Nonprofit Administration and Management Commons^™

Who Becomes A Foundation Ceo? An Analysis Of Hiring Patterns, 2004-2008, Renée B. Branch, Michael P. Moody, Sue Marx Smock, Donna N. Bransford

The Foundation Review

· This study provided baseline data about the professional and individual characteristics of 440 candidates selected to be the top executive in a grantmaking institution during a five-year study period (2004-2008), and about the hiring patterns of the diverse institutions making these appointments.

· Most new chief executive officers (79.5 percent) were not hired from within the same foundation. The percentage of external appointments grew in each successive year of the study period.

· Most new foundation CEOs (67 percent) were not working for a grantmaking institution when they were appointed. This majority made the transition from fields outside of …

Building The Bridge For Diversity And Inclusion: Testing A Regional Strategy, Vicki Rosenberg, Lynn Perry Wooten, Mary Mcdonald, Kimberly Burton

The Foundation Review

· Transforming Michigan Philanthropy Through Diversity & Inclusion (TMP) is a six-year research and development effort of the Council of Michigan Foundations (CMF). A unique experiment, TMP is the only statewide, comprehensive effort to promote diversity and inclusiveness among foundations in the country.

· Organizational excellence through diversity and inclusion requires an organization to find a goal that resonates with its stakeholders and then create collaborative communities that focus on achieving that goal. This strategy positions an organization to use the full diversity of those stakeholders for tasks such as problem-solving, innovation, quality initiatives, and the acquisition of resources.

· …

Executive Summaries

The Foundation Review

No abstract provided.

Constructing Collaborative Success For Network Learning: The Story Of The Discovery Community Self-Assessment Tool, Angela Frusciante, Carmen Siberon

The Foundation Review

· Despite conversations about the importance of community collaboration, foundations continue to struggle with how to best frame and support collaborative success.

· Existing tools to assess collaboration may not fit with either a foundation’s values or a specific program strategy.

· From a foundation perspective, developing a community self-assessment tool reinforced the idea that collaborative functioning is crucial and deserves attention.

· This article shares a story of the development and initial use of the Discovery Community Self-Assessment Tool as a process of social construction critical to collective action and a possible indicator of network learning.

Moving Diversity Up The Agenda: Lessons And Next Steps From The Diversity In Philanthropy Project, Jessica Bearman, Henry A. J. Ramos, Anna-Nanine S. Pond

The Foundation Review

· The Diversity in Philanthropy Project (DPP) was a three-year, voluntary effort of foundation trustees, senior staff, and executives of philanthropysupport organizations committed to increasing diversity and inclusive practice across organized philanthropy’s boards, staff, grantmaking, contracting, and investing.

· DPP had significant achievements, including mobilizing greater commitment among foundation leaders to voluntary action on diversity and enhancing both the knowledge base and data methodologies available for understanding diversity, inclusion, and equity in foundation work.

· The initiative also faced its share of challenges, including difficulty assessing the impact on the diversity performance of foundations, slow adoption of recommended principles and …

Paradigm Shift: A Foundation/Grantee Partnership Using Data To Drive Neighborhood Revitalization And Assess Impact, Lois W. Greco, Margaret Grieve, Maggie Mccullough

The Foundation Review

· The Wachovia Regional Foundation spearheaded the formation of a partnership to create a participatory outcome evaluation framework for its neighborhood revitalization work.

· The framework integrates the use of primary and secondary data and has been modified and improved to strengthen a variety of the foundation’s comprehensive neighborhood revitalization efforts.

· Forty-one community-based organizations have utilized the framework as a key tool to craft and implement neighborhood plans in a 62-county region.

· The framework has enabled grantees and residents to better understand and capitalize on market dynamics, enhance their participation in revitalization activities and begin to demonstrate the …