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Building the Bridge for Diversity and Inclusion: Testing a Regional Strategy

The creation of effective diverse and inclusive organizations requires leaders to embrace the role of change agent. This is a complex journey that involves leaders experimenting, learning and creating a new way to organize. This article examines the Council of Michigan Foundations’ (CMF) six-year initiative, Transforming Michigan Philanthropy through Diversity and Inclusion (TMP).





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Who Becomes a Foundation CEO? An Analysis of Hiring Patterns, 2004-2008

This study provides baseline data about the professional and individual characteristics of 440 candidates selected to be the top executive in a grantmaking institution during a five-year study period (2004-2008), and about the hiring patterns of the diverse institutions making these appointments.







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Moving Diversity Up the Agenda: Lessons and Next Steps From the Diversity in Philanthropy Project

The Diversity in Philanthropy Project (DPP) was a three-year voluntary effort of leading foundation trustees, senior staff, and philanthropy support organization executives committed to increasing diversity and inclusive practice across organized philanthropy’s boards, staff, grantmaking, contracting, and investing. DPP had significant achievements, but also faced its share of challenges.











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Grantmaking to Communities of Color in Oregon

Grantmakers of Oregon and Southwest Washington is addressing a knowledge gap by presenting research that can help inform the grantmaking decisions of our members. While diversity can be defined in multiple ways, the project team chose to focus on a single question: How much giving by Oregon foundations is reaching Oregon’s communities of color?





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Place-Based Philanthropy: Investing in Community Change

This article discusses how a growing number of family foundations have taken a commitment to geographic location to another level, and made the strategic decision to engage in place-based philanthropy, dedicating the majority of their giving and personal involvement in a specific community.    





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CEO Transitions in Family Foundations

Among the most important tasks that any board confronts is the choice of head staff person. If anything, this decision has even greater significance in family foundations. Whether the position is vacant because of the retirement of a beloved CEO or the departure of a problematic one, CEO transitions in family foundations typically have three major stages: clarifying the foundation direction identifying a suitable successor realigning the foundation’s strategies and/or programs as necessary