Community foundations need to ‘juggle’ several disparate roles. This is especially difficult for new foundations that may restrict themselves to the pressing tasks of asset development and grant making and not consider providing leadership in their community. The author reviews his own experience in directing a community foundation in the United Kingdom and discusses issues and options for how community foundations can develop four core roles of asset development, grant making, donor relations and leadership in their formative stages.Link: http://www.tcfn.efc.be/download.php?d=1
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