Giving Stories: Diversity and Inclusivity Initiatives from Nine Grantmakers with Long-term Engagement in the Work

Source: Minnesota Council on Foundations 04/26/2011

Grotto Foundation: Personal Connections Inspire Commitment to Native Americans

Railroad tycoon James J. Hill and his family are embedded in Minnesota history and lore, yet the story of their philanthropic legacy would be incomplete without mentioning the indelible influence of their summers in Montana.

Hill’s grandson Louis W. Hill Jr. and his family spent summers at the Hill home in the mountains of Montana near the Blackfeet Nation. The connection between the Hill family and their neighbors is evident in the family’s archives, notes Ellis Bullock, executive director of the Grotto Foundation, founded by Louis W. in 1964.

Richard LaFortune, former Native language researcher at Grotto, elaborates: “Louis W. and his son, Louis Fors (current board president of the Grotto Foundation), received traditional Blackfeet names from the people. To be adopted in this way by a Native tribe is to become as close as family, and the poignant meaning of this has persisted through the generations. There is an uncommon understanding in the Hill family of what it means to have these relationships with Native people.”

Long Commitment Leads to Native-Led Work
In 1996, Grotto’s executive director at the time, Peg Thomas, hired LaFortune to evaluate 10 years of the foundation’s Native grantmaking. While Grotto was analyzing its history, four grant applications arrived at the foundation, provoking the organization to also look forward.

LaFortune recalls his conversation with Thomas: “She said, ‘We received four separate requests to support Ojibwe language revitalization. The board needs to understand what this means. Can you do some background work to see if the Native language issue is something we should pay attention to?’”

A two-month study and environmental scan of the issue resulted in a preliminary report, Ojibwe Language Project, followed by the creation of a Native language research staff position at Grotto and the hiring of LaFortune. He continued his national analysis and critique, authoring Native Languages as World Languages, a groundbreaking paper that provided the framework for the establishment of the Native Language Revitalization Initiative (NLRI), a dedicated fund at Grotto.

In 2000, Grotto committed $5.6 million to a 15-year initiative, which, in 2010, was extended an additional five years to 2020. NLRI is aimed at restoring Minnesota’s indigenous languages, including Ojibwe and Dakota, as living languages within Native families and communities through immersion-style methods, curriculum development, instructional and technological resource development, teacher development, and policy advocacy and research. The foundation grants approximately $350,000 annually to NLRI work.

Grotto has become a national leader in the support of Native language revitalization and other programs serving Native Americans. Consistent engagement of Native American staff brings to the foundation strong connections to the community, an understanding of the community’s very specific needs, and an appreciation of the critical context of the work.

“We have 225 Native languages in the U.S., and the federal government played a role in intentionally causing many of these to disappear,” LaFortune explains. “We need to make sure that foundations, government, executives, donors and others understand that language revitalization is not a luxury. It is vital to the core identity of individuals and whole communities.”

Building relationships in the community and with potential grantees helps ensure successful grantmaking. “A key value of Native staff people is that we can simultaneously do the grantmaking while also working with communities to provide them with information about best practices that will allow the grants to achieve maximum effectiveness,” LaFortune says.

Presently, Grotto’s Native American programs, including the NLRI and the new Tiwahe Foundation, are managed by LaVon Lee, program officer at Grotto.

Open, Diverse Leadership Essential
“There were some remarkable things going on at Grotto,” LaFortune says of his tenure at the foundation. “The executive leadership was very open, and the board was extremely responsive and interested in the Native community – and they were willing to take risks.”

Bullock notes that this is a culture nurtured at Grotto over its long history. When Louis Fors Hill brought Elizabeth Pegues-Smart, former Bush Foundation staff member, onto Grotto’s board in 1994, she was the first person of color to serve on the board of a Minnesota family foundation. Hill appointed Pegues-Smart first vice chair, a position she held until her passing in January 2009.

“Louis admired how Liz thought, how she challenged him and her colleagues on the board about the decisions they made. She reminded them what racism was about and, in many ways, was the conscience of the board,” Bullock recalls. “She helped drive our commitment to the NLRI and other programs supporting the Native, new American, African, Southeast Asian and Latino communities.

