Philanthropy, long known for its boldness and innovation, is at a pivotal moment where it must reassess its role in promoting genuine inclusivity for communities to determine their own futures. Recent developments, particularly the legal settlement of a pioneering initiative to support women of color entrepreneurs, have ignited fervent discussions about equity, access, and the implications for philanthropic practices. As the sector confronts the intricate challenges of social justice and funding disparities, the stark reality of historically marginalized communities struggling for vital resources comes into sharp focus.
The complex legal landscape has heightened awareness of the systemic barriers that stifle the growth of diverse communities, emphasizing the need for intentional funding strategies. This situation raises a crucial question: how can philanthropy not only rectify historical inequities but also equip communities to foster sustainable structural change?
In this special 15th-anniversary issue of The Foundation Review on Democracy, Equity, and Power, we explore the implications of the current climate at the intersection of philanthropy, social justice, and nonprofit support. We invited scholars, practitioners, and advocates to reflect on their research and experiences, illuminating innovative pathways toward a more equitable philanthropic ecosystem that champions social change. The authors delve into three interconnected themes:
Equity and Power Sharing: Authors, including Reed et al., Salehi and Infante, Jacobs et al. Easterling et al., and Dean-Coffey and Casey, underscore the urgency of equitable practices and power-sharing in philanthropy. They advocate for a ‘power with’ mindset, urging funders to dismantle unequal power dynamics and genuinely engage with those most affected by systemic issues. Salehi et al. highlight the necessity of long-term, flexible funding for POC-led nonprofits, moving away from short-term models that perpetuate inequity. Building supportive partnerships with community organizations is essential for fostering power-sharing and enhancing responsiveness to community needs. Advocacy and activism emerge as vital tools for advancing democracy, connecting citizens to civic engagement while challenging entrenched norms.
Democratic Engagement and Accountability: Ralph, Shalehi and Infante, Murray et al., Darling and Pankaj, Easterling et al., Dean-Coffey and Casey, and Apgar et al. emphasize the critical role of participatory practices and accountability in creating equitable philanthropic frameworks. Ralph encourages viewing organizational tensions as a healthy reflection of democratic complexities, while Shalehi and Infante highlight the importance of relational accountability between funders and nonprofits. Centering marginalized voices and building grassroots movements are essential for achieving lasting equity and democratic engagement. Transparency in decision-making fosters trust and collective understanding, vital for promoting democracy and equity. Inclusive grantmaking practices that involve diverse voices enhance a democratic approach to philanthropy and bolster equity. Foundations are urged to support institutional leaders committed to equity, as their influence can drive meaningful change.
Systems Thinking and Transformation: Patton and Richardson, Darling and Pankaj, Apgar et al, Patawaran, Salehi and Infante, Murray et al., Easterling et al., Jacobs et al, Reed et al., and Dean-Coffey and Casey, advocate for transformative approaches and systems thinking to tackle complex social issues and advance equity within philanthropy. They argue that philanthropy must evolve beyond traditional grant-making to address interconnected crises, fostering collective action and alliances for power-sharing. Patawaran emphasizes the need for multistakeholder innovations that challenge assumptions and enrich public discourse. Darling and Pankaj argue that emergent learning practices facilitate authentic conversations that disrupt the status quo, break down silos, and build trust — essential elements for equity and democracy. Apgar et al. stress that evaluations of systems transformation initiatives should be contextually designed and culturally responsive. Ultimately, Jacobs et al assert that achieving transformational change necessitates adapting organizational practices and funding strategies to support long-term power-building efforts.
This second 15th-anniversary issue proudly marks the inaugural support of the Ricardo Millett Equity Fund. In December 2023, we lost a remarkable philanthropic and evaluation leader, Dr. Ricardo Millett, whose ability to build relationships and direct resources was transformative. In his honor, the Dorothy A. Johnson Center for Philanthropy has established the Ricardo Millett Equity Fund, aimed at advancing our commitment to racial equity and diversity in philanthropic research. Supported by Dr. Millett’s family, this fund seeks to amplify diverse voices and perspectives, enriching our understanding and equity practices in philanthropy. We celebrate Dr. Millett’s legacy and work toward a future where every voice is valued.
Through this curated collection of insights from leading thinkers and researchers in philanthropy, we aim to inspire you, our readers, to engage in meaningful dialogue, debate, and action. Let us broaden our understanding of equity and interrogate the governing structures that frees philanthropy and communities alike to shape their own democratic practices and self-determination.
Hanh Cao Yu, Ph.D.
