In a Good Way: Advancing Funder Collaborations to Promote Health in Indian Country

Funders continue to be challenged by how to best promote work in American Indian communities that builds health equity, addresses community context, and reduces the disproportionate impact of commercial tobacco. In particular, public health programs that address substance abuse and tobacco control promote the use of evidence-based practices that tend to emphasize a one-size-fits-all approach and that are rarely researched among American Indian populations. This article examines how three organizations collaborated on work to control commercial tobacco use in Minnesota’s Indian Country, and shares lessons learned on how they came to incorporate tribal culture, respect traditional tobacco practices, and acknowledge historical trauma to inform their grantmaking. Systemic change involves deep shifts in social norms, beliefs, power, and privilege — and seldom, if ever, follows a straightforward, predictable path. Such change also requires incremental, long-term action and evaluation. To better support systemic change, how might a foundation reframe its approach to evaluation? This article explores the interconnected dimensions of the PCI Reflective Evaluation Framework, an approach now in prototype form which is grounded in practical thinking about working within complex social systems. This article focuses on its use in advancing racial equity, describing possible applications to integrate a racial equity lens in unpacking and addressing the complexity of systemic change. development of two using with foundation detailed data on program effectiveness both impacts on social development despite an overall lack of support for the foundation sector from Chinese government policy. The case studies indicate that Chinese family foundations are exploring new paths in an increasingly mature philanthropic environment, and suggest several development approaches for family foundations in China and other emerging philanthropic sectors. The perception that private foundations lack accountability has led to calls for greater transparency. This article seeks to examine transparent and opaque practice in private philanthropy, studying the literature as well as findings from interviews with foundation staff, trustees, and grantees that sought answers to two relevant questions: Does opacity exist in private philanthropy? Have foundations and grantees developed strategies for overcoming challenges related to opacity? U.S. tax law affords private philanthropy unique discretion regarding transparent practice. It might be productive for private foundations to explore how transparent and opaque practices impact their reputation and inhibit or support their activities. This article presents examples of the strategic thinking engaged in by health conversion foundations when they determined how they would address various social determinants of health. Interviews with the leaders of 33 foundations across the U.S. found that these foundations are operating through a multitude of strategic pathways that generally fall into four categories: expanding and improving relevant services, creating more effective systems; changing policy; and encouraging more equitable power structures. The article also considers how a foundation can develop a strategic pathway to address the social determinants of health that fits with its mission, values, philosophy, resources, and sphere of influence. Vital Signs, produces annual reports of the same name that examine the quality of life in each of Canada’s provinces using statistics on fundamental social issues. The Vital Signs report for Newfoundland and Labrador is produced in partnership between the Community Foundation of Newfoundland and Labrador and the Leslie Harris Centre of Regional Policy and Development, a university research unit with expertise in both promoting community-based research and making academic information accessible to the general public. This article examines the origins of this collaboration and the lessons that have been learned from it. and believe a revolutionary shift is underway today, a move from Innovation I, innovating by designers, to Innovation II, which uncovers multiple possible solutions and involves stakeholders in the process. The authors offer glimpses into design processes at eleven real-world organizations. This is an excellent resource on a practice which has gained popularity in the business press and academic literature. It serves as a practical guide for those who want to undertake organization change from Innovation I to Innovation II, in a social sector environment that focuses on meeting human needs.