“But Liz was not alone,” he continues. “Louis also brought to the board non-family members Michael Johnson, Cris Stainbrook and Rodney Jordan. While they acknowledged that Grotto was doing a great deal for communities of color, in particular the Native community, they pushed us to always consider why we were doing what we were doing and if we were doing it the best way.”

Since its inception in 1964, the Grotto Foundation has directed approximately 37 percent of its grant support to Native American endeavors, including the preservation of indigenous languages. 

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West Central Initiative: How One Voice Set the Stage for Catalyzing a Community

All 12 board members of West Central Initiative sat around a table discussing several grant applications.

The proposal up for review requested funds to conduct a diversity survey in one of the region’s small towns. The discussion did not seem to be headed toward approving a grant. “There is no diversity in that area. Why would they want or need a grant to conduct a diversity survey?” was the gist of the conversation, recalls Nancy Straw, WCI’s president.

Then, a lone board member interjected. “I beg to differ. The people who live in that community do look the same, but there are many people who travel to this community to shop, and if their skin is brown, they get followed around in stores.” Although not a person of color, this board member spoke from the perspective of a resident of a racially and culturally diverse community.

The conversation that followed was thought-provoking and worthwhile. This instance illustrated the value of having diverse perspectives and backgrounds on the board, building an environment and culture that allows candid, respectful discussion about diversity without placing blame on certain groups of people, and encouraging everyone to speak their mind. “It is easy for conversations to steer toward ‘We are not in that situation, so how could anyone else be feeling that way?’” Straw explains.

In the end, “This one board member changed the perspective of 11 people, and we awarded the grant,” Straw notes.

The following year, that community again received a grant from WCI to pursue further diversity work. In the succeeding years, this small town has hosted regular events focused on diversity, the mayor has created a new, energized committee on diversity, and the community is reaching out to nearby towns to join their programs.

Straw hopes that, as a result of community leaders’ foresight and WCI’s funding to build an inclusive community, residents will be more open to racial and cultural
diversity 

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Travelers Foundation: Business and Philanthropic Goals Align in Future Workforce Initiatives

Authentic. That’s the key word Mike Newman connects to diversity and inclusivity.

Newman, vice president and director of community relations with the Travelers Foundation, says that an organization’s overall work becomes more authentic when thoughtful attention is given to diversity and inclusive practices, because then that work truly addresses community needs.

At Travelers, that authenticity has grown deeper because of increasing connections between the company’s philanthropic and business strategies.

What has emerged is a powerful merging of goals: to help people fulfill their dreams to lead productive lives, and to satisfy needs for an educated, informed, intelligent workforce to drive the economic engines of Travelers and the business community as a whole.

As part of this strategic goal alignment, in 2009 the foundation began funneling 60 to 70 percent of foundation giving in the Twin Cities into education. “In narrowing our focus on education, we’ve found a set of activities that make a difference, we’ve increased our community impact, and grants to diverse communities are a larger part of the budget,” Newman says.

Since 2009, Travelers Foundation has committed $1 million annually to Saint Paul Public Schools to support AVID (Advancement Via Individual Determination), a college-readiness program in 18 elementary and 11 secondary schools in the district. AVID targets students in the academic middle – those who earn Bs, Cs and even Ds – who have the desire to go to college and the willingness to work hard. These young people typically are the first in their families to attend college, and many are low-income. AVID’s formula for success: Raise expectations of students by enrolling them in rigorous coursework and, with the AVID support system in place, they’ll rise to the challenge.

Assessing the effectiveness of AVID isn’t easy, Newman says, because honing in on meaningful measures is tough. “We’re centering on attendance in high school classes as one measure,” he explains. “We know that AVID students attend school 11 percent more often than a similar test group. While that doesn’t sound like much, over the course of a school year, 11 percent is almost 20 school days. That’s significant.”

Alongside the foundation’s support of AVID, the company funds Travelers EDGE (Empowering Dreams to Graduation and Employment), which creates opportunities for these same students in the academic middle to enter college, access support programs to help them succeed in college, learn about careers in insurance and financial services, intern at Travelers, and graduate ready to enter the workforce.

“Many of these students are going to struggle academically, but when support is paired with specific actions to help students navigate through college, we’re seeing many successes,” says Newman.