Editor-in-Chief of Special Issues
The Foundation Review
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Inside Vol. 16 Issue 2:
A Philanthropic Theory of Systems Transformation for Advancing Equity in the Polycrisis
Michael Quinn Patton and Ruth Richardson
The term “polycrisis” captures the urgent convergence of interconnected crises — climate change, growing inequalities, disinformation, pandemic threats, armed conflict, and environmental degradation — that disproportionately affect marginalized populations. In this article, the authors challenge readers to reconsider philanthropic strategies in light of these escalating risks. The authors examine the evolution of philanthropic program design over the last 25 years and propose a transformative theory that addresses the complexities of the polycrisis. By embracing integrated theories of change and promoting collective action through philanthropic alliances, we can pave the way for meaningful systems transformation. This perspective serves as both a reflection on philanthropy’s journey and a call to action for its future. The authors present four key premises and corresponding questions to spark dialogue about philanthropy’s role in effectively responding to these pressing challenges to create a more proactive approach to creating impactful change.
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Forest for the Trees: Collective Accountability and Trust as Groundwork
for Systems Change
Shaady Salehi and Pia Infante
Since 2020, trust-based philanthropy has emerged as a powerful strategy to address the inherent power imbalances between funders, nonprofits, and the communities they serve. By implementing practices such as multiyear unrestricted funding and streamlined processes, this approach empowers nonprofits to define their own impact goals. At its heart, trust-based philanthropy fosters collaboration, shifting the focus from one-way transactional accountability to mutual, relational accountability. This creates a strong ecosystem where funders and nonprofits work together toward shared commitments to their communities. This article shares insights and stories from social-sector leaders to demonstrate how adopting trust-based practices makes philanthropy more strategic and effective. The authors highlight concrete examples of systemic change achieved through partnerships grounded in trust and collective accountability, reimagining philanthropy as a catalyst for meaningful social impact.
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Resourcing Transformational Strategies: How Funding With the Right Timescales, Places, and Relationships Can Advance Multiracial Feminist Democracy
Lauren Jacobs, Elly Matsumura, Rachel Rosner, and Eric Wat
This article examines how philanthropy can empower movement organizations focused on long-term power building to reshape who holds governing power. Drawing on insights from PowerSwitch Action, a network of influential advocacy groups in the U.S., the authors share key learnings from a recent evaluation, aiming to benefit both movement organizations and their philanthropic supporters. The authors present three key recommendations for funders: 1) Invest in long-term strategies for shifting governing power instead of expecting quick wins; 2) Recognize the interplay between local, state, and national efforts, and support both grassroots organizations and cross-regional networks; and 3) Prioritize relationships and structures that enhance collaboration and collective success. Philanthropy plays a vital role in these initiatives. This analysis seeks to illuminate the collaborative efforts required among organizers, advocates, and funders to create an economy that serves everyone. As the U.S. faces multiple crises, the need for these transformative approaches is more urgent than ever, and with the right support, meaningful change remains within reach.
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Seeding Impact: Shifting From Orchestration to Emergence
Marilyn Darling and Veena Pankaj
The 2016 Foundation Review article “Emergent Learning: A Framework for Whole-System Strategy, Learning and Adaptation” introduced the concept of emergent strategy, which aims to create synergy greater than the sum of its parts. This article examines whether that vision has been realized, drawing insights from interviews with members of the Emergent Learning Community about the practical application and results of this approach. The authors identify key principles that have emerged from community practices and launched a 2022 inquiry to explore how Emergent Learning integrates into practitioners’ work, including factors that facilitate or hinder this process. Through 24 interviews and sensemaking sessions, impact is defined in terms of “micromoves”—small, observable actions that lead to significant changes. This article also shares stories of how practitioners foster change within their organizations and enhance collaboration with external partners. The authors challenge readers to shift from a chess-player mentality to a cohesive soccer team approach, emphasizing collective action over individual expertise. This emergent strategy has become central to the practice of Emergent Learning, showcasing how collaboration can drive meaningful change.
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What Practices for Shifting Power Are Core to Advancing Racial Equity?
Kantahyanee W. Murray, Ji Won Shon, Ashley Barnes, Natalia Ibanez, Karuna Sridharan Chibber, Janelle Armstrong-Brown, and Elvis Fraser
Power-shifting approaches are emerging as effective strategies for funders to amplify the voices and agency of historically marginalized and under-resourced communities. This article, informed by an extensive literature reviews and interviews with funders and thought leaders, identifies four key practices for redistributing power to promote equity: integrating a racial equity lens into decision-making; demonstrating authentic commitment to communities; empowering grant partners to define success; and fostering a culture of systems change. It explores the essential capabilities, mindsets, and resources needed for successful implementation, recommending a learning framework to encourage shared practices across organizations. By adopting these strategies, foundations and communities can work together to create more inclusive and racially equitable solutions, empowering communities to lead their own change.
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Strategy for Now
Jara Dean-Coffey and Jill Casey
We are at a pivotal moment in understanding our identity as a society, both past and present. To thrive, we must rethink the structures and systems that limit us all, moving away from control, competition, and certainty. While there’s a growing push towards equity and complexity in our practices, traditional business concepts still dominate strategy discussions in philanthropy and nonprofits. These often overlook the essential truth that change begins with us — humans. For the past three decades, the authors have explored an approach that nurtures both individual and collective curiosity, transforming it into capacity and competence. By redefining strategy, the authors create space for meaningful evaluative inquiry that recognizes learning as an ongoing responsibility within complex systems. This article redefines strategy, integrates it with evaluative inquiry, shares insights from practitioners, and offers fresh considerations for a future-oriented approach to strategy.
