Public Administration Commons^™

The Trouble With Community Engagement: From Power Sharing To Power Shifting Through The Community Bill Of Rights, Jessica Lee, Patrick Mcneal, Malikah Garner, Katya Fels Smyth, Tanya Tucker, Shemekka Stewart Isaacs, Jasmaine Shaphon Henry, Miranda Rabuck

The Foundation Review

Reflecting a growing consensus that meaningful change doesn’t come without the involvement of those most impacted, funders have signed on to efforts to “listen,” “get proximate,” and “empower.”

In this article, the authors draw on their lived expertise and research to describe how even well-intentioned community engagement efforts can become extractive, tokenizing, and undermine existing community assets. As a meaningful alternative, the authors suggest “centering community” as an orientation to all philanthropic work and the Community Bill of Rights (CBR) as a tool to guide the required change (Black et al., 2022).

Drawing on case examples from healthcare, urban planning, …

Funder Listening To Shift Power: Definitions And Context, Melinda Tuan, Rick Moyers, Gita Gulati-Partee

The Foundation Review

Listening in the context of philanthropy is a common colloquial term that can have many definitions, ranging from everyday conversations that inform foundation work to more formal opportunities for community engagement. Most foundations say they listen, but all forms of listening are not equally beneficial, and listening alone does not inherently advance equity. Listening, done poorly, can be performative and extractive. Listening well, in ways that advance equity, is done in partnership, requires a response from the listener to acknowledge what’s been heard and what will be done as a result, and ultimately shifts power to the community.

Fund for …

A New Opportunity For Funder-Nonprofit Partnership: Advancing Shared Listening Efforts To Learn From Community, Valerie Threlfall

The Foundation Review

Funders lack scalable tools and processes for advancing their community listening efforts. As foundations explore this work, there is an opportunity to leverage the nonprofit sector’s experience in listening and to partner more actively with grantees to learn from community.

Nonprofits have embraced community listening more rapidly than funders over the past 10 years. Over 40,000 organizations have affirmatively described their listening practices via How We Listen, a feedback self-assessment that is part of Candid and Charity Navigator’s nonprofit profiles, and approximately 1,400 organizations have participated in Listen4Good’s capacity-building programs. This momentum has enabled the development of tools such as …

Listening And Responding Lead To Better Outcomes: Building The Evidence Base For High-Quality Listening Practice, Penelope Huang

The Foundation Review

In 2019, Fund for Shared Insight made grants to six research teams to test the hypothesis that if direct-service organizations gain a deeper understanding of how well their programs are serving clients by listening and actively responding to client feedback, they can increase the likelihood of positive outcomes. This body of research explores the case for incorporating participant voice to improve program effectiveness.

As philanthropy seeks to become more responsive to the people and communities most impacted by their decisions, this research has important implications for philanthropic practice, including the selection of grantees, learning in partnership with grantees and community, …

Executive Summaries

The Foundation Review

No abstract provided.

Editorial, Julia Coffman

The Foundation Review

No abstract provided.

Tfr 17.2 Full Issue

The Foundation Review

No abstract provided.

Community Engagement: A Core Practice On The Journey To Power Sharing, Elizabeth Jordan, Tryphena A. Clarke, Raquel R. Robinson

The Foundation Review

In this article, the authors posit that equity and power-sharing are foundational considerations for responsible philanthropy given the inherently unequal balance of wealth. These considerations may be magnified for family and place-based foundations where philanthropy has an outsized impact within a particular community.

Community engagement is a core practice tied to equity and power-sharing that can bring philanthropy into closer alignment with democratic and social equity values. This article examines the 15-year journey of a place-based family foundation as a reflection on how grantmaking organizations may shift their governance, giving priorities, staffing model, and operating practices to support the tenets …

Listening And Participation Prime Funders To Honor And Build Community Ownership, Gita Gulati-Partee, Katy Love

The Foundation Review

Funder listening is an essential complement to community participation to disrupt white dominant culture habits that entrench the status quo of hierarchy and power. Community-centered listening, combined with participatory processes, offers funders an opportunity to shift in deep and sustainable ways from an individualistic, “power over” orientation to interdependent relationships with community partners.

