutions.

Jerry Gonzalez, Atlanta, GA (Vice President)
Jerry Gonzalez is the Executive Director of GALEO

Zachary Lassiter, Washington, DC
Zachary Lassiter is a Foreign Policy Research Analyst with Wikistrat Consulting.

Dr. James Mitchell, Selma, AL
Dr. Mitchell is the President of Wallace Community College Selma.

Holt Mountcastle, Washington, DC
Holt Mountcastle is a consultant at RE Tech Advisors

Kara Mountcastle, Durham, NC
Kara Mountcastle is an Operations Analyst for Modern Energy.

Kathy Mountcastle, Baltimore, MD
Kathy Mountcastle is a former producer for CBS News. 

Ken Mountcastle, Washington, DC (Treasurer)
Ken Mountcastle is former Corporate Relations Officer at the American Humane Association.

Laura Mountcastle, Ann Arbor, MI (President)
Laura Mountcastle is former Vice President of Investor Relations and Treasurer at CMS Energy

Mary Mountcastle, Durham, NC
Mary Mountcastle is a community and political volunteer. She formerly held senior staff roles at Self-Help and the Center for Responsible Lending

Dr. Karama Neal, Little Rock, AR (Secretary)
Karama Neal is President of Southern Bancorp Community Partners.

Stephanie Tyree, Fayette Co., WV
Stephanie Tyree is Executive Director of the West Virginia Community Development Hub.

Directors Emeriti:

Dr. Otis Johnson, Savannah, GA 
Dr. Otis Johnson served as Mayor of Savannah from 2004 to 2012.

Barbara Millhouse, New York, NY
Barbara Millhouse is founder of the Reynolda House Museum of American Art.

Strategy Documents

  • Strategic Directions

    Three strategic directions inform our work: funding, influencing and learning. We support organizations and networks advancing strategies along the pathways of economic opportunity, democracy and civic engagement, and supportive policy and institutions. 


  • Program Description

    We look for the most promising work that reflects opportunity in place, aligns with the Foundation’s mission and perspective and demonstrates certain characteristics.


  • Reflections on 10 years of work

    Our ten-year strategic directions are based on an analysis of the previous decade’s work, context changes and demographic shifts. In addition to examining our grantmaking, investments and outcomes, we commissioned research, interviewed partners and reviewed strategy documents, briefings, reports, grants and other materials.



The Babcock Foundation is seeking a Chief Equity and Learning Officer to lead its efforts to promote equity in all its work, facilitate meaningful conversations and provide space for reflection. This position will take the lead on the Foundation’s learning agenda and manage grantmaking in defined regions or funding areas. This management position will supervise some colleagues and work with staff on important decisions. This person will have roles on the equity, program and management teams and report to the Executive Director.

The CELO will share helpful information with grantee partners, represent the Foundation at professional networking events, deepen our continuing racial equity commitment and contribute to public communications in collaboration with the Communications Director. This is in service to our commitment to transparency, our vocal support for policies beneficial to our partners and Southern communities, and our overarching goal of leveraging sustained, thoughtful investment in the region.

This is an excellent opportunity to be part of the change the South so urgently needs in this pivotal moment in history. The Babcock Foundation’s board and staff are deeply committed, collegial and enthusiastic. We are driven by the importance of the work, and we draw inspiration and knowledge from the people tirelessly challenging structural inequalities across our region. In building our board and staff, MRBF places high value on a broad diversity of race, gender, class, sexual orientation and ability. 

The Mary Reynolds Babcock Foundation is an affirmative action, equal opportunity employer, working to promote racial equity and challenge oppression. The foundation is dedicated to the goal of building a culturally diverse and pluralistic staff committed to working in a multicultural environment.

Follow the link above for more details about qualifications and application instructions.