Travelers EDGE, which the company supports with $2.5 million in grants, comprises 10 partnerships with colleges, universities and nonprofits in St. Paul, Hartford and Baltimore – cities with poor graduation rates for low-income students and students of color where Travelers has significant operations. During the 2008-09 academic year, these programs reached more than 6,700 students, 479 of whom benefited from “high touch” programs, where funding supported in-depth relationships and opportunities.

“With AVID and EDGE, we’ve gotten specific about actions we want to take that are going to raise academic achievement for all students across the board, result in greater equity, and address the workforce disparities Travelers is seeing, ” Newman says. 

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Jerome Foundation: State Your Values Then Act on Them

The Jerome Foundation’s statement of values reads: “The foundation welcomes the opportunity to be pushed beyond its own boundaries of understanding and experience, and seeks to be open and inclusive. It affirms that the foundation’s board members, staff and grants programs shall be consistent with the pluralistic society in which the foundation operates.”

Adopting inclusivity as a value, then crafting a values statement are essential first steps for any organization striving to expand its commitment to diversity, advises Cynthia Gehrig, president of the Jerome Foundation. “Then you must figure out how to act on that value,” she says.

At the Jerome Foundation, acting on its values has meant paying close attention to recruiting and retaining a diverse board and staff. “The Jerome Foundation believes strongly in diverse governance,” Gehrig continues. “It’s imperative to have a diverse board and operations if the foundation is going to diversify its programming and grantmaking. We’ve seen that when we move toward diversifying all parts of our organization, what becomes successful are the interconnections.”

The foundation requires that its grant applicants also contemplate how values of diversity and inclusivity are manifested in their own programs, governance and
operations.

Requirement #7 on the foundation’s General Program Grant Application says: “Provide information on the applicant’s history of and plans for addressing issues of cultural diversity in governance (board) and operations (staff), artist selection, programming, and audience development. Applicants should identify accomplishments and the areas that need attention in the future, explaining how these challenges will be addressed.”

“There is a wide range of response to this application requirement, with no right or wrong answer. There is recognition that addressing issues of cultural diversity is a process, and that each applicant is unique; however, applicants are evaluated on their responses and how they address cultural diversity,” Gehrig says.

Applicants to the three grant programs that give directly to individuals are asked to voluntarily identify their diversity characteristics. This helps the foundation understand if it is reaching all segments of the community. “For example, in 2010 we found that we had very few Somali applicants to the Minnesota film and video production grant program,” Gehrig notes. “We saw this as a sign that either the foundation is not well known in the Somali community and/or it is not seen as being willing to make grants to Somali film and video artists.”

The foundation uses applicant data to revise strategies, including determining where staff should do more community-based work to draw a more diverse range of proposals. “The single most effective signal a funder can give to a community it’s trying to support is to actually make a grant to an individual or organization within that community,” Gehrig emphasizes. “Sometimes this means actively and strategically soliciting applicants and working with them to develop proposals that can be supported.”

Exemplifying its values statement in all aspects of the Jerome Foundation’s work will continue to be a priority for its board and staff as long as phrases such as “dynamic and evolving culture,” “nurturing exploration and experimentation,” “emerging artists,” “diverse seeds of creativity” and “rich experiences” are part of the foundation’s mission and vision. “This is a constant conversation,” Gehrig says. 

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Minnesota Community Foundation and The Saint Paul Foundation
All Employees Invest in Racial Equity Work

Think racial equity work, and we often think staff retreat topic or strategies undertaken by top managers and program staff.

But at Minnesota Community Foundation and The Saint Paul Foundation racial equity is the responsibility of every employee – regardless of function or level. “We want to integrate inclusivity learning into our ongoing work rather than have it be a once-a-year training or side issue,” says Carleen Rhodes, president and CEO of the foundations.

Each employee must choose a tangible annual performance goal that expands knowledge about equity and understanding differences. Reading a book, going to a community event for the first time, visiting a church of a different faith, volunteering in a neighborhood other than their own – whatever the goal, employees are then encouraged to apply what they learn to their work and interactions with colleagues.

“We’re working hard at understanding differences in race, class, age, sexual orientation. Keeping the topic of equity in front of staff has created an environment where most employees want to learn what they can do to be more inclusive and equitable,” Rhodes continues.

She emphasizes the importance of staff identifying equity issues and developing solutions. Employee committees plan staff education programs and work on internal culture issues. Consistently, staff show high interest and enthusiasm for this work, and Rhodes notes that the impact of employees is invaluable.

