Business Commons^™

From Charitable Giving To Strategic Impact: The Fremont Area Community Foundation, Carla A. Roberts

The Foundation Review

In 2011, the Fremont Area Community Foundation launched a community investment strategy, focused on education, poverty, and economic development, that shaped corresponding aspirational goals aimed at improving the quality of life for residents of rural Newaygo County, Mich.

While there had been significant community involvement and input into foundation planning for a number of years, the announcement of these strategic goals and their implementation created some apprehension among the local nonprofits. The new funding paradigms were a big change, and it took several years for many of the grantees, with assistance in the form of backbone services and tools to …

Unpacking The Role Of Data In Philanthropy: Prospects For An Integrated Framework, R. Patrick Bixler, Marisa Zappone, Lin Rui Li, Samer Atshan

The Foundation Review

This article reports qualitative research that explores the role of data in philanthropy and proposes an integrated framework. Interviews with charitable foundations in central Texas, including members of a regional evaluation and learning collaborative, reveal an orientation toward data that is becoming increasingly institutionalized.

The research suggests that data are generated and used in a multiplicity of ways, including identifying populations and geographies in need of investment, informing funding decisions for service delivery as well as policy research and advocacy; evaluation and learning; and measuring community impact.

This article discusses these thematic findings, notes specific practices, and presents six principles …

Becoming Strategic: Finding Leverage Over The Social And Economic Determinants Of Health, Douglas Easterling, Laura Mcduffee

The Foundation Review

While a number of observers have offered advice to foundations on how to be more effective with the implementation, evaluation, and adaptation of their strategies, there is little guidance on how foundations should go about designing their strategies.

This study fills that gap by analyzing the strategic thinking of health conversion foundations when they determined how they would address various social determinants of health. Based on interviews conducted with the leaders of 33 foundations across the U.S., we identified four strategic pathways: expanding and improving relevant services, creating more effective systems, changing policy, and encouraging more equitable power structures.

In …