Traditional approaches to place-based philanthropy, including comprehensive community initiatives (CCIs), are characterized by four design features: 1) a centralized stakeholder group that serves as the primary nexus for the foundation’s engagement; 2) an extensive planning process on the front end; 3) the planning group’s initial strategy serves as the basis for the foundation’s investments throughout the initiative; and 4) foundation staff play a largely transactional role in reviewing proposals, awarding grants and monitoring progress. This linear, structured approach to community change has had only limited success over 30 years of foundation practice.
In response, a growing number of foundations have been experimenting with a more emergent place-based model. In this approach, the projects pursued by local actors evolve over the course of the initiative. Foundation staff cultivate this work and are deeply engaged with a wide range of local actors rather than focusing on a single planning entity. This article summarizes evaluation data from six foundations that have worked in this way: The California Endowment, the Clinton Foundation, Kate B. Reynolds Charitable Trust, The Ford Family Foundation, The Colorado Trust, and The Colorado Health Foundation.
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