For instance, one subcommittee examined the foundations’ human resource procedures to determine if they inadvertently inhibited diverse job candidate pools. “We learned that we’re better served by a search process that allows time for people to utilize their networks. As an example, when we have a job posting, we send it to a group of African Americans in grantmaking, who might forward it to people they know. If we allow time for conversations like ‘Hey, have you seen this posting?’ we’ll have candidates who heard about the job in the third or fourth steps of routing the posting around town.”

Using White Privilege Conversations
The Saint Paul Foundation has been long regarded as a trail blazer in sparking conversations around race and white privilege, and Rhodes says curricula developed for others has had implications for her staff as well. Having these conversations within the organization has pushed staff members outside their comfort zone, and through this, they understand that racial equity means everyone – not just people of color – need to advocate for change.

“White people can speak up when they see instances of intended or unintended racism, ask questions to explore intent and provide perspective, if appropriate, and be tuned into how they can support the persons who are victims of racism or bias,” Rhodes emphasizes. “Here at the foundations, we’re all working to understand what we can do to improve situations and take productive next steps in our racial equity work.”

For more on white privilege, read “Talking About Privilege” on Page 4. 

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Otto Bremer Foundation: Striving to Be an Accessible Resource to Diverse Communities

The Otto Bremer Foundation serves communities that are homes and neighbors to Bremer banks – more than 77 rural, urban and tribal communities across Minnesota, North Dakota and Wisconsin. “These communities are increasingly home to people from all parts of the world and from all paths of life,” says Kari Suzuki, director of operations at the foundation. Suzuki notes that this rich diversity shapes the foundation’s approach and expectations, both internally and externally.

The foundation strives to help build healthy, vibrant communities – where basic needs are met, mutual regard is prized, and opportunities for economic, civic and social participation are within everyone’s reach. “We hope to help communities extend active, vibrant community life to all,” Suzuki notes. “And we expect that multiple voices are part of the conversation to ensure that solutions reflect the goals of the whole community.”

For its part, the foundation works to be an accessible resource to these diverse communities. Foundation trustees and staff spend time in the communities to learn about local issues, opportunities and organizations. Beyond that, “We try to make the application process as easy as possible,” Suzuki says. The foundation’s website includes its new Guide to Grantmaking, which provides comprehensive information to help potential applicants decide if the foundation is a good fit for their proposals. Staff members encourage questions and, once an application is submitted, they generally follow up with a phone call or in-person site visit. “Conversations give applicants a chance to tell their stories in a meaningful way beyond the application,” Suzuki explains.

Trustees then review and discuss individual reports on each application prepared by program officers. These reports detail the contexts in which each group operates, its stage of development, and other information. The foundation receives approximately 900 applications annually, and in 2010, received $54 million in potential requests, so a commitment to this application and review process is no small undertaking. “But we are committed to providing equitable access to the full range of organizations working to move communities forward,” Suzuki says. 

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Northwest Minnesota Foundation: Integrating Diversity Into Leadership Training

Northwest Minnesota Foundation (NMF) serves 12 counties in the northwest corner of Minnesota and has proactively addressed diversity and inclusivity issues for years. The organization is committed to strengthening the vitality of the region and understands the significant role of two large Indian reservations – Red Lake and White Earth, along with a Latino community in Crookston, a Lao community in Warroad, among others.

The foundation dedicates significant financial and staff resources to serving diverse populations in the region’s small towns and on the reservations. For instance, NMF has incorporated the content from a two-day cultural competency program into the foundation’s LeaderImpact program. “Expanded understanding and looking at the ‘other’ are now part of our overall leadership initiatives,” explains Jane McKelvy, NMF’s program officer for training. “Past program participants are reporting that they see the skills and abilities of people differently, and they use expanded understanding to work collaboratively with others from a broad range of backgrounds and experiences.”

The foundation also sponsors the Students Teaching Attitudes of Respect (STAR) Team Program for sixth and seventh graders. Teams of six to eight students from schools in the region attend two-day retreats, once in the fall and a second in the spring. Students are encouraged to share what they’ve learned with their families and other students to help create a positive school culture. The STAR program fosters respect, understanding and nonviolent communication.

The foundation has a long history of developing the assets that define quality of place, including diversity and inclusion. By weaving these threads into the fabric of its various programs and services, NMF is making an impact throughout the northwest region. 

