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  • Community Foundations’ Leadership – Traditional, Change Agent, or Nonexistent?

    Wolfe, Rebecca
    Stanford University, San Francisco, CA, 2005
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    Some community foundations are increasingly assuming roles of leadership in their local areas following a trend of attacking the deep problems of poor, underserved communities at a neighborhood level. Place-based change has arisen in response to extended times of fiscal constraint, shrinking federal budgets, and the growing notion that the local level is a critical leverage point from which to reach struggling families, youth, and communities. Yet at the same time, community-based organizations are encountering budget squeezes and fierce competition for funding. Social service agencies must deal with bureaucratic, unwieldy, and perpetually under-funded systems. Policy makers face a constant pressure to be responsive to voters – voters who tend not to be the people most in need of help. As other regional players struggle, community foundations are well placed to become important agents of social change.

    Link: http://arnova.omnibooksonline.com/2006/data/papers/PN062035.3.pdf
    Source: Other - Electronic Resources
    Topics: Innovation and Learning, Neighbourhood/Grassroots/Place-Based Approaches, Policy/Best Practices
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