Psychology
Document Type
Article
Abstract
This practice note highlights a case study of leveraging strategic partnerships through trust-based philanthropy, a set of practices rooted in values, relationship building, mutual learning, and equity. It describes the motivations, planning, and execution of a symposium organized by, and held for, a Foundation and four of its grantees. The symposium led to the development of sustained pathways between and among the partners, resulting in productive collaborations and shared projects. This case study is shared to illustrate the argument that it is the responsibility of funders, and certainly in their self-interest, to eliminate competition between organizations to whom they provide financial resources and support. By facilitating trust and collaboration, funders are uniquely positioned to foster collective, higher-impact work. © 2024 The Authors. Journal of Philanthropy and Marketing published by John Wiley & Sons Ltd.
Publication Title
Journal of Philanthropy and Marketing
Publication Date
2-2024
Volume
29
Issue
1
ISSN
2691-1361
DOI
10.1002/nvsm.1835
Keywords
trust-based philanthropy, funders, organizations
Repository Citation
Jones, Nora L.; Epstein, Andrew; Bair-Merritt, Megan; Drucy, Stacy; Farrington, Lindsay; Fernández, Anabel; Fleckman, Julia M.; Francois, Samantha; Gilbert, Hannah; Howard, Carey; Morris, Anita; and Pierce, Joanna Elkes, "A case study in leveraging strategic partnerships through trust-based philanthropy" (2024). Psychology. 893.
https://commons.clarku.edu/faculty_psychology/893
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Copyright
Published source must be acknowledged with citation:
Jones, N. L., Epstein, A., Bair‐Merritt, M., Drury, S., Farrington, L., Fernández, A., ... & Scott, D. Y. (2024). A case study in leveraging strategic partnerships through trust‐based philanthropy. Journal of Philanthropy and Marketing, 29(1), e1835.