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General Mills Foundation: Get – and Stay – in the Game

It’s hard to demonstrate what kind of player you are, much less win any games, if you only study the field from afar and never leave the sidelines.

The same can be said about diversity and inclusion work. A certain amount of study is needed, but not at the expense of taking action, says Ellen Goldberg Luger, executive director of the General Mills Foundation. “We need to be action-oriented and open to trying new and different ways of engaging diverse communities.”

When public safety issues were plaguing the Hawthorne community of North Minneapolis in the late 1990s, the General Mills Foundation initiated the Hawthorne Huddle, community meetings that brought together a cross-section of stakeholders to collaboratively address concerns and identify solutions. “We wanted to give voice to a community that traditionally didn’t have much voice and to facilitate sharing of information across sectors,” Luger explains.

In the 13 years since, General Mills has stayed off the sidelines, maintaining a long-term commitment to convening the monthly Huddle. “The Huddle is an important vehicle for our foundation staff to stay connected to what is happening in communities we serve,” Luger says. “Every month, we’re engaging with residents, nonprofits, government, businesses, faith-based organizations, law enforcement, educators and elected officials.”

Floyd Beecham is senior pastor at Faith Tabernacle Gospel Fellowship International, where the first Huddle was held. A regular attendee since its inception, Beecham says the high level of participation by a broad cross-section of people living and working in the Hawthorne neighborhood leads to ongoing networking, which he believes is the most valuable outgrowth of the Huddle meetings. Consistently 50 to 70 people attend every month.

“I’ve never been involved in anything – and I’ve been part of many activities like this – that has the high number of people consistently attending over the long haul,” Beecham says. “The faces change over the years, but the number of attendees stays high.”

One of the faces that has changed is the Huddle’s chief convener – the executive director of the General Mills Foundation. When Dr. Reatha Clark King, who launched the Huddle, left the foundation in 2002, a Huddle subcommittee debated if leadership of the Huddle should be transferred to a community citizen or group. This idea was quickly nixed, though, Beecham recalls, in part because the foundation had earned a solid reputation for having the clout to perpetually bring together a wide range of organizations and prominent community leaders, including former Hennepin County Attorney and now U.S. Senator Amy Klobuchar and former 4th Precinct officer and now Minneapolis Police Chief Timothy Dolan, among others.

Beecham also says the fact that General Mills had demonstrated it would invest its financial resources in tackling key community issues, many of which are discussed at the Huddle, would continue to attract a high level of participation in the meetings.

Even a notable community leader would have difficulty sustaining widespread interest in the Huddle, Beecham believes, if there wasn’t also the potential of grant funding for some initiatives that arise from discussions, even though financial support is not a stated part of the Huddle’s purpose.

With the decision for General Mills to maintain leadership of the Huddle, responsibility for convening the meetings has belonged to Luger since 2002. “I absolutely credit the Huddle’s longevity to General Mills’ consistent involvement,” Beecham emphasizes.

Reflecting on Huddle-driven discussions over the years, Beecham describes one memorable outcome: the development of Hawthorne community standards – a list of behaviors that would not be tolerated, such as loud noise and drug activity. “The block clubs were frustrated that residents didn’t necessarily value what was going on in their neighborhood,” Beecham explains. With the standards, the block clubs now had a concrete outline of expectations in the community, and the General Mills Foundation provided funding to enable the clubs to distribute the standards throughout Hawthorne.

At each Huddle meeting, the Minneapolis Police Department’s 4th Precinct provides a safety update. Beecham believes that increased attention by the police, along with the work of the block clubs and neighborhood council, is paying off.

“The neighborhood seems more stable,” he says. The transformation is evident on evenings outside his church. “When services or activities end and people walk outside, the neighborhood is quiet. The illegal activity has moved on.” 

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Marbrook Foundation: Impact, Need, Values and Connection

The Marbrook Foundation has made waves in Minnesota philanthropy. First with its groundbreaking support of the American Indian Family Empowerment Program and Tiwahe Foundation, and then with a new focus in 2009 on programs and services for immigrants and refugees.

The foundation’s decision to support these diverse communities wasn’t necessarily about increasing inclusivity. It grew out of family discussions about addressing the greatest community needs and creating the most impact – given the foundation’s size and capacity.