In this article, two practitioners of equity and participatory philanthropy share how funder listening and community participation form a potent combination to help funders confront their own power and use it intentionally to honor and bolster community ownership and agency.

Drawing on the authors’ direct experience, this …

Evaluating Efforts To Shift Power Through Listening: Defining Power And Listening To All Sides, Sarah Stachowiak, Juan Clavijo

The Foundation Review

There are a variety of ways funders and nonprofits are trying to shift the power dynamics between those who typically have held it (i.e., funders and organizations) to those who have unique and important expertise: those most affected by the problems the social sector is trying to solve.

In this article, we share lessons from two evaluations that sought to understand how those who were being listened to experienced the listening process, exploring the degree to which people felt heard and their experiences of how, and in what ways, power shifted for them. One evaluation focused on the experiences of …

The Use Of Burt’S Method In Rationalizing The Cost Of Time And Evaluating The Performance Companies: An Applied Study In State Company For Textile And Leather Industries - Hilla Textile Factory, Aqeel Jaber Kadhim

Muthanna Journal of Administrative and Economics Sciences

Burt’s method is a significant process research method that provides information that directly affects the scheduling process of complex projects and planning and monitoring their completion. As a result, it has gained notoriety among practitioners in the field of specialization and offers additional advantages through computer systems for completion. It seeks to finish the project as quickly as possible while using the resources and capabilities that are available and at the lowest feasible cost. The evaluation of the performance of companies is represented in the extent of the ability of the company’s management to evaluate the performance of its activities …

Town And Gown: Engagement And Collaboration Between Local Municipalities And Institutions Of Higher Education, Vivian González Cueto

Journal of Community Engagement and Higher Education

The role of the local government within the context of engagement and collaboration with universities has largely been understudied. Employing a cross-sectional design, this study of 67 universities and 78 municipalities from 29 states examines how collaborative capacity impacts university and local government perceptions of engagement and collaboration with each other. The findings indicate that local government trust is the primary catalyst for both engagement and collaboration between the parties.

Illinois Longitudinal Data System: Data Governance, Processes, And Integration, Benjamin Boer, Kate Eischens

Practitioner Toolkits and Resources

The Illinois Longitudinal Data System (ILDS) supports data-driven policy and practice across Illinois’ education and workforce sectors by facilitating secure, interagency data sharing and governance. Established by state statute, ILDS’s mission is to provide high-quality, timely, and actionable information from birth through career to inform equitable outcomes and engaged communities. This document provides an overview of the ILDS and documents policies and processes for its governance; data management, staging, and request; technologies and data security; legal; and, communications.

The Housing Choice Voucher Program: An Analysis Of Its Demand And Supply (Challenges And Opportunities) And The Way Forward, Sethina Atsupe Dowuona-Owoo

Theses and Dissertations

In the United States, the Housing Choice Voucher Program, formerly known as Section 8, was created in 1974 to provide affordable housing for low-income families. However, recent research suggests that inaccessibility to homes for low-income groups remains high. This research aims to contribute to the existing literature by examining recent trends of the Housing Choice Voucher Program (HCVP) in providing housing affordability for low-income families.

