System Change Agents: A profile of elite grant-making foundation engagement in public policy

Peter R. Elson, Sara Hall

Abstract


This study profiles the engagement of elite Canadian grant-making foundations in public policy.  There is a growing realization by public and private foundations alike that downstream community issues are not isolated from upstream policy and regulatory practices. Engagement in this context has been measured across five policy streams: policy research and issue identification; policy entrepreneurship and convening; policy advocacy; policy implementation; and policy evaluation and impact. Themes emerging from this research include: 1) a migration from program into policy engagement; 2) the utilization of multiple soft and hard policy tools; 3) simultaneous engagement across multiple policy streams; 4) engagement with both systems and agents; 5) engagement in policy implementation; and 6) a long-term commitment to a focused policy issue.


Keywords


Grant-making Foundations, public policy, Canada

Full Text:

PDF

References


Alliance for Justice. (2004). Investing in Change: A funders guide to supporting advoacy. Washington, D.C.

Anheier, H. K. (2005). Nonprofit Organizations: Theory, Management, Policy. New York: Routledge.

Barata, P., & Murphy, C. (2011). Foundations for Social Change : Reflections on Ontario’ s Poverty Reduction Strategy. Canadian Review of Social Policy, 65/66, 16–30.

Canada Revenue Agency. (2003). Political Activities [CPS - 022]. Ottawa: Charities Directorate, Canada Customs and Revenue Agency.

Canada Revenue Agency. (2016). T3010 Registered Charity Return. Retrieved April 6, 2016, from http://www.cra-arc.gc.ca/E/pbg/tf/t3010/

Carter, T. S., & Rains, L. E. C. (2015). Separating Fact from Fiction: Political activities revisited. Charity Law Bulletin, 361(February 26, 2015), 8.

Chase, S., & Peritz, I. (2015). Thalidomide survivors to meet minister on day House votes on support. Retrieved March 4, 2015, from http://www.theglobeandmail.com/news/politics/thalidomide-survivors-to-meet-health-minister-house-to-vote-on-aid-next-week/article21819113/

Coffman, J. (2008). Foundations and public policy grantmaking. James Irvine Foundation. Los Angeles, CA. Retrieved from http://www.mcf.org/system/article_resources/0000/0669/PublicPolicy_Coffman.pdf

Deakin, N. (2001). Putting Narrow-mindedness out of Countenance - The UK voluntary sector in the new millennium. In H. K. Anheier & J. Kendall (Eds.), Third Sector at the Crossroads: an International Nonprofit Analysis. London: Routledge.

Imagine Canada, & Philanthropic Foundations Canada. (2014). Assets & Giving Trends of Canada’s Grantmaking Foundations.

Kendall, J. (2000). The mainstreaming of the third sector into public policy in England in the late 1900s: Whys and wherefores: Civil Society Working Paper 2. London: London School of Economics: Centre for Civil Society.

Kingdon, J. W. (1995). Agendas, Alternatives, and Public Policies (2nd ed.). Harper Collins College Publishers.

McIlnay, D. P. (1998). How Foundations Work: What Grantseekers Need to Know About the Many Faces of Foundations. San Francisco: Jossey-Bass.

Meehan, E. J. (1985). Policy : Constructing a Definition. Policy Sciences, 18(4), 291–311.

Sabatier, P. A., & Mazmanian, D. A. (1979). The Conditions of Effective Implementation: A Guide to Accomplishing Policy Objectives. Policy Analysis, 5(Fall), 481–504.

Stacey, R. D. (1995). The science of complexity: and alternative perspective for strategic change processes. Strategic Management Journal, 16(6), 477–495. doi:10.1016/0024-6301(95)99970-B

Stacey, R. D. (2007). Strategic management and organizational dymanics: The challenge of compexity (5th ed.). London, UK: Pearson Education.

Suarez, D. F., & Lee, Y. (2011). Participation and Policy: Foundation support for community organizing and civic engagement in the United States. Public Management Review, 13(8), 1117–1138. doi:10.1086/292085

Turgeon, L. (2014). Activists , Policy Sedimentation , and Policy Change : The Case of Early Childhood Education in Ontario. Journal of Canadian Studies, 48(2), 224–249.

Waddell, S., Waddock, S., Cornell, S., Dentoni, D., McLachlan, M., & Meszoely, G. (2015). Large Systems Change: An emerging field of transformation and transitions. The Journal of Corporate Citizenship, 58(June), 5–30.

Westley, F., Zimmerman, B. J., & Patton, M. Q. (2006). Getting To Maybe: How the world is changed. Toronto: Random House Canada.

Wheatley, M. (2006). Leadership and the New Science: Discovering order in a chaotic world (3rd ed.). San Francisco: Berrett-Koehler.

Yin, R. K. (2009). Case Study Research: Design and Methods (4th ed.). Thousand Oaks, CA: Sage.




DOI: https://doi.org/10.22230/cjnser.2016v7n2a222

Refbacks

  • There are currently no refbacks.