But, emphasizes Julie Hara, Marbrook’s executive director, the family’s values surrounding diversity and inclusivity still emerge in grantmaking conversations and are reflected in what the foundation supports – or doesn’t support.

Julie Zelle, chair of Marbrook’s board of trustees, gives this example of the family’s values at work: The foundation recently gave a multiyear grant to a nonprofit assisting local grassroots African groups with establishing their own nonprofits. While this seemed a good fit for Marbrook’s new focus, the foundation learned after the first grant round that one of the groups was guided by men who did not allow women in their community to get contraception. While the trustees understood the role of cultural traditions, Zelle explains, “We couldn’t fund what we consider dangerous sexism.” Marbrook requested that its grant not be used for this particular group, although others continued to receive funding.

This illustration highlights the complexities that Marbrook is learning to navigate as it increases its understanding of immigrant and refugee communities.

Identifying mentors is key, notes Zelle, and organizations such as CAPI can be invaluable. CAPI’s mission advances social equality and gender and health equity for immigrant and refugee communities. Zelle and Hara often turn to Executive Director Pham Thi Hoa for advice. Having a mentor willing to provide honest, thoughtful feedback that is not self-serving or tied to a potential grant is critical, they say.

Hara recalls a recent day spent at CAPI. “Julie [Zelle] and I are continually trying to educate ourselves, so Hoa invited us to meet with some people that CAPI serves. Around a big table, we sat with a group of Iraqi men and their interpreter and a group of Karen women and their interpreter. Over lunch, we had a free-flowing conversation without mention of possible projects or funding. It was extremely generous of these people to share their stories with us.”

Creating space for reflection and learning is a strong value at CAPI, Hoa says. “When any of us makes decisions that affect a community, it is important that those decisions are well informed and not guided solely by secondhand information – a report we read or something we heard from someone else. Relief of human suffering is about many things, and its legitimacy depends on giving voice to a specific man, woman or child affected by the social issue we’re trying to address. Unless we hear directly from them, and unless we listen, it would be difficult to say our work is being done on their behalf. Human connection enriches our knowledge.”

She continues: “Walk down any main street, you see diversity. We can be equally fearful of each other, but our fear will make us smaller. If, through conversations, we connect as human beings – one stranger to another – I believe we can make this a more civil society in which we understand and appreciate that diversity is a blessing.” 

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MCF Strategic Partners

Because philanthropy is strengthened by bringing together grantmaker affinity groups, MCF has developed strategic partnerships with four key organizations focused on particular racial and ethnic communities.

MCF works with its strategic partners to foster networking and an exchange of knowledge among Minnesota grantmakers to maximize the effectiveness of organized philanthropy in our state.

In this issue of Giving Forum, we’re highlighting Native Americans in Philanthropy. Look for more about our other strategic partners in future issues.

Native Americans in Philanthropy: Engage, Empower, Educate
The culture and history of Minnesota is deeply rooted in its Native American first residents and in generous philanthropic giving. Bridging the Native nonprofit and philanthropic communities, Native Americans in Philanthropy (NAP) is celebrating its 20th anniversary this year. The organization is steadily fulfilling its mission to become a regional and national leader in building healthy and sustainable communities enhanced by the Native spirit of generosity.

NAP has three interwoven strategies: Engage, empower and educate. NAP’s board and staff engage non-Native philanthropic practitioners to build sustainable Native communities by networking on the ground and virtually. In addition, NAP empowers Native philanthropic leaders to be effective practitioners through its culturally grounded programs. Through partnerships with intermediaries such as Foundation Center and others, NAP educates nonprofits and funders by developing and sharing critical research on Native philanthropic leadership and giving.

Using deepened regional member engagement, NAP is strategically focusing and enhancing its programming. It offers three programs for nonprofits: Art of Giving is a fund development curriculum grounded in a decolonized model of giving, receiving and sharing of resources in Native communities; Circle of Leaders is an 18-month leadership program that engages emerging Native leaders and educates them about philanthropy and nonprofits through professional development, networking and mentorship; and the Native Philanthropy Institute, held annually in April, gathers people from Native and non-Native nonprofits, tribal-giving programs and foundations for dialogue, interaction and co-learning on leadership, strategic grantmaking and organizational capacity building. 

For more information on MCF's strategic parners, visit Strategic Partners.

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