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Raising the Bar: Improving How to Assess Evidence Quality in Evaluating Systems-Change Efforts
Marina Apgar, Thomas Aston, Mieke Snijder, and Tom Zwollo
Facing the great scale of societal challenges, philanthropic organizations are increasingly calling for systems change. Evaluating systems change requires innovative approaches that respond to the complexities of such change in ways that support equity and multiracial democracy rather than undermining them. However, traditional notions of rigor — often tied to independence, objectivity, and experimental methods — often clash with the complexities of equity-focused evaluations. Many funders worry that moving away from these conventional standards means losing all standards. This article contends that it is possible to establish more appropriate, flexible, inclusive standards for assessing evidence quality in systems-change efforts. Drawing on a review of existing evidence standards, insights from causal pathways and inclusive rigor networks, and the evaluation of the CLARISSA program, it presents principles and tools to help philanthropic organizations effectively assess evidence quality in their systems-change evaluations.
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The Weight of Power: Reframing Evaluation in Philanthropy to Amplify the Voices of Communities of Color
Martena Reed, Blanca Flor Guillen-Woods, Kantahyanee W. Murray, Dabney Brice, Ashley Barnes, and Liza Mueller
This article explores the complexities of philanthropy’s engagement with people of color (POC)-led organizations through evaluation and reporting practices. By analyzing these practices, it reveals the root causes of disparities and offers pathways toward equity and justice. Based on research with nonprofit leaders and foundation staff, the article outlines four strategies to redefine funders’ measurement and evaluation practices, fostering equity and inclusivity. These strategies encourage funders to adopt methods that genuinely respect the unique perspectives of POC-led organizations. By strengthening evaluation infrastructure for these nonprofits, funders benefit from more accurate data, while organizations gain tools for strategic decision-making, ultimately enhancing the nonprofit ecosystem as a whole.
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Advocacy and Bridging Strategies Are Failing on Their Own. Multifaith Nonprofits Embody Six Solutions for a Pluralistic Democracy
Allison K. Ralph
This article clarifies a strategic dilemma between bridging difference or advocacy strategies for funders and their grantees seeking social change in the context of polarization, putting it in conversation with social science research on intergroup contact theory, on which bridging strategies are based, and advocacy. Based on a set of interviews and surveys, this article posits that multifaith organizations embody six practices that avoid the false dichotomy of bridging and advocacy strategies: “dual-identity” contact, tolerating disagreement, shattering typical binaries, managing shifting constellations of partners, developing local relationships, and possessing extensive reach. In short, they are a micromodel of our society, weathering the hardest of differences, showing the way toward reduced animosity and real improvement in our politics. The article offers recommendations for how funders can better support these organizations to promote a pluralistic democracy.
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Enticing Institutions to Become More Inclusive and Responsive: Lessons From The Colorado Health Foundation’s Locally Focused Work
Douglas Easterling, Jehan Benton-Clark, Scott Downes, and Phillip Chung
Equity-focused foundations have typically aimed to transform institutions through advocacy and community organizing. This article presents a compelling alternative: directly engaging with institutions to enhance their diversity, inclusivity, and responsiveness to the communities they serve. The Colorado Health Foundation’s Locally Focused Work (LFW) initiative, launched in 2017, engages in this strategy. Program officers actively build relationships with a range of community organizations aligned with health equity. In nine LFW communities, they’ve connected with local officials and leaders from over 70 agencies and nonprofits. While fewer than half submitted equity-related proposals, most received funding, with varying levels of institutional change across projects. The authors argue that the “enticing institutions” strategy is crucial for advancing equity but should be complemented by more activist approaches that push institutions to take action. They also note how LFW has guided the foundation’s own journey from health equity to a focus on racial justice.
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A Systems and Innovation Approach to Attune Grantmaking for Early Childhood to What Matters Most at the Point of Service
Wally Patawaran
This article highlights how a U.S. private foundation has transformed its strategy for early childhood health equity through multistakeholder innovations. Over the past decade, its coordinated grantmaking and cross-sector partnerships have reshaped the science and public discourse on early life stress. By building trusted relationships, the JPB Foundation has developed a new care paradigm that unites stakeholders to tackle challenges hindering progress. Acting as champions and thought partners, they promote collaborative, tailored care, making high-quality services more broadly accessible. This shift reflects a deeper change in JPB’s beliefs, driving an ambitious vision for equity and performance across populations. Early results from proof-of-concept studies show that integrating feedback loops enhances decision-making among stakeholders. Furthermore, new information flows reconcile aggregate performance metrics with personalized care, enabling the public, private, and social sectors to improve equity and performance together. Foundations looking to challenge existing assumptions and expand their impact will find valuable lessons in this case study.
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