U.S. community foundations: building a generous society in challenging times

Esposito, Annamaria; Besana, Angela

doi:10.1080/10495142.2018.1452817

Cited by 10 publications

(2 citation statements)

References 41 publications

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“…We identified language that aligns with both the stewardship and community leadership models (see Table 1). CFs whose missions reflect the stewardship model prioritize building and administering endowments and making grants for community betterment based on donor priorities (Ballard, 2007;Bernholz et al, 2005;Daly, 2008;Easterling, 2008Easterling, , 2011Ellwood, 2019;Esposito & Besana, 2018;Graddy & Morgan, 2006;Hammack, 1989;Wu, 2021;Ylvisaker, 1989). Value proposition codes that aligned with the stewardship model include (1) growing and stewarding philanthropy and (2) promoting community betterment and quality of life.…”

Section: Findings From Mission Codingmentioning

confidence: 99%

“…The community members that decided how to identify and prioritize community needs in fund-allocation decisions often belonged to the same elite ranks of local leaders (Colinvaux, 2018; Ellwood, 2019; Hammack, 1989). Scholars and practitioners have described “donor relations, investment, grantmaking, and administration” (Easterling, 2011, p. 82) as the traditional focus of CFs (Ballard, 2007; Bernholz et al, 2005; Daly, 2008; Esposito & Besana, 2018; Graddy & Morgan, 2006; Hammack, 1989; Wu, 2021; Ylvisaker, 1989). Drawing on Easterling (2011), and Mazany and Perry (2013, p. 32), we refer to this traditional top-down approach to community betterment through fundraising and grantmaking as the stewardship model .…”

Section: Literaturementioning

confidence: 99%

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“We Expected a Revolution and Got a Slow Burn”: Microfoundations of Institutional Change in the Community Foundation Field

LePere-Schloop

Walk

Paarlberg

2023

Nonprofit and Voluntary Sector Quarterly

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Demographic shifts, economic restructuring, online-giving platforms, and growing competition threaten traditional models of community philanthropy. Responding to these pressures, philanthropy thought leaders have supported “a new way forward” for community foundations—community leadership. However, change is difficult, and little research examines organizational processes of moving toward community leadership. This study uses a simultaneous qualitative mixed methods design to describe organizational paths to community leadership while considering field-level aspiration toward such change. To confirm previous research, we examine community foundation mission descriptions from 2011 to 2016, finding limited evidence that the field is aspiring toward the community leadership model. Using interviews with leaders of organizations that have begun to shift toward community leadership, we unpack how such transformation occurs. We find that change, even amid field-level pressures, unfolds through localized improvisation and bricolage as community foundations adapt their work to demands in their community.

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