Abstract
Improving food access is a complex challenge, and a broad range of U.S. nonprofit organizations are working to create positive change. In an attempt to amplify the impact of a single organization, foundations have begun funding collaboratives of multiple, high-achieving organizations. This three-year case study documents the successes, challenges, and recommendations of the funder-initiated but grantee-driven Nutrition Cohort. The Cohort, initiated and funded by a foundation, includes six nutrition-focused member organizations, and was evaluated by a university partner (Tufts University). Study data from three annual waves of collection were triangulated using (1) key informant interviews with Cohort members and Foundation staff, (2) a survey of Cohort members, and (3) review of documents about or created by Cohort organizations. Over the study period the primary reported success of the Cohort was its commitment to work together as a “learning collaborative.” Crucial changes over the study period included enhanced trust and relationship building and promising shifts in perceptions surrounding the necessity of meeting attendance. This study also highlights additional benefits of the Cohort’s formation and growth across the three-year period, including organizational capacity building, improved fundraising strategies, and enhanced community impact. Study findings have implications for the practice of food systems development and may provide guidance for other foundations interested in starting similar collaboratives. See the press release for this article.
Highlights
Introduction and Literature ReviewFoundations represent prominent sources of funding for enhancing the development and expansion of nonprofit organizations (Grønbjerg, Martell, & Paarlberg, 2000)
The Robert Wood Johnson Foundation convenes over 120 representatives from national nonprofit organizations annually for a three-day Culture of Health Partners Workshop to encourage “in-depth exchange, engagement, and action”
The objective of this paper is to provide an intrinsic case study of the three-year (December 2014–December 2017) funder-initiated, granteedriven collaborative
Summary
Foundations represent prominent sources of funding for enhancing the development and expansion of nonprofit organizations (Grønbjerg, Martell, & Paarlberg, 2000). Foundations will connect organizations in a specific sector and treat them as an “investment cluster,” with the goal of encouraging synergy among grantees (Braverman, Constantine, & Slater, 2004). The Robert Wood Johnson Foundation convenes over 120 representatives from national nonprofit organizations annually for a three-day Culture of Health Partners Workshop to encourage “in-depth exchange, engagement, and action” McCormick Foundation formed and funded an evaluation learning community in which grantees shared ideas regarding dashboard tools and reporting systems, reporting a sense of community during the process (Wade et al, 2016). Other strategies include “innovation platforms,” commonly used in agricultural research, which allow stakeholders, often with different backgrounds, to engage in learning and to work collaboratively to solve common problems in their field (Nederlof, Wongtschowski, & van der Lee, 2011; Pali & Swaans, 2013)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Journal of Agriculture, Food Systems, and Community Development
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