The study used a sample of 30 U.S. states covering fifteen years (2009-2023). It relied on data from the Housing and Urban Development (HUD) department and other secondary sources. Using a mixed-methods approach, the study …

Government Information Clarity And Digital Engagement As Driving Forces Behind Digital Resilience On The Jepin Smart City Platform, Winda Chelsea Meisari, Muliawati -, Siti Fatimah

Jurnal Vokasi Indonesia

This study examines the influence of information clarity and government digital engagement on the digital resilience of urban communities, using the case study of the Jendela Pontianak Integrasi (JEPIN) platform. The research employs a quantitative approach using Partial Least Squares Structural Equation Modeling (PLS-SEM) with WarpPLS 7.0, involving 100 respondents from the city of Pontianak. The results indicate that information clarity (β = 0.49; p < 0.001) and government digital engagement (β = 0.37; p < 0.001) have a positive and significant effect on digital resilience. The model demonstrates strong reliability (Composite Reliability: 0.847–0.914; Cronbach’s Alpha: 0.772–0.882), good validity (factor loading > 0.5; AVE > 0.5), and a high level of model fit (GoF = 0.569). The R² value of 0.517 shows that the model explains 51.7% of the variance in digital resilience, while the Q² value of …

Transforming Care: An Academic And Community Symposium On Transgender Care And Experience, Alison Sutton-Ryan, Kimberly Van Vulpen

Transforming Communities

Background: Transgender experience is often excluded from education and training. An emphasis has been often placed on sexual identities instead of gender differences rendering transgender care invisible in the healthcare system (Gahagan & Colpitts 2017). Lack of education and training has created significant barriers to accessible gender-affirming care, contributing to disproportionately high levels of discrimination for transgender individuals seeking medical services (Redcay et al., 2021). Purpose: The Interprofessional Education Symposium on Transgender Care and Experience was an innovative initiative developed by the newly formed Transgender Interprofessional Care Team (TICT) at a medium-sized suburban university. This collaborative team, comprising key …

Lessons Learned: Luis Jácome, Mercedes Cardona

Journal of Financial Crises

Luis Jácome was appointed president of the board of Ecuador’s central bank in 1998 by newly elected President Jamil Mahuad. He and other members of the board resigned in 1999 in protest against a number of crisis-intervention measures they saw as threatening the bank’s independence to set monetary policy. Since the 1970s, Ecuador’s economy had experienced a period of growth fueled by oil exports, but by the mid-1990s the economy was reeling from a series of shocks, among them: a sharp drop in the price of oil, the effects of severe flooding on the country’s agricultural production, and the cost …

Lessons Learned: Vincenzo La Via, Mercedes Cardona

Journal of Financial Crises

Vincenzo La Via joined the World Bank Group in 2005 as chief financial officer, in charge of financial reporting, accounting, strategic planning and budgeting, credit risk, corporate finance, market risk, liquidity and asset management, and product development. During his tenure, La Via took part in the bank’s response to the Global Financial Crisis (GFC) and the subsequent European Sovereign Debt Crisis. He left the bank in 2012 to become director general of the Treasury in the Italian Ministry of Economy and Finance as the Italian government took on reform of the banking sector. He left the public sector in 2019 …

Lessons Learned: Benoît Cœuré, Mercedes Cardona

Journal of Financial Crises

Benoît Cœuré held several positions in the French Treasury in the years leading to the Global Financial Crisis (GFC). He was an economic adviser to the director general of the French Treasury from 1997–2002, deputy chief executive and chief executive of the French debt management office from 2002–2007, and assistant secretary for multilateral affairs, trade, and development from 2007–2009. He served as chief economist and deputy director general in 2009–2011. He joined the European Central Bank (ECB) during the European Sovereign debt Crisis and was responsible for market operations, market infrastructure supervision and European and international relations as a member …

Lessons Learned: Miguel Carcaño, Mercedes Cardona

Journal of Financial Crises

During the Global Financial Crisis (GFC), Miguel Carcaño served as head of the Spanish Treasury’s Fund for Orderly Bank Restructuring, the authority in charge of managing the restructuring process of the country’s credit institutions. The fund, known today as the Spanish Executive Resolution Authority, is integrated into the European network led by the Single Resolution Board (SRB) of the European Union’s banking union. Carcaño has held a number of posts within the SRB and in 2022 became head of the Single Resolution Fund, the SRB’s emergency fund, which serves as backstop for institutions across the banking union’s